General features of the personnel strategy of small enterprises Personnel management (Management). coursework

A feature of a small business is the close interaction of management with staff. Small enterprises often do not have documents on the regulation of personnel work, and there is a system of informal installations. This encourages an individual approach to each situation and the employee, however, it leads to conflicts, the expression of personal likes and dislikes of the manager towards employees. Let's consider what methods of effective personnel management of a small enterprise will increase labor productivity and ensure the success of the business.

Features of a small business require high professionalism in the field of personnel management from managers. General features small business personnel management, independent of the form of ownership and scope of the organization, include a number of characteristics.

1. Comprehensive nature of activities and flexible organization of work. The lack of a clear functional separation between administrative and production staff helps to reduce the distance between staff, but does not eliminate social differences (for example, in wages). Small business employees have to perform functions that are not characteristic of their positions, so non-professionals are needed here. narrow profile, a universal workers able to combine positions and perform different kinds works. One of strengths small business - the freedom to define the scope of responsibilities and the ability to change quickly.

2. Lack of a multi-level organizational structure. This leads staff to understand career as an extension and complication. functional duties, growth of professionalism, increase in wages, not promotion.

3. Relatively higher awareness among workers. It is difficult for the head of the enterprise to hide from the staff information about working methods and relationships with customers and government agencies. This awareness makes the employer somewhat dependent on the employee and thus forces them to search for personnel among relatives, personal acquaintances or on the recommendation of trusted people.

4. Less bureaucracy in work. At small enterprises, there are no many instructive documents on the regulation of personnel work, but there are informal installation system. This encourages an individual approach to each situation and the employee, however, it leads to conflicts, the expression of personal likes and dislikes of the manager towards employees.

5. Organizational learning is almost non-existent. This is explained by a number of reasons: underestimation by the head of the enterprise of the need for training, lack of funds, uncertainty about the prospects of the enterprise.

6. A small business places high demands on the personal qualities of an employee. A small team will quickly get rid of workers whose qualities do not correspond to the accepted norms and values of the enterprise.

7. The principles of personnel selection are sometimes focused not on direct, but on indirect evidence of professional suitability. Recommendations at small enterprises are in fact a confirmation that the candidate has acquaintances and colleagues who are ready to answer with their reputation for the actions of the employee. In other words, it is not only the content of the recommendation that matters, but the identity (position) of the one who gives it. The principles of personnel selection are focused not on direct, but on indirect evidence of the candidate's professional viability. The company receives an employee who has specific capital in the form of personal acquaintances, job contacts and informal connections, which in the future can bring additional orders and offers to the company.

8. One of the most important problems of small business workers is social insecurity.. The well-being of the staff depends on the manager. Weak formalization is traced labor relations: verbal labor contracts are often preferred, labor protection is rarely guaranteed, flexible forms of forcing employees to work without sick pay and annual leave. Practically at all small enterprises there are no collective agreements or trade unions that could put pressure on the administration in defense of the interests of workers. The only document that regulates the relationship between the employer and employees is Labor Code RF.

9. A significant difference in the starting conditions of enterprises. Former state enterprises already had premises, equipment, an established system of economic relations. This gives them the opportunity to develop and improve the social sphere and invest in the training and development of staff. However, the focus on the traditional organization of labor does not allow them to provide sufficient flexibility for functioning in a market environment, which is reflected in lower profitability compared to new enterprises.

In addition to the listed aspects in the organization of the activities of small enterprises, a number of points can be distinguished that are used to motivate highly qualified workers and employees:

the place of work is close to home;
employees are often impressed by the speed of decision-making and communication processes;
close business relationship between the employer and the staff make it easier to solve problems;
the achievements of employees are recognized and rewarded more quickly;
the personnel of the enterprise have more opportunities for career growth;
employees can take part in the decision-making process;
wage can be compared with the wages paid for large enterprises;
small businesses are not limited by numerous rules;
participation in the income of the enterprise;
employees can become shareholders or partners.

Not all of these options are available to every small business, but many can be part of a HR plan. In general, personnel management of a small enterprise is a little systematized procedure. However, the complex nature of the activities of employees and the subordination of all functions to one person create the prerequisites for the emergence systems approach to personnel management.

The relationship of the head of a small business with staff

The characteristic of a small business is close interaction between management and staff. All employers want to have normal business relations with the personnel. To achieve this, constant business conversation with employees, stimulating them, solving their problems, eliminating conflicts in the team.

Communication should be a two-way process between the employer and his employees. The manager must provide employees with the following information: work instructions, changes in terms and conditions, rules and procedures production process, in enterprise development. At the same time, the manager must listen to the messages of employees, their opinions, suggestions and complaints.

Feedback will provide at the enterprise:

normal business relations between employees and the employer;
lack of rumors and complaints;
team cohesion, trust relationships;
efficiency in solving staff problems.

Small Business Communication usually done through:

1. one on one conversations: communicating with employees during informal conversations or formal discussions, the manager provides employees with information and uses a mechanism feedback. Such conversations allow you to discuss important issues and provide employees with the opportunity to ask the manager questions and express their opinion;

2. creation of a manual (handbook for a small business) for personnel: each small business should have a manual (handbook) for staff with full information about the activities of the enterprise, its capabilities, rules, procedures and general conditions work. This manual must be available to all employees;

3. bulletin board: this is effective method transmission of messages to all personnel, provided that information is regularly updated on it;

4. suggestion box: The manager must take into account the ideas of his employees. A suggestion box (or book) is one way for staff to voice their opinions. It is not always possible for an employee to express his opinion or proposal to the manager orally. The manager can also respond in writing to the employee on his proposal or remark.

To achieve team cohesion, the head of a small business must stimulate employees. The manager can use the following motivation factors:

1. wage- the employee evaluates his contribution to the overall result in accordance with the amount of money he receives;

2. working conditions- the employer must provide a safe working environment and comfortable working conditions. Employees must understand that their leader seeks to create such conditions for them;

3. social opportunities- providing employees with subsidized meals, discounts on goods and services, travel assistance, interest-free or low-interest loans for various purposes, health insurance, tuition fees and other social benefits are an incentive to improve staff performance;

4. granting independence- giving employees more autonomy and responsibility in their daily work is also an incentive to work (for example, entrust work, leaving the employee the right to choose how to perform it, or involve employees in setting goals and work tasks).

The head of a small business must show interest in the work of each employee putting in front of him individual goals and objectives for a week, month, quarter. Most workers have personal or work-related problems, often escalating into conflicts that can affect their performance at work. In a small business, the manager develops a close working relationship with the staff. This makes it possible to identify difficulties and problems at an early stage. The employee must know that he can turn to the manager for help and advice. An important aspect in interaction with personnel is ability to manage conflicts in the enterprise.

Among those listed in employment contract duties of the employee with the employer, the most important are the duties of the head of ensuring healthy and safe working conditions, labor protection for all employees of his enterprise. The head of a small enterprise must develop a program in the field of occupational health and safety. In accordance with the Labor Code of the Russian Federation (Article 212), the employer is obliged to ensure the safety of employees during the operation of buildings, equipment, as well as the raw materials and materials used, the use of personal and collective defense employees, working conditions that meet the requirements of labor protection at each workplace, etc. This list The obligations of the employer to ensure labor protection are not exhaustive. It is complemented by relevant labor safety standards for specific types works, other laws and regulations, as well as collective agreements and agreements, internal labor regulations.

conclusions

1. Efficient Management small business personnel can increase productivity and ensure the success of the business. The search, selection, hiring and development of personnel require knowledge of the needs of employees.

2. To stimulate the personnel of a small enterprise, it is necessary to develop a system for evaluating the effectiveness of its work.

3. A small business should establish personnel office work, which will provide "transparency" of compliance performance discipline employees and thereby increase their degree of responsibility.

4. In order to achieve normal business relationships between the management of a small enterprise and the staff, it is necessary to constantly communicate with employees, stimulate them, solve their problems, and eliminate conflicts in the team. The resolution of a conflict in a small enterprise largely depends on the level of professional competence of the manager, his ability to interact with employees, which is not least determined by his general culture.

HR Policy and HR Strategies

Keywords:

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Lapshenkova Irina Romanovna, student
Moscow University. S.Yu. Witte

STAFF INCENTIVE
PERSONNEL POLICY
SMALL BUSINESS
SALARY

This article discusses the issues of improving personnel policy at small businesses. The author conducted comparative analysis term base. Justified practical advice for the development of personnel management in small enterprises

Single information space as one of the ways of state support of small business in the Russian Federation
Analysis of the use of labor resources (on the example of the branch of the All-Russian State Television and Radio Broadcasting Company / State Television and Radio Broadcasting Company "Yugoria")
The main directions for improving the formation and development of human resources
Human resource management as a field of professional activity

AT modern world the concept of "personnel policy of the enterprise" has expanded significantly. To fully understand this term, it is necessary to consider various scientific approaches to this problem.

AND I. Kibanov notes that “the personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, organizational mechanism to develop goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the development strategy of the organization and the strategy of managing its personnel” .

K.I. Kabushkin believes that the essence of personnel policy lies in "training personnel, their selection, placement, use, retraining, education, organization of creative growth, creation personnel reserve, planning the movement of personnel, their re-certification.

Other researchers understand personnel policy“a system of principles and the forms, methods, directions and criteria for working with management personnel aimed at providing social production and other spheres of the national economy by highly qualified management personnel with the necessary business qualities and linked to the goals of the functioning and development of the organization.

Based on the generalization and analysis of the above concepts, we can conclude that the personnel policy of an enterprise represents certain rules and principles that regulate the relationship of the organization's personnel. One of the main goals of the personnel policy of the enterprise is the formation of a strategic line of conduct in working with personnel, taking into account the development strategy of the organization. Depending on the principles of building an enterprise strategy, methods and technologies of personnel management are developed.

The value of personnel policy lies in the fact that through it a competitive labor potential is formed at the enterprise, which contributes to the development of the enterprise and the achievement of goals.

Recently, there has been an active development of small business. This is due to the fact that it is easier for small businesses to adapt to constant changes and market requirements. Small businesses are more flexible and mobile, so even in times of crisis they suffer less losses than large companies.

There is also a trend in which qualified specialists tend to work not only at large enterprises, as it was before, but at small businesses. In our opinion, this is due to the peculiarities of personnel policy in small enterprises.

As a rule, in small businesses, employees have the opportunity to interact more closely with the management of the company, thanks to the democratic style of management. For example, management takes into account the opinions and wishes of employees, takes a direct part in resolving various kinds of conflicts, solves problems, shares work plans for the future with employees, etc.

Almost all small businesses do not have a personnel management service. The personnel policy is implemented by the personnel manager or directly by the head of the enterprise. Also, a significant part of the traditional personnel documentation, which is certainly present in medium or large enterprises, is often missing. As a result, the costs of the organization are significantly reduced.

Employees in small enterprises, as a rule, carry out their professional development and training not in the direction of the company, but according to their personal desire and at their own expense. The management of a small enterprise provides training to employees only in cases where the enterprise undergoes any changes or modernization: new line production, introduced new service or services for clients, a new segment of the sales market is being mastered and studied, etc. In other words, training and advanced training of employees in small enterprises is characterized by its periodicity.

We list the main tools of material incentives for personnel in small enterprises. These include:

wages that can compete with other organizations;
incentives in the form of bonuses, allowances;
provision of additional days off at the expense of the enterprise;
social pact of employees;
assistance to the enterprise in obtaining a mortgage, credit, etc. .

In addition, the management of small enterprises often uses various non-material methods of stimulating staff: it optimizes working conditions, promotes the creation of a favorable climate in the team, provides employees with a certain freedom of action, is attentive to the individual characteristics of each employee and knows how to apply them in practical activities, organizes various corporate events, spending time together.

Based on the foregoing, we can conclude that the correct organization of the personnel policy of the enterprise should include: a favorable climate in the team, good relations between the company's management and employees, and a minimum level of staff turnover. Properly organized personnel policy in a small enterprise has a significant impact on the competitiveness of the company, and its ability to withstand the difficulties of the market.

The efficiency of any enterprise, both small and large, is closely related to the presence of qualified personnel in the enterprise. That is why one of the priorities for small businesses aimed at sustainable development is to attract highly qualified specialists. To do this, the head of the enterprise or the personnel manager must have the skills to attract highly qualified candidates. It is advisable to observe the following rules:

more often attract candidates for more high position from among the employees of the company;
apply at least two methods of attracting candidates from outside.

The development and training of personnel is also one of the most important activities in personnel management and factors successful activity small business. Investing in the development of human resources plays a greater role than investing in the development and improvement of production processes.

Personnel development should be one of the most important tasks in a small enterprise. For successful development personnel must comply with the following conditions:

support for the most capable of learning employees;
dissemination and integration of knowledge and best practices;
adaptation and, if necessary, training of newcomers;
awareness by management personnel of the degree of importance of personnel policy and the desire to reduce the level of staff turnover.

As for the remuneration system, the management of a small enterprise chooses the form, system and amount of remuneration for its employees, as well as all types of additional payments: allowances, bonuses, increased travel allowances, share dividends, etc. based on legislation.

The purpose of the rational organization of remuneration is to ensure the correspondence between its value and the employee's labor contribution to the overall results of the economic activity of a small business, that is, to establish a correspondence between the measure of labor and the measure of consumption.

Thus, building a system for hiring, developing and training personnel from the needs of employees to the implementation of the strategic goals of the enterprise, the manager, even in a small business, gets the opportunity to form a team of like-minded people and professionals in their field.

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1. HR STRATEGY OF SMALL ENTERPRISES 1.1. Basic concepts and categories of the personnel policy of the enterprise In the 90s of the XX century. in management, a fundamentally new approach to personnel management begins to take hold - people, their activities, potential, organizational cultures of various types become the object. Modern leaders see the culture of their organization as important strategic tool, allowing to orient all departments towards common goals, mobilize the initiative of employees, and facilitate mutual communication. The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use. Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment, and others; methods of study and directions of analysis of the content of labor various categories personnel. Improving the personnel management system of industrial enterprises in the context of the transition to market relations is one of the urgent tasks modern development economy. Optimization of the system for the formation, distribution and use of personnel and its potential during the transition from planned centralized system management of the national economy to a market model of the economy of a particular region, and for each industrial enterprise, regardless of the form of ownership, is a matter of particular importance.

CONTENTS INTRODUCTION 3 1. HR STRATEGY OF SMALL ENTERPRISES 5 1.1. Basic concepts and categories of personnel policy of the enterprise 5 1.2. Features of personnel management of a small enterprise 6 2. RESEARCH AND ANALYSIS OF PERSONNEL POLICY ON THE EXAMPLE OF AN ENTERPRISE OOO AVIASTAL 11 2.1. History and economic characteristics AviaStal LLC 11 2.2. Assessment of personnel potential of AviaStal LLC 14 2.3. Strategic Management personnel as an element of the personnel policy of AviaStal LLC 27 CONCLUSION 32 REFERENCES 35

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