Managing the performance of the personnel management service. Analysis and evaluation of the main activities of the personnel management service

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Introduction

Theoretical chapter. Theoretical foundations of the activities of the personnel management service: system and functions

1 The concept, goals and functions of personnel management in an organization

2 Personnel management process

3 Types of work incentives

Practical chapter. Analysis and ways to improve the activities of the personnel management service in the Federal State Institution GZK "Kaluzhskaya", Kaluga

1 The economic characteristics of the organization's activities

2 Analysis of the activities of the personnel management service in the Federal State Institution GZK "Kaluzhskaya"

3 Main ways to improve personnel management

4 Improving the implementation of the personnel policy and the organization of the work of the personnel service

Conclusion

Glossary

List of sources used

Applications

Introduction

management personnel personnel policy incentives

In the conditions of the formation of a market economy in our country, the issues of practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

In the system of measures to implement the economic reform, particular importance is attached to raising the level of work with personnel, placing this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.

One of the important problems at the present stage of development of the economy of most countries of the world is the problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most general trends are the following: the formalization of methods and procedures for the selection of personnel, the development of scientific criteria for their evaluation, a scientific approach to the analysis of needs for management personnel promotion of young and promising employees, increasing the validity of personnel decisions and expanding their publicity, systematically linking economic and government decisions with the main elements of personnel policy.

The personnel management system ensures continuous improvement of methods of working with personnel and the use of achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations subject and object of control.

The relevance of the topic of the final qualifying work increases, firstly, with the increasing role of personnel in modern production, fundamental changes in the content of labor caused by the use of new techniques, technologies and methods of production activity. Automation has weakened or eliminated the direct relationship between labor intensity and productivity.

The second factor in increasing the role of personnel in modern society is to change the ability to control employees and increase the importance of self-control and self-discipline. Increasing the role of self-discipline and self-control in the labor process changes the ratio various methods employee motivation, increases the share of more complex personnel management technologies, motivation in personnel management.

Thirdly, a radical increase in the role of personnel in production and its management are macroeconomic factors and, above all, a change in the orientation and dynamics of demand and production aimed at satisfying it; increased competition in the global market; increasing the importance of product quality.

Studies show that shortcomings in the work of specialists more tangibly affect the results of production, and raising the level of organization of managerial work, improving its quality and increasing its efficiency is one of the most significant reserves of economic growth, which largely determines the success of any organization, both economically and socially. From an economic point of view, this is due to the quantitative and qualitative changes taking place in production, that is, the increase in its scale, the deepening of specialization and concentration, the development of the system of production relations and the growth of its competitiveness in modern conditions. In the social aspect, the increase in the role of the organization of managerial work is explained by its increased capabilities associated with an increase in the level of knowledge and special training of the management apparatus.

These general trends should be taken into account in the domestic practice of production management in the development of a market economy.

The purpose of the final qualification work is to develop measures to improve personnel management in the Federal State Institution GZK "Kaluzhskaya", Kaluga.

Achievement of this goal is carried out through the solution of the following tasks:

study of general theoretical issues of personnel management, scientific ideas about human resource management, principles, structure and stages of personnel management, management methodology; goals, objectives, functions of personnel management.

analysis of the current state of personnel management in the FGU GZK Kaluzhskaya, the main goals and objectives of the enterprise, the personnel management system, highlighting its shortcomings in the FGU GZK Kaluzhskaya.

substantiation of the main directions for improving personnel management in modern conditions, improving the organization of the work of the personnel department in the Federal State Institution GZK Kaluzhskaya.

The subject of this work is personnel management.

The object of the study is the Federal State Institution GZK "Kaluzhskaya", Kaluga.

When writing the final qualification work, such research methods as economic-statistical, analytical, normative, settlement-constructive, monographic and other methods were used.

In the course of the study, the works of domestic and foreign authors, reference and regulatory materials, annual reports of the organization under study were used.

1 Theoretical chapter. Theoretical foundations of the activities of the personnel management service: system and functions

.1 Concept, objectives and functions of personnel management in the organization

In the broadest sense, management is a targeted impact on a particular object in order to stabilize or change its state in such a way as to achieve the goal. The need for management arose with the development of specialization of production, increasing its scale. It allows you to streamline and coordinate the activities of many people involved in production.

Management is the work of people aimed at organizing and coordinating the activities of labor collectives and individual workers in the process of producing products and providing services. It is connected, first of all, with the organization of joint activities of people, with the establishment of coordinated actions within the enterprise, with the regulation of relations between the individual and the enterprise.

Management always involves two main parts:

The control object to which the control action is directed for its implementation,

2. The subject of management, which develops the control action and controls its execution.

If the combination of these two parts forms a stable integrity in the process of their interaction, then it is called a control system. Everything that is not included in this integrity is considered as an external environment. Sometimes the subject of control is called the control subsystem, and the object is called the controlled subsystem. To study or develop these subsystems, they can be considered as independent systems.

Management is the process of influence of the subject of management on the object of management in order to ensure the latter's effective functioning and development.

Personnel management determines and establishes the nature of the relationship and ways of their implementation between the subject-manager and the object, which can be an individual or a work team.

German scientists Vikhansky O.S., Naumov A.I., believe that personnel management is a field of activity characteristic of all organizations, and its main task is to provide the organization with personnel and purposeful use of personnel.

Along with this Bizyukova I.V. gives a different, more complete definition of personnel management: “this is an independent type of activity - specialists-managers, whose main goal is to increase the production, creative output and activity of personnel; focus on reducing the share and number of production and managerial employees; development and implementation of a policy for the selection and placement of personnel; development of rules for the admission and dismissal of personnel; solution of issues related to training and advanced training of personnel” .

Considering the importance of target definitions of personnel management for clarifying its generalizing, essential characteristics, it seems necessary to clarify what goals this kind of management activity pursues. IN contemporary literature As a rule, two groups of personnel management goals are distinguished: organizational and personal. “Personnel management,” write D.M. Ivantsevich, A.A. Lobanov - activities performed at enterprises that contribute to the most efficient use of people (employees) to achieve organizational and personal goals.

Organizational goals traditionally stand at the center of personnel management, and management in general. Usually they are associated with ensuring the efficiency of the enterprise. And from this point of view, personnel management is the activity of using employees to achieve the effectiveness of the organization.

Introduction 3
1 Theoretical foundations for the effective work of the personnel management service 5
1.1. The concept and criteria for the effectiveness of the personnel management service 5
1.2. Functions of the personnel management service and its structural location 9
2 Analysis of the effectiveness of the personnel management service in Crete OJSC 16
2.1 Analysis of the activities of the personnel management service of Crete OJSC 16
2.2 Recommendations for improving the work of the personnel management service of JSC "Crete" 21
Conclusion 24
References 26

Introduction

Large, medium and small firms are clearly aware that in order to develop, succeed, maintain the health of people and the stability of the team, they must optimize the return on investment of any resources, be it financial, material or human resources.
Human resource management is an activity performed in enterprises that contributes to the most efficient use of workers and employees to achieve organizational and personal goals. So, competent, professionally organized work with personnel is the most important basis economic efficiency firm's work. And for effective personnel management, a special service is needed that would deal with the implementation of personnel policy.
Today, the personnel management service is a very important structural unit. It carries out all the activities of personnel management: recruitment, accrual wages, the process of training and advanced training of employees, analysis of staff turnover, the formation of personnel policy, etc. Therefore, the organization of its work is a very important process in the enterprise.
The purpose of the work is to analyze the effectiveness of the work of the personnel management service at the enterprise.
To achieve this goal, it is necessary to solve the following tasks:
1. Consider the theoretical foundations for the effective operation of the personnel management service. In particular, to study the concept and criteria for the effectiveness of the personnel management service, its structural location in the organization.
2. Analyze the activities of the personnel management service on the example of a specific organization: identify problems and suggest areas for improving its activities.
When writing the work, materials on the organization of the enterprise's activities were used. Also materials of monographs and manuals on personnel management and articles of periodicals were used.

1. Theoretical foundations for the effective operation of the personnel management service

1.1 The concept and criteria for the effectiveness of the personnel management service

Today, due to the increased importance and "diversification" of work, the former personnel services are transformed in Western firms into personnel or human resources services (the latter term is more common in the USA), which have broad powers; they are allocated the best premises, because they are the "calling card" of the organization.
The personnel services are functional and do not directly participate in the management of the main activities of the personnel, but only help the management of the organization and departments to resolve issues of hiring, dismissals, relocations, and advanced training. Therefore, in practice, it is important to optimally combine the rights of line managers and HR specialists, including on the basis of their joint responsibility.
In many cases, HR departments are led by vice presidents who are second in the management hierarchy. Mostly young energetic people under the age of 40, who have flexible progressive thinking, a broad outlook on things, are appointed to these positions, and not a single serious decision is made without their participation.
The personnel manager acts as a protector of the interests of employees in front of other managers; adviser for the latter on problems of relations with subordinates; coordinator of interaction between personnel, trade unions and administration; their consultant.
The most important element of personnel services is the personnel departments that manage its movement. Their main functions are: personnel accounting; forecasting and planning the need for personnel; organization of recruitment, selection, training, retraining, relocation, dismissal of employees; studying and evaluating the personnel of managers, specialists and presenting recommendations to management on filling vacant positions by certain persons; formation of a personnel reserve and work with it according to special programs; Participation in personnel appraisal and activities following its results.
In addition, the divisions of the personnel service develop flexible programs for the development and stimulation of personnel, improving working and living conditions, differentiated approaches to the choice of areas and forms of work with them, including in relation to the needs of departments. Specialists of the central service are engaged in the docking of personnel policy and strategy, consultations on certification and selection of managers.
The need for a personnel department depends on the following factors: the size of the enterprise, the complexity of legislation, the level of staff qualifications, the development and complexity of social relations, the capabilities of the manager and his interest in personnel problems. In small firms, personnel issues are usually handled by one person (head); in medium and large - special units.

Introduction

Chapter 1. Theoretical aspects studies of issues of personnel work and personnel policy of the organization

1 Comparative overview of the key theories of personnel management

2 Functions, goals and tasks performed by the personnel management service

3 The place and role of the personnel management service in personnel planning and development of the organization's personnel

Chapter 2. Methodological approaches to the analysis and evaluation of the effectiveness of the functioning of the personnel management service

1 Methodology for assessing the effectiveness of the system of professional selection and placement of personnel and the role of the personnel management service in its activation

2 Methodology for analyzing the effectiveness of training technology and the role of the personnel management service in their modernization

Chapter 3. Analysis of the effectiveness of the functioning of the personnel management service of CJSC "Tander"

1 Analysis of the existing system of professional selection and placement of personnel and assessment of the personnel management service in its effectiveness

2 Analysis of personnel training technologies that have developed in CJSC Tander and assessment of the role of the personnel management service in their anti-crisis transformation

Chapter 4. The main directions of development of the personnel management service of Tander CJSC

1 The key vector for the modernization of the personnel management service, taking into account innovations in the selection, placement and training of personnel

2 Measures to ensure the efficiency of the selection, placement and training of personnel and the calculation of the economic effect from their implementation

Conclusion

Bibliography

Introduction

Recently, more and more attention on the part of enterprise managers has been paid to the quality of the organization's personnel. If earlier the personnel management services performed mainly the functions of personnel records management, now the personnel management service of an enterprise is a set of specialized units in the structure of an enterprise, designed to manage the personnel of an enterprise within the framework of the chosen personnel policy. Now the personnel management service is engaged not only in maintaining the personal files of employees, but also in the selection, placement and training of personnel, and the role of the personnel service in the enterprise is constantly increasing.

Our study of the work process of the personnel management service made it possible to identify the main functions, goals and tasks performed by the personnel management service, to identify the features of the functioning of the personnel service at the enterprise, to reveal the processes of selection, placement and training of personnel in the company, to formulate some measures to ensure the efficiency of selection, placement and staff training.

The relevance of the topic of the final qualifying work is due to the fact that labor or human resources are the basis for the development of the enterprise as a whole. In modern conditions, their role is growing, respectively, the role of the personnel management service in the enterprise is increasing.

The purpose of the study in the final qualification work is to reveal the theoretical aspects of the study of issues of personnel work and the personnel policy of the organization, to identify methodological approaches to the analysis and evaluation of the effectiveness of the functioning of the personnel management service, to analyze the features of the functioning of the personnel service in CJSC Tander, to propose the main directions for the development of the service personnel management in CJSC "Tander".

To achieve this goal, it is necessary to perform the following tasks:

conduct a comparative review of the key theories of personnel management

designate the functions, goals and tasks performed by the personnel management service

determine the place and role of the personnel management service in personnel planning and development of the organization's personnel

analyze the methodology for assessing the effectiveness of the system of professional selection and placement of personnel and the role of the personnel management service in its activation

analyze the methodology for analyzing the effectiveness of training technology and the role of the personnel management service in their modernization

to analyze the existing system of professional selection and placement of personnel and evaluate the personnel management service in its effectiveness

to analyze the personnel training technologies that have developed in CJSC Tander and to evaluate the role of the personnel management service in their anti-crisis transformation.

note the key vector of modernization of the personnel management service, taking into account innovations in the selection, placement and training of personnel

propose measures to ensure the effectiveness of the selection, placement and training of personnel and calculate economic effect from their implementation

The object of the study is the company CJSC "Tander".

The subject of the study is the processes of selection, training and placement of personnel at the enterprise and the role of the personnel management service in their activation.

The methodological basis of the work is systems approach to the study of the personnel management service in the company, the analysis of corporate documentation of Tander CJSC, statistical indicators, as well as the use of the following research methods: analytical, comparative.

The legal framework of the study was the Labor Code of the Russian Federation. Odegov Yu. G., Bazarov T. Yu., Durakova I. B. dealt with the research of the personnel management service. Weber M., Taylor F., Ford G. and others devoted their works to the development of the processes of selection, placement and training of personnel.

The structure of the work is determined by the purpose and objectives of the study. The final qualifying work consists of an introduction, four chapters, a conclusion, a bibliographic list of used literature.

The first chapter discusses the theoretical aspects of the study of issues of personnel work and personnel policy of the organization. A comparative review of the key theories of personnel management is carried out, as well as the place and role of the personnel management service in personnel planning and development of the organization's personnel.

The second chapter discusses methodological approaches to the analysis and evaluation of the effectiveness of the functioning of the personnel management service, as well as methods for assessing the effectiveness of the system of professional selection, placement of personnel and staff training.

The third chapter analyzes the effectiveness of the existing system of professional selection, placement of personnel and training technologies in ZAO Tander, as well as analyzes the role of the personnel management service in activating these processes.

The fourth chapter proposes a number of measures to ensure the effectiveness of the selection, placement and training of personnel.

Chapter 1. Theoretical aspects of the study of issues of personnel work and personnel policy of the organization

1Comparative review of key theories of personnel management

Management of people as a special kind of activity appears with the first artificial communities (a hunting group, a neighboring community, then a state). It was with the creation of the first states that the early prototypes of professional managers appeared. It seems that we have reason to call the first rulers in some way the "progenitors" of personnel management, since their organizational activities were aimed at social organizations that were also economic. The formation of statehood led to significant changes in management practice. States were complex organizations, which required the development of management practices. A great contribution to the multiplication of administrative and economic potential was made, in particular, in Babylon. First of all, this refers to the famous Code of Laws of Hammurabi, which reflected the legal registration of many issues of remuneration, among which were the issues of minimum wages and liability control. It happened about 4000 years ago.

The Egyptians also made a significant contribution to the development of management practice and theory. Approximately in the same period as in Egypt, the basic functions and principles of personnel management were understood in ancient China. Along with the recognition of the need for planning, organization, command and control, the Chinese identified the principles of specialization, decentralization and plurality of approaches in solving identical problems. Seeing in management one of the main tools for influencing all aspects of public life and changing it in the required direction, the Chinese created an academy, whose graduates, as a rule, became managers. Thus, they began the specialized training of social and economic managers two millennia before the advent of modern management.

But these are only prerequisites for the creation of the science of personnel management, only individual realizations of the idea that personnel also needs to be managed.

It is believed that management theory in its current form is a little over fifty years old. However, some believe that management was born at the turn of the 19th and 20th centuries - when the world first learned about assembly line production. The invention and implementation of the conveyor has become one of the main milestones in the history of the formation of management as a science of system management of people and processes.

The experience of personnel management, accumulated since the 4th century BC. until the 21st century showed that there is no single best way to manage personnel for all ages.

In this area, observations arose earlier than theoretical dispensations. Practice gave birth to theory, and theory, in turn, indicated the ways of implementing practice. As a result, many management theorists appeared who devoted a significant part of their lives to management practice, for example, F. Taylor, F. and L. Gilbreth, S. Bedo and A. Fayol. Then pure scientists and, above all, representatives of business schools came to the fore, but their dominance was not absolute.

In the field of management, there are several areas, each of which has its own characteristics. There are six such areas:

scientific management (Frederick Taylor);

administrative management (Max Weber);

classical management (Henry Ford);

human relations (Elton Mayo);

new human relations (Douglas MacGregor);

team management

Frederick Taylor in his book Principles of Scientific Management describes what his new theory is. “Under the old system of enterprise management, success depends almost exclusively on the ability to get the initiative from the workers; in fact, it can be achieved only in very rare cases. Under the scientific organization of management, the initiative of the workers (i.e., the provision on their part of all capacity for work, good will and ingenuity) is realized in an order of absolute uniformity and on a larger scale than is possible under the operation of the old system. Moreover, in addition to this improvement in relation to the workers, the management of the enterprise also has to take on new burdens, new duties and new responsibilities, which they never dreamed of before. Thus, for example, the management must take care of collecting the totality of traditional knowledge and skills that its workers possess, and then the task of classifying, tabulating and compiling all this knowledge into rules, laws and formulas that are of great help to workers in fulfilling their daily work. Thus, all that planning which, under the old system, lies entirely with the worker and is based on his personal experience, must, under the rule of the new system, be carried out entirely by the management of the enterprise, in accordance with the laws of science. This is because even if the worker were fully capable of developing and applying scientific data, it would be physically impossible for him to work at his machine and at the same time at his desk. It is also clear that in most cases it takes one type of person to make plans and a completely different type to do the work itself.”

Thus, F. Taylor realized that all work processes must be described so that employees can perform these work processes according to a single template. This helps to prevent errors in the actions of workers and speed up the process of understanding by workers of their tasks and responsibilities. That is, in the book by F. Taylor "Principles of Scientific Management" we observe the first attempts to systematize and establish the process of training employees.

M. Weber, along with A. Fayol, G. Emerson and others, belongs to the administrative school of management, however, unlike most representatives of this school, he relied on a cultural interpretation of organizational processes, which allows individual researchers to attribute him to a special direction in the theory management associated with the cultural understanding of the "machine model of the organization". Known as one of the creators of the model of rationality, as well as a researcher of models of bureaucracy, mechanisms of functioning of power, legitimacy. He singled out legitimate and illegitimate power. Legitimacy in its interpretation means the possibility of ensuring stable relations in the sphere of leadership - subordination. He distinguished three grounds for legitimacy. The main problem is two types of carriers of organizational and economic behavior: traditional and ethical subjects of activity; the essence of power, authority, power structure; forms and principles of legitimate power; principles of formal organization human activity. Author of the concept of three types of executive power and the concept of rational bureaucracy.

Thus, M. Weber, in matters of personnel management, first of all noted the need to allocate a vertical of power. In our opinion, consideration of the issue of hierarchy is necessary in the processes of personnel management, but we believe administrative school management is narrowly focused, it does not consider the position of the employees themselves in the organization and does not take into account their interests, which, in our opinion, plays a fundamental role in personnel management.

Henry Ford continued Taylor's work in the field of industrial organization. Without a serious education, being an inventor, practitioner and just an energetic person, Henry Ford transferred all these qualities to his work as an engineer and manager. Not trusting educated specialists, he accordingly built management in his company, emphasizing the lack of organization, positions and administrative power in his enterprises.

Among the main ideas, the most famous is his use of assembly lines and the establishment of highly efficient mass production. Moreover, along with the widespread use of mechanization, which soon became one of the typical features of industrial production, G. Ford carried out deep vertical integration.

Noteworthy is such an innovation of the industrialist as continuously moving stocks, which practically was the prototype of the "just in time" system.

In our opinion, G. Ford's specific attitude to social and labor relations deserves special attention. In accordance with his ideas about the structure and methods of management, G. Ford believed, for example, that the task of the top administration is to ensure that all departments work towards a common goal, when one of them does not need to know about the activities of another. The possibility of personal communication between workers in production was completely rejected, because "the factory ... is not a club."

The fact that G. Ford set a salary of 5 dollars a day (which is approximately 2 times higher than the average salary in the US automotive industry) is widely known. Moreover, after some time, the salary increased to $ 6, but this fact is unlikely to indicate the desire of the entrepreneur to charity as such. A more likely version seems to be that with an increase in wages and a decrease in the price of cars (which were classified as luxury goods), their consumption will increase, and in the matter of profit, according to Ford himself, he relied on "sales sizes." Accordingly, this would ensure, along with an increase in profits, the realization of the idea of \u200b\u200bcar accessibility.

As a result, we can say that G. Ford was one of the first who understood the need for labor organization, which made it possible to increase labor productivity, and, consequently, wages. We fully share G. Ford's views on the organization of the work process.

A prominent representative of the school of human relations is a practical scientist from Harvard University Elton Mayo (1880-1949). He tried experimentally to refute the Taylorist concept of the dominance of the material interests of workers. We note the main idea of the theorists of the school of human relations: in any company, it is necessary to have feedback in relations between workers and managers. The very attention of the authorities to the needs of ordinary employees and attempts to study and satisfy them stimulates work. The experimental data became a turning point in the research of management theorists and sociologists. More attention began to be paid to psychological rather than technical aspects in the functioning of the organization. The achievements of the scientists of the school of human relations can hardly be overestimated, because the further development of the science of management went precisely along the path of revealing the system of human needs.

Thus, Elton Mayo was the first to speak about the need for not only material, but also non-material incentives for workers, with which we can undoubtedly agree.

Researcher Douglas McGregor is best known for formulating two assumptions about human nature, Theory X and Theory Y. It's very simple: Theory X reflects a mostly negative view of humans. According to this premise, they all have little ambition, do not like to work, tend to avoid responsibility, and are able to work effectively only under the strictest supervision. Theory Y assumes a positive representation. According to her, people are able to organize themselves, take responsibility and perceive work as naturally as rest or play. McGregor believed that the provisions of Theory Y more correctly reflect the true nature of workers and that managerial practice should be based on them.

In the conditions of a deep structural crisis of the 70s of the XX century, the creation of an optimal form of organization for working groups, from the point of view of solving extraordinary problems, became a valuable task in itself. Social and cultural creativity of the employees themselves, their direct participation in the self-organization and self-management of joint activities, mutual control, mutual assistance and interchangeability, clarity of common values and goals that determine the behavior of each team member, collective responsibility for the results and high work efficiency, all-round development and use of individual and group potentials - these are the terms of the new approach in personnel management of the 80s - 90s, called team management (team management).

We believe that team management is the direction that most contributes to the development of personnel, helps to increase team cohesion, allows employees to express themselves and develop their creative abilities.

Thus, all the directions described above in their own way approach the goals and methods of personnel management, but all the activities proposed by them are constructive and contribute to the development of personnel management.

Structurally, the features of the areas of personnel management described above can be presented in Table 1.

Table 1. Features of the areas of personnel management

Directions of personnel managementMain features scientific management (Frederick Taylor); Separation of management functions from production functions; - study of the process and division of the process into - operations; - monitoring production process; - training; - control; - reward and punishment. administrative management (Max Weber); management hierarchy; Control functions: - planning; - organization; - control; - motivation.classical management (Henry Ford); just-in-time system all departments work towards a common goal high wages, human relations (Elton Mayo); Psychological climate in the team; informal groups: - group norms; - informal leaders; "The Hawthorne Effect". New Human Relations (Douglas MacGregor); formulation of two directions of human nature: Theory X and Theory Y people are able to self-organize, take responsibility and perceive work as naturally as leisure or playTeam managementThe components of the new approach: - social and cultural creativity of the workers themselves, - their direct participation in self-organization and self-management of joint activities, - mutual control, - mutual assistance and interchangeability, clarity of common values and goals, - collective responsibility

The word "management" in the form in which it exists in modern English originated in the time of W. Shakespeare. This term has Latin, Italian and French roots. It derives its origin from the Latin manus, which means not only "hand", but also "power" and "sphere of authority". The Italian word manneggiare originated in the Middle Ages in the management of property and commercial enterprises; around the same period, the French manegerie also came into use. The English word manage first appeared in 1561, the word manager in 1588, and the word management in 1589, all of which originally referred to the peculiarities of life in countryside. According to the Concise Oxford English Dictionary, the word management was first used in its modern sense in 1670, and since then it has meant "management of commercial affairs" as opposed to the former meaning of wielding a sword or driving a horse.

Personnel management in Russia today can be considered as a complex science, including knowledge of at least the following sciences: 1) labor law; 2) educational law; 3) social psychology; 4) labor psychology; 5) documentation management; 6) psychiatry; 7) sociology; 8) sociology of labor; 9) management; 10) adult pedagogy; 11) organization theory; 12) labor economics; 13) the theory of organizations.

HR strategy on the threshold of the XXI century. includes two basic elements: intentions and directions.

The mission of a human resource specialist in today's highly competitive environment is to increase the human resources potential of a corporation in order to realize its business strategy. The HR manager becomes a kind of "calibrator" of skill, without whose participation no company strategy can be developed and implemented, and the results achieved can not be correctly assessed.

Ensuring the high competitiveness of a firm without partnership with human capital is becoming increasingly difficult for corporate management.

The HR manager must solve two strategic tasks:

) to create competitive advantages of the company by increasing the level of responsibility of its employees, using corporate culture management tools for this. A strong corporate culture attracts and retains talent, and the fruits of their labor create a high reputation for the company, attract new customers and highly qualified employees. Updating and constantly adapting the corporate culture to the dynamic conditions of the external environment are aimed at improving the quality of working conditions, providing feedback from employees and consumers. This is served by ongoing seminars, forums, focus groups, round tables, advertising campaigns. The involvement of employees in the marketing activities of the corporation helps to increase their initiative and the level of professional self-esteem;

) to ensure the competitive advantages of the company by increasing its human potential, in every possible way supporting the growth of the professional competence of employees. As attractive as a corporate culture may be, the gap between the demands of the global market and the potential of the organization can be bridged primarily through the development of the professional skills and abilities of all corporate personnel. The development of human abilities, centering on the level of professional competence of employees becomes the leitmotif of the activities of not only personnel services, but also line managers. At the same time, some companies include the issues of increasing the level of personnel competence as components in any developed strategy, while others consider this problem as an opportunity to implement a special initiative strategy that is organically supplemented by other competitive strategies of the corporation.

Success depends on how carefully individual development plans are drawn up on the basis of diagnostics carried out by HR specialists and line managers, which are designed to bridge the existing gap between growing professional requirements (not always easily explicated, not even standardized) and the existing level of competence. every worker. The preparation of these plans is based on competency models developed for each job position.

We share the opinion of Bazarov T. Yu., who identifies three main models of personnel management.

The personnel manager as a trustee of his employees, who cares about healthy working conditions and a favorable moral and psychological atmosphere at the enterprise. This paternalistic model goes back to the social reformist ideas of the late 19th and early 20th centuries. and found its organic embodiment in numerous variations of the doctrine of human relations. The job status of the HR manager in this model is rather low: it is a clerk trained in industrial sociology (or psychology) and helping line managers to implement an effective corporate policy towards employees.

HR manager as a specialist in employment agreements (contracts), including collective agreements. In large organizations using mass low-skilled labor, it has a dual role: to implement administrative control over the observance by employees of the terms of the employment contract, accounting for job transfers; regulation of labor relations in the process of negotiations with trade unions. The performance of these functions requires, as a rule, legal training, which provides the personnel manager with a fairly high status in the organization.

HR manager as an architect of the organization's human resources potential, playing a leading role in the development and implementation of the corporation's long-term strategy. Its mission is to ensure the organizational and professional coherence of the components of the corporation's personnel potential. He is part of its senior management and is trained in the new area of management knowledge of human resource management.

The essential difference between the last model and the previous two, traditional ones, is obvious. However, for domestic personnel services, which are still only mastering personnel management technologies, the difference between traditional methods of personnel management and the methodology of human resource management is to a certain extent speculative.

Thus, even in ancient Babylon, they began to think that people also need to be controlled, and this requires special tools. So in the future there are various theories of personnel management. Some say that development professional qualities, the training of the individual should be not only his initiative, but also the initiative of the enterprise management. Others focus their attention on material incentives for workers and raising their standard of living. Still others, on the contrary, elevate non-material types of rewards over material ones and speak of the need for feedback in the relationship between workers and the employer. But, in the end, all these theories were created in order to better understand human nature in terms of production. All personnel management is aimed at attracting and retaining the best personnel who will bring profit to the company.

2Functions, goals and tasks performed by the personnel management service

There is an opinion among specialists in human resource management that before the emergence of personnel management units in the late 90s of the XX century, there was no human resource management process. This is not true. Various functions that are now endowed with HR services were performed by other departments. For example, in Soviet times, there were departments of labor and wages, which were previously part of the financial and economic divisions. Now the functions of these departments have been transferred to specialists in motivation and stimulation within the framework of HR services. Training of employees was carried out by training specialists who were part of the personnel departments. Recruitment was also carried out by the staff of the personnel department.

In other words, the HR function in organizations has always existed. However, it was either “blurred” and distributed among other departments, or individual areas in the field of personnel management were not connected in any way.

And at present, depending on the level of management development in the organization, HR departments are also responsible for various areas. There are HR departments that essentially perform secretarial functions (posting vacancy announcements and inviting applicants for interviews), and there are HR departments that take part in solving important issues in the formation of a personnel reserve, staff motivation, development of corporate culture.

The initiator of the creation of a human resource management unit in most cases is the top management of the company. This happens at a certain stage in the development of the organization, namely when there is a rapid increase in the number of personnel. The motives for this decision are very diverse: ranging from vague dissatisfaction with the discipline of employees and ending with the lack of a developed corporate ideology.

The purpose of the HR department is the implementation of the personnel policy of the enterprise, the development of a regulatory framework, the creation of workflow, the introduction of new technologies designed to provide the company with personnel capable of working to achieve strategic goals. Of course, personnel departments not only develop instructions and regulations in the field of personnel management, but also perform a number of functions themselves (for example, they conduct the selection of new employees, draw up labor Relations).

The main purpose of the personnel service is to organize, maintain the functioning and timely adjust the process of working with people. This process can be represented as a set of conditional "points" of contact between an employee of the organization and the personnel service. For a newly hired employee, the first “point” of contact with the organization is acquaintance with the personnel officer involved in the selection of candidates for vacancies. Then, the procedure for selection, hiring, general and professional adaptation follows, and then simply the “life” of a person in an organization begins.

Traditionally, in the work of human resource management departments, the following areas are distinguished:

recruiting - this direction includes the search for new employees, the selection of candidates in the process of interviews, psychological testing. It is believed that recruiting is the initial stage in the professional development of an HR manager, although, in our opinion, this is a wrong opinion. In order to recruit staff, you need to have an objective view of things, maturity and balance. HR managers, who just left the student bench just yesterday, do not always meet these requirements;

adaptation - the adaptation process is designed to re- accepted employees quite quickly got up to speed, mastered the necessary skills, got acquainted with the team, with the rules that are accepted in the company. The HR department plays a very important role in the adaptation process. First, the adaptation process must be formalized, that is, documented in the form of regulations, instructions, etc. And secondly, the HR manager must control how the “infusion” of new employees into the team takes place.

Some HR departments create special memos that reflect the most important information for newcomers: dress code, company history, company leaders, organization structure. Some enterprises have special portals where a new employee can get the necessary information on the intranet;

personnel development - this area of activity of personnel management departments concerns already working employees. Each organization is constantly evolving: new business lines are emerging, the nature of everyday tasks is changing, becoming more complex. In order for employees to meet constantly changing requirements, they must be developed. In itself, the direction of "personnel development" contains several more areas that are closely related to each other, these are:

a) personnel certification

b) formation and work with a personnel reserve

c) staff training

staff motivation. In order for the organization to work, the staff must be retained and stimulated. The task of HR departments is to develop a compensation package that is attractive to employees. Motivation specialists develop the principles of remuneration, set the amount of wages, taking into account the situation on the labor market. Within the framework of the direction "motivation of personnel", provisions on payment and disciplinary policy are being developed;

corporate culture. This direction serves to develop in employees a sense of community, dedication to their organization and at the same time instill in them the values of the company. To achieve these goals, HR departments are organizing corporate holidays, publishing corporate newspapers, preparing special memos for staff, and developing corporate codes;

personnel management. This direction is the registration of labor relations in accordance with labor legislation. In fact, this is what the personnel departments of the old type, back in Soviet times, were mainly engaged in. This includes the following functions: applying for a job, dismissal, maintaining personal files, scheduling vacations, interacting with military registration and enlistment offices. Also, an important function of the personnel management service is the preparation of a collective agreement. A collective agreement is a legal act that regulates social and labor relations in an organization or with an individual entrepreneur and is concluded by employees and the employer represented by their representatives.

In some organizations, there are other areas of work for HR departments, for example, organizational development, within which various work regulations and documents are developed for other departments. In large companies, some personnel departments organize housing for employees (at enterprises with a seasonal nature of work, when a large number of workers from different cities are periodically involved).

Since the personnel department is designed to provide the human component of the company's work, which serves as an important guarantee of the effectiveness of the organization's activities, among its most significant tasks can be identified:

helping the firm achieve its goals;

effective use of the skills and capabilities of employees;

providing the firm with highly qualified and motivated employees;

striving for the fullest satisfaction of employees with their work, for their fullest self-expression;

developing and maintaining a high quality of life that makes working for this firm desirable;

communication of personnel management with all employees;

assistance in maintaining a good moral climate;

traffic management for the mutual benefit of individuals, groups of enterprises, society.

The set of functions of modern HR management is not limited to documenting labor relations; the tasks of managing labor reserves are now coming to the fore. Let us briefly list the main functions of the personnel management service:

labor market research;

internal PR, positioning the company as an attractive employer, informing the target audience about job opportunities in the company;

selection of highly qualified employees;

building and maintaining the work of the system of adaptation of employees;

assessment, training, planning and career development of employees;

management of the creation, maintenance and improvement of the system of effective work of the organization's employees;

creation and timely change of the system of remuneration, motivation of employees;

building effective communications within the company;

the release of employees, especially those who held key positions in the company;

creating a comfortable psychological atmosphere in the company.

Such a variety of functions is dictated by the state of the labor market, the evolution of the economy and business. More and more managers understand that the attitude towards the staff needs to be changed. Top management now considers personnel as the most important business resource, investments in the development of which are not only justified, but also vital for the company.

When is Human Resources needed? Let's make a preliminary conclusion that the personnel management service is needed:

if the company is ambitious and sets itself the goals of development, capturing market share, creating high-tech production;

at the stages of creation and active growth of the company;

at the stage of company reform;

businesses in crisis;

enterprises in which the production process requires the cooperation of highly qualified specialists who are of great value in the labor market;

companies in which the production process requires the observance of commercial or industrial secrets;

in large companies with a complex subordination structure (holdings) that have a developed system of business processes;

in companies interested in structuring, accumulating and fully transferring accumulated experience to new employees.

We found out that the main purpose of the personnel service is to organize, maintain the functioning and timely correct the process of working with people. The main task of the personnel management service is to help the company achieve its goals. She has quite a few functions, which mainly include hiring, training, dismissal, maintaining all personnel records management and many others.

3The place and role of the personnel management service in personnel planning and development of the organization's personnel

Personnel planning - analysis and determination of the need for personnel to ensure the achievement of the organization's goals.

The planning of the selection process is based on personnel planning, the main task of which is to determine the needs of the organization in human resources in both the short and long term.

The task of personnel planning is the "translation" of the organization's existing goals and plans into specific needs for qualified employees. It is legitimate to deduce the unknown quantity of necessary workers from the available equation of the plans of the organization and determine the time at which they will be required. And as soon as these unknown values are found, within the framework of personnel planning, it is necessary to determine the stages of achieving the intended goals.

Every organization uses workforce planning, explicitly or implicitly. Some organizations are doing serious research in this regard, others are limited to superficial attention to personnel planning.

The long-term success of any organization undoubtedly depends on having the right people at the right time in the right positions. Organizational goals and strategies to achieve those goals matter only when people with the required talents and skills strive to achieve those goals.

Unfairly executed, and even more so - completely ignored, personnel planning can provoke serious problems in the shortest possible time.

Personnel planning is carried out both in the interests of the enterprise and in the interests of employees, since it is important for an enterprise to have the right number of employees with the necessary qualifications in the right place and at the right time, and for employees it is important to have an idea of \u200b\u200btheir own future at the enterprise or outside it.

Personnel planning includes the following aspects:

-determination of the need for personnel in the context of specialties and qualifications;

-recruitment planning;

-staff release planning;

-personnel planning;

-personnel development planning;

-personnel cost planning.

Determining the need for personnel is the initial stage of personnel planning. The purpose of identifying needs is current and future staffing enterprises.

The main factors affecting the need for personnel are:

-production and organizational structure of the enterprise;

-a program for the release of goods and the provision of services;

-mission and functions of the enterprise;

-manufacturing process;

-degree of mechanization and automation of production.

In the process of personnel planning, M. I. Magura distinguishes four stages.

The first stage is the analysis of the organization's strategic plan. At this stage, it is necessary to determine what goals the organization will face in the future, what goals in the field of productivity, quality, customer service the organization plans to achieve in the next six months, a year, two years, five years. A clear definition of strategic goals is the benchmark against which all important human resource decisions will be judged.

The second stage is forecasting the organization's need for personnel. At this stage, it is necessary to find out which departments will arise as a result of the implementation of the strategy, what specialties will be required, how many people, what positions will no longer be needed, how the process of improving technologies will affect the qualitative and quantitative need for personnel. At this stage, it is necessary to compare the needs of the organization and the available human resources and understand if there is a gap between what is needed and what is currently available, which job positions are key to achieving the goals, who is currently ready to to take these key positions, whether the organization is ready for the necessary personnel changes. Personnel planning, solving the problem of filling the qualitative or quantitative shortage of personnel, allows you to outline specific areas of personnel work.

The third stage is an assessment of the state of the internal labor resources of the organization. At this stage, decide next questions: what are the capabilities of the staff in the light of the goals set by the strategic plan, whether the staff has sufficient knowledge, skills and experience to implement the developed strategy. It is necessary to analyze a significant amount of personnel information: demographic data and educational level, the results of surveys and tests, the results of periodic evaluation of the work of personnel (attestations), job requirements, the actual level of performance, and much more. Since the organization's own capacity to meet the growing quantitative and qualitative need for staff is often insufficient, personnel planning almost always requires the study and evaluation of external workforce.

The fourth stage is the preparation of plans, the determination of the time frame for solving the entire range of tasks to provide the company with the necessary personnel. The development of comprehensive action plans in personnel planning aims to reduce the gap between today's human resource endowment and the organization's future needs.

Each of these stages is worked out by the personnel management service, which deals with the personnel planning of the organization. Of course, she does not work on the problem of personnel planning alone, but with the help of the organization's management and line managers. We see the scheme of work on personnel planning as follows:

The owner of the business or the head of the organization outlines the goals of the upcoming work for managers structural divisions. In fact, he is not engaged in personnel planning, but influences it, defining the goals and strategy of the enterprise.

Heads of structural divisions develop plans for future work in accordance with the goals that were identified by the head of the organization. Then they announce their plans to the managers of their structural divisions.

Managers, in turn, analyze the work plan and determine how much and what rates they need to complete specific work. Then they coordinate their decisions with the head of the structural unit.

An agreed request for the introduction of additional rates goes to the personnel management service, which will already directly work with this request. From this moment on, HR employees have a colossal job to do: they need to study the business process of the unit that needs new employees, take into account the change in the scope of work in this unit, analyze this situation and decide whether all the rates declared by managers are really needed, or without any quite manageable. This must be done in order to prevent the "bloat" of the state. After all, managers can miscalculate and declare more rates than is really required. Or, on the contrary, less, which will lead to the fact that the unit in question will not cope with the intended goals.

Thus, the personnel management service occupies a significant place in the process of personnel planning and performs the main analytical work, being an indispensable participant in this process.

Schematically, the process of personnel planning and the arrangement of participants in personnel planning can be represented as follows.

Rice. 1. Personnel planning scheme (compiled by the author)

Only after it has been decided how many employees are needed in each division is the need for additional labor determined. Hiring of employees is carried out on the basis of the staffing table. To determine the quantitative composition of hired personnel at enterprises, the development of norms for the number of personnel by the comparison method is widely used. At the same time, data on the change in the number and productivity (or sales volume) with a given number of personnel in different periods, as well as data on the number of personnel used by other firms, are widely used.

Other methods for forecasting workforce needs that are used by the personnel management service:

An econometric method by which the need for personnel is derived from the projected levels of final demand for goods and services in the economy for a certain period in the future.

A trend projection method that involves the transfer of past trends, changes in the size of the aggregate labor force and its structure over the forecast period.

Normative method when special indices are calculated that characterize the demand for labor as a function of production volume, fixed assets, etc. The normative method can be illustrated by the following formula:

Ki x OFB (1 + Kof) (1)

where Pi - the need for a certain category of workers; - coefficient;

OFB - fixed assets in the base period;

Koff - the predicted rate of increase in fixed assets.

There are two sources of staff replenishment: external and internal. The external one is based on the search for employees outside the organization, while the internal one is aimed at searching within the organization itself among those already actually working in different departments. In our opinion, both sources have advantages and disadvantages.

Advantages of internal sources of labor: the company knows the strengths and weaknesses of the candidates better, the candidate knows the company better, it is possible to motivate the employee with a promotion, the return on investment in human capital increases.

Disadvantages: employees can be promoted to a level where they will not meet the requirements; the struggle for career growth can create a negative socio-psychological climate; there may be problems with the introduction of new ideas.

Advantages external sources: the “talent market” is growing, there is a high probability of new ideas and perspectives, in some cases the labor force attracted from outside is cheaper.

Disadvantages: more difficult to attract and evaluate candidates; a longer adaptation period for new employees; possible conflicts in the team.

V. Klichanovsky says that the results of personnel planning should be reflected in a set of specific measures to maintain the balance of the workforce while releasing workers and ensuring the hiring of the necessary specialists. Separately, a set of measures related to the training of young workers and the advanced training of staff members should be developed. The initial data for determining the required number of workers, their professional and qualification composition are: the production program, the output rate, the planned increase in labor productivity, the structure of work. The total need for specialists is determined depending on the complexity of the assigned functions, controllability standards, the degree of mechanization of management, taking into account typical staffing tables.

The need and readiness of the enterprise to introduce systematic workforce planning increases as the size of the organization, the scale and complexity of the company's activities increase. There are changes in the content of labor, technologies and the tools themselves. These changes bring to the fore all the new requirements for employees that must be taken into account in the selection. Workforce planning should ideally provide answers to all questions related to providing the company with the necessary workforce and determining the associated costs.

In personnel planning, in addition to determining the need for people, taking into account the planned volume of production or services, it is also necessary to take into account the expected planned (transfers, business trips, study) and natural retirement of personnel (illness, maternity leave, dismissal of one's own free will).

Once upon a time, work with personnel consisted exclusively of activities for the recruitment and selection of labor. The idea was that if you could find the right people, then they could do the right job. Today's well-managed organizations believe that recruiting the right people is just the beginning. While most of an organization's resources are tangible objects that depreciate in value over time, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work to increase the potential of personnel in every possible way.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the organization's human resources. If, for example, such a program increases the productivity of assembly workers by 10% without increasing the factory cost of products, then the return on capital invested by the organization in the development of human resources is much higher than this indicator.

Currently, the literature contains a large number of definitions, and the term "personnel development" has several meanings. These definitions may differ from each other, but in general they highlight the main characteristics of the field of study and the general opinion about the nature of development.

R. Beckhard considers development as a purposeful work carried out by top management to increase the efficiency and viability of the organization through planned changes in the processes taking place in it, using the knowledge and methods of behavioral science and management science. He emphasizes that these should be planned changes, these changes should cover the entire organization, top management should accept Active participation in the implementation of the development program of work, and the program should be aimed at increasing the efficiency and improving the state of the organization through planned interventions in organizational processes.

According to W. Bennis, development is a response to change, a comprehensive educational strategy designed to change beliefs, attitudes of norms and values and structure organizations in such a way that they can better adapt to new technologies, markets and themselves could creatively generate a form of change. .

D. Porras and P. Robertson believe that development is a long-term work, directed and supported by top management, to improve the processes of forming an organizational vision, enabling staff to do something, training and solving problems through joint regulation organizational culture.

Development work is carried out using predominantly practice-based forms of learning. Work is not associated with individual workers, but mainly with groups and teams.

Education is the main way to get an education; the process of mastering knowledge, skills and abilities under the guidance of teachers, masters, mentors, etc. In the course of training, social experience is assimilated, an emotional-value attitude to reality is formed. The development of individual abilities and interests of students is carried out in the process of differentiated learning and is closely related to education. Conducted in educational institutions and in the course of practical activities.

Understanding the nature of learning is essential to understanding the characteristics of the learner involved in the learning process.

R. Smith believes that the word "training" has been used to describe several situations, and that understanding each approach is important:

when learning is product related, the focus is on the outcome of the experience: the acquisition of a specific set of skills or knowledge;

when learning is described as a process, the focus shifts to what happens when the learning experience takes place: how learners seek to meet their needs and achieve goals;

when learning is described as a function, the emphasis is on aspects that help produce learning: how learners are motivated, what causes change.

Effective staff training and development programs address all three types of learning situations. Knowledge is used about how learning is produced (function), what happens when people learn (process), and how participants in effective programs develop new knowledge and skills (product). The curricula themselves also become the object of study of how the active process of converting new knowledge, values and skills into behavior takes place.

Personnel development in the organization is also handled by the personnel management service. And even if the main functions of personnel development are performed by line managers, the personnel department is an active assistant. Let's consider a number of methods used by the personnel management service to develop the potential of the workforce: professional orientation, adaptation in the team, evaluation of production activities, remuneration system, vocational training and education, promotion.

The first step to making the work of an employee as productive as possible is professional orientation and social adaptation in the team. If management is interested in the success of an employee in a new workplace, it must always remember that the organization is a social system, and each employee is an individual. When a new person enters an organization, they bring with them previously acquired experiences and perspectives that may or may not fit into the new framework. The human resources departments of organizations use a variety of methods, both formal and informal, to introduce a person into their society. Formally, at the time of hiring, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in special work skills and an interview on what is considered effective work. Rules, procedures and instructions from senior officials are additional formal methods of adaptation of employees in the organization's team. Some organizations, such as IBM, Tandem Computers, Pack Bell, 3M, Thunder CJSC, have developed official programs to cultivate the corporate culture they need in their organizations. These programs indicate what the organization expects from its employees, so that all of them, regardless of their position or position, behave in accordance with the image of the corporation.

Human resources departments should also conduct systematic education and training programs for employees, helping to develop their full potential in the organization. Training is the training of workers in skills to increase their productivity. The ultimate goal of training is to provide your organization with a sufficient number of people with the skills and abilities necessary to achieve the goals of the organization. Training is useful and required in three main cases. First, when a person joins an organization. Secondly, when an employee is appointed to a new position or when he is assigned new job. Thirdly, when the audit establishes that a person lacks certain skills to effectively perform his job.

The next step, after the employee has adapted to the team and received the necessary training for the effective performance of his work, will be to determine the degree of efficiency of his work. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. The control process involves the establishment of standards and the measurement of results to identify deviations from the established norms and, if necessary, the adoption of corrective measures. Similarly, performance appraisal requires managers to gather information about how effectively each employee is performing assigned tasks. By communicating this information to his subordinates, the manager informs them about how well they are doing their job and gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance evaluation allows management to identify the most outstanding employees and really raise the level of their achievements, transferring them to more attractive positions. Basically, performance appraisal serves three purposes: administrative, informational, and motivational. Each organization must perform performance appraisals of its staff in order to make administrative decisions about promotions, transfers, and terminations. Performance appraisal is also needed to inform people about their relative performance. With the proper formulation of this matter, the worker will know not only whether he or she works well enough, but also what exactly is his strength or weakness and in what direction he can improve. Evaluation of the results of labor activity is an important means of motivating people's behavior. By identifying strong employees, management can appropriately reward them with gratitude, a paycheck, or a promotion. Systematic positive reinforcement of behaviors associated with high performance should lead to similar behaviors in the future.

Leadership training comes down to developing the skills and abilities that employees need to effectively perform their job duties or production tasks in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership development, like training in general, requires careful analysis and planning.

In the development of leadership training programs in the early 1970s, many companies and consulting firms developed career management programs, i.e. promotion. One of the authors defines the concept of career management as a formal program for the promotion of employees, which would help to reveal all their abilities and apply them in the best way from the point of view of the organization. Career management programs help organizations to use the abilities of their employees to the fullest, and give employees the opportunity to use their abilities to the fullest.

Thus, development is the process of formulating a vision for the future of an organization and implementing a planned change, carried out by a group or team of employees led by a manager, through changes in attitudes, behavior and performance of employees through their training.

Staff development and training programs bring out the talents of the members of the organization, channel the intellect, experience and creativity of the members of the organization, and employees have the opportunity to learn how to find solutions to their most difficult problems. At the same time, striving for their own interests, employees make the organization more efficient, successful and achieve more High Quality your working life.

So, in large organizations, the personnel management service plays a key role in personnel planning and personnel development. It calculates the organization's needs for new employees, or the need to redistribute labor resources within the organization. She is engaged in the development of development programs for employees of the organization. At small enterprises, the management itself can perform the functions of a personnel management service, but in our opinion, the involvement of the personnel service will make the process of personnel planning and personnel development more streamlined and objective.

personnel planning staff anti-crisis

Chapter 2. Methodological approaches to the analysis and evaluation of the effectiveness of the functioning of the personnel management service

1 Methodology for assessing the effectiveness of the system of professional selection and placement of personnel and the role of the personnel management service in its activation

Human resource management technology involves the following functions: organization of recruitment, professional selection, staff admission, assessment of his business qualities, career guidance and adaptation, vocational training, advanced training, management of his business career and service and professional advancement, motivation and organization of work, conflict and stress management , providing social development and others. When implementing almost all of these functions, professional testing data is used. For example, many years of experience in the use of professional selection in industry and the US Army showed that its effectiveness is extremely high. In particular, the elimination of "unsuitable" in the learning process is reduced from 30-40% to 5-8%, the accident rate due to the fault of personnel is reduced by 40-70%, the reliability of control systems is increased by 10-25%, the cost of training specialists is reduced by 30%. -40%. Every dollar spent on the development of proficiency tests creates an economic effect of $1,000. Thus, professional selection and career guidance allow you to regulate the personnel composition of organizations, select specialists with the necessary qualifications, select a profession consistent with human capabilities, select areas and manage the process of advanced training, retraining and training, bringing the level of specialist qualifications in line with the needs of the organization. The quality of the selected specialists determines the efficiency of the organization and the use of all its other resources, so mistakes in the selection of personnel can cost the organization dearly. And this indicates that the selection of good personnel is a good investment of financial resources.

The history of professional selection has its roots in the distant past, but intensive scientific research in this direction began at the end of the 19th century. Already in the first works devoted to the safety of vehicles, carried out by von Weber in Germany and I. I. Richter in Russia, it was said that more attention should be paid to the individual qualities of drivers, by influencing which, according to the authors, accidents and catastrophes can be prevented.
The first bureau that provided professional advice for professional selection was established in 1908 in Boston. Two years later, Professor of Psychology at Harvard University G. Munstberg, exploring the issues of professional selection of car drivers on tram lines, began developing the theory of professional suitability and professional selection. Already in 1910, he was one of the first to establish the dependence of the reliability of a person operating a technical system on his psychophysiological qualities, and the concept of “human factor” was formed earlier than others.
The personnel management service is also involved in the professional selection in the organization. She develops various professional selection measures, and then uses them in practice when hiring new employees.
When developing and conducting professional selection activities, D. Kotkin recommends that the personnel management service be guided by certain principles, among which the most important should be considered:
-provisions of scientific validity,

-complexity,

-dynamism,

-activity,

-practicality.

Scientific validity is one of the most important principles, the implementation of which determines the effectiveness of professional selection.
Justification of the professional selection system begins with obtaining evidence of its expediency. Then the professional requirements that this specialty imposes on workers are substantiated. To this end, with the help of a number of methodological techniques, a professiogram of the specialty is compiled. At the next stage, the substantiation and development of a set of specific methods are carried out. The complexity of the selection means a comprehensive study and evaluation of professional important qualities each candidate for the most correct solution of the issue of his suitability for training and subsequent professional activity in the chosen specialty.
To assess the professional suitability of a candidate, a set of methods is used that allow characterizing a certain set of personality traits. The assessment of the results of a psychological examination is supplemented by information about the state of health and physical development, materials characterizing the moral qualities, the level of knowledge, skills and abilities of the candidate. This approach achieves a comprehensive assessment of a person's personality.

Speaking about the principle of dynamism (stages) of professional selection, sometimes they use the concept of prolonged selection. The use of this principle provides for a rational sequence and repetition of examinations of candidates, which ensures the increasing accumulation of information or obtaining new information about the properties, abilities and capabilities of a person in the process of training or professional activity.

The principle of active professional selection provides for the possibility of expanding the contingent of selected persons by identifying additional psychophysiological human resources, for example, by improving jobs, rationalizing a number of work operations, improving the mode of activity, working environment, personnel training system, etc. Finally, the principle of practical selection of professional selection means justification , the development and implementation of such measures to predict professional suitability, which would be justified in terms of material and financial costs for their implementation, on the one hand, and would be accompanied by a positive social result, on the other. The practicality of the selection is also determined by the optimal timing of the survey and the time required to make appropriate recommendations. The main tool used in professional selection are tests, which are widely used by personnel services when selecting candidates for vacant jobs. A test test is a short-term test aimed at identifying the level of development of certain abilities, general or special talent, as well as some personal characteristics. Currently, in economically developed countries, several thousand tests are used by professional selection specialists. By the nature of the revealed qualities, the tests are divided mainly into 4 groups: tests for determining general abilities, tests for checking special abilities, personality tests and tests for determining qualifications. Tests are oral, written (blank) and hardware (including computer), as well as individual and group.

According to experts from the United States Employment Service and the US Department of Labor, the income arising from the difference in the productivity of workers selected using psychological tests learning abilities, and randomly selected individuals, is approximately equal to the annual income of the corporation. If other methods of assessing the suitability of a candidate are used in hiring, then the potential losses of the firm will still be large. The selection of personnel by ability is much more effective than all other selection methods. In particular, it is 20% more effective than hiring with a probationary period, 40% more effective than selection based on personal data, 2 times more effective than the method of checking references, 2.9 times more effective than selection based on previous work experience, 3.8 times more effective than interviews, 4.8 - academic results in a specialized educational institution.

According to the US Department of Labor and the US Employment Service, incapable employees in the private sector of the United States economy cause damage to their employers in the amount of $ 80 billion a year, which is 4 times the damage from industrial espionage and accounts for 80% of the losses from the activities of the entire underworld. Incapable workers may well be regarded as a kind of "criminal". In particular, an incapable middle manager after a few months in the firm brings her a loss of 75 thousand dollars.

The selection of cadres according to their abilities is extremely widespread abroad, and above all in the USA. At present, appropriate systems have already been developed there for representatives of more than 515 professions. Unfortunately, such systems are still not widely used in Russia.

Currently, systems of professional psychological selection of employees are often used to fill vacant positions of managers, bodyguards of especially important persons (VIP), security officers, information and analytical workers, regardless of the type of information they process, sales agents: insurance agents, sellers, distributors of various goods, advertising agents, accountants, office workers: secretaries, clerks, etc.

Relevant research is usually carried out when forming a reserve for promotion, raising employees, searching for the most suitable candidates for occupying various positions, and forming working groups. This type of work involves conducting psychological testing and interviews with candidates, compiling, based on their results, characteristics containing an assessment of strengths and weaknesses applicants and a forecast of the success of their intended professional activities.

For this, tests are used that have been actively used in business practice both in our country and abroad for several decades, special adapted foreign ones (for example, for predicting behavior in extreme conditions) and original methods for analyzing non-verbal behavior (posture, facial expressions, gestures). etc.) .

Personnel placement is understood as the rational distribution of employees of the organization into structural divisions, sections, jobs in accordance with the system of division and cooperation of labor adopted in the organization, on the one hand, and the abilities, psycho-physiological and business qualities of employees that meet the requirements of the content of the work performed - on the other. At the same time, two goals are pursued: the formation of active labor collectives within the framework of structural divisions and the creation of conditions for professional growth every worker. When placing personnel, the personnel management service must adhere to several principles. The placement of personnel is based on the principles of compliance, prospects, and turnover.

The principle of conformity means the conformity of the moral and business qualities of applicants with the requirements of the positions to be filled.

The principle of perspective is based on the following conditions:

-setting the age limit for various categories of positions;

-determination of the duration of the period of work in one position, in the same area of work;

-the possibility of changing the profession or specialty, the organization of systematic advanced training;

-health status.

The principle of turnover is that the best use of personnel should be facilitated by intra-organizational labor movements, which are understood as the processes of changing the place of workers in the division of labor system, as well as changing the place of application of labor within the organization, since stagnation (aging) of personnel associated with a long stay in the same position, has a negative impact on the performance of the organization.

The initial data for the placement of frames are:

-career models;

-philosophy and personnel policy of the organization;

-materials of attestation commissions;

-employee contract;

-staffing;

-job descriptions;

-personal files of employees;

-Regulations on remuneration and labor incentives;

-Regulations on the selection and placement of personnel.

As a result, all vacancies at the enterprise should be filled taking into account the personal wishes of employees and their planned career.

The main task of staff placement is to solve the problem of optimal placement of staff, depending on the work performed. When solving this problem, one should take into account the suitability of the employee to perform certain types of work, and to determine such suitability, it is necessary, on the one hand, to establish the requirements for a particular job, and on the other hand, to take into account the personal qualities of workers.

E. Klinkova presents the business process of recruitment and placement of personnel as follows (Fig. 2):

Rice. 2. Scheme of the business process "recruitment and placement of personnel"

In order to meet the planned need for personnel in a timely manner, the business process includes the following steps:

Build profiles of planned / additionally introduced positions (they contain requirements for the professional and personal qualities of candidates).

Form a database of candidates (depending on the adopted personnel policy, it can be focused on internal or external sources).

Evaluate applicants in terms of their compliance with the formal requirements of additionally planned positions (sex, age, education, qualifications, work experience). If there are not enough applicants, it is necessary to consider ways to attract staff and continue building the base.

Draw up a staffing table for the planned positions. For each vacancy, applicants are selected from the database that meet the formal requirements of the positions.

Assess the degree of compliance of the personal qualities of potential employees, selected according to formal data, with the requirements of the vacant position. The assessment is carried out using tests (according to the list of psychodiagnostic methods used in the selection of personnel). As a result, a list of candidates is formed that meets the formal and personal requirements of vacant positions.

Conduct interviews with selected candidates to confirm their qualifications. During the interview, the heads of structural divisions and chief specialists determine the level of professional knowledge and skills of candidates, which is reflected in the appropriate form (the knowledge and skills to be tested, assessments, as well as the rationale for assessments are recorded).

Compile profiles of selected candidates for vacancies. Correlating this data with vacancy profiles helps managers make hiring decisions.

Decide whether to hire or relocate selected candidates; this is the competence of the director of personnel management and heads of structural divisions. Employment relations are formalized with employees whose candidacies are approved for positions. Information about the rest is stored in the database.

The current need for employees is determined on the basis of applications for selection from the heads of structural divisions. Then the requirements for the declared vacant position are clarified, and applicants are recruited. Further work with candidates continues in accordance with the steps 5-8 described above.

To solve the problem of selection and placement of employees in an organization, we can recommend the profile method, which is successfully used in countries with market economies.

The application of the profile method requires an analytical selection of the requirements and personal qualities of the employee, which allows you to directly compare them with each other.

The basis of the profile method is a catalog of characteristics - the requirements for a person depending on the work he performs, as well as taking into account the quantitative characteristics of jobs. Characteristics (indicators) should be described and divided into a certain number of categories. Each level of requirements refers to some indicator and should also be characterized. Each level of requirements corresponds to a certain level of employee qualities.

The catalog of characteristics provides an opportunity to take into account the requirements due to the peculiarities of work at a particular workplace, as well as the qualities of employees and depict them graphically.

Comparison of the level of requirements due to a particular job, and the level of qualities of the employee performing this work, allows us to conclude that a person is suitable for a given job or that they need to be brought into line with each other.

As a result of data analysis, the main indicators that affect the selection and placement of personnel are selected. Table 2, compiled by Kibanov A. Ya., shows the indicators that affect the selection and placement of personnel on the example of managerial personnel.

table 2

Catalog of indicators affecting the selection and placement of personnel

No. Name of indicator categories Name (code) of indicators Assessment of the degree of compliance of the employee with the requirements of the workplace Indicators for which the employee does not correspond to the position held Indicators for which the employee corresponds to the position held .1.,2.2.,2.3., 2.4.2.1, 2.2.2.3., 2.4.3Operability3.1., 3.2., 3.3., 3.4., 3.5.3.1.3.2., 3.3., 3.4., 3.5. 4Quality of work performed 4.1., 4.2., 4.3., 4.4.4.1.4.2., 4.3., 4.4.5 Style and methods of work 5.1., 5.2, 5.3., 5.4., 5.5.5.1.5.2, 5.3., 5.4., 5.5.6 Analytical skills6.1., 6.2., 6.3., 6.4.6.1., 6.2.6.3., 6.4.7 Participation in innovation activities7.1., 7.2., 7.3, 7.4.7.1.7.2., 7.3 , 7.4.8 Discipline 8.1., 8.2., 8.3.8.1.8.2., 8.3.9 Psychological compatibility 9.1., 9.2., 9.3.9.1.9.2., 9.3.

When filling out the table, you must use the following list of indicators.

Qualification level indicators:

1. the qualification of the employee does not meet the requirements of the position, the employee does not properly perform his job duties;

2. the qualification of the employee does not meet the requirements of the position, but the employee has sufficient work experience and is constantly working to improve the level of knowledge;

3. the employee's qualification meets the requirements of the position held.

Business qualities indicators:

1. the employee does not perform many job duties;

2. the employee does not perform some (separate) job duties;

3. the employee fully fulfills the duties stipulated by the job description;

4. the employee fully fulfills the duties stipulated by the job description and constantly performs work that is part of the terms of reference of other employees during their temporary absence from work.

Health indicators:

1. the employee is not hardworking enough;

2. the employee is hardworking, but works without initiative;

3. the employee is hardworking, but not initiative enough;

4. the employee is rather hardworking and initiative;

5. The worker shows dedication and high initiative in work.

Quality indicators of work performed:

1. the documents executed by the employee need serious revision by the senior officer, he systematically makes defects and errors that lead to failure to meet deadlines, marriage in work;

2. the documents executed by the employee can be taken as a basis, but they still need to be finalized by the senior officer; allows minor defects and errors, usually not entailing a failure to meet deadlines for work, marriage in work;

3. the documents executed by the employee basically meet the requirements, as a rule, they do not need additional revision of the senior officer, he performs the duties stipulated by the job description well;

4. The documents executed by the employee comply with the requirements, the senior officer does not need additional revision, he clearly fulfills the duties stipulated by the job description.

Indicators of style and methods of work:

1. the employee does not work to improve the style and methods of work, incorrectly perceives criticism addressed to him, does not draw proper conclusions from critical remarks, does not work to eliminate shortcomings in work, or allows objective criticism to be suppressed;

2. the employee does not work enough to improve the style and methods of work, sometimes does not draw proper conclusions from critical remarks addressed to him or does not eliminate his shortcomings in work;

3. the employee is self-critical, draws the right conclusions from criticism and actively works to eliminate shortcomings, successfully builds relationships at work;

4. the employee is self-critical, draws correct conclusions from criticism and actively works to eliminate shortcomings in work, builds relationships in work correctly, is irreconcilable to shortcomings, actively and fundamentally criticizes them, makes specific proposals for their elimination;

5. the employee draws the right conclusions from criticism and actively works to eliminate shortcomings in work, builds relationships in work correctly, is irreconcilable to shortcomings, actively and fundamentally criticizes them, makes specific proposals for their elimination, treats the assigned work with high responsibility, systematically shows efficiency and desire to do the job in the best possible way, is able to generate ideas and achieve their implementation, creates the most favorable conditions for creative and highly productive work.

Indicators characterizing analytical abilities:

1. the employee does not show the ability to analyze the activities of the unit (organization);

2. the employee analyzes the activities of the unit (organization) within the functions defined by job responsibilities, but this analysis is not systemic in nature, does not allow developing measures for the development of production and management on its basis;

3. The employee analyzes the activities of the subdivision (organization) within the limits of the functions defined by job responsibilities, develops and makes specific proposals to improve the activities of the organization;

4. The employee analyzes the activities of the unit (organization) not only within the functions of the structural unit, but also the organization as a whole.

Indicators of participation in innovation activities:

1. the employee does not take part in improving the production and management of the unit (organization);

2. the employee takes part in the improvement of production and management, has a creative plan and actively works on it, makes rationalization proposals or presents creative topics that are relevant to the organization, completed by the development;

3. the employee takes part in the improvement of production and management, has a creative plan and is actively working on it, makes rationalization proposals or presents creative topics that are relevant to the organization, completed by the development, takes an active part in the introduction of rationalization proposals or creative developments into production;

4. the employee takes part in the improvement of production and management, has a creative plan and actively works on it, makes rationalization proposals or presents creative topics that are relevant to the enterprise, completed by the development. Takes an active part in the implementation of the introduced rationalization proposals or creative developments into production, while the introduction of rationalization proposals, creative developments or inventions brings profit to the organization.

Indicators of discipline:

1. the employee systematically commits a violation of labor or technological, or performance discipline;

2. an employee sometimes commits a violation of labor or technological, or performance discipline;

3. the worker is disciplined.

Indicators of psychological compatibility with the team:

1. the employee is psychologically incompatible with the team, builds relationships with employees of the organization incorrectly, as a result of which he introduces nervousness into working relationships, distracts his own and other employees work time to resolve issues that should not arise in a normal business environment;

2. the employee is psychologically compatible with the team, but allows individual cases of incorrect relationships in work, which usually does not lead to distraction of him and other employees of working time to resolve issues that have arisen as a result of incorrect relationships;

3. psychologically compatible with the team, correctly builds relationships at work.

These tables can be supplemented by an indication of their significance in the performance of a particular job. For this purpose, it is advisable to additionally introduce the so-called priority figures in the analysis:

priority figure 0 - the indicator does not meet the requirements of this workplace, position;

priority figure 1 - the fulfillment of the requirement in the specified volume is the minimum necessary;

priority figure 2 - the fulfillment of the requirement in the specified volume is desirable;

priority figure 3 - the fulfillment of the requirement in the specified volume is mandatory;

priority number 4 - the fulfillment of the requirement in the specified volume is urgently necessary.

The results of the organization's activities ultimately depend on how well the employees correspond to the jobs they occupy, and the jobs to the workers. Thus, the application of the profile method allows you to directly compare the requirements and personal qualities of employees with each other.

The selection and placement of personnel in the organization, being a direct expression of the division and cooperation of labor, creates a production team. When forming it, it is necessary to keep in mind not only the professional, business and personal qualities of each member, but also the effect of their combination - the so-called psychological compatibility, which helps people to quickly and successfully work with each other, which generates satisfaction with their work and leads to increased productivity. labor.

The correct selection and placement of personnel implies that each employee is assigned a job corresponding to the level of his knowledge and practical experience. Therefore, when distributing people to workplaces, it is necessary to strive to ensure that the complexity of the work performed has minimal deviations and corresponds to the qualifications of the performer. It is impossible to allow the category of work to be lower than the category of the worker. An important means of solving this problem are tariff-qualification reference books. Their use makes it possible to avoid unjustified discord in establishing a professional and qualification division of labor in the same industries and in the performance of similar work.

2.2Methodology for analyzing the effectiveness of training technology and the role of the personnel management service in their modernization

The importance of continuing education is confirmed by the following main factors:

-the introduction of new equipment, technology, the production of modern goods, the growth of communication opportunities create conditions for the elimination or change of certain types of work. As a result, the necessary qualifications cannot be guaranteed by basic education;

-the world is turning into a market without borders with a high level of competition between countries. Countries with modern engineering systems and continuing education programs lead the way in this competition. They have the ability to quickly respond to any "challenge" by increasing the productivity of engineering work;

-changes in all areas of life are the main element of modernity. Continuous and rapid changes in technology and informatics require continuous staff training;

-It is more efficient and cost-effective for a firm to increase the return on existing employees through continuous training than to attract new employees.

The planning of training programs by the personnel management service is an integral part of the overall planning of labor resources, along with the calculation of the need for personnel, the preparation of recruitment plans, and career planning.

In order to determine the need for training and planning education, it is advisable:

-use the results of labor and personnel assessments that identify problems faced by employees;

-analyze the technical update plan;

-evaluate the specifics of the general training programs that students of colleges and universities undergo when they come to work in the organization;

-Diagnose the average level of readiness of new employees.

College Graduates Hired by U.S. Firms Go Through Massive Program vocational training to meet production requirements. T. Yu. Bazarov distinguishes the following stages in it:

-recruitment - a graduate is hired by the company;

-training before starting work - the graduate is provided with relevant information before arriving at the place of work;

-orientation - the hired person is introduced to the team;

-training training - in its process, the graduate studies the features of working in the company;

-adaptation - the graduate adapts to working conditions;

-appointment - the hired person receives his first permanent position;

-evaluation - the entire process of entering the position is evaluated.

This whole complex system, the duration of which is up to 18 months, is aimed at achieving the maximum correspondence of the training of workers to their places in firms. The greatest attention is paid to training, during which the young specialist attends seminars, where he studies in detail the features of the production process at the company's enterprises.

Skills training is used to:

-correction of deficiencies in the performance of official duties by the employee;

-bringing to automatic skills of work in crisis situations;

-consolidating work skills in the performance of functions that are especially important for the company (customer service, product quality).

The main stage of personnel training is adaptation.

Adaptation is the process of familiarizing an employee with the activity and organization and changing their own behavior in accordance with the requirements of the environment.

Personnel adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Practice shows that 90% of people who quit their jobs during the first year made this decision already on the first day of their stay in new organization. As a rule, a newcomer to an organization faces a large number of difficulties, most of which are generated precisely by the lack of information about the work procedure, location, characteristics of colleagues, etc. That is, a special procedure for introducing a new employee into the organization can help to remove more of the problems that arise at the beginning of work.

In addition, ways to include new employees in the life of the organization can significantly enhance the creativity of existing employees and increase their inclusion in the corporate culture of the organization.

For a manager, information about how the process of adaptation of new employees is organized in his unit can say a lot about the degree of development of the team, the level of its cohesion and internal integration.

Conventionally, the adaptation process can be divided into four stages.

Stage 1. An assessment of the level of preparedness of a beginner is necessary to develop the most effective adaptation program. If an employee has not only special training, but also experience in similar departments of other companies, the period of his adaptation will be minimal. However, it should be remembered that even in these cases, the organization may have unusual options for solving problems already known to it. Since the organizational structure depends on a number of parameters, such as the technology of activity, external infrastructure and personnel, the newcomer inevitably finds himself in some degree unfamiliar to him. Adaptation should involve both familiarity with the production characteristics of the organization, and inclusion in communication networks, familiarity with the staff, corporate features communications, rules of conduct, etc.

Stage 2. Orientation - practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization. Considerable attention, for example in US companies, is paid to the adaptation of a newcomer to the conditions of the organization. Both direct managers of newcomers and employees of personnel management services are involved in this work. Typically, responsibilities are distributed between them as follows:

Usually the orientation program includes a series of small lectures, excursions, workshops (working at separate workplaces or with certain equipment).

Often during the orientation program the following questions are raised:

General view of the company

Organization policy

Salary

Fringe benefits

Occupational health and safety

The worker and his relationship with the trade union

Household service

After passing the general orientation program, a special program can be carried out, carried out both in the form of special conversations with employees of the unit to which the newcomer came, and interviews with the manager (direct and superior). Typically, a special program addresses the following issues:

Unit Functions

Job duties and responsibilities

Required reporting

Procedures, rules, regulations

Representation of department employees.

Stage 3. Effective adaptation. This stage consists in the actual adaptation of the newcomer to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the beginner the opportunity to actively act in various areas, testing on himself and testing the knowledge gained about the organization. It is important at this stage to provide maximum support to the new employee, to regularly evaluate the effectiveness of activities and the features of interaction with colleagues together with him.

Stage 4. Functioning. This stage completes the process of adaptation, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. As a rule, with the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the adaptation process is regulated, then the stage of effective functioning can begin in a few months. Such a reduction in the adaptation period can bring significant financial benefits, especially if the organization attracts a large number of personnel.

Thus, in matters of personnel training, the personnel management service performs the following tasks:

Training of employees, newly hired, in order to obtain the necessary professional knowledge and prepare them for independent work at the enterprise.

Increasing the level of professional knowledge, skills and abilities of employees of the enterprise.

Evaluation of professional knowledge of employees who have completed training courses (passed retraining), and development of recommendations for their use in future work.

Creation of educational and methodological base and improvement of the existing one.

The functions of the personnel management service in terms of personnel training are as follows:

Development of programs to improve the level of professional knowledge, skills and abilities of employees of the enterprise in accordance with the goals and strategy of the enterprise, personnel policy, directions and level of development of technology, technology and management organization, development of new types of products (works, services), available resources and interests of employees for achieving and maintaining high labor efficiency.

Determination of the enterprise's policy on personnel training (through the training of enterprise personnel in educational institutions; through the organization of training courses at the enterprise; through a combination of these forms).

Development of an enterprise personnel development strategy, professional development programs.

Planning of training, retraining and advanced training of employees based on an analysis of the general need of the enterprise for personnel of a certain level and profile of training, applications from structural divisions, and certification results.

Conclusion of contracts with vocational education institutions, advanced training courses, enterprises for training and internships for personnel.

Sending employees to study in accordance with the concluded agreements.

Equipping and developing the material base of vocational education institutions and advanced training courses that are part of the structure of the enterprise (equipment of classrooms and classrooms, equipping with equipment, inventory, visual aids, etc.).

Introduction into the educational process of automated teaching aids and various types of automated training complexes for new technology and new technological processes.

Selection of teachers, masters of industrial training, youth mentors and instructors from among specialists and highly skilled workers.

Work on vocational guidance youth and the organization of professional selection using scientific methods for selecting a contingent for training in mass professions.

Development of measures to improve the professional training and pedagogical qualifications of mentors, teachers and instructors of industrial training.

Development of educational and thematic plans, which determine: the duration of training, its content; specialization and volume of requirements for students in the study of each subject; etc.

Drawing up class schedules, schedules for tests and exams, as well as other documents based on the results of training.

Control over the systematic and quality of the classes, student performance, compliance with the terms of training, the implementation of curricula and programs.

Control over the effective use of time by teachers to prepare for classes (lectures and practical exercises), the quality of their conduct, the implementation of the schedule and the organization of independent work of students.

Creation of a system of continuous training for all categories of employees of the enterprise.

Issuance of certificates, certificates and other documents confirming the completion of training, retraining and advanced training.

Introduction into the educational processes of modern forms, methods and technical means of education, improvement of theoretical knowledge and pedagogical skills of teachers.

Formation of a system of adaptation of young specialists and workers in production and ensuring its functioning (preparation of special publications and other information about the enterprise, holding “Open Days”, ceremonies for recruiting and getting to know a new team, etc.).

Analysis of qualitative indicators of learning outcomes and its effectiveness (changes in the professional and qualification and official composition of workers and employees, growth in labor productivity, wages, etc.) and development, based on the results of the analysis, proposals for improving the forms and methods of training and advanced training.

Taking measures to eliminate the existing shortcomings, taking into account the wishes of the employees of the enterprise undergoing training.

Formation of the qualification commission, organization of its work and participation in the qualification examinations.

Preparation of documents for calculating remuneration for training and management of work experience.

Ensuring the correct spending of funds for the maintenance, development and improvement of the educational and material base, the purchase of materials, training and other educational needs in accordance with the approved estimates and financial plans of the enterprise, as well as the preparation of established reporting on the training and advanced training of personnel.

Compliance monitoring social guarantees employees during the training period (preservation of seniority, provision of a reduced working day, paid holidays, etc.), creation of the necessary conditions for on-the-job training.

In conclusion, we can say that in the context of the rapid development of the achievements of scientific and technical progress, training plays an important role. In order to have strong human resources, human resources departments must constantly improve employee training technologies. Therefore, it is necessary to conduct not only primary training for new employees, which includes getting to know the company, adaptation in a new work team, but also to further develop human resources by presenting employees with the necessary information that will allow them to cope with their labor duties much more efficiently.

Chapter 3. Analysis of the effectiveness of the functioning of the personnel management service of CJSC "Tander"

3.1Analysis of the existing system of professional selection and placement of personnel and assessment of the personnel management service in its effectiveness

CJSC "Tander" is the largest retail chain of grocery stores "Magnit" in Russia. On March 5, 1994, the Tander company first appeared on the sales market. This day is considered the birthday of the Thunder company. The business began with wholesale sales of a small range of perfumes, cosmetics and household chemicals. To achieve rapid turnover, the company actively promoted the product through its own retail network, which by 1996 had more than 30 outlets in Krasnodar and other settlements of the region.

By the end of 1996, Tander firmly took its place among the ten largest Russian distributors of perfumes, cosmetics and household chemicals, and this allowed it to abandon its own retail outlets and focus on the development of technology distribution business. By April 1997, the concept of the development of Tander as a grocery distributor was formulated, and it began to develop a new food market segment for it. In the spring of 1998, Tander began the practical implementation of distribution ideas in the field of product distribution.

The August crisis of 1998, which dealt a serious blow to the entire economy of the country, slowed down the development of the company for some time, and it was forced to close the Nizhny Novgorod branch. At the same time, during the crisis, in a short period of time, the company carried out a complete restructuring of its activities, switched to the latest forms and technologies of work, which made it possible by August 1999 to reach pre-crisis sales volumes.

In 1998, work began on the development of an additional segment of the market, in Krasnodar, the first Cash & Carry store was opened. In 1999, such stores were opened in other branches of the company. However, analyzing their work, the management came to the conclusion that the C&C format does not fully meet the current needs of the market and decided to change some of the principles of their stores. In 2000, all the stores operating at that time were converted into discounters. The chain of discount stores was named "MAGNIT" and continued its quantitative and qualitative growth under this name. In 2001, the MAGNIT chain became the largest retail chain in Russia.

In April 2006, the company held an IPO (initial public offering), most of the proceeds were directed to the development of the Magnit chain of stores and the development of a hypermarket format under the same brand. In April 2008 and October 2009, as part of repeated placements, the Company entered the London Stock Exchange. Funds raised as a result of SPOs (subsequent placements of securities) were also used to develop a network of "convenience stores", hypermarkets, as well as to strengthen our own logistics system.

The revenue of the retail network "Magnit" for 3 months of 2011 increased by 53.15% compared to the same reporting period last year and amounted to 75.03 billion rubles. During 3 months of 2011 the Company opened 134 new stores (125 Magnit stores, 6 hypermarkets and 3 Magnit-Cosmetic stores). The total number of retail facilities under the management of the company reached 4189, including 57 hypermarkets. In March 2011, 53 stores were opened (49 MM and 4 GM). As of March 31, 2011, the total selling space of Magnit chain stores is about 1.5 million sq.m. Growth retail space amounted to 35.98%.

In April 2010, Sergey Galitsky, General Director of OAO Magnit, was named the best among the heads of European companies in the consumer market sector by the international financial magazine Institutional Investor.

In addition, Magnit ranks 152nd in the list of the 250 largest retail companies in the world.

As of March 31, 2011, the company employs 125,140 employees in 1,214 locations. Only in the parent company, which is located in the city of Krasnodar, more than 3,500 employees work.

The company has a clearly defined mission and purpose. The company's mission is: "We work to improve the well-being of our customers by reducing their cost of purchasing quality consumer goods, conserving company resources, improving technology and adequately rewarding employees." The goal is defined as follows: "Ensuring a high degree of viability and competitiveness of the company by maintaining life support systems at the required level, timely and high-quality adaptation of the service provided to the requirements of the changing legal order and consumer priorities."

The structure of the personnel management department of Tander CJSC is as follows:

Fig 3. Structure of the personnel management department

The personnel management service deals with the issues of professional selection and placement of personnel.

The interview is, in our opinion, the main stage in the personnel selection process, during which the employer must obtain as much information as possible about the candidate, verify their truth and assess the applicant's compliance with the competencies of the vacant position. The candidate during the interview, in turn, not only seeks to get a complete (as far as possible) idea of the organization, his future job responsibilities and working conditions, but also present himself in the most favorable light, “sell himself” to a potential employer. The interview is one of the most common methods for selecting and evaluating personnel in CJSC Tander. With the seeming outward simplicity of application, it is one of the most labor-intensive processes that requires mandatory training of the manager conducting it. For experienced interviewers, the effectiveness of the method reaches 80%.

Stages of personnel selection:

-Questionnaire analysis.

-Organization of the interview.

-Conducting an interview.

-Candidate evaluation.

-Feedback to the applicant on the results of the interview.

When analyzing the questionnaires, personnel management officers pay attention to each item indicated in table 3:

Table 3. Points to be taken into account when selecting candidates for Tander CJSC

Date of birthCJSC "Tander" is employed only from the age of 18. Address of residence, registration, place of birthOnly persons with Russian citizenship can work in the company. It is obligatory to have a regional (regional) residence permit or temporary registration. In the latter case, be sure to check the registration expiration date (it should not expire). It is strictly forbidden to allow persons without identity documents to work. Attention is drawn to the timeliness of the exchange of a passport (upon reaching the age or an old-style passport for a new one) Education If the applicant is studying, it is specified, in person or in absentia. The company does not provide educational leave. It is necessary to pay attention to both students from the Faculty of Law and graduates of this faculty - the unfulfilled ambitions of a human rights activist and an expert on laws can turn into increased conflict and destructive behavior for the employer. If the applicant has many places of work in which he worked for 2-6 months, then there is a possibility that he will not stay long at Tander either. It is necessary to identify those jobs where the applicant could gain professional experience of interest to the company. The interview focuses on this work activity. In the course of the story, it is possible to assess whether the applicant has a correct understanding of the position offered to him, as well as the experience itself and its value. Marital status For women: if you have recently married, you may soon go on maternity leave. The presence of small children in women is the possibility of frequent sick leave. Be sure to clarify with whom the children can stay. A positive sign if the applicant herself offers solutions. If a man has recently married - for him this is a positive sign - it is necessary to support a family. Personal qualities, hobbies, hobbies Demonstrative religiosity, especially sectarianism - a negative sign if the applicant indicates the Orthodox faith, and at the same time agrees to fulfill all the requirements of the manual on the work schedule, duties - this can be a positive sign (will not steal, will be executive). Excessive enthusiasm for some kind of non-professional activity, especially psychology, may indicate psychological deviations. If recruitment is carried out for positions where creativity in activities is necessary, then we perceive certain accentuations, demonstrativeness as integral and acceptable qualities in creative people. Drives to the police, criminal liability, debt obligations former places of work, drives to the police.

A telephone interview can be conducted as part of the selection procedure, which allows you to narrow the circle of applicants, identifying those who do not fully meet the requirements of the company.

Tasks of the telephone interview: find out how the potential candidate meets the formal criteria; make sure that a person with the necessary work experience sends a resume, comes for an interview.

If telephone communication has shown that the candidate can correspond to the open vacancy, it is necessary to invite for an interview, set a specific date and time.

Observing the work of the personnel management service at Tander CJSC, we found out that it is very attentive to the interview procedure, and constantly trains managers in new interview methods. The recruiting manager is the first person with whom candidates for a vacancy communicate, therefore, the requirements for the competence of managers should be increased. The personnel management service of Tander CJSC has developed interview rules, from which we can highlight the most frequently used ones.

Basic rules for conducting an interview.

-The “20/80” rule, that is, 20% of the time of the interview is spoken by the one who conducts it, and 80% of the time by the candidate. To do this, it is necessary to use open-ended questions (Why? How? What is your opinion? Tell us more, etc.), answering which the candidate cannot get away with unequivocal excuses (“yes”, “no”), it opens up and becomes more understandable.

-The interview begins with questions to the applicant, and not with answers to his questions. So there is an opportunity to get more reliable information from him, and it will be difficult for the applicant, not knowing what the conditions and requirements are in the company, to give the desired answers.

-Interview time is 30-45 minutes. For positions of middle and senior managers - up to 1.5 hours. It is not recommended to make the interview long in time - more than 1.5 hours - because of the decrease in its effectiveness due to the fatigue of the participants. This time is enough for a professional interviewer to assess the applicant (his appearance, communication style, sociability, level of professional knowledge, level of aggressiveness, interest in work, predict learning ability).

-It is necessary to periodically ask "duplicate" and clarifying questions; ask the same questions different ways. This will assess the sincerity of the candidate and avoid socially desirable responses.

-When choosing one or another candidate, it is necessary to pay attention to his physical condition: are there any health problems that are important for this vacancy; how attractive appearance, demeanor, speech, if required for work. In addition, the following questions need to be clarified: how long does it take to travel, are there any difficulties at home, can they affect the work of the applicant, etc.

-During the interview, it is forbidden to be distracted by other things, including phone calls. Interview time is the time that the recruiting manager consciously gave to the candidate, planned in the work schedule. Therefore, compliance with this requirement is the observance of elementary rules of business etiquette.

The result of any interview should be an assessment of the candidate according to certain criteria, which will reduce the risks associated with subsequent dismissal due to incorrect selection decisions.

-Motivation - how motivated the candidate is to perform the proposed work and why he wants to work in this particular company, whether the company will be able to meet his needs.

-Manageability - the ability of the candidate to adjust his behavior according to the standards and rules of the company.

-Learnability - how much the applicant is able to learn.

-Loyalty is a characteristic of a candidate that determines his possible commitment to the organization, approval of its goals, means and ways to achieve them.

-Professional skills - how the candidate fits the company in terms of their professional skills, knowledge, work experience.

-Security - this criterion reflects the possibility of problems with the candidate in resolving conflict situations between the employee and the company.

To conduct interviews effectively, interviewers need to take notes and take notes. To facilitate and structure this process, you can use blanks (A list of requirements for a candidate in the form of a table. It will allow, after an interview, to compare candidates not only at the “like / dislike” level, but also in a measurable form “can - wants - manageable - safe”) .

We can also note that the personnel management service does not directly participate in the placement of personnel within the structural divisions. All permutations of employees within sectors and departments are carried out by the heads of these departments. The management service takes part in the movement of employees between departments and helps managers in the selection of the necessary personnel from among the company's employees. For the selection of leaders, top managers, the management service has developed a whole methodology and created a strategic personnel reserve.

When filling vacancies for managers of any level, priority is given to employees working in the company and included in the personnel reserve, which allows:

-be accurate in predicting the success of an employee in a new position

-Reduce the time it takes for an employee to enter a position by getting to know the company

-maintain and develop a unified management culture in all divisions of the company

-prepare the necessary number of managers in advance and purposefully to ensure the development of the company and increase its overall managerial potential

-increase the attractiveness of working in the company due to real career prospects.

Strategic personnel reserve - is formed to fill vacancies for top managers, for whom it is not possible to foresee the exact time of their appearance and professional specialization.

The employees who make up the strategic talent pool have outstanding abilities and high potential for development, allowing them to take top management positions in a time horizon of 1-4 years.

The rules and procedures for identifying, selecting, recording and developing the strategic talent pool are the same for all employees and do not depend on their position or the department they work in.

Information on the results of the selection of candidates is stored in the database of the strategic personnel reserve, access to which is available to employees of the department of general corporate technologies for the development of personnel and corporate culture responsible for the formation of the Strategic personnel reserve, the head of the personnel development service and the corporate culture department, the director of personnel of the company. Information on the results of selection to the strategic personnel reserve can be provided to candidates, their managers, department directors and deputy general directors, as well as the general director.

Enrollment in the Strategic Personnel Reserve is carried out only with the consent of the employee. The following methods can be used to develop reservists:

Table 4

Methods for the development of participants in the strategic personnel reserve

Development method Description of the method1. External learning 2. Internal trainings and seminars standard, special and optional programs3. Coachingindividual consultations4. Workplace development specific assignments/tasks from daily work that contribute to the development of specific competencies5. Developing assignments project management or temporary assignment requiring a higher level of development of a specific competency6. Mentoring for a reservist supervision of a mentor by a top manager with highly developed competencies; discussion with the mentor of his experience, receiving advice and advice from him7. Mentoring a reservist mentoring an assigned employee who needs training and development, consulting and giving feedback on the results of his activities, transferring professional and managerial experience.7. Feedback discussion with colleagues, subordinates, managers of the work of the reservist in terms of specific competence8. Self-learning analysis of past experience, independent search for more effective forms of work, reading special literature

Methods are selected depending on: the current level of development of the managerial competencies of the reservist, the development tasks assigned to him and the current organizational capabilities.

Once every six months, an employee of the personnel management service evaluates the implementation of the development program by an employee included in the strategic personnel reserve, and recommends either continuing the development program or excluding him from the strategic personnel reserve. At the same time, he can give a recommendation on the transfer of a reservist from one group to another.

Thus, the personnel management service pays increased attention to the qualitative selection of new employees, the most important thing for the company is the creation of a single team that will work in accordance with the mission and purpose of the company. Therefore, it is very important to select loyal and hardworking candidates. CJSC "Tander" has developed a serious system of professional selection, which is given increased attention. As for the placement of personnel, the personnel management service takes part in this through the creation of a strategic personnel reserve, which helps to identify employees interested in promotion who can fill the vacant places. Changes in the placement of personnel occur in the company quite often, so the management service needs to constantly facilitate this process so that employees move around the company and take places in accordance with their ambitions and capabilities.

3.2Analysis of the training technologies that have developed in CJSC Tander and assessment of the role of the personnel management service in their anti-crisis transformation

In CJSC "Tander" there are the following technologies for training personnel: when a new employee is hired, he is first trained by his immediate supervisor in the specifics of work at a particular workplace. Further, after two weeks have passed since the introduction of a new employee who has not previously worked in the company, he is trained in corporate culture, and also given general information that newcomers may need in the process of work. The introductory session takes an average of four hours and is conducted in groups by experienced training managers who inform new employees about the company's standards, talk about its history, achievements, goals, mission, and teach how to work with the main computer programs that are used in the organization. After a week after the introductory lesson, remote computer testing is carried out for all students in order to find out how well the information is absorbed by beginners. Also, this testing is necessary for evaluating the work of training managers.

The company has a well-developed mentoring system, especially in stores and hypermarkets. This method is considered the least expensive and most effective, since a beginner is trained immediately at his workplace by his experienced colleagues, so this method contributes not only to learning, but also to team building.

A mentor is an employee of a hypermarket and a Magnit store who has knowledge and skills in his field of activity, the ability to transfer knowledge, who wants to teach and is empowered to mentor.

When empowering a mentor, the following criteria should be considered:

-Loyal to the company, knows and complies with company standards,

-It has high level knowledge on work technologies and behavior standards in Magnit stores and hypermarkets,

-Able to efficiently and effectively organize the learning process,

-Able to deliver high quality information

-Has authority and respect in the team

-The mentor is responsible for:

-Teaching new employees how to work

-Training standards of behavior (interaction) for new and existing employees

-Training existing employees in new work technologies

-development of existing employees and preparation for the transition to another position (except for positions requiring training in the parent company)

-Assistance in the implementation of development tasks for inclusion in the personnel reserve or based on the results of certification

The purpose of the mentor is - high-quality training and control over compliance with work technologies and standards of behavior of existing and newly hired employees.

In accordance with the goal, the following tasks are assigned to the mentor:

-Conducting training for new trainees in accordance with the training program for this position.

-Providing assistance and monitoring the acquisition of practical skills in accordance with the training program for this position.

-The final quality control of the acquired knowledge and skills of the interns on the credit sheet.

-Conducting training on updates and innovations for all existing employees

-Quality control and assistance in the work of existing employees on updates and innovations

-Quality control of the study of documents issued for independent study

The training department of hypermarkets is directly involved in the process of preparation for training and in the training of mentors. In accordance with the specified role of the training department, the following tasks are assigned to the specialists of the department:

-Drafting required documents for training mentors

-Conducting testing of employees according to the proposed list for inclusion in the mentors