The concept of HR consulting. Personnel consulting as a direction of management consulting.

Consulting is a specific area of ​​activity for providing independent advice and assistance in matters of management on a commercial basis.

HR consulting(personnel consulting, HR-consulting) is a type of activity related to solving the problems facing top managers in the field of human resource management in order to increase business profitability.

This type of consulting services is aimed at satisfying the functions related to the field of personnel services:

Development of the organization's strategy in the field of personnel

Creation of personnel service

Formation of corporate culture

Creating a socio-psychological climate

Search, selection and adaptation of personnel

Development of a system of salaries, rewards and a system of non-material motivation

Training, education, certification of personnel

Forms/directions of personnel consulting.

Recently, the following forms, or areas of personnel consulting, have been very popular:

Personnel recruiting is a set of activities (search, recruitment of applicants, selection of candidates, recruitment of personnel) aimed at filling vacancies at the customer company with competent specialists.

Outsourcing- the transfer by the organization of certain business processes or functions to the service of another company specializing in the relevant field. HR outsourcing- transfer of a number of functions related to personnel management to an external partner. In Russia, such HR functions as search and selection of personnel, training and development of personnel, assessment and audit of personnel, personnel records management, payroll, labor market monitoring, development of personnel motivation programs are most often outsourced.

Outstaffing– removal of an employee from the staff of the customer company and registration in the staff of the provider company ( recruitment agency), while the employee remains at the same workplace and performs the same duties, and the provider company assumes full legal responsibility for the staff, including HR administration, payroll and payroll, as well as tax deductions.

Leasing (rent) of personnel– provision of temporarily free personnel to the customer company for short-term and long-term projects.

HR audit- this is a system of consulting support, analytical evaluation and independent examination of the organization's human resources potential, its compliance with the goals and development strategy of the organization; includes an assessment of personnel processes (planning, recruitment, selection of personnel, adaptation, motivation, training and development, etc.), assessment of org. structure and assessment of qualitative and quantitative characteristics of personnel.

headhunting (executivesearch), or "direct search" - a service for the selection of senior managers, top managers, highly qualified specialists of a rare profession for a customer company.

The cost of this type of service is 15-25% of the candidate's annual income. Having received an order, consultants do not sort through thousands of resumes sent, but go to the people they are interested in. First of all, through personal connections, recommendations former clients, and also thanks to knowledge of the market, which allows you to identify the right specialist. Then the found candidates are lured to the customer company.

Outplacement - a method of soft, loyal dismissal, a system of measures that promote the employment of laid-off employees; includes resume development, writing a cover letter, preparing letters of recommendation, training in job search methods and interview behavior, advising on labor law issues, psychological support, individual consultations, trainings, etc.

An interesting outplacement option is the so-called "confidential" or "closed" dismissal. "Closed" outplacement is the dismissal of a high-ranking employee who does not suspect anything about it. The firm “orders” an employee to a recruitment agency, and several interesting offers are prepared for the candidate, which he cannot refuse. As a result, the employee himself happily leaves the company for a new interesting job.

Assessment Center - this is a technology for identifying certain business, personal and professional qualities of employees, their knowledge, skills and abilities in the course of a sequence of assessment activities in order to determine compliance personnel goals, strategy, corporate culture of the organization, formation of a personnel reserve, determination of directions and forms of personnel training. The assessment criteria are competency models built on the basis of determining the key requirements for the position.

The essence and content of personnel consulting.

The purpose of HR consulting - creation and implementation of individual technologies for personnel management, implementation of their implementation and control for the successful functioning of the organization (i.e., maximizing its profits) through increased productivity.

As part of HR consulting, the following tasks:

Organization from scratch of the activities of the personnel department.

Improving the efficiency of the current personnel management service.

Development and optimization of individual procedures for personnel management.

During personnel management can be carried out:

Analysis of the current state and personnel potential of the company;

Analysis official functions and organizational and personnel structure of the enterprise;

Analysis existing system personnel management, personnel management and its motivation;

Optimization of management technology and personnel activities.

Functions of personnel consulting

Personnel Needs Analysis

Analysis and regulation of activities

Search, selection, registration and adaptation of new specialists

Assessment of the level of qualification (certification)

Development of individual development and rotation programs (personnel reserve)

Training, upgrading and maintaining qualifications

Performance evaluation

Stimulation and motivation of work

Diagnostics and correction of the socio-psychological climate

Personnel consulting is carried out in two main stages: analytical and programming.

The implementation of the analytical stage, as a rule, begins with an understanding of the topic and tasks of counseling. The main activities at this stage include:

1) analysis of the prehistory of events - specification of the situation that led to the need for consultation, the course of its development, the position of the customer, the reasons for the impossibility of independently solving the problem;

2) collection additional information and putting forward hypotheses about personnel processes in the organization (search for data from various sources, construction of a hypothetical model of the situation, analysis of similar situations, search for the causes of processes, patterns and means used in such situations);

3) diagnostics of the situation at the object of counseling - data collection in order to test and refine hypotheses, search for additional information to specify a possible counseling strategy;

4) clarification of the strategy and determination of the personnel consulting program - correction of the strategy taking into account the data obtained in the course of diagnosing the situation at the object of consultation, formulating an idea of ​​the result of the consultation process, specific steps and proposed activities.

The programming stage aims to activate the human resource of the organization in the direction of the expected results. This requires the creation of:

1) “developing environment” - the formation of an artificial process in an organization aimed at training its employees in ways to identify and solve problems;

2) "supporting environment" - creating conditions for the process to proceed;

3) "fixing environment" - the transfer of the model process into a self-regulating one.

Domestic and foreign market of personnel consulting.

The largest of the founders of the Moscow personnel market were Employment SocietyTRIZA and "ANKOR".

Of the most famous agencies today, created by people from the TRIZA Employment Society, one can name "cadre empire", "GALLA - Superframes"(now "GALLA Consulting Group") .

Today, ANCOR holding provides clients with a full range of personnel services in more than 40 territories in 4 countries - Russia, Ukraine, Belarus, Kazakhstan.

ANCOR operates in the recruitment and personnel consulting market with 1990.

ANCOR develops three product lines: recruitment, staff leasing, labor market research and provides more than 10 services, including:

Search and selection of senior managers; - selection of specialists and managers; - recruitment for entry-level positions; - interregional search; - personnel leasing; - provision of temporary staff; - withdrawal of personnel from the company's staff; - mass selection; - provision of personnel in shifts; - payroll preparation; - analytical studies of the labor market; - personel assessment; - outplacement (facilitating the employment of an employee who leaves the company).

MANPOWER

Manpower traces its history back to 1948. Founded in Milwaukee (Wisconsin, USA), the company soon began a rapid expansion of business throughout the United States. In over 60 years of its existence, Manpower has opened 4,000 offices in 82 countries around the world.

MANPOWER offers a wide range of services in the following main areas:

a set of personnel solutions for companies in various business segments, including financial and banking, manufacturing, medical and pharmaceutical;

selection of permanent staff;

provision of temporary staff;

administrative registration of personnel and payroll (contract registration of personnel, outstaffing);

outsourcing (Outsourcing);

mass recruitment (Mass Recruitment);

personnel consulting;

personnel audit;

advice on labor protection;

testing and evaluation of personnel;

direct search (Executive Search);

outplacement (Outplacement);

staff training and development;

salary review.

Methodological approaches to personnel consulting

HR consulting can be carried out in two paradigms:

1) on resources - the consultant conducts an examination of the current state of the professional and personnel potential of the organization and offers specific solutions to personnel problems;

2) by process - the consultant organizes the process of solving professional and personnel problems and trains the employees of the organization to solve them independently.

The choice of the work paradigm is determined, as a rule, by the consultant himself, based primarily on the characteristics of the order and the professional tools that he owns.

The need for personnel consulting in various business development conditions: when restructuring the business management system in order to improve financial and production performance, preparing for a merger or acquisition, centralization or decentralization of management as a whole or in certain areas of activity. Goals and objectives of personnel consulting, depending on the degree of development of the organization's personnel management system.

When restructuring the business management system in order to improve financial and production performance, preparing for a merger or acquisition, centralization or decentralization of management as a whole or in certain areas of activity, it is advisable to use such a direction in personnel consulting as the optimization of personnel management technology.

The technology of personnel management in an organization may be at a different stage of development, and, accordingly, the tasks of consulting may be different. Optimization of the personnel management system (HMS) may affect the technology as a whole or follow the path of reorganization of individual subsystems:

documentation support for personnel management;

analysis of needs for work with personnel;

evaluation of job requirements;

assessment of professionally important qualities;

incentives and remuneration;

selection and adaptation of personnel;

qualification level assessments;

staff training;

assessment of the socio-psychological climate;

The choice of management subsystems, which are primarily affected, depends on the specific situation in the Company and the targets set by the organization's management. Optimization of the Company's personnel management technology involves the sequential implementation of the following stages: Stage I. Preliminary diagnostics of the state of the personnel management system. Stage II. Reorganization of personnel management subsystems. Stage III. Implementation and support.

At the stage of preliminary diagnostics of the current state of the EMS, the real status of the personnel management system in the company's management system is determined, as well as problem areas, in relation to which, first of all, reorganization measures should be taken.

The stage of reorganization of personnel management subsystems includes the following types of work:

determination of typical parameters and criteria for the effectiveness of the functioning of each subsystem;

change design;

development of documents regulating the standards of functioning of subsystems;

training of heads of departments and experts in the procedures for working in areas;

drawing up a schedule of work on the implementation of the developed procedures.

Work on the reorganization of various subsystems can be carried out both sequentially and in parallel.

During the third stage, measures are taken to introduce changes, accompany the ongoing reorganization of the personnel management system and the necessary correction of procedures in the process of their adaptation. In addition, within the framework of this work, it is advisable to carry out activities to improve the managerial skills of managers at various levels, as well as specialists of the EMS. The training built into the process of diagnostics and optimization will help consolidate the changes that will take place in the Company, as well as transfer to the Customer the technology necessary for the successful implementation of further transformations.

It should be noted, according to surveys, that the management of consulting firms themselves put forward HR consulting in the first place in terms of relevance and prospects. In his opinion, this is “question No. 1” at the moment. Representatives of the management team of client organizations put audit in the first place, since audit companies make it possible not to get into trouble and correct the financial situation in time.

Currently, in consulting there is a variety of types of consulting services for personnel management, each of which can be the subject of a special study.

HR consulting is engaged in the selection of specialists for various areas activities; evaluating the return on investment in human resources; preparation personnel reserve. HR consultants develop solutions on recruitment, personnel control, remuneration system, advanced training and personnel management, labor protection and psychological climate in the team. HR consultants deal with professional movement and downsizing; corporate culture; health and safety; incentive programs; internal communications; labor agreements and employment; management training; workforce planning; motivation; pensions; performance analysis; psychological assessment. Their main task is to assist managers in optimizing the attraction and use of such a key factor for any organization as human resources.

Modern technologies of personnel consulting

With all the variety of the activities of HR consultants mentioned above, in our study I would like to focus on some modern technologies HR consulting, headhunting, outstaffing and coaching.

Any leader has a desire to have professional, reliable, loyal employees in his company, especially top managers and "key specialists", i.e. those on whom business success depends. Employers create HR departments (personnel services) and require them to independently search for the best specialists.

headhunting, or "headhunting", differs from traditional technologies search for specialists in the recruitment services market (mass gathering and professional recruiting). Founded in the mid 1940s. in the USA, headhunting became a profitable business already in the 1970s: fees for this type of service amount to 30-35% of the annual income of the found specialist. In Russia, the demand for it is explained by the lack of high-class top managers.

As a rule, Executive Search technology (“qualitative search”) is used when it is necessary to find people who have a decisive impact on the company's business, who are able to determine the development strategy and ensure its implementation. This method is good when you need to view the entire market, and you can order a search in other cities of Russia. Any vacancy is unique, as it arises in a certain company at a certain point in time: there are no two identical companies and requirements for specialists in the position.

Headhunting services are provided by some large management consulting firms or consultants who specialize only in this area. Most often, it is needed by business or other organizations to fill important management or technical positions. The advantage of using a specialist to search for executives is that he can obtain information about potential sources of recruitment of these personnel and undertake a systematic search and objective selection in a way that is usually beyond the normal capabilities of a line manager or human resources manager. Business firms turn to such professionals if they do not want to advertise the position publicly or if they are looking for a candidate in areas where searches cannot be based on advertising. Most candidates, for various reasons, also consider this method suitable. Some are happy to hear about a more interesting career opportunity with another employer, while others value confidential discussion of alternative job opportunities because their current position does not allow them to be the first to make contact or show interest in another job. Based on experience, the process of successful search, selection and attraction of candidates depends on the complexity of the order and usually takes from 4 to 12 weeks. But this technology guarantees the highest, almost 100% probability of finding and selecting the right candidate.

Despite the meager amount of information (mostly Internet resources) about this area of ​​activity of consultants, in the field of personnel management, quite a valuable study of headhunting practice P. Belenko has recently appeared. For the first time, an attempt was made to summarize the theory and practice of headhunting in Russia, to present technologies and analytical material on this issue.

Undoubtedly, the interest on the part of companies in the search for specialists high level by Executive Search technology is increasing. This is primarily due to the stabilization of the situation in the economy. According to research data, if previously Western companies were the main customers, then already in 2002 the number of orders from Russian companies(by 22.6%), including from large Russian manufacturers(by 18.7%).

Outstaffing, or outsourcing, a concept that allows you to reduce administrative costs and risks associated with the company's personnel. The concept of this service grew out of the ideas of staff leasing popular in the West in the 70s and 80s. 20th century In the US and Western Europe, the market for these services is growing by an average of 35% annually. In mid-2002, the demand for it appeared in Russia as well. The main prerequisites for the use of outstaffing in companies include the need to reduce the number of employees in staffing, as well as the administrative and financial burden while maintaining the direct supervision of employees; the desire to concentrate on their business, to relieve the company of obligations for labor relations with the employee and ensure maximum flexibility in personnel management and matching the number of workforce to the actual volume of work.

Recently, the need and market demand in Russia is acquiring coaching, which is most often touted as a special skill of a management consultant or business coach, and as personal consulting for executives. Most coaching consultants define it not only as a method of direct learning, but also as a philosophy, a system of technologies and methods aimed at setting and achieving goals as quickly as possible.

How to coach new form advisory support emerged in the early 1980s. However, this is not just a new trend in management, but a clearly articulated approach to working with people based on certain principles. Thus, coaching is a natural process, the purpose of which is to increase the efficiency of the company.

Coaching - it is a process that contributes to the implementation of learning and development and, therefore, to increasing the competence and improving the professional skills of the student. By T. Gallway's definition, coaching means unlocking the potential of an individual to maximize their own performance and efficiency.

To be successful, a coach needs to know and understand both the coaching process and the variety of styles, skills, and techniques appropriate to the context in which the coaching process is applied.

Types of coaching for the organization:

1) individual coaching, conducted by an external consultant, usually for managers and executives;

• 2) managerial (leadership) coaching as management of employees, focused on the development of the organization, improving the efficiency of performers;
• 3) group coaching, aimed at a group of people without strict functional relationships;
• 4) coaching for a single project, for example, the formation of a group of performers;
• 5) system coaching; similar to group coaching, but carried out with people who have strong systemic connections (organizational development coaching, corporate coaching), in order to streamline interaction, clarify critical points in time, take into account the interests of the organization as a whole and have their own specifics at each hierarchical step.

There are several most obvious benefits coaching that is the case for most people and organizations that have adopted coaching as a management style:

• 1. Improving performance is the main purpose of coaching. He brings out the best in individual workers and collectives.
• 2. Personnel development.
• 3. Increasing the effectiveness of staff training. Coaching involves fast learning"without interruption from work."
• 4. Improving interpersonal relationships in the team. Improved relationships and the resulting success change the whole atmosphere at work for the better.
• 5. Freeing up the manager's time for other tasks. Coached personnel who readily accept responsibility, who do not need to be urged on and who do not need to be supervised, free the manager to perform functions of a higher order, for which he could not find time before.
• 6. Multiplication of constructive ideas. Coaching, and the environment it creates, encourages constructive suggestions from team members without fear of being ridiculed or that “organizational conclusions” will follow. Often one constructive idea leads to the emergence of others.
• 7. Increasing the efficiency of using the skills and resources of people.
• 8. Fast and efficient response in critical situations. In an atmosphere where people are valued, they are ready to "pull the boat" even before they are called to do so. In many organizations where people are not valued, they only do what they are told to do, and do as little as possible.
• 9. High flexibility and adaptability to changes. The whole essence of coaching is aimed at change, the formation of an appropriate response and responsibility. Increasing market competition, technological innovation, high-speed global communications, economic uncertainty and social instability create this need throughout our lives. In such conditions, only the flexible and adaptive can survive.

So, the end result of managing the coaching method can be briefly formulated as follows: high productivity; self-confident staff; improving the quality of life in the workplace; release of manager's time; reducing stress for all involved; the best customer service.

Closely related to coaching is the “leash” approach (the key idea is to reduce all kinds of losses and costs in the production process). Emerging in 1990, it is being actively implemented in advanced international companies, because it allows: to increase production efficiency by 100% or more; reduce the planned time by 50% or more; reduce the number of marriages by 50% or more; minimize the number of customer complaints; reduce the time to introduce new products and services by more than 50%. Obviously, this greatly contributes to the increase in the profitability of the company.

It should be noted that management consulting in the field of personnel management can be very effective at various stages of a company's development - at the beginning of the journey, during periods of growth or crisis, when the usual ways of interaction cease to be effective.

Consulting services are the provision of third-party monitoring and control over various aspects of the enterprise, and accordingly, personnel consulting is the provision of advice to the organization's management in the field of personnel issues. Company owners seek to minimize existing costs by all available means, and optimization personnel policy organizations with the help of personnel consulting is very effective method solution to this issue.

HR Consulting - what is it?

HR consulting is an activity that is directly related to the solution of all kinds of personnel issues that arise for top managers of the organization, and aimed at effective use human resources organizations. This simple definition most fully reveals the essence of the concept of HR consulting as a whole, however, it does not make it possible to get acquainted with all the advantages and disadvantages of attracting third-party specialists to solve problems that are relevant for a business entity.

A related concept to personnel consulting is personnel audit, however, these are not identical things. An audit means only checking the personnel policy of an enterprise and its effectiveness, while consulting deals with a direct and direct solution of various personnel issues. That is, personnel audit is only one component of consulting.

Modern business conditions are increasingly pushing employers, managers and owners of the enterprise to use third-party specialists in various issues. After all, the division of labor is one of the oldest methods of increasing the efficiency of society in general and individual business entities in particular. Not every company can afford the constant availability of personnel specialists in the state, and not in every case it is necessary.

However, it is still necessary to distinguish personnel consulting from outsourcing of personnel specialists. In the case of or , the enterprise actually receives a temporary employee performing permanent tasks. While personnel consulting provides a relatively one-time solution to existing problems and issues.

Why is personnel consulting used by the organization - goals and objectives of the procedure

Before considering the features of personnel consulting, you should understand why it is needed. The main goals of personnel consulting and the tasks resolved within its framework include:

As can be understood from the above range of tasks, each of which can be solved with the help of personnel consulting, such activities are quite in demand in the territory. Russian Federation and can help almost every leader. At the same time, the range of services and tasks solved within the framework of personnel consulting is not limited to the above list - this is only part of the possibilities that this tool opens up.

Particular cases of the use of personnel consulting in an organization

Despite the fact that the company's personnel consulting has many effective tools to solve personnel issues, nevertheless, it is not always necessary to turn to the services of such specialists. Therefore, you should carefully weigh all the circumstances before looking for companies that provide personnel consulting. So, there will be no need for the indicated procedures in the following situations:

What is strategic consulting? How important is HR consulting to an organization? Where to order HR consulting?

Hello dear readers! Denis Kuderin is with you - a staff writer for the popular online publication HeatherBober.

The main value of any operating business is human resources. If the enterprise has problems with the discipline and motivation of employees, if the management is not able to independently resolve personnel issues, then the situation requires urgent third-party intervention.

Professional personnel consulting will help to solve any problems with personnel. About what it is, I will describe in detail and in detail in a new publication.

Among other things, I will explain how you can distinguish a professional HR consultant from an amateur. So let's get started!

1. What is HR consulting and why is it needed

The slogan "cadres decide everything!" attributed to I.V. Stalin. The leader of the Communist Party and Generalissimo uttered these words in 1935, but they still apply to any field of collective activity.

Few people know, but in the same speech, Stalin uttered another phrase that can be safely applied in the field of personnel consulting: “The most valuable capital is people!”. It is hard to disagree with this statement.

In business, human resources play a particularly important role. Any commercial undertaking is impossible without experienced, dedicated and competent partners.

HR consulting is widely used in Russian enterprises. It is implemented through recruitment agencies or specially created personnel consulting centers, personnel assessment centers.

The issues addressed by HR consultants can be divided into the following groups:

• 1. Formation of the personnel policy of the organization and its personnel strategies.
• 2. Search, selection, selection and adaptation of personnel for the client organization. These issues directly relate to the competence of personnel and recruiting agencies.
• 3. Personnel assessment, which can be used for a variety of purposes: assessment during selection and selection, during certification, when solving issues of building a business career, advanced training, training and retraining.
• 4. Building a system of personnel motivation in all its forms - administrative, organizational, economic, socio-psychological.
• 5. Organization of the workplace, labor protection, personnel health and safety measures.
• 6. Create a productive organizational culture, corporate unity, ensuring staff loyalty to the organization.
• 7. Organization of personnel records management.
• 8. Solving issues related to the delegation of authority and responsibility of employees, development of job and work instructions, regulations, work schedule.
• 9. Solving legal and related issues related to personnel management of an organization - labor law, intellectual property, trade secrets.
• 10. Individual professional, social, intellectual development of an employee of the organization.

The main activity used in personnel consulting is personnel assessment, which should have the following properties:

• - objectivity - independence from someone's private opinion or individual judgments;
• - reliability - freedom from the influence of situational factors (the mood and well-being of the person being assessed, his past successes and failures, some kind of accidents);
• - reliability in relation to activity - the real level of possession of knowledge, skills, skills should be assessed - how successfully a person copes with his work;
• - predictability - the assessment should provide data on what types of activities and at what level a person has potential abilities, in other words, the assessment should reveal the hidden reserves of a person;
• - accessibility and consistency - understanding by all participants of the assessment procedures;
• - compliance with the objectives of the organization - the assessment of personnel should correspond to the maximum extent to the nature of the activities of the organization, its divisions and specific position(workplace), their state (working situation), existing problems.

Currently, when providing business recruitment services, recruitment agencies widely use the following methods, the implementation of which is necessarily accompanied by consulting:

• 1. Headhunting (from the English head - head and hunter - hunter) is a technology for searching and recruiting highly qualified specialists, which consists in reaching a specific specialist and convincing him of the expediency of moving to the customer's organization.
• 2. Outsourcing (from the English outsourcing (outer-source-using) - the use of an external source / resource) is the transfer by an organization on a contractual basis of any, as a rule, non-core functions to an a specialist in this field and has the relevant experience, knowledge, technical means.
• 3. Outstaffing (from English outstaffing; out - out, out; staff - staff) - literal translation - freelance. In other words, the company transfers part of its employees to the staff of another organization (usually a recruitment agency), while the employees continue to work in the same place and perform their previous duties. A recruitment agency becomes their employer.
• 4. Personnel leasing (from the English personal-leasing) is management technology, which allows to provide the company's business process with the necessary labor resources for a certain time, using the services third party organization. That is, in fact, this is personnel outsourcing, but its peculiarity is the direction of temporarily free personnel to work in different organizations.
• 5. Outplacement (outplacement) - a service accompanied by, orientation in the labor market, psychological support and, ultimately, the employment of a laid-off or dismissed employee.

When providing services, consultants use such special methods of working with a client as:

• 1. Coaching (English coaching) - a method of direct training of a less experienced employee by a more experienced one in the process of work; form of individual mentoring, counseling.
• 2. Neuro-linguistic programming (NLP, from the English neuro-linguistic programming) is a technology for researching and influencing a person's inner experience by modeling sensations, experiences, states, moods.
• 3. Modeling the structures and business processes of an organization, for example, using the SADT methodology (from the English Structured Analysis and Design Technique) as a tool for structural analysis and design of complex systems using a special graphic language.
• 4. Methods of social research - interviews, social experiment, surveys, tests.

Complex assessment methods include a personnel audit, which is a special, detailed analysis of the state of the organization's personnel and the personnel management system, aimed at assessing their compliance with both current business tasks and its goals. strategic development adopted strategies.

Assessing the personnel in relation to the requirements of the current functioning of the organization, the consultant identifies its staffing, compliance with their qualifications, labor motivation, level of discipline with the parameters economic activity given the current situation. At the same time, strong and weak sides personnel and management systems, as well as available reserves and potential. The purpose of such a personnel audit is to develop advice, recommendations, planned activities and optimization projects labor resources and increasing the efficiency of their activities in accordance with the current requirements of the organization as a system, its economic activities and the requirements of the external, primarily market, environment.

When evaluating the organization's development strategies, first of all, it is necessary to determine the degree of staff readiness for the implementation of upcoming organizational change.

In doing so, you need to answer the following questions:

• - are employees ready (able, motivated) for individual changes in their rules, principles, relationships with managers, colleagues, partners, clients, in lifestyle, behavior, etc.;
• - are they ready for hard work on carrying out organizational changes, participating in projects for the development of the organization in accordance with their place and role in the system of changes;
• - whether they have the knowledge and skills necessary for the upcoming work, whether they can perform it in accordance with the established requirements.

In the conditions of the current unstable situation, both global and Russian, personnel audit is of particular importance, as it must ensure the stability of the organization's current business activities, its survival in adverse conditions. external environment and create opportunities for continuous improvement and, if necessary, incremental changes. This is due to the fact that of all organizational resources, people are the most flexible, but for this a certain quality of human resources must be ensured, for which their management must be based on the concept of human capital.

In this regard, one of the tasks of a personnel audit is to highlight among the personnel of an organization a special, in more an informal category-cognitariat, workers who make the most of their activities creative intelligence and are capable of creating intellectual products, innovations, as well as the most effective adaptation to the changing conditions of the internal and external organizational environment.

The cognitariat forms the human intellectual capital of the organization, and through its intellectual and innovative activity creates structural intellectual capital - intellectual products and market capital - the image of the organization and its productive relations with contractors.