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Personnel policy in the organization. The essence, goals and objectives of personnel policy in the organization What is the main goal of personnel policy

The concept of the organization's personnel policy implies an increase in the level of competitiveness and profitability based on the stabilization and rationalization of the existing human resources through the transformation organizational culture, systematization of work on personnel management, optimization financial incentives and social protection of employees and ensuring the full use of the knowledge and experience of highly qualified employees, attracting young professionals.

the main objective personnel policy– creation of a personnel management system based mainly on economic methods and social guarantees focused on bringing the interests of the employee and the organization closer together, achieving high labor productivity, increasing production efficiency, obtaining the best economic results. The components of the main goal of personnel policy are economic and social goals. Economic goals are derived from priority production principles maintaining the competitiveness of the organization and extracting maximum profit. Achieving the optimal balance between costs and results is important achievement personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

When developing and implementing social goals organizations need to take into account, first of all, such factors as wages, social expenses, optimization of working time, equipping workplaces, providing greater freedom of action and the right to participate in decision-making, etc. In modern conditions, personnel policy should be aimed at social values, social policy and well-being of every person.

The main goal of the personnel policy is aimed at solving the following tasks.

1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by labor legislation.
2. Compliance by organizations and employees with the provisions on trade unions, model internal regulations and other documents adopted in the framework of the state personnel policy.
3. Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative personnel of the organization, its development in accordance with the needs of the organization itself and the state of the labor market.
4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity the required number of employees of the required professional and qualification composition.
5. Rational use of human resources available to the organization.
6. Formation and maintenance effective work labor collectives, the development of intra-industrial democracy.
7. Development of principles for organizing the labor process.
8. Development of criteria and methods for the selection, training and advanced training of personnel, their remuneration.
9. Development of principles for determining the social and economic effect activities included in the personnel management system.
10. Formation, optimization and stabilization of the personnel of key structural divisions of the company.
11. Creation of an effective system of motivation of the company's employees.
12. Creation and development of a system of training and advanced training of specialists and managers.
13. Formation and strengthening of the business corporate culture of the company.

In more detail, the hierarchy of goals and objectives of the personnel policy is presented in Fig. 1.5.

It should be noted that companies determine the goals and objectives of personnel policy depending on their stage. life cycle and the development strategy chosen in accordance with it. For example, the Rosneft company has identified the following main objectives of its personnel policy:

maintaining required level social protection of employees and their families;
providing employees with the opportunity to realize their abilities for the benefit of the company's business for a decent remuneration;
ensuring the preservation and enhancement of professional experience, its transfer from distinguished experts to young professionals through a mentoring system;
formation of a fair and transparent remuneration system tied to the result;
searching for and attracting talented young people to the company, facilitating their training in specialized universities and at work;
organization professional development young professionals;
ensuring the further development of young professionals with high potential for their possible appointment to leadership positions;
using the strategy of "internal growth" - promotion to key positions of the best managers and specialists from among the company's employees.

Another example of a personnel policy is the policy of AvtoVAZ OJSC (Table 1.2).

Rice. 1.5.

Table 1.2

Characteristics of the personnel policy of JSC "AvtoVAZ"

Personnel process	Policy features
Recruitment	Availability of labor force and low competition in the labor market
Staff adaptation	Effective adaptation due to the institution of mentors ("guardians"), high team cohesion
Personnel training and development	It is held in internal corporate centers, contributes to the formation of a unified view, common technologies adapted to the work of the organization
Staff promotion	Preference for appointment higher positions always given to the employees of the company, career planning is carried out
Motivation and stimulation	Preference is given to questions of motivation (meeting the need for stability, security, self-realization)
Implementation of innovations	The need to specifically initiate the process of developing innovations, a high sense of ownership, change through awareness of the unity of man and enterprise

As an example, we can consider the experience of Cheboksary Aggregate Plant OJSC (hereinafter referred to as ChAZ OJSC), which, after reforming its own personnel management system, laid the following goals at the heart of its new personnel policy.

1. Creation of a team of managers, specialists, workers and employees, corresponding to the needs of the enterprise in qualified personnel.
2. Creation of a motivational environment and an appropriate infrastructure for continuous professional development of employees.

To achieve these goals, a number of operational tasks were identified (Fig. 1.6).

The need to solve the above tasks led to the transformation of the personnel department into a personnel department, consisting of two departments: the personnel management department and the personnel development department (Figure 1.7). To solve the problem of the lack of competent personnel, the Resolution of the Council of Ministers - the Government of the Russian Federation of November 4, 1993 No. 1137 "On the organization of work in the field of personnel training" was adopted.

Rice. 1.6. Goals and objectives of the personnel policy of JSC "CHAZ"

The purpose of Decree No. 796 was the formation of the Interdepartmental Commission for the Staffing of the Economic Reform, whose leadership should submit a draft regulation on the Interdepartmental Commission for the Staffing of the Economic Reform and proposals for its implementation within two months. personnel. According to this resolution, personnel departments and similar personnel services are recommended to be transformed into personnel management departments (services) with the responsibility of forecasting and planning the need for personnel, organizing work on assessing and forming personnel reserve, training, certification, rational use of personnel. Their activities should be based on the widespread use of scientific methods, information and pedagogical technologies, close interaction with the authorities public service employment of the population.

Necessary are the organization of retraining and advanced training of managers and employees of departments (services) of personnel management, as well as training in higher and secondary specialized educational institutions specialists in marketing and exchange business, economics and sociology of labor with a specialization in the field of personnel management and an in-depth study of economic, social and managerial, sociological, psychological, legal, pedagogical, cultural disciplines.

The personnel management service in its traditional sense was not capable of fulfilling the assigned tasks, since it did not have the functions of planning, organizing, coordinating, stimulating, controlling, and did not participate in the development of personnel policy. She was limited to technical design HR-related documents.

The personnel service has become not only an organizational and methodological center that forms and develops a personnel strategy and controls the implementation of the personnel management function at an enterprise, but also a carrier of the idea of continuous development.

Types of personnel policy on the scale of personnel activities.

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

· passive;
reactive;
· preventive;
active.

Passive personnel policy.

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

Reactive personnel policy.

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

Preventive personnel policy.

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

Active personnel policy.

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

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

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

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

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

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

Types of personnel policy according to the degree of openness.

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

1. open;
2. closed.

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

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

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

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

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

Modern stage economic development most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

development of each employee to his maximum productivity and the highest well-being;
selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of an organization is a purposeful and conscious activity, the purpose of which is to create such labor collective, which maximally combines the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition make business leaders pay special attention to long-term aspects of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and preparation of staffing. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into single system.

In the field of personnel policy there are such aspects as:

marketing (employment) of personnel;
personnel control;
qualitative and quantitative planning of employees;
downsizing;
information, social policy;
assistance to the work of the enterprise in the economic and public sphere;
policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens provided for by the Constitution of the Russian Federation, related to labor area. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, a certain type of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow the economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful solution of all existing tasks will allow obtaining the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achieving the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to increase the material, as well as intangible position employees. This is possible with an increase in wages and social spending, providing employees with more rights, freedoms, etc.

Principles of work on personnel management

HR policy is important aspect successful operation of the enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
Complexity. Using this principle, personnel officers cover all categories of workers with their work.
Consistency. It implies the interconnection and interdependence of all components of work with personnel.
Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the available principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, methods of hiring, etc.

Personnel policy at the present stage

Change brought about by development market relations touched upon the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

creating employee motivation for effective and highly productive work;
ensuring efficiency production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is now carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, they are obliged to comply not only regulations enterprises, but also general provisions available in labor legislation.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

using the achievements of scientific and technological progress;
selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides an organization with necessary personnel and keep it running.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing, as well as potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the existing conditions for personnel management in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the enterprise's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

passive;
active;
preventive;
reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is the fundamental orientation to own or external personnel, and also reveals the degree of reference to the external environment in the recruitment process of the company. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict the further development of the situation with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are also various options its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product appears or a significant change in the market.

Open Policy

In its implementation, the organization is transparent for people seeking to occupy the available vacant positions. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. Indeed, to implement grandiose plans, they require a large amount of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

work out strategic directions development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
provide management and authorities with professional and reliable specialists;
create the necessary material and social conditions for the activities of personnel, as well as exercise control over the implementation official duties;
to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
create conditions that allow employees to have the opportunity for creative growth;
to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

Through the personnel policy, the implementation of the goals and objectives of personnel management is carried out, therefore it is considered the core of the personnel management system. The personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the following regulatory documents:

internal regulations
collective agreement.

The term "personnel policy" has a broad and narrow interpretation:

a system of rules and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy (hence it follows that all activities for working with personnel: selection, staffing, certification, training, promotion - are planned in advance and are consistent with the overall understanding of the goals and objectives of the organization);
a set of specific rules, wishes and restrictions in the relationship between people and the organization. In this sense, for example, the words: "The personnel policy of our company is to hire people with higher education" - can be used as an argument in solving a specific personnel issue.

Types of personnel policy

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

Passive personnel policy. The management does not have a program of action in relation to the personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.
Reactive personnel policy. The management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflicts, the lack of qualified labor, the lack of motivation to work. Human resources services are developed, but there is no holistic program for predicting the development of personnel.
Preventive personnel policy. Management has reasonable forecasts for the development of the personnel situation. However, the organization does not have the means to influence it. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem is the development of targeted personnel programs.
Active personnel policy. It is divided into rational and adventurous.

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

Second reason for the formation of personnel policy is the fundamental orientation to its own staff or to external staff, the degree of openness in relation to the external environment in the formation of personnel.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, the organization is ready to hire any specialist of the appropriate qualification without taking into account work experience in other organizations. Such a personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.
A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. Such a personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement.

Correlation between the concepts of "personnel policy" and "personnel management"

Speaking of personnel policy, it cannot be identified with personnel management. The concepts of "personnel management" and "politics" are by no means identical. "Management" is a much broader term, one of the components of which is politics, in this case personnel policy.

The main content of personnel policy

providing a high quality workforce, including planning, selection and hiring, release (retirement, layoffs), analysis of staff turnover, etc.;
development of employees, career guidance and retraining, certification and assessment of the level of qualifications, organization of career advancement;
improving the organization and stimulation of labor, ensuring safety, social benefits. Personnel management subdivisions actively participate in negotiations with trade unions when concluding collective agreements, in the analysis of complaints, claims, and exercise control over labor discipline.

Goals of personnel policy

unconditional fulfillment of the rights and obligations of citizens in the labor field provided for by the Constitution; observance by all organizations and individual citizens of the provisions of laws on labor and trade unions, the Labor Code, standard internal regulations and other documents adopted by the highest authorities on this issue;
subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional and qualification composition;
rational use of the personnel potential at the disposal of the enterprise, organization, association;
formation and maintenance of efficient, friendly production teams, development of principles for organizing the labor process; development of intra-industrial democracy;
development of criteria and methodology for the selection, selection, training and placement of qualified personnel;
training and advanced training of the rest of the employees;
development of the theory of personnel management, principles for determining the social and economic effect of the activities included in this complex.

Fundamental principles for the formation of personnel policy

scientific character, the use of all modern scientific developments in this area, which could provide the maximum economic and social effect;
complexity, when all areas of personnel activity should be covered;
consistency, i.e. taking into account the interdependence and interconnection of the individual components of this work;
the need to take into account both the economic and social effects, both the positive and negative impact of an event on the final result;
efficiency: any costs for activities in this area should be repaid through the results of economic activity.

The main characteristics of the personnel policy in the company

Link to strategy.

Orientation to long-term planning.

The importance of the role of staff.

Philosophy of the company in relation to employees.

A range of interrelated functions and procedures for working with personnel.

All of these five characteristics of an "ideal" personnel policy are unlikely to be found in any particular firm.

Stages of personnel policy

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization.
Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Criteria for evaluating personnel policy

Quantitative and qualitative composition of the staff. For ease of analysis, the quantitative composition of the organization is usually divided into three categories: senior, managerial and service, men and women, pensioners and persons under 18 years of age, working and on vacation (for example, to care for a child, without maintenance etc.), as well as for those working in the central office or branches, etc. In turn, the qualitative composition of the organization is usually divided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, advanced training by employees, and other factors.
The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.
The flexibility of the policy pursued is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.
The degree of consideration of the interests of the employee / production, etc. The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

Literature

Personnel Management: A Textbook for High Schools / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. and additional - M: UNITI, 2002. -560 p. ISBN 5-238-00290-4

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Under the policy of the organization, as a rule, is understood the system of rules in accordance with which the people in the organization act. The most important component of the organization's strategically oriented policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of the labor market.

Also, the implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel policy as a management tool is an organizing activity aimed at merging the efforts of all employees of the enterprise to solve the set tasks. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

The term "personnel policy" can have a broad and narrow interpretation.

In a broad sense, it is a system of rules and norms (which must be consciously and formulated in a certain way), leading to human resources in accordance with the company's strategy (it follows that all activities for working with personnel - selection, staffing, certification, training, promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization).

In a narrow sense, this is a set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and an organization: in this sense, for example, the words “our company’s personnel policy is to hire people with higher education only” can be used as an argument in solving a specific personnel issue.

Successful personnel policy, first of all, is based on the systematic accounting and analysis of the influence of the outside world, the adaptation of production to external influences.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future. The main characteristics of the personnel policy of the organization: connection with the development strategy of the organization; focus on long-term planning; the importance of the role of staff; the philosophy of the organization in relation to employees; a system of interrelated functions and procedures for working with personnel.

The main object of the personnel policy of the enterprise is - personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. From the qualifications of workers, their vocational training, business qualities production efficiency depends to a large extent.

The formation of personnel policy is based on an analysis of the structure of personnel, the efficiency of using working time, and forecasts for the development of production and employment.

The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;

Analysis of the prospects for the development of labor force potentials;

Generalization and prevention of reasons for dismissal from work.

The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.

Providing the organization with a high quality workforce, including planning, selection and recruitment;

Release (retirement, dismissal);

Analysis of staff turnover;

Improving the organization and stimulation of labor;

Ensuring safety;

Social payments.

The personnel policy of the organization is designed to provide:

High quality of work and its results, working conditions, as well as the workforce itself;

Structural adaptation of personnel to continuous organizational changes, social and cultural innovations - the flexibility of human resources.

Rejection of the traditional, hard limit between various types work, as well as the widespread use of various flexible forms of organization of labor processes: full, part-time and temporary employment;

Organizational integration, when the top management of the organization and line managers take the developed and well-coordinated personnel management strategy as “their own” and implement it in their operational activities.

A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday life. practical work. New quality of labor content and high level satisfaction with them, through the use of new forms that enrich the content of labor.

In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributes to the combination of the goals and priorities of the enterprise and its employees.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it.

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;

Situation in the labor market (quantitative and qualitative characteristics of labor supply by occupations of the enterprise, conditions of supply).

Demand for labor from competitors, the emerging level of wages;

The influence of trade unions, rigidity in defending the interests of workers;

The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While personnel policy is associated with the choice of targets designed for further perspective, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between the strategy and tactics of achieving the goal.

The personnel policy is both general in nature when it concerns the personnel of the enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural units, functional or professional groups of employees, categories of personnel). This takes into account:

Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of special training, etc.);

Attitude towards "investment" in the labor force, to the targeted impact on the development of certain aspects of the employed labor force;

Attitude to the stabilization of the team (of all or a certain part of it);

Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel; attitude to the internal movement of personnel, etc.

The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:

Quantitative and qualitative composition of personnel;

Staff turnover rate;

Policy flexibility;

The degree of consideration of the interests of the employee.

For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc.

The qualitative composition of the staff is usually divided into employees with higher, secondary special, secondary and initial vocational education, taking into account work experience, staff development and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.

The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.

The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise. In modern conditions, personnel policy should be focused on the priority of social values, social policy, since final goal ongoing reforms are not the market as such, but the well-being of each person.

The main goal of personnel policy is the creation of a personnel management system based mainly on administrative methods, but on economic incentives and social guarantees focused on bringing the interests of the employee and the organization closer together, achieving high labor productivity, increasing production efficiency, and obtaining the best economic results for the organization.

The main goal is specified in the following tasks:

Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Republic of Belarus, labor legislation;

Compliance by all organizations and individual citizens with the provisions on trade unions, standard internal regulations and other documents adopted in the framework of the state personnel policy;

Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market;

Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the necessary professional qualified staff;

Rational use of human resources available to the organization;

Formation and maintenance of effective work of labor collectives, development of intra-production democracy;

Development of principles for organizing the labor process;

Development of criteria and methodology for the selection, training and advanced training of employees;

Staff remuneration;

Development of principles for determining the social economic effect of activities included in the personnel management system.

All goals of personnel policy can be divided into economic and social. Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

Social goals are to improve the material and non-material situation of the employees of the enterprise.

This applies especially to wages, social spending, reduced working hours, as well as workplace equipment, demands for greater freedom of action and the right to participate in decision-making.

Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization.

1. Goals related to external conditions activities of the enterprise (labor market, relations with state and local authorities).

2. Goals determined by internal conditions, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, deepening professional knowledge, etc.).

The fundamental principles of the formation of personnel policy are presented in table 1.1.

Table 1.1 - Fundamental principles for the formation of personnel policy

Name of the principle	Principle characteristic
Scientific	use of all modern scientific developments in this field, which could provide the maximum economic and social effect
Complexity	coverage of all areas of personnel activity and all categories of employees
Consistency	taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result
Efficiency	any costs for activities in this area should be repaid through the results of economic activity
methodical	qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods

Of the several options for the proposed principles in relation to the conditions of a given organization, one must be chosen. Such materials include the development of provisions on job descriptions, the methodology for hiring and placement of newly hired workers, etc.

Analyzing the existing specific organizations personnel policies, there are two reasons for their grouping.

The first reason may be related to the level of awareness of the rules and norms that underlie personnel measures and, associated with this level, the direct influence of the management apparatus on the organization's personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

Passive;

Reactive;

preventive;

Active.

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

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

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

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

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

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation.

In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of the goals of working with personnel. Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the emergence of a new product that can replace the current one from the enterprise. From a HR point of view, it will be necessary to retrain the staff, but quick and effective retraining can be successfully carried out, for example, in an enterprise with young staff rather than in an enterprise with very qualified personnel.

The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. So the type of personnel policy characterizes modern telecommunications companies or automobile concerns that are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

Table 1.2

Comparative characteristics of two types of personnel policy

Personnel process	Type of personnel policy
open	Closed
Recruitment	The situation of high competition in the labor market	The situation of labor shortage, lack of inflow of new workers.
Staff adaptation	The possibility of quick inclusion in competitive relations, the introduction of new approaches for the organization proposed by newcomers.	Effective adaptation due to the institution of mentors (“guardians”), high team cohesion, inclusion in traditional approaches.
Personnel training and development	Often held in external centers, it promotes the borrowing of the new.	Often held in internal corporate centers, it contributes to the formation of a single view, common technologies, and adaptation to the work of the organization.
Staff promotion	Opportunity for growth is difficult as the recruitment trend prevails.	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out.
Motivation and stimulation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)

Preference for external or internal sources Satisfying the need for staff usually depends on the specifics of the situation. However, each of them has its drawbacks.

The disadvantages of hiring from outside include:

Big costs;

Deterioration of the moral and psychological climate due to conflicts between newcomers and old-timers;

High degree of risk due to the unknown person;

Poor knowledge of the organization and the need for a long period of adaptation.

Although in general, internal recruitment is considered more preferable, but, nevertheless, it also has its drawbacks:

It is characterized by a small number of vacancies, limits the choice of the place of application of labor;

Requires additional costs for retraining;

Leads to tension in the team due to internal competition; allows you to promote the "right" people;

Reduces the activity of the remaining "overboard";

Maintains the overall labor shortage.

Personnel activities - actions aimed at achieving compliance of personnel with the tasks of the organization's work, carried out taking into account the specific tasks of the organization's development stage.

Consider the main personnel activities depending on the type of strategy of the organization and the level of planning. For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate.

Experts believe that there is no ideal model management and you can not choose a universal personnel policy. Realpolitik is creative process, but, nevertheless, it largely depends on external and internal conditions the functioning of the firm. As a result, further external and internal factors of influence on personnel policy will be considered.

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Factors external environment can be grouped into two groups:

1. Regulatory restrictions.

2. The situation in the labor market.

For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional, and the composition of the free labor force. It is important to get an idea of the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Factors internal environment. The following factors seem to be the most significant.

1. Goals of the enterprise, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on a gradual rollout. large-scale production with many branches.

2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. There are some of the most important characteristics of jobs that attract or repel people:

The degree of physical and mental effort required;

The degree of harmfulness of work to health;

Location of jobs;

Duration and structured work;

Interaction with other people during work;

Degree of freedom in solving problems;

Understanding and accepting the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create special programs to attract and retain employees in the organization.

4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to a stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy, in the programs of the organization.