Definition of personnel policy in modern conditions. Types of personnel policy and recommendations for its development in the organization

Personnel policy organization is a set of well-known methods and techniques that can affect organizational process enterprises. All rules must be tested in practice and must improve not only production structure but also the labor potential of workers.

What is the purpose of personnel policy

Each enterprise has its own methods and ways of transforming personnel policy, but not every one has everything documented. It is worth noting that the main goal of personnel is to ensure an uninterrupted work process, retain valuable employees, and create suitable working conditions.

Formation of personnel policy: influence of factors

Activities in this area begin with the identification of needs that need to be met. Potential opportunities in work with personnel are determined. To form the right personnel policy, it is necessary to find out the most important thing for the operation of the enterprise.

The formation of personnel policy is influenced by:

Environmental factors - these are phenomena with which the enterprise must reckon. You can’t leave them, since everything can be fixed on state level. This includes:
- The state of the labor market.
- Trends economic growth countries.
- The regulatory framework of the country, which can make changes to the labor code.
- Scientific and technological progress (if new technologies appear, then specialists are needed who can manage them).
Internal environmental factors- this is what happens directly in the enterprise itself. This can include:
- Personnel management style.
- The main objectives of achieving results.
- Way of leadership.
- Enterprise management methods.

The main directions of personnel policy: principles and characteristics

If we talk about different enterprises, then each is characterized by a certain direction. A more visual and common view is the following directions:

Organization personnel management - has the same principle of management, both to general and individual ideas. In this case, you have to look for constant compromises between employees and the highest level.
Selection and placement of personnel - consists of several principles - professional competence, individuality, conformity, practical achievements. It is characterized by the fact that each employee meets his qualifications and holds his position. He must be experienced and have professional skills, have his own style in management.
Formation and preparation of a reserve for promotion to senior positions - this direction includes several principles: rotation, compliance with the position, manifestation in work, assessment of the individual qualities of the employee. It is characterized by the fact that promotion is carried out on the basis of a competition or tender. An active training of the employee is carried out, which must begin to leadership position. The candidate is selected based on their experience.
Assessment and certification of personnel - is determined using the principles of selecting indicators, the quality of assignments and assessing qualifications. With the help of this direction, you can determine the main indicators that should be followed in the work and which still need to be developed. Thus, it is possible to assess the potential of employees and ways to achieve profit maximization.
Staff development - is built using the principles of advanced training, the possibility of self-development, ways of self-expression. This is a very necessary direction, as it will help to prepare qualified personnel as much as possible.
Motivation and stimulation of personnel, remuneration – important point, which is determined on the basis of the principles of equal combination and incentives. In this case, the task and the deadlines for their implementation should be set. There must be motivating factors, on the basis of which a person will use all his best qualities.

Types of tools

HR planning- before applying certain methods to work, it is necessary to build a clear plan, which should be worked out before that. Having a good plan, you can build the right personnel policy.
Current personnel work- this is a process that is already involved in the implementation, but before that certain points had already been worked out by personnel inspectors.
Personnel management This is not an easy job, which is carried out by a specially trained person. He, in turn, must have skills in working with personnel. Such a person should be respected and listened to.
Measures for its development, advanced training- this is an important point that contributes to good and high-quality work. Before introducing new activities, it is necessary to study the people and their work.
Resolution activities social problems - in any team there are always disagreements and other problem situations which the administration must be able to resolve.
Reward and motivation– to get the maximum return from employees, it is necessary to motivate the employee and accordingly reward him financially. This shows that his work is not in vain.

Development stages

Like any activity, there are stages of implementation. They also consist of:

Study labor resources enterprises on which the forecast is based.
Definition of the main points and priorities of activity.
Familiarization of the administration and personnel of the enterprise with the adopted policy. The main way to promote information.
Budget definitions for the implementation of a new personnel policy that will provide effective labor incentives.
Development of the main measures for the formation of staff for personnel.
Implementation of the goals set through special programs for the development, adaptation of employees, advanced training.
Summing up - analysis of all activities for the organization of personnel policy, identification of problem areas, assessment of the potential of employees.

Main types

By the scale of personnel activities:

Passive- The administration does not introduce global changes in personnel policy, it only tries to solve existing problems, which indicates a weak return on the part of employees. The personnel department starts working only in certain cases. This often leads to high turnover of staff, which negatively affects the efficiency of work.

Reactive- is based only on the work of problem areas that can lead the organization to crisis situation. This happens in enterprises that poorly define the task and priorities. In such cases, the entire interest of the leader is only to remove the consequence, but not the cause of the crisis, which can repeatedly manifest itself.

preventive- is developed only for certain cases or for a certain period. It is not permanent and it is not necessary to fix it among the staff. There is a specific goal under it, respectively, labor resources, which are aimed at performing a specific task.

Active- if an enterprise has forecasts, a specific forecast and a set of actions, then this type of personnel policy takes place. It aims to achieve maximum results. In such cases, the best employees who are able to crank out this activity are involved. All priorities are clearly defined here, there are no exceptions. Management is in control of the whole situation.

By degree of openness:

open- it has become more modern. It is characterized by the fact that it openly shows the possibilities of work. Career starts from the bottom to the top. An organization with such a personnel policy is ready to accept any specialist if he is endowed with the necessary skills and qualifications. Such a system is typical for telecommunications and transport companies. Companies are thus trying to reach new market and declare yourself.

Closed– in such a company, a managerial position can be occupied by an employee who works long time. New employees can only take entry-level positions. It is typical for companies that have been working for a long time, they are satisfied with their activities and do not plan to grow.

Criteria for evaluation

Quantitative and qualitative composition of the staff. Quantitative is divided into three categories - managerial, managerial and service personnel. If we discuss the qualitative composition, then the employees are divided among themselves according to the level of education, work experience, advanced training by employees.
Staff turnover rate is one of the most important factors in modern business. An increased level is observed in enterprises where special education is not required. Thus, the entrepreneur wants to make a quick profit without spending cash for personnel policy. And the most interesting initially can be achieved good result, but after a while the development will be very weak, since there is no incentive for workers in their work.
Policy flexibility Every activity must be manageable. When a new personnel policy is introduced at an enterprise, it is necessary that it be amenable to implementation for any department. Everyone has it production department its purpose and the implementation of new policies should correspond to their specifics.
The degree of consideration of the interests of the employee / production– any changes must be accepted by employees. This will contribute to the maximum return of staff in the performance of their work. As stipulated in the previous criterion, the new policy must be consistent with the responsibilities being performed. Teamwork is the first step to success.

What activities are needed?

In order to improve personnel policy, it is necessary to use the following measures:

The selection of personnel is based on certain criteria that will correspond to their responsibilities. The more experience a person has, the higher the level of productivity at work. Beginners should also not be pushed aside, as they have a different outlook on work, and they can contribute to new discoveries that will favorably affect development as a whole.
To ensure a stable and continuous production process, it is necessary to attract long-term cooperation.
The personnel department should provide the enterprise with all the necessary staff as much as possible. Management should pay attention to this process. The enterprise works stably in cases where all jobs are filled.
Human resources specialists should analyze the workforce in the enterprise. They are obliged to ensure the correct placement of full-time employees, so that their qualifications correspond to the position they hold.
The management of the enterprise should provide its staff with courses that can improve their skills. Thus, the enterprise will have experienced workers who will be able to perform work of any complexity. It can be avoided due to the lack of inexperience of the loss of working time, manufacturing defects.

The personnel policy of the enterprise is a very important point that contributes to the maximum development of the enterprise. There are several directions that contribute to maximizing the profit of the enterprise.

Well-known directions contribute to the correct distribution of personnel in their places.

The company's personnel policy should be updated from time to time. Over time, not only people change, but also their views on the workflow. Innovation contributes to the positive results that can be achieved by people with a fresh perspective on manufacturing process. You should not stick to the old personnel policy, as it will not only be ineffective, it can lead the company to liquidation.

Personnel policy (CP) - determines the general line and principles of setting in working with personnel for the long term, it is formed by the state, the administration of the enterprise and finds concrete expression in the form of administrative and moral standards behavior of employees in the enterprise.
Personnel policy (CP) - general direction personnel work, a set of methods, principles, forms, an organizational mechanism for developing 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 organization's development strategy and management strategy her staff.
Personnel policy - a system of theoretical views, ideas, requirements, principles that determine the main areas of work with personnel, its forms and methods.
KP is reflected in the following documents:
1. Charter
2. Philosophy
3. Collective agreement
4. Internal labor regulations
5. Employee contract
6. Pay Regulations
7. Regulations on personnel certification
Philosophy of the organization - a set of moral and administrative regulations and rules for the relationship of personnel subordinate to the achievement of the global goal of the organization.
Internal labor regulations - normative document regulating the hiring and dismissal of employees, work time, organization of work, procedure for permission labor disputes receiving social benefits, rewards and punishments.
Collective agreement – agreement m / y administration, trade union committee and labor collective enterprises to solve production and social tasks in order to improve the work and life of workers and employees.
The implementation of the goals and objectives of personnel management is carried out through personnel policy.
Goals of personnel policy:
- timely provision of personnel with the required quality and the required quantity;
- ensuring conditions for the implementation of labor laws, the Internal Labor Regulations, the Charter of the organization, collective agreement, Regulations on wages, Regulations on attestation, Labor contract;
- rational use of human resources;
- Formation and support of effective work of the labor collective.
- professional development of employees;
- improvement of the organization and stimulation of labor.
When choosing a personnel policy, factors inherent in the external and internal environment businesses such as:
- production requirements, enterprise development strategy;
- financial capabilities of the enterprise;
- quantitative and quality characteristics existing staff;
- the situation on the labor market;
- the demand for labor from competitors, the level of wages;
- the influence of trade unions, rigidity in defending the interests of workers;
- labor law requirements.
Requirements for personnel policy, it should be:
1. is closely linked to the enterprise development strategy;
2. sufficiently flexible (it is better for employees if it is stable, for an organization if it is dynamic);
3. economically justified;
4. provide an individual approach to their employees.
The content of the personnel policy is not limited to hiring (selection of sources of staff replenishment, requirements for performers, etc.), but concerns the fundamental positions of the enterprise regarding the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is connected with the selection of long-term targets, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between the strategy and tactics of achieving the goal.
Personnel policy forms:
- requirements for the labor force at the stage of its hiring;
- the attitude towards “investment” in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;
- attitude to the stabilization of the team;
- attitude to the nature of training new and retraining personnel;
- attitude to the movement of personnel in the organization.
Components of personnel policy:
- how the organization sees or wants to see its employees,
- policy regarding organizational standards and personal factor,
- remuneration policy,
- hiring policy,
- personnel and career development policy,
- stabilization policy personnel;
- Achievement evaluation policy (incremental and entrepreneurial).

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Types of personnel policy on the scale of personnel activities.

The first reason may be related to the level of awareness of those rules and norms that underlie personnel measures, and the level of direct influence of the administrative apparatus on the personnel situation in the organization associated with this. By this reason can be identified the following types personnel policy:

· passive;
reactive;
· preventive;
active.

Passive personnel policy.

The very notion of passive politics seems illogical. However, we may encounter a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

Reactive personnel policy.

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting.

Preventive personnel policy.

In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy.

If the management has not only a forecast, but also means of influencing the situation, and personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

In accordance with this, we can distinguish two subspecies of active personnel policy: rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long-term periods. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). Besides, integral part plan is a program of personnel work with options for its implementation.

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of the goals of working with personnel.

Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, when significant change market, the emergence of a new product that can displace the company's current one. From a human resources point of view, retraining of personnel will be necessary, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with a rather young staff than in an enterprise with a very qualified, well-specialized elderly staff. Thus, the concept of "personnel quality" includes one more parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy.

Types of personnel policy according to the degree of openness.

The second basis for the differentiation of personnel policies can be a fundamental orientation towards their own staff or external staff, the degree of openness in relation to external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

1. open;
2. closed.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position and from the position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this organization.

Such a personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy is also characteristic of new organizations that pursue an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

Table 2. Comparative characteristics open and closed types of personnel policy

Personnel process	Open personnel policy	Closed personnel policy
Recruitment	The situation of high competition in the labor market	The situation of labor shortage, lack of inflow of new workers
Staff adaptation	The ability to quickly engage in competitive relations, the introduction of new approaches for the organization proposed by newcomers	Effective adaptation due to the institution of mentors ("guardians"), high team cohesion, inclusion in traditional approaches
Personnel training and development	Often held in external centers, promotes the borrowing of new	Often held in internal corporate centers, contributes to the formation of a unified view, common technologies adapted to the work of the organization
Staff promotion	Difficult to grow as recruitment trend prevails	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out
Motivation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)
Implementation of innovations	Constant innovative impact on the part of new employees, the main mechanism of innovation is the contract, determining the responsibility of the employee and the organization	The need to specifically initiate the process of developing innovations, a high sense of ownership, responsibility for changes through awareness of the common fate of a person and an enterprise

In a broad sense personnel policy- a system of rules and norms in the field of work with personnel, which must be understood and formulated in a certain way, leading human resource in line with the company's strategy. This definition emphasizes the integration of the sphere of personnel management in general activities organization, as well as the fact of awareness of the rules and norms of personnel work by all subjects of the organization

In a narrow sense personnel policy- a set of specific rules, wishes and restrictions in the relationship between employees and the organization. Personnel policy means the formation of a strategy for personnel work, the establishment of goals and objectives, the definition of principles for the selection, placement and development of personnel, the improvement of forms and methods of working with personnel in specific market conditions at some stage in the development of an organization

The purpose of the personnel policy is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization, legal requirements, and the state of the labor market

Personnel policy of the organization-- the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing 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 organization development strategy

Types of personnel policy by the scale of personnel activities

First Foundation may be related to the level of awareness of those rules and norms that underlie personnel measures, and the associated level of direct influence of the administrative apparatus on the personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

§ passive;
§ reactive;
§ preventive;
§ active

Passive personnel policy

Reactive HR policy

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting.

Preventive personnel policy

Active personnel policy

If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy

Types of personnel policy by degree of openness

Second reason to differentiate personnel policies, there may be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

1. open;
2. closed

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position, and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this organization

Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

The directions of personnel policy coincide with the directions of personnel work in specific organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be implemented in the following areas:

-- forecasting the need to create new jobs, taking into account the introduction of new technologies;
-- development of a personnel development program in order to solve both current and future tasks of the organization based on the improvement of the training system and job placement of employees;
-- development motivational mechanisms, providing an increase in the interest and satisfaction of employees with work;
-- creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;
-- ensuring equal opportunities for effective work, its safety and normal conditions;
-- determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and development of procedures and mechanisms for personnel management;
-- improvement of the moral and psychological climate in the team, involvement of ordinary workers in management

Recall that every worker matters, because as a result of labor individual the final results of the entire company depend. In this regard, moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities

Types of personnel policy of the organization

1. In accordance with the level of awareness of those rules and norms that underlie personnel activities:
- a) passive personnel policy. It is connected with the lack of an expressed program of action in relation to personnel from the management of the organization. Personnel policy is reduced to the elimination of negative consequences in the field of personnel work;
- b) reactive personnel policy. Management monitors the symptoms of a negative state in work with personnel and takes measures to localize problems;
- c) preventive personnel policy. It is characterized by the fact that the management has reasonable forecasts for the development of the situation and at the same time lacks the means to influence it;
- d) active personnel policy. It is characterized by the presence of not only reasonable forecasts for the development of the situation, but also the means of influencing it
2. Depending on the degree of openness in relation to the external environment in the formation of the personnel of the organization:
- a) open personnel policy. It is characterized by the transparency of the organization for potential employees at any level of the management hierarchy;
- b) closed personnel policy. Differs in impenetrability for new personnel on average and higher levels management