Why HR processes are moving into HR strategy. How to debug internal HR processes, what to pay attention to Hr processes

The work of the HR team can play a key role in a company that is either preparing to make a qualitative leap in its development, or in a stagnating market, is seeking to improve the use of labor resources. In order for the newly created HR service to really contribute to the achievement of business goals, it is necessary to properly organize its work, observing certain “rules of the game” in interaction with the top manager.

We fail more often than not because we can't decide.
problem, but because we are trying to solve the wrong problem.
Russell Ackoff

Whoever initiates such undertakings will face the hostility of those
who benefit from the old order, and the coldness of those who benefit from the new.
N. Machiavelli. "Sovereign"

Partnership with the leader

The effectiveness of the head of the new HR structure depends, first of all, on how successfully communication and interaction will be built between him and the “customer” (we will use the term adopted in project management) - the person who has the last word in making a decision. The customer for HR is CEO or the owner personally managing the company. For brevity, I will call it "First Person". From my own experience I can say: if the order of the director of the company can be canceled or changed by the owner / main shareholder (in fact, the director is not the “First Person”), you need to discuss your proposals with the one whose word is decisive.

The most threatening for the implementation of an HR project is the situation when:

• the initiator of the emergence of the HR service is a hired manager, and the “First Person” itself does not understand very well why the enterprise needs a new division (and new costs);
• the owner proposes to create an HR service, and the hired director does not see the need for it.

In both cases, there is a conflict of interests of the first persons. I believe that communications should be built in such a way that the proposals of the HR director are approved by the person who has the last word. Otherwise, this company will not be able to achieve tangible results. Of course, moderating the communications of a hired top manager and owner is a very difficult task. Having no experience of such communication with the director and owner, it is better not to agree to take responsibility, because any project is doomed to failure if top managers do not understand the goals and objectives of the newly created HR service.

Suppose the "First Person" and a hired top manager have come to a common opinion on key issues. What needs to be done to organize the work of the HR department from scratch? I'll tell you based on my experience.

First of all, I make every effort to build transparent communication with the "First Person". Having formulated a vision of the place of the HR department in the company, its goals, current and future tasks (as well as a system for evaluating their performance), I enlist its support. Having received full information, the “First Person” joins the discussion, expresses his point of view - this creates a feeling of his involvement in the changes (which is psychologically very important for many managers, especially business owners). As a result, I have the opportunity not only to prepare a work plan for the HR service in the near future, but also to build a platform for mutual understanding in the future. And most importantly - to get public support from the "First Person" (at a meeting or in the presence of significant company leaders). Without such support, it is hardly possible to exert the necessary influence on employees, without which it will not be possible to reorganize the old system.

HR audit and work plan

Next, you need to audit the HR processes in the company. To get information about the real state of affairs, I do it as part of my acquaintance with the company, without focusing on verification and evaluation. If employees are not aware of an actual HR audit, they will not be able to hide negative information. And in no case do not make comments about the previous order in the company. “Veterans” perceive this as criticism addressed to them: “Before, everyone worked badly!”.

During the audit, I try to find out if the company has personnel policy- formalized, or at least "virtual" - as the logic of the actions of the "First Person". A manager's understanding of the importance of a people management policy is a good sign. This stage helps clarify the expectations of the First Person and, by comparing them with my assumptions about the strategy, determine my position.

The key issue of personnel policy is to provide the business with employees of the required qualifications who will be able to perform the assigned tasks. Therefore, I constantly ask myself and other managers the question: “What kind of employees do we need?” ( tab. 1).

Tab. 1. Which employees work/should work in our company?

Of course, determining the characteristics of the right employees depends not only on the opinion of the “First Person” and the HR Director, but also on many objective parameters:

• from the company's strategy (cost savings, leadership in quality, etc.);
• stages of its development;
• business specifics;
• scale (number, complexity of the organizational structure, the presence of branches, etc.);
• situation in the labor market;
• the complexity of the types of work (qualification, time of "entry" into the position, etc.);
• recruiter qualifications, etc.

For example, in an enterprise with a long history and well-established processes, most likely, work in leadership positions is paid above the market median, the salary of middle managers is at the level of the median or slightly lower (by 5-8%), ordinary workers are paid below the median (by 10–15%). But small salaries to employees can be compensated by an extended social package (medical insurance, allocation of a limit for mobile communications etc.), learning opportunities, career prospects, flexible schedule work, vacation use, etc.

Analysis of the data obtained allows us to predict:

• the level of complexity of finding employees in the labor market;
• training model (including the required level of detail);
• preferred employee motivation systems;
• level of control detail;
• necessary behavioral models (goal / task / action);
• guidelines for development corporate culture and etc.

The next step is to assess management styles key managers, for which I use the "Managerial Grid" of American researchers R. Blake and J. Mouton ( R. R. Blake, J. S. Mouton). Any activity of managers is evaluated in two "dimensions" - "attention to production" and "attention to the person" ( rice. 1).

Rice. 1. Blake-Mouton's "managerial grid"

An analysis of the dominant management styles of managers helps to attribute the organization to a certain type: “fast” or “slow” ( tab. 2).

Tab. 2. Type of organization according to

At the same time, I analyze the wishes of the leaders, identify possible difficulties, the presence of a desire to change something. Based on the results of the preliminary “reconnaissance”, I build a “loyalty tree for changes” ( rice. 2).

Rice. 2. "Tree of loyalty"

It is better to build a whole “forest” - a separate “tree” for each of the planned HR projects (for example, “Creating a training system for employees of a certain category / group”, “Creating a staff incentive system”, etc.). This information is very important, because the tactics of project implementation should be developed depending on the attitude of people towards it - indifference, loyalty or aggressive resistance ...

Practice shows:

• departments/employees that use the results of the changes will either be loyal to the changes or be indifferent to them;
• workers and the head of the unit in which the changes are being made are initially strongly opposed.

"Tree of Loyalty" - useful tool, which helps to understand: who can support me on general meeting or talk about the nuances of certain processes, with whom you need to discuss changes in advance, from whom to expect resistance (including at the level of the “First Person”)…

Next, I analyze the main HR processes. You can evaluate them using the checklist ( tab. 3). The level of detail in the list of main HR processes depends on the characteristics of the company's business. The assessment is dichotomous - "yes / no".

Tab. 3. Checklist for assessing existing/required HR processes

When completing the checklist, keep the following in mind:

• Column "Presence of a process". “No” is put if the process is implemented partially, inconsistently, irrationally. For example, recruitment in an organization is carried out - there is a function, but it is performed by line managers and the personnel department. Or - the search application is submitted late, there is no application form, for vacancies a profile is not developed, duties and working conditions are not described, etc. All this suggests that there is no built-in HR process in the company.
• Column "Formalization of the process". “Yes” is set if the standards and procedures fixed in the documents are actually implemented.
• Column "Process evaluation". The mark "Yes" is made if the company has a system for assessing the quality of performance this process and according to its results, the actions of the performers are adjusted, and these actions affect the efficiency of the process and the company as a whole.

For example, the focus of recruiters on the achievement of the indicator "percentage of vacancies filled on time" leads to the fact that they tend to select new employees quickly, to the detriment of the quality of candidates. Of course, managers often “help” with this, because they always need it “urgently”! In cases where it is impossible to select a quantitative indicator, it is better to describe the sequence of actions that employees must perform (as a rule, the algorithm is easy to check), and also to set strict filters at the stage of initial assessment and selection. At the same time, the search speed can be increased by controlling the search priority or attracting additional resources.

• Column "Availability of HR-metrics". "Yes" is set if the company has developed a system of indicators that allows you to evaluate the effectiveness of HR processes in comparison with industry benchmarks. For example: sales volume per sales manager/employee, ratio of service and production staff, the level of staff turnover.

The right choice of indicators will help change processes: if a company needs leaders, and the selection criterion is the ability to quickly perform the tasks of a leader, it is necessary to adjust the selection criteria; If average term manager's work in the company - a year and a half (he leaves at the peak of his effectiveness and will apply the skills we have acquired from a competitor) - it is necessary to develop retention programs key specialists etc. Good HR metrics help in the implementation of business development plans.

In fact, the results of the audit are the basis for preparing the work plan of the HR department for the near future. It remains to set priorities. For this I study financial indicators companies and qualitative indicators the main business processes (sales statistics, production volumes, marketing expenses, etc.), as well as find out the expectations of the "First Person" regarding the priority of a particular issue ( rice. 3). As a result, I make a decision about the sequence / priority of my work tasks.

Rice. 3. Model of company priorities

At first, the actions of the new HR director will naturally attract the close attention of the entire team. It is most reasonable at this stage to solve, perhaps not the most important task for the company, but a realistically feasible task. After all, not the most effective solution much better than not having the most efficient one!

In addition, for successful work The HR director needs a certain “resource of power”. It provides:

• public support of HR projects by the "First Person";
• gaining authority in decision-making (hiring, staff assessment, development of motivation systems, influence on approval processes);
• the effectiveness of actions for the actual implementation or change of HR processes.

The main thing is not to forget that power is not a goal, but a tool for accomplishing what is planned!

When creating an HR service from scratch, it is better to start with the development and implementation of a staffing system. I use my model, which I have already tested in many companies, adapting it to new conditions. First, I describe the main steps:

• the application process for filling vacancies;
• selection system;
• decision-making mechanism;
• decision making process.

If necessary, I also include a personnel planning system and approval of the staffing table.

After the staffing system has earned, I proceed to the development of the system financial incentives. Efficient system must meet a number of criteria:

1. Must be agreed with strategic goals companies. (It is impossible, for example, to demand the quality of service from people, but to evaluate it by the volume of sales / the number of products produced).
2. Consider suggestions from employees when establishing an assessment system and assessment criteria: practice shows that people often offer very important additions, suggest what nuances you should pay attention to.
3. Be flexible. The motivation system should allow prompt adjustments to take into account changes in the labor market or within the company. In addition, it is good that it allows you to “retarget” it without changing the bonus mechanism.
4. Be efficient. The increase in profits from improving the performance of employees due to the introduction of a motivation system should exceed the costs of its implementation and administration.
5. be balanced- ensure the optimal balance between the company's competitiveness and internal fairness.
6. be working. The system of financial incentives must be used accurately and systematically.
7. Motivate. The increase in employee benefits should be linked to the growth of the company's revenues.
8. Be understandable. Employees should be able to independently understand the mechanism for calculating the bonus and be able to calculate it in relation to themselves. Otherwise, it won't work.

My experience shows that the development of a new model takes at least two months - from the beginning of the project to the launch of the system. Noticeable changes in the behavior of employees in most cases appear in the second month after the introduction of new rules. That is, from the moment the decision to move to new system It will take at least four months before the first results, or even more. It is important to remember this, because opponents will accuse you of the weakness of the proposed model in a month.

At the stage of changing the systems of evaluation and remuneration, the biggest difficulty may be the need to revise the criteria, and indeed the entire system for evaluating the performance of departments in the company. This is serious work that will require the involvement of the entire organization. In each case, the decision on whether to initiate such a project should be made taking into account the needs of the business and only with the unconditional support of the "First Person".

Experience shows that it takes 1.5–2.5 months for each process to change/implement a new one. At this time, you need to focus on monitoring the implementation of the new process, constantly helping employees to work in a new way.

To reduce resistance to change, I developed a certain algorithm of actions:

1. First, I enlist the support of the "First Person" - I justify the need for a new HR process, reinforcing my position with economic calculations. I try to make the leader understand that it will be impossible to deviate from the accepted rules. I warn you that this may cause resistance among many people, even very authoritative ones.
2. I develop and sign the relevant regulations (regulations, procedures, etc.).
3. I discuss the need and desirability of such an HR process with “loyal” and “indifferent”, enlist their support.
4. I initiate a management meeting, where I present a new HR process, and also receive public support from the “First Person” and approval from other participants.
5. Only after that I inform about decision and briefly acquaint everyone with the regulations, which describe the basic rules.
6. After the implementation of the new HR process, I periodically remind all key people (usually in electronic form) of the main requirements.

Only after the successful implementation of the first two HR projects, I begin to develop the "Regulations on the Human Resources Management Service" - now I have the authority to approve the necessary powers. My further actions depend on the needs of a particular company.

Building an HR service from scratch is not easy. Taking on such a project, the HR must soberly assess his strength. From my own experience, I can say that I felt like a fairly competent manager when I already had three successfully completed projects (and under different conditions) in my asset. deep professional knowledge and understanding the mechanisms for developing and implementing basic HR processes is an indispensable requirement. It is impossible to establish processes in which you do not understand ...

What will help to successfully launch an HR service from scratch?

1. Learn to firmly defend your interests - without this it is impossible to implement any project. Remember, you will need to influence behavior the whole company.
2. Develop the competencies of a diplomat (or "integrator", using the language of Yitzhak Adizis) - learn to gather people around you and unobtrusively unite them, as well as distribute tasks between them.
3. Direct all your actions to increase productivity. You can become a significant employee for the "First Person" only by proving your profitability - in numbers! His support is your resources.
4. Learn to delegate authority. Do not try to do everything at once - you will be "overwhelmed" with work. Remember, you are the ideal object on which to dump all unsolved problems. Always "keep" the goal - you must create a system, not be an executor!
5. Get rid of perfectionism: “a bad process is better than no process.”
6. Get the support of the "First Person" - without it, success cannot be achieved.
7. Never say "it used to be terrible!" Humiliation does not add respect, insult does not add loyalty.
8. Make the most of what you already have. Don't change what works unless absolutely necessary.
9. Do not try to be cunning and be "strong". Bribing simplicity, openness and strength.
10. If you are under pressure, immediately hit back, and then offer cooperation. This is the most efficient type of relationship.
11. Try to do everything as transparently and publicly as possible. Discuss your ideas with colleagues.

And most importantly - learn to present the results of the HR service in the "language of numbers". The HR director is the business partner of the head of the company, and every economic success is measured in money. If you cannot do this, then you need to work on yourself.

When talking about HR in a company, everyone imagines something different: an old-fashioned HR department, a nice young lady in the office, a scary recruiter flooding with questions. And the literature behind cumbersome definitions does not give an understanding of what actually lies behind the concept of "personnel management service" and how it can be used by a mere mortal. All these “development of personnel standards” and “assessment centers” make melancholy and confusing, but in reality, not everyone needs them.

Potential Issues

In the early stages of a company's development, HR functions are performed by the founders themselves. They know better than anyone who to hire, in what direction to develop in order to achieve their goals. And there are so few employees that you can pay attention to everyone. Everything is in full view, and often the employees and founders are family friends. Difficulties begin when the company grows quickly, and the founders and managers do not have enough time to pay attention and understand all the details of the process.

A sample list of situations that clearly demonstrate problems is as follows:

Personnel accounting. There is no way to contact a sick employee because his phone is not answered, and no one has thought to take additional phones for emergency calls.

Adaptation. For the second day, an employee has not been going to work “because of the atmosphere in the team” or deceived expectations, because he expected that “you actually have a serious company here.”

Development, performance evaluation. Dismissal due to the fact that the employee decided that he was not appreciated, and his work was not important for the company.

Reward system. The employee asks for a raise, and the manager cannot assess how effective the employee's performance is.

Performance evaluation. The manager understands that his employee is not perfect, but does not know whether and whether it is time to look for a replacement.

These and similar problems are faced by many companies that are growing rapidly.

HR processes and tools

In order to avoid the main mistakes in working with people, you need to use several basic HR processes and tools:

Hire the best employees who are right for a particular team, have the right knowledge and share similar values.

Help a new employee to adapt, involve him in the life of the company from the first days of work in the company. And also do not forget about personnel records.

Accompany the probationary process.

Develop criteria for assessing the quality of work and a clear scheme for compensation, fines and incentives.

Explain how the social package works: how and for how long you can go on vacation, how “sick leave” is paid, what bonuses the company gives (for example, a gym membership, specialized courses), etc.

Maintain regular feedback between employees and the manager, to voice plans for personal development and the learning process.

Conduct corporate events. Well, where without them?! :)

Naturally, at the initial stages of a company's life, not all of these processes are needed, but when the company's staff reaches 25-30 people, then you can't get away from them (from the processes). For a company that employs 30+ people, it is desirable that all this be described and clearly implemented.

Depending on the approach of the founders and the style of management, some items may be a mere formality or, conversely, overgrown with bureaucracy.

For example, a company may not have a probationary period, but in order to receive a vacation, you need to obtain written permission from five people. The most important thing here is not the quality of the process, but the fact that the employee knows that all the "rules of the game" are defined and fixed. Then he understands by what criteria he is evaluated, he sees guidelines for own development receives regular feedback and knows exactly what to expect.

Following these simple steps removes great amount internal worries and worries, saves time on administrative formalities and allows you to focus on solving business problems.

How to organize it all

Here the recipe is simple - start making. Unfortunately, no one, even the most talented HR specialist, will be able to do this on their own without knowledge of the business and without receiving support from managers. At best, a good and experienced HR manager can tell you which tools to use specifically for your goals.

The surest way to establish an HR process that suits your company is to lay the foundation yourself. Support and develop for some time, and then hire an HR specialist who, first of all, will unload you and managers from the "churn", and in the future will be able to bring something new.

Actually, the correct answer to the question: “When does a company need HR?” - "Always!"

HR is a set of processes that, when correct use, provide room for growth and avoid situations where the best people leave, and development is hampered. The importance of HR is not as obvious as, for example, marketing or sales, but we must not forget that HR is about people, and they are the most valuable thing in any company.

Recruitment. There are three recruitment strategies for an international company:

1. Employees are selected in the country of origin of the parent company ( parent country national). For example, a Serbian citizen works for a Serbian company in Hungary. This strategy is typical for the paternalistic approach and mainly at the start-up stage.
2. The selection of employees is determined by the location of the company ( host country national). For example, a Hungarian citizen works for a Serbian company in Hungary. It is more common with an independent approach to management.
3. Employees from other countries are involved - not from the country of origin of the parent company, and not at its location ( third country national). For example, a Bulgarian citizen works for a Serbian company in Hungary. A cosmopolitan orientation is more common in global corporations.

Education and development. In the face of ever-increasing competition for talent, for leaders international companies create a talent pool of mobile personnel - managers and specialists with the knowledge/skills that are necessary to solve operational and tactical business problems in the regions of presence. They use two different approaches to organizing training and development of employees:

1. Centralized. Standard programs are developed in the parent company in accordance with corporate standards; internal trainers implement them in all regions of presence. This strategy is more often used within the framework of paternalistic and geocentric approaches to personnel management.
2. Decentralized. Required Programs developed "in the field"; the absence of cultural differences ensures mutual understanding of the trainer and students, as well as taking into account local characteristics (problems, tasks, strengths etc.). This strategy is implemented as part of an independent management approach.

Formation of "mobile personnel reserve» reduces the risks associated with local labor markets. These leaders can quickly get involved in any international project: implement the planned strategy, build business processes, implement corporate standards (taking into account local specifics), etc.

But such teams need to be prepared in advance - additional training, development of the necessary competencies, help to acquire cross-cultural experience. For each new project, we prepare our team of "international specialists". Commands are different, for example:

• we send an existing team of managers to participate in the project;
• we send highly qualified narrow specialists- experts in those regions where they are not enough; there they will not only build processes correctly, but also train local employees and share experience with them.

Performance evaluation. There are two main purposes of evaluation:

1. Development- identification of potential, areas for improving the knowledge and skills necessary for the further successful implementation of their official duties and possible promotion within the group of companies. In this case, you need to understand what the employee is not doing well enough to fulfill the goals and objectives, as well as determine the development program and set control points for subsequent evaluation.
2. Reward- revision of remuneration (increasing the base salary), determining the size of the bonus when summing up the results of activities for the year / quarter.

In international projects, when conducting an assessment, it is important:

A. Ensure standardization (uniformity, consistency and continuity of methodology and procedures) - this is necessary to compare the performance of employees in different regions.

B. Take into account the cultural characteristics of each country.

Sometimes these two tasks can conflict:

• On the one hand, in global companies certain restrictions are imposed by the cultural specificity of the region.
• On the other hand, when developing typical (standardized) assessment approaches for all regions of presence, the most general indicators are selected that do not take into account local characteristics. As a result, the assessment becomes blurry, quality is lost ...

As in any other HR area, the approach to performance evaluation largely depends on the chosen HR strategy:

• at independent approach, its own system is developed for each country;
• at paternalistic- the systems of the parent company are used, which can be adapted to local conditions;
• at global- being developed one system, which can be applied in all countries, to all enterprises.

Labor Relations. Of course, the relationship between the employee and the employer is primarily regulated by the laws of the country/region where the company is located. Therefore, it is impossible to talk about unified policies here, all provisions are only advisory in nature. The parent company may give general recommendations, but "issues" can only be "resolved" on the ground - strictly within the framework of the law.

Relations with trade unions can be difficult, but it depends on the specific region. For example, in Japan trade unions are quite friendly, often it is their leaders who are appointed to the positions of top managers. In the United States, trade unions are very rigid, in Southern Europe (in particular, in the Balkans) they are “cunning”, in the post-Soviet space many are corrupt ... Trade unions are especially active during an election campaign, when a new trade union committee is elected, etc.

Effective recruitment work cannot be done without HR processes that are at the very core. Human Resource is not only testing candidates in the form of interviews, but also subsequent training, adaptation to a new place, setting motivations. If all stages are running, then the performance of the company with the new employee will improve significantly. A little more about each of them.

Organization of personnel management

An ordinary person does not see all the actions of a recruitment agency, of which there are actually a lot. After all simple circuit"Employment - Work - Dismissal" includes many more aspects, if, of course, professionals are engaged in the selection of personnel. Below is a list of the main HR processes in a company, which may also have their own subsections:

• Search for candidates for the position.
• Selection of employees.
• Adaptation of employees to a new place of work.
• Evaluation of the capabilities of employees.
• Development of staff skills (including training).
• Career management.
• Installing motivations through payment.
• Personnel accounting.

Recruitment for the enterprise

Most companies are increasingly choosing young and inexperienced staff as new employees for their vacancies. Thus, they are looking for unprepared people who will be easier to teach their attitudes and rules, motivate and bring into their circle. However, the personnel policy of HR agencies assures the opposite: a person who has some experience and vocational training it will be much better to develop the scope of the company, it just needs to be properly directed.

The first option with a set of non-professionals is suitable for medium-sized organizations, such as outlets, gas stations and others, having trained a new employee only the basics of communication with customers. As for large enterprises, it is important to choose the one who will really continue to develop the already established business. A good motivation for this is career advancement, bonuses and other bonuses provided by the company. That is why the so-called filter is needed in the selection of personnel, which is often trusted by HR agencies.

The advantage of this process is that specialists conduct a series of interviews in which they gradually identify strengths and weak sides person. Only after complete passage competition, the successful candidate proceeds to the next stage - the adaptation of employees.

Adaptation of employees in a new place

A new employee of the company will work more efficiently if he is first adapted to the working conditions. The personnel management process, called the orientation course, helps in this. During this course, in absolutely any form, the staff is immersed in the culture of the enterprise.

During such a course, the values ​​of the company, the basics of communication with customers, possible conflict situations and ways out of them are demonstrated. At the same time, specialists should remember the main thing: it does not matter to the client who serves him - an experienced employee or a trainee. It is always important for him to receive the service in the form in which the company offers. Accordingly, it is in the interests of any recruitment agency to convey the main points to the new employee as best as possible.

Personnel training and development

Another important HR process is training and further development all employees of the company. It is necessary that this happens regularly, especially if the company does not stand still, but constantly introduces ways to implement tasks. This stage includes various activities:

• production courses;
• schools with innovative methods;
• courses of the second profession or specialty;
• faculties of advanced training.

Each of the methods is able to increase the skills of the staff, and therefore improve the productivity of the entire company. This is also important for career advancement. individual employees. Therefore, all employees should be involved in the process, properly motivated and set goals.

Assessment of employee capabilities

The next step in personnel management is its evaluation. It is very important not only to spend efforts and funds on training and development, but also to understand that all this is beneficial. Appraisals should be scheduled regularly. To do this, it is necessary to assemble a team of independent judges and hold a number of events.

Based on the results of certification, the management of the enterprise receives a detailed certificate about each employee. Based on it, it will already be possible to draw further conclusions - to keep the employee, assign him advanced training courses, or start looking for a new candidate for this position.

Career advancement or layoffs?

The work of a recruitment agency also includes such an important process as the dismissal of an employee or his promotion up. In this matter, it is very important to feel the fine line and not give other employees a reason to worry about their place. So, for example, the reason for the dismissal of one employee for committing a gross error should be clearly explained to the rest of the employees.

The same goes for promotions: not always one or another employee who has good sales skills will be able to perform managerial tasks just as successfully. That is why the help of a recruitment agency is needed, which will be able to professionally recognize the capabilities of an employee to improve the efficiency of the entire company.

Automation of HR processes is an important component of the service recruitment agencies which must be present at any stage of work with personnel. Not only the selection of new candidates, but also the dismissal of employees with experience should take place under the clear supervision of professionals. Any big company, valuing its time and staff, should implement HR processes as a basis for better performance. Large international enterprises have long linked the work of HR agencies to their success in the market, as well as overall employee satisfaction. If the staff is satisfied with their work, it will provide maximum service to visitors. Therefore, the work of the HR department with personnel guarantees the company good service at the exit.

How to Change HR Processes: Video

Application

Buisness process- a stable, purposeful set of interrelated activities (sequence of work), which, according to a certain technology, transforms inputs into outputs according to certain rules using certain mechanisms ( rice. 1). The modern approach to managing an organization is business process management. (For example, ISO standard 9001:2000 expressly requires the use of a process approach in managing an organization.)

Rice. 1. Scheme of process description

As process input may be information (document), inventory or employee (in the latter case, these are often the processes of the personnel department).

process output may be the same elements as in the input, but already transformed during the execution of the process.

Process control- information that defines the rules for converting inputs to output.

Process mechanism- transformation of input to output ( rice. 2): employees (structural divisions) of the organization and the equipment on which they work (machines, office equipment).

Rice. 2. Scheme of process description

The output of one process can be an input (control, mechanism) for another or used by the client of the organization ( rice. 3).

Rice. 3. Interaction of processes

Each process has owner- a person who has the authority necessary to organize work on the process and is responsible for the result of its implementation.

The above example displays a business process in IDEF0 notation. This is one of the options for graphical display of the process. A conceptual diagram of process control is presented in figure 4.

Rice. 4. Conceptual scheme of process control

Why describe business processes? First, it is a requirement of the standard. Secondly, it brings tangible benefits to the company:

1. Understanding. During the description, it becomes clear how the process actually proceeds, problem areas are identified.
2. Mutual language. Process information captured and described plain language(the same for all employees).
3. Continuity of information. The description of the process is recorded (on paper or electronic media), therefore, even if the employee responsible for a certain process leaves, the knowledge about the sequence and how to perform the work remains in the company - it is transferred to new employees.
4. Separation of areas of responsibility. Now every worker knows:

• what exactly does it do;
• from whom it receives information, orders, etc.;
• in what form it receives;
• in what terms does the work;
• to whom, when and what transfers;
• what he is responsible for.

Process description rules. The description of a process is the definition of all its characteristics; carried out by a designated person in charge. Processes are described in documented procedures (DP).

The name and code of the process reflect the essence of the described work, they are determined by the person or group of persons appointed to describe this process.

Process code - digital identifier, assigned in the form X.Y.Z.,

X - division number in the nomenclature of the company's affairs (source - secretariat);

• Y - number of the structural unit of the company, which is the "owner" of the process (based on organizational structure companies);
• Z is the sequence number of the process in the process tree of the division.

Process description template and process characteristics

1. Appointment.
1.1. This documented procedure describes the process<код и наименование процесса>and defines<виды работ>.

2. Purpose of the process(necessary or desirable result of the process as an activity, to achieve which the enterprise implements this process).
2.1. The purpose of this process is<цель процесса>.

3. Scope.
3.1. This documented procedure applies to<участники процесса>.
Process participants are employees of the enterprise who are directly involved in the management and implementation of this process.

4. Responsibility.
4.1. <Должность ответственного за процесс/ роль>which is responsible for<сфера ответственности>, as well as for monitoring the provision of resources and evaluating the effectiveness of this process.
4.2. <Должность/ роль>responsible for<сфера ответственности>.

5. Definitions and abbreviations.
5.1. Definitions<раскрыть значение используемых определений>.
5.2. Abbreviations<раскрыть значение используемых сокращений>.

6. Resource support of the process.

Process resources - required to perform work within the framework of this process: a) personnel; b) information; c) infrastructure, etc. Sections define the planning, preparation, initiation and execution of work, as a result of which the expected result is obtained.

7. <Наименование раздела>.
7.1.<Описательная часть>(describes the procedure for planning, ensuring, performing and controlling all types of work within the framework of the process, indicating all the regulatory and regulatory documents used).
7.2.<Описательная часть>:

8. Monitoring and control of the process(monitoring process indicators).
8.1.<Указываются объекты, методы, средства и исполнители всех видов мониторинга и контроля>:

Process measurement - obtaining measurable values ​​of the characteristics and indicators of the process.

Process control - the activity of comparing the actual indicators / results of the process with their standards.

Monitoring, measurement and control of the process are carried out to obtain evidence of the ability of processes to fulfill their defined requirements and tasks.

Process performance (as part of process measurement) - the extent to which planned activities are carried out and planned results are achieved, i.e. quantitative indicators, which determine the degree of compliance of the actually obtained results of the process with the planned ones.

The evaluation of the effectiveness of the process is carried out for:

• obtaining information about how the process allows you to achieve your goals in its current state (order of organization, degree of execution);
• determining the causes of identified nonconformities and their further elimination;
• identifying positive trends in process changes and their consolidation.

The assessment of the effectiveness of the process is given by indicators, the values ​​of which are reduced to measurable values. Performance indicators are determined based on the assessment of the effectiveness of the process.

9. Evaluation of the effectiveness of the process.
9.1. The evaluation of the effectiveness of the process is carried out<должность владельца процесса>one time in<периодичность>.
9.2. Performance evaluation criteria and sources of information:

9.3. Calculation of performance ratios:

K 1 \u003d 1 -<значение поправки за единичное отклонение по первому показателю>X<количество единичных фактов отклонения>, Where<значение поправки за единичное отклонение по первому показателю>- correction at<описание сути отклонения>.

Example. K 1 \u003d 1 - 0.1 x<количество единичных фактов отклонения>, where for a single fact of failure, the delivery time for one day is the correction = 0.1.

K 2 \u003d 1 -<значение поправки за единичное отклонение по второму показателю>X<количество единичных фактов отклонения>, Where<значение поправки за единичное отклонение по второму показателю>- correction at<описание сути отклонения>.
…

9.4. Calculation of the effectiveness of the process:

R<код процесса> = <весовой коэффициент первого критерия>x K 1 +<весовой коэффициент второго критерия>x K 2 + ... +<весовой коэффициент m-го критерия >x Km

Example. R 7.5.1 \u003d 0.5 x K 1 + 0.3 x K 2 + 0.2 x K 3.

9.5. Formulation of performance appraisal:

10. Process relationships.
10.1. Process inputs:

10.2 Process outputs:

Process inputs - material and / or information flows that come as a result of activities within other processes or from sources outside the enterprise.

Process outputs - material and / or information flows, which are the intermediate or final result of the process; transferred for work within other processes or outside the enterprise.

Requirements for the inputs and outputs of the process: characteristics, standard indicators and allowable values ​​defined for material and information flows, documentation.

Process input sources:

• internal - employees acting within the framework of a particular process of the enterprise and transferring the results (outputs) of their processes for use within the framework of this process;
• external - third-party organizations or individuals, transferring material or information objects for further work within the framework of this process.

Recipients of process outputs - subjects receiving intermediate or final results (outputs) of the process:

• internal - employees of the enterprise who, in the course of their activities (in processes), use the results (outputs) of this process;
• external - third-party organizations, individuals who receive the results (outputs) of this process for use outside the processes of the enterprise.

Process documents:

Filling rules:

Description of the staffing management process
(example)

<название компании>

<код процесса>Staffing management

Designed by:<должность>
<Ф.И.О.>
"____" ___________ 20____

1. Appointment

This documented procedure describes the process<код процесса>"Management of the staffing of the company" ( Further- Process) and determines the procedure and rules for creating, making changes, endorsement of the staffing table, as well as endorsement and approval of orders on the staffing table ( Further- SHR).

2. Purpose

The purpose of this process is to ensure the formation of the company's SHR, compliance with all deadlines, norms and rules during the formation, distribution of responsibility in this process.

3. Scope

The procedure is intended for use in all departments by persons responsible for SR.

4. Responsibility

4.1. Leaders structural divisions are responsible for:

• timely provision of information when forming the SR for the new calendar year;
• completeness and reliability of information when making changes to the approved SR on their initiative.

4.2. The Human Resources Director is responsible for:

• control and timeliness of the annual approval of the SR;
• control over the approval of changes to the SR during the calendar year.

4.3. The Head of Benefits and Compensation (C&B) is responsible for:

• organizing and carrying out work on the annual approval of the SR;
• providing reviews of the labor market during the annual approval of the SHR, current changes related to the justification of salary ranges, directly salaries;
• providing an analysis of the dynamics of the HR at the annual approval;
• providing an analysis of the dynamics of the current SR once a quarter;
• submission and development of forms at the annual approval of the HR and when changes are made during the year.

4.4. The Head of Human Resources is responsible for:

• control over the quality and timeliness of making changes to the SR at the annual approval of the SR and during the year;
• provision of information on the SR to the heads of subdivisions in accordance with the powers assigned to them upon annual approval of the SR;
• provision of information on SR during inspections by fiscal authorities;
• control and timeliness of creation, sighting, signing of orders for SR.
• control and timeliness (within one working day) of providing information on recruitment applications;
• control of the writing of positions according to the Classifier of Occupations in the SR;
• control of creation, sighting, signing of orders for SHR.

4.5. The Human Resources Department is responsible for:

• the timeliness of making changes to the SR at the annual approval of the SR and during the year;
• timeliness of creation, sighting, signing of orders for SR.

5. Definitions and abbreviations

5.1. Company - company<ХХХ>.
5.2. HR - personnel management department.
5.3. C&B - benefits and compensation department.
5.4. Administration - personnel administration department.
5.5. Program- automated system personnel data management.
5.6. ШР - the staff list, which contains information about the number of company divisions, the number of staff units, the profession code according to the Occupation Classifier and the salary brackets.
5.7. ZP - wages.

6. Resourcing the process

7. Annual SR approval

7.1. Article 64 of the letter of the Ministry of Labor states that all enterprises in Ukraine are required to have an approved by the head of the SHR.
7.2. The annual approval of the SR is mandatory.
7.3. Changes in the SHR during the year are made on the basis of orders.
7.4. The basis for creating an order to make changes to the SR is an application for changing the SR (form).
7.5. SR's annual approval is managed by the Director of Human Resources. The process is controlled by the head of C&B in terms of the compliance of updates in the SR with the labor market, as well as the head of the Administration in terms of completeness of information. Administration specialists administer the process according to the tasks assigned to them.
7.6. The approved SR is stored in the Administration.

8. Making changes to the SR

8.1. The basis for making changes to the SR is<форма>.
8.2. Changes in the SR are initiated in the following cases:

• opening a new job;
• changes in the salary range for positions;
• position salary changes.

9. Monitoring and control of the process

10. Process relationships

Process inputs:

Process outputs:

11. Reference documents

• <код процесса>Application for approval of the SHR enterprise.
• <код процесса>Order 1 - SR.
• <код процесса>Instruction "Staffing: compilation and use."
• <код процесса>Application for change of SHR.
• <код процесса>Order to change the SHR.
• <код процесса>Instructions for making changes to the SR.