The role of the HR manager in an organization. Key roles of the HR manager

You can define the key roles for the HR manager profession:

1. “HR strategist” - a member of the management team responsible for the development and implementation of the personnel strategy, as well as the organizational mechanisms for its provision; systems of management and management of services performing the functions of personnel management (vice president for personnel management).

2. “Supervisor services management staff”- the organizer of the work of personnel departments.

3. “personnel technologist” - a developer and implementer of creative approaches in areas specific to the personnel manager, competent in special and technological knowledge, able to attract a variety of internal and external resources and use them effectively, taking into account the business prospects of the organization (head of organizational development or personnel development).

4. “personnel innovator” - a leader, a leader-developer of experimental, initiative or pilot projects that require a lot of attention and careful study before they are widely used in practice personnel management organizations.

5. “Executor”- a specialist who implements an operational personnel policy.

6. “personnel consultant” (external or internal) - a professional who uses a panoramic vision of the corporation's prospects, practical knowledge in the field of human resource management and expert skills to identify needs, opportunities and ways to solve problems related to the development of organizational and personnel potential;

5. Personnel management system. Elements of the personnel management system.

Personnel management system is a set of techniques, methods, technologies for organizing work with personnel.

Personnel management system comp. sl. subsystems:

1) a subsystem of planning, forecasting and marketing of personnel (development of a PM strategy, analysis of the labor market and planning of personnel needs, current assessment of personnel and assessment of a candidate for a vacant position)

2) a subsystem of recruitment and accounting of personnel (registration and accounting of admission, dismissals, organization of recruitment and selection, professional orientation, office support of the PM system)

3) subsystem of working conditions

4) subsystem of labor relations

5) a subsystem for the analysis and development of the means of stimulating labor

6) personnel development subsystem (technical and economic training, training and advanced training, work with a new reserve, professional and social adaptation)

7) subsystem of social. development (organization of public catering, management of housing and consumer services, organization of the sale of food and consumer goods)

8) subsystem for the development of organizational str-r management (analysis of the existing str-ry, adjustment of the existing str-ry, development of the staffing table)

9) legal subsystem (resolution of legal issues, labor relations, approval of regulatory documents, consultations on legal issues)

10) subsystem of information accounting and personnel statistics (information and technical support of the personnel management system, provision of personnel with scientific and technical information)

So far in different companies there are very different ideas about what the HR manager should do.

The HR manager has different roles:

1. For some, this is a personnel officer who draws up employment contracts, advertises vacancies, fills out work books and keeps in order all the personnel documentation of the organization.

2. For someone HR manager is a counseling psychologist who is hired with the hope that he is able to solve personal problems of leadership and understand the subtext of relationships.

3. Somewhere HR- Supervisor, whose central task is to evaluate the performance of staff. Those. he travels to shops and observes the work of salespeople, or accompanies managers, supervising the conduct of meetings by them, and conducts periodic appraisals of personnel.

4. Often personnel manager– a generalist who is engaged in marketing, merchandising, and promotion of a new product, service and general advertising companies.

Another point of view on the role of the HR manager is that he should be the business partner of the CEO. And then the task of the personnel manager is not to create a favorable climate, comforting everyone and everything, but to contribute to the most successful work companies on the market.

According to Michael Armstrong, depending on the extent to which personnel officers are involved in the development management decisions, the manager can take on various roles , which must be implemented in their specific ratio.

According to Tyson and D. Ulrich, the role of the HR manager as a business partner ideally corresponds to the direction of management, which is aimed at achieving the long-term business goals of the company. Here, the main characteristics of a manager are the ability to predict, crisis management, risk analysis, strengths and weaknesses companies, the ability to interact and put forward proposals in the face of economic and structural changes.

The manager resorts to the role of intervention when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of introducing innovations, he is required to have high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to convince.

Key Responsibilities of the Human Resources Manager:

1. Organization of work with personnel in accordance with the general goals of the company's development and specific areas personnel policy to achieve effective corporate results and professional development of employees. The activities of the HR manager should be consistent with the long-term goals of the organization and form a favorable basis, the necessary conditions to achieve these goals.

2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches for and selects personnel, conducts interviews with candidates, their initial diagnostics. Improper distribution of responsibilities and use human resources can lead to incompetent performance of labor functions, inefficient labor indicators, financial problems of the company, and an unfavorable psychological climate. Therefore, timely determination of the need for replenishment or replacement of an employee will avoid many difficulties in the future.

The recruitment process takes place in several stages:

Identification of the need for personnel and determination of requirements for the candidate;

recruitment of candidates for positions;

selection of candidates.

3. Evaluate results labor activity employees, attestations, competitions for filling vacant positions. Regular appraisals allow you to determine the degree of efficiency in the use and quality of the company's human resources, clarify the company's requirements for employees and their compliance with the results of their work, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development of the company's personnel, as well as to increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.

4. Organization of staff training, coordination of work to improve the skills of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the main resource of the company - its employees. Therefore, competent investment in training allows you to increase the professional competence of employees and achieve more high results activities.

5. Professional development of employees- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in new situations for an employee, developing personal qualities through corporate training.

6. Organization of an effective communication system, bringing information on personnel matters to all employees. A balanced information exchange in the organization assumes that employees will be aware of the main decisions of management, structural, strategic changes in the company, and management should be aware of the arrival of new employees, about the main events taking place in the middle level of employees.

7. Evaluation of business and personal qualities of employees, labor motivation. To develop a system of staff motivation, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain a psychological portrait of each employee and evaluate him, the manager must be proficient in diagnostic methods and conduct it depending on the goal.

8. Development of an effective motivation system. It is one thing to find a competent employee, another to keep him. Therefore, one of the important responsibilities of the HR manager is to diagnose and develop an effective motivation system. In addition to material incentives that immediately come to mind, do not forget about non-material methods of motivation.

9. Executive consulting different levels on the organization of personnel management, planning of advanced training for managers. High competence helps to improve the performance of managers, gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which, more reasonable and effective proposals can be brought up for discussion. Thus, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.

10. Participation in planning social development team, permission labor disputes and conflicts, creating a favorable socio-psychological climate and developing a corporate culture.

The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with work colleagues, management style in the company, the level of tension and conflict, professional development and the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic moments, it becomes clear to the manager in which direction to work in order to achieve favorable psychological conditions for activity. A developed corporate culture implies high loyalty of the staff and unity of purpose, adherence to the core values of the company, following the rules and compliance by employees with the standards established by the company. The implementation of activities that contribute to the formation of a corporate culture increases the cohesion of the team, allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: "Code of the company's employee", " Best project of the year”, “Person of the company”, etc.

11. Drafting and execution employment contracts maintaining the personal files of employees and other documents. The personnel manager must organize proper documented accounting of personnel, allowing you to quickly and efficiently make the necessary management decisions.

Traditionally, the HR manager 3 main functions:

1. Line function: considered “first of all” and consists of line powers within the personnel department, that is, the direction of the actions of employees employed in it, as well as service sector personnel (for example, a factory cafeteria, etc.). From experience, line managers in other departments are well aware that the HR director has access to senior management on all matters related to personnel, whether it be testing or approving certain actions regarding hiring, promotion or dismissal. As a result, the "proposal" of the HR director is very often seen as an order from above. These powers often carry a lot of weight in overcoming the difficulties that superiors face in dealing with staffing issues.

According to the heads of Western companies, the HR manager, as a rule, has three main roles: administrator, internal consultant and business partner.

The more expectations the management associates with the activities of the HR manager, the greater the set of knowledge and competencies he must possess.

An HR manager is a person who manages the human resources of a company. It expresses the interests of the company and management, and not the team, as many now believe.

In this article, I decided to write controversial issues related to the duties and competencies of an HR manager, namely:

What are the responsibilities of an HR manager?
Is a psychologist an effective HR manager?

To answer these questions, let's turn to practice, as it is customary to consider a manager in Russian organizations.

Coming to work as an HR manager, a specialist receives a list of his professional duties. As a rule, they include:

personnel office work,
staffing, recruiting,
staff motivation,
staff adaptation,
staff development,
trainings,
development of corporate culture,
maintaining a psychological microclimate, etc.

The question arises: is one person capable of performing all these functions with a sufficient degree of productivity?

In a good way, these duties should be performed by people of different professions: personnel office work - lawyers and accountants, personnel development and training - trainers, the psychological component - a production psychologist, recruitment - a recruiter.

In fact, these professions bring different results of labor, and the requirements for the competence of specialists are completely different. And most importantly, the inclinations, abilities and psychological characteristics of specialists in these professions differ radically.

Let me explain. Personnel management can be done with a high degree of productivity by a person with the following competencies: attention to detail, meticulous work, a tendency to monotony (the ability to work with monotonous information, process a large flow of information). It is quite clear that a person with a choleric and sanguine type of temperament is unlikely to enjoy the performance of these functions. Practice shows that these are the people who come to work at the rate of a manager - a person who needs to work quickly, change his field of activity hourly, based on the rapidly changing conditions in the company, the requirements of management and the changing environment in the team.

Personnel can be recruited, as opposed to a personnel officer, energetic, striving for a quick result, understanding that his percentage of payment depends on the number of employees, and he also needs to quickly make decisions that are necessary for management, and not for the team. He needs to sometimes forget about morality and ethics. However, HRs are mostly psychologists - people whose code of honor includes the first rule - do no harm! Personnel officers, on the other hand, work more with papers, with documents, with information, and recruiters work with people, both by phone and in person. They quickly need to weed out unnecessary information, process what is necessary that suits management and quickly (almost instantly) make the right decision to enroll (or refuse) to the state.

Training and staff development can be done by a person who looks at human potential, develops it, and contributes to the development of qualities and skills. However, while developing a person, the coach may not look at the fact that a certain degree of development can hinder the development of the entire company. For example, by developing initiative, he can develop the awareness that a person can choose. And sometimes the company does not need it! The company needs a result, the coach can lead away from this result. An HR manager is not an associate of people, but an associate of a company. He is designed to work for a corporate result, and a coach works for a person's result.

The psychological component is provided by an industrial psychologist - here I answer the second question that I posed at the beginning of the article. A psychologist is a process person, an HR manager is a result person. The psychologist often constantly interprets the results of tests, observations, and the manager makes decisions. The psychologist is aimed at ensuring the comfort of people, the HR manager is an associate of the management and the executor of its tasks. The psychologist does not put the categories “fit” / “not fit”, the manager is obliged to say exactly whether the person should continue to work in the company or should say goodbye to him, not taking into account the fact that he has seven children and a disabled father. The psychologist always looks at the moral side of the decision.

Let's answer two important questions:

So who is NOT an HR manager?

Psychologist!
HR officer!
Coach!
Recruiter!

So who is an HR manager?

Executor

First of all, he must be an expert in his field, have a good knowledge of the necessary tools and technologies for personnel management.
A very important competence for an HR specialist is focusing on an internal client (head, line manager, ordinary employee) and striving to respond to his needs as efficiently as possible.
He needs to have a developed “performance management” competence, in which organizational skills are manifested: planning, delegation, and the like.
The competencies of “working on projects” and “the ability to establish and manage business relations with partners" - recruiters, training companies, organizers corporate events etc.

Adviser

An HR manager performs the role of an internal consultant in his company. He, together with the leader, resolves issues of internal conflicts, sometimes using non-standard methods. At the same time, an HR manager cannot do without excellent communication skills, the ability to express one's thoughts in writing and orally, and the ability to conduct group discussions.
Consulting competencies are also needed: for example, identifying the needs of internal customers or the ability to ask the “right” questions.
As a consultant, an HR manager must possess certain personal qualities, which can also be attributed to such competencies as a sense of tact, ethics, a positive attitude towards people, openness, and others.

Equal Partner

The role of an HR manager at the present stage of business development has been supplemented by the role of a strategic partnership. The manager has the ability to position himself as a member of the management team and have an effective impact on the company's business through the implementation of timely HR tools.
David Ulrich, HR Guru, notes in his book Human Resource Champions that the goal of HR today is to create added value as opposed to the traditional "work with costs" approach. However, HR managers do not perform this function, but descend to the performance of training and development functions.
As a strategic partner, an HR manager must have the knowledge and skills inherent in every top manager: to perfectly understand the company's business and understand the essence of the main problems that line managers face - in order to help them solve operational issues.
The role of a business partner requires teamwork and communication skills, good analytical skills and strategic thinking, to see the connection between the company's business goals and his tools, so that he speaks the same language with the management team, owning the necessary concepts.
An HR manager as a business partner needs to have a set of leadership qualities and competencies: perseverance, self-confidence, the ability to take risks and take responsibility for the introduction of any new technologies, to be an expert in their field and understand how the HR tools they offer will work for the company’s business, to be a creative person who can go beyond standard solutions, and effectively use a variety of internal and external resources.
An important competency for an HR partner is to be proficient in change management technologies, to be able to prevent these problems associated with the implementation of changes.
The necessary competence of an HR partner is the ability to position yourself in management team so that she takes his recommendations seriously: to have an impeccable reputation as an expert in her field, to develop marketing competencies in order to be able to present and promote new solutions and approaches in the field of human resource management to the manager.

I want to note that current HR managers lack the following knowledge:

economic, necessary for the implementation of the "creation of added value" function, as well as for the promotion of new technologies in the field of human resources, designed to make a profit, and not just develop potential;
legal - not only knowledge of the labor code, but also administrative, criminal, family, civil, in order to make decisions correctly and quickly;
strategic, in order to understand the significance of the tasks set for the company, to correctly express their thoughts, focused on economic result for the company, clearly sets goals and objectives, as well as formulate them in economic indicators, future profit.

The life of our society is the world of labor of people engaged in material and spiritual production, in the production of useful actions to serve a person, to streamline complex social processes.
Finding a smart worker has always been a problem that unemployment-related free hands don't solve. In all countries and in all areas of activity there is a shortage qualified specialists. Today, special attention is paid to effective work with labor resources. It is important not only to select competent specialists who best meet the requirements of a particular position in the organization, but also to properly manage personnel for the purposes of the company's business.

HR MANAGER

Personnel manager, or HR-manager (from the English "human resources" - human resources), is a relatively new profession for Russia. As a kind of managerial activity, it originated at the end of the last century. Some of the functions performed by "HR" (the slang term for an HR manager) passed to him from his Soviet predecessors - personnel inspectors. They, as a rule, conducted personnel records management and monitored compliance with the Labor Code. The HR manager does the same, but this is only a small part of his tasks. The main goal of his activity is to combine the available human resources, the required qualifications and labor potential with the strategy and goals of the company.
The advent of human resources professionals trained in industrial sociology and psychology meant a real revolution in traditional forms of personnel work. If before that personnel work was a function of line managers of various levels and ranks, as well as employees personnel services involved in accounting, control and administrative (administrative) activities, the emergence of a managerial function related to ensuring the proper level of the organization's human resources has significantly expanded the range of tasks and increased the importance of this direction of management.
An HR manager carries out the entire cycle of work with personnel: from studying the labor market and hiring staff to retirement or dismissal. Its task is not only to find a candidate who necessary requirements, creating positive motivation for this vacancy, but also predicting how successful a person will work for the organization's business. The HR manager develops a personnel management strategy, personnel policy and personnel work planning; provides the organization with the necessary qualifications, the required level and orientation of training; analyzes human resources, predicts and determines the need for workers and specialists; conducts personnel marketing; supports business connections with employment services and external providers of personnel services; plans the organization and control of training, retraining and advanced training of specialists and managers; and many others.

Tasks of the Human Resources Manager

One of the main figures in the Human Resources Department is the Human Resources Manager. Historical development various models personnel management led to the fact that in its development such a profession as a personnel manager went through the following professional roles:
1. The personnel manager as a trustee of his employees, who cares about healthy working conditions and a favorable moral and psychological atmosphere in the organization. This is usually an employee trained in sociology or psychology, whose function is to assist line managers in implementing an effective policy in relation to the organization's employees.
2. HR manager as a specialist in labor contracts and labor relations (contracts), including collective agreements. It usually performs the following functions: administrative control over observance by employees of the terms of the employment contract, accounting for job transfers; personnel records management. The performance of these functions usually requires legal training.
3. HR manager as an architect of the organization's human resources, playing one of the most important roles in the development and implementation of a long-term HR strategy organizations. His main task in the organization is to ensure the organizational and professional compliance of the components of the organization's personnel potential with its long-term goals and objectives. He is part of its senior management and is trained in the new area of management knowledge of human resource management.

There are a lot of tasks that the HR manager solves. In some organizations, all HR functions can be assigned to one employee, in others, these functions are divided into several people in the HR department.

But in principle, the following HR-TASKS can be distinguished:

Organization of the work of the personnel service of the company;
- Organization and maintenance of personnel documents;
- development of normative documents;
- formation of corporate culture;
- control over the state of the psychological climate in the team;
- formation and development of a positive employer brand;
- selection and adaptation of personnel;
- staff motivation;
- evaluation and certification of personnel;
- training and development of personnel,
- participation in the strategic management of the organization within the framework of personnel management;
- compliance control labor law and legislation of the Russian Federation, settlement of labor disputes;
- monitoring compliance with internal labor regulations;
- analysis and expert review labor market;
- building the work of the staff as a whole, the implementation of the personnel policy of the company;
- preparation and submission of reports on relevant requests.

Functions of the HR manager

1. Personnel management:
- development and implementation of personnel policy to achieve the goals and objectives of the company;
- analysis and forecasting of personnel development in the areas of activity of the company and individual divisions;
- development and maintenance of motivational and social packages for company employees
- preparation and control of compliance with orders, orders, etc., related to the process of personnel management;
- research of personnel in order to improve the work of the company;
- drawing up and maintaining adaptation plans for new employees, monitoring the passage of their probationary period;
- Development and adjustment of the staffing table for the company.
2. Recruitment:
- description of the vacancy (requirements for candidates, analysis of the labor market, terms of employment, etc.) together with its applicant, development of a selection method,
- selection of personnel search tools ( recruiting agencies, the press, etc.), working with them,
- assistance to direct supervisors-applicants of vacancies in preparation for participation in interviews with candidates (development of questions, interview methodology, etc.),
- conducting interviews and, if necessary, testing candidates.
3. Training and development of personnel:
- study of the needs of the company's departments for personnel training;
- determination of the company's strategy for the choice of systems and forms of personnel training;
- drawing up a plan and budget for training based on the needs of structural units;
- organization and implementation of training courses, both independently and with the help of involved specialists within the framework of the approved curriculum;
- personnel monitoring;
- Evaluation of the effectiveness of the training, including through interviews and certification.
4. Measuring the performance of employees:
- development and implementation of criteria for evaluating the effectiveness of the company's employees together with the heads of structural divisions;
- development and implementation of forms and procedures for assessing and attesting personnel;
- organization, coordination and control of the procedures for assessing the effectiveness of personnel.
5 System of motivation and social protection:
- participation in the development of proposals for the system of motivation of the company's personnel,
- recommendations on the level of salaries in accordance with the situation on the labor market,
- development and implementation of proposals for the development of the social sphere;
- monitoring compliance with approved decisions on staff motivation.
6 Documentation and HR records management:
- Carrying out procedures for registration, transfer, dismissal of employees of the company;
- Maintaining employee databases
- maintaining personnel documentation (orders and instructions on personnel, staffing tables, labor agreements, job descriptions, house rules, etc. in accordance with the requirements of the current labor legislation);
- keeping records of actual working time and vacations of employees;
- the list of documentation maintained and stored by the HR manager is reflected in the Information Regulations of the company and the nomenclature of cases.
7. Administrative and legal regulation:
- participation in the work of the Meeting under the General Director;
- presence and work at meetings held both in the whole company and within individual departments;
- participation in the preparation of the cost estimate of the company in terms of motivation, social programs, training, and other issues related to work with personnel;
- initiating issues related to the implementation of the full scope of the functions of working with personnel, before the company's management, their development, implementation and control of their execution;
- expenditure of funds within the declared and approved cost estimates;
- control over the fulfillment of the requirements of orders and instructions for the company related to personnel management;
- using delegated CEO the rights to hire, reshuffle and dismiss employees on his behalf, other delegated powers;
- monitoring compliance with the law and legislation in work with personnel.

PROFSTANDARD FOR HR MANAGER

A professional standard is a characteristic of the qualifications an employee needs to carry out a certain type of work. professional activity(part 2 of article 195.1 of the Labor Code of the Russian Federation). The professional standard is a new concept introduced into the Labor Code only at the end of 2012. The need to introduce professional standards was due to the fact that the characteristics of the positions contained in the Unified qualification guides no longer corresponded to the current situation on the labor market. The description of the requirements for a specialist in professional standards is complex. It uses more modern designs in the form of a combination of requirements for knowledge, skills, professional skills and work experience. These features of professional standards make them the main elements of the national qualifications system, linking the world of work and the field of vocational education.
Qualification requirements for HR specialists are determined by the PROFESSIONAL STANDARD "HR Specialist". This Professional standard applies to the Heads of departments (services) of personnel management and labor relations and Specialists of personnel services and employment agencies. The main goal of their professional activity: Ensuring the effective functioning of the personnel management system to achieve the goals of the organization.
Description of labor functions included in the professional standard

HR MANAGEMENT SPECIALIST
(functional map of the type of professional activity)*

Generalized labor functions	Labor functions
Documentation support for work with personnel	Maintaining organizational and administrative documentation for personnel
	Maintaining records and personnel records
	Administration of processes and workflow for accounting and movement of personnel, submission of documents on personnel to state bodies
Staffing activities	Gathering information about the organization's staffing needs
	Search, attraction, selection and selection of personnel
	Administration of staffing processes and workflow
Activities for the assessment and certification of personnel	Organization and conduct of personnel assessment
	Organization and conduct of personnel certification
	Administration of processes and workflow during the assessment and certification of personnel
Personnel development activities	Organization and holding of events for the development and building of the professional career of the staff
	Organization of staff training
	Organization of adaptation and training of personnel
	Administration of processes and workflow for the development and professional career, training, adaptation and training of personnel
Activities for the organization of labor and remuneration of personnel	Organization of personnel work
	Organization of staff remuneration
	Administration of processes and workflow on the organization of labor and remuneration of personnel
Activities for the organization of corporate and social policy	Development of corporate social policy
	Implementation of corporate social policy
	Administration of processes and workflow on issues of corporate social policy
Operational management of personnel and organizational unit	Development of an operational personnel management system and the work of a structural unit
	Implementation of operational personnel management and the work of a structural unit
	Administration of processes and workflow for the operational management of personnel and the work of a structural unit
Strategic personnel management of the organization	Development of a system of strategic personnel management of the organization
	Implementation of the strategic personnel management system of the organization
	Process and workflow administration strategic management organization staff

* data is given partially

As you can see, the profession "Specialist in personnel management" implies the differentiation of labor. In this regard, the developers of the professional standard identified nine generalized labor functions. Both for HR inspectors and HR-s there will be a single professional standard for a personnel management specialist.
On July 1, 2016, a new article of the Labor Code came into force - 195.3. It defines the application of professional standards. The new rules establish situations when the application of professional standards becomes mandatory for employers. If the Labor Code, others federal laws, other regulatory legal acts The Russian Federation will establish requirements for the qualifications necessary for an employee to perform a certain labor function, professional standards regarding the specified requirements are obligatory for application by employers. Employers for whom the obligation to apply professional standards will not be established can independently apply them to determine the labor function of an employee, draw up job descriptions, when establishing a wage system, etc.

CONCLUSION

Today's HR Managers are not at all those who Soviet times called personnel officers who conducted personal files, wrote job descriptions, issued passes.
The HR manager is a strategist. He must find a way for each employee to be the most effective participant in the activities of the organization. To achieve the goals of the company, serious and systematic work of the entire team is needed. Many HR leaders seek to implement the concept of HR BP (Business Partner) in their companies. HR managers need to understand the business objectives of the company and be on the same wavelength as the directors and business owners. A good HR is a specialist who perfectly understands the business for which he can offer the right solution.

psychologist-analyst,
"Optima-Project"

In carrying out their professional tasks, any specialist must clearly understand what is included in the scope of his duties. When we talk about structural organization company, we usually mean that the company has a personnel department, a personnel service, an HR department, or a personnel development department. From the name of the unit, the essence changes slightly. However, in different companies, this division performs different functions: from recruiting to coaching, from solving day-to-day managerial tasks before certification. In the presence of real professionals, it is rather difficult to overestimate the role of the personnel service. Consulting research suggests that business success rates largely depend on management style and internal resources companies, that is, from the human factor.

Characteristics of the activities of the personnel manager

The main duty of the personnel service is to assist the company's management, line managers, employees, in general - all the company's personnel. Based on this, we will formulate the key characteristics of the activity of the personnel manager.
1. Focus on the needs of management and staff. The defining moment in the activity of the manager is the focus on the requests and needs of management and employees. In one case, the emphasis may be on hiring temporary staff, in the other, on motivating certain groups of workers or developing an intra-company system of remuneration and individual incentives. It is also the responsibility of the HR manager to develop and adapt the methods of personnel management and development to meet the needs of the organization.
2. Following the principles of joint creative activity. According to T.Yu. Bazarov and B.L. Eremina, for effective management personnel and solving complex problems "the personnel manager must master the techniques of creating and reproducing forms of joint creative activity"<*>. Among the main principles of joint creative activity are the following:

-	the principle of individual creativity - the constant development of the abilities of each individual (through learning by doing, involvement in the systems of continuous education and self-education);
	the principle of social creativity is the development and institutionalization of the necessary social structures;
	principle of cultural creativity - orientation in joint activities on the highest cultural achievements, on innovation processes and invention;
	the principle of moral creativity is the willingness of a person to serve as a moral model to others and to himself.

<*>Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. and additional - M.: UNITI, 2002. - S. 17.

3. Following ethical standards. HR managers must adhere to two ethical principles: their professional ethics and internal ethics companies. For example, here are the main provisions of the Code of Professional Ethics of the Privileged Institute for Personnel and Development (CIPD). The standards to be followed by HR managers are as follows:

Compliance with the value system of the organization does not mean unquestioning adherence to all the rules and traditions. Smoking in the workplace or tacit boycott of newly arrived employees can also be part of corporate culture. It is in the power of the HR manager to promote the development of ethical and moral principles of employees, cultivating positive forms of action, reinforcing them not only with the help of certain measures (training, accompanying work aimed at developing corporate culture, building trust, cohesion), but also by their own behavior. In addition, he must not only meet certain moral requirements himself, but also consciously use the mechanisms of moral regulation in the management of human resources.
4. The ability to manage changes (crisis management), as well as to act in the conditions of innovation. Arsenal of activities, duration, distribution of impact to overcome resistance to innovation depends on many factors. However, it is possible to single out the main tasks for the formation of conditions for readiness to accept changes. This is the formation of confidence in the upcoming changes (in particular, informing and clarifying the situation, a visual demonstration by the loan officer of the advantages and benefits of adopting innovations, etc.) and increasing the legal competence of employees to gain confidence in the positive results of the upcoming changes.
5. Continuous personal and professional development. The work of the personnel manager is carried out directly in interaction with people and is associated with changing circumstances. Therefore, in order to be a professional, continuous improvement is required. An HR manager should not only have a higher and specialized education and an analytical mindset. He must also possess a number of personal qualities. Such, in particular, as stress resistance, high adaptability, developed communication skills, non-conflict, tolerance and others. We will talk about this in more detail in our next article.

HR manager roles

According to Michael Armstrong<*>, depending on the extent to which HR employees take part in the development of management decisions, the manager can take on various roles , which must be implemented in their specific ratio.

<*>Armstrong M. The practice of human resource management. 8th edition / Transl. from English. ed. S.K. Mordovin. - St. Petersburg: Peter, 2004. - S. 99 - 104.

According to Tyson and D. Ulrich<*>, the role of the HR manager as a business partner is ideally in line with management's line of business, which is aimed at achieving the long-term business goals of the company. Here, the main characteristics of a manager are the ability to predict, crisis management, risk analysis, strengths and weaknesses of the company, the ability to interact and put forward proposals in the face of economic and structural changes.

<*>Ulrich D. (1998) A new mandate for human resources, Harvard Business Review, January-February, pp. 124 - 134.

The role of the strategist involves the orientation of the activities of the personnel manager for long-term goals. With this approach, employees are considered as a strategic resource for achieving a competitive advantage.
The manager resorts to the role of intervention when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of introducing innovations, as mentioned above, it requires high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to convince.

Key Responsibilities of a Human Resources Manager

1. Organization of work with personnel in accordance with the general goals of the company's development and specific areas of personnel policy in order to achieve effective corporate results and professional development of employees. The activities of the HR manager should correspond to the long-term goals of the organization and form a favorable basis, the necessary conditions for achieving these goals.
2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches for and selects personnel, conducts interviews with candidates, their initial diagnostics. Incorrect distribution of duties and use of human resources can lead to incompetent performance of labor functions, inefficient labor indicators, financial problems of the company, and an unfavorable psychological climate. Therefore, timely determination of the need for replenishment or replacement of an employee will avoid many difficulties in the future.
The recruitment process takes place in several stages:

In our opinion, the most important thing in the personnel selection procedure is an adequate assessment of the compliance of the requirements for the candidate with the real necessary characteristics for the performance of work, and at the next level - the compliance of the candidate's capabilities and abilities with the requirements for the position.
3. Conducting an assessment of the results of the labor activity of employees, certification, competitions for filling vacant positions. Regular appraisals allow you to determine the degree of efficiency in the use and quality of the company's human resources, clarify the company's requirements for employees and their compliance with the results of their work, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development of the company's personnel, as well as to increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.
4. Organization of staff training, coordination of work to improve the skills of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the main resource of the company - its employees. Therefore, competent investment in training allows you to increase the professional competence of employees and achieve better performance.
5. Professional development of employees- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in new situations for an employee, developing personal qualities through corporate training.
6. Organization of an effective communication system, bringing information on personnel matters to all employees. A balanced information exchange in the organization assumes that employees will be aware of the main decisions of management, structural, strategic changes in the company, and management should be aware of the arrival of new employees, about the main events taking place in the middle level of employees.
7. Evaluation of business and personal qualities of employees, labor motivation. To develop a system of staff motivation, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain a psychological portrait of each employee and evaluate him, the manager must be proficient in diagnostic methods and conduct it depending on the goal.
8. Development of an effective motivation system. It is one thing to find a competent employee, another to keep him. Therefore, one of the important responsibilities of the HR manager is to diagnose and develop an effective motivation system. In addition to material incentives that immediately come to mind, do not forget about non-material methods of motivation.
9. Advising managers of different levels on the organization of personnel management, planning for advanced training of managers. High competence helps to improve the performance of managers, gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which, more reasonable and effective proposals can be brought up for discussion. Thus, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.
10. Participation in the planning of the social development of the team, the resolution of labor disputes and conflicts, the creation of a favorable socio-psychological climate and the development of corporate culture.
The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with colleagues at work, management style in the company, the level of tension and conflict, professional development, and the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic moments, it becomes clear to the manager in which direction to work in order to achieve favorable psychological conditions for activity.
A developed corporate culture implies high loyalty of the staff and unity of purpose, adherence to the core values of the company, following the rules and compliance by employees with the standards established by the company. The implementation of activities that contribute to the formation of a corporate culture increases the cohesion of the team, allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: "Code of the company's employee", "Best project of the year", "Person of the company", etc.
11. Drafting and execution of employment contracts, maintaining personal files of employees and other documents. The personnel manager must organize proper documented accounting of personnel, allowing you to quickly and efficiently make the necessary management decisions.

Leadership expectations

Speaking about the role of specialists in the field of personnel management, the question arises - how do the requirements and expectations of management from HR specialists correlate with the activities of HR managers themselves? Conducted studies (in particular, based on the results of Anna Nesmeeva<*>) indicate that the management's vision of the spectrum of tasks of the activities of the personnel service and the representations of the personnel managers themselves about their professional duties do not quite match. If we talk about the self-identification of personnel managers (according to research), then the selection of personnel and the construction of an effective motivation system come to the fore in terms of the importance of their tasks, and here we mean material incentives. As for the expectations of the management, for him the main tasks of the HR officer are recruitment, development of corporate culture, formation of a favorable psychological climate for the team, and employee training.

<*>http://nesmeeva.narod.ru

HR managers themselves believe that training employees is not part of their main responsibilities. Perhaps this is due to a clear division of powers, since, in theory, the training manager, coacher is directly involved in the training of employees. However, employee training is not a one-step process and cannot go beyond the attention of the HR manager. If the company does not have a corporate training manager, then there is no one to diagnose the situation for planning training events, except for the personnel manager.
But in fairness, it should be noted that, by and large, the compliance of management's expectations with the ideas of HR employees depends on how accurately and clearly the goals and objectives of the HR service were defined and how HR managers themselves meet the requirements for this position. Finding this balance is another task of the HR manager.

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