Modern personnel technologies in personnel management. Modern technologies of personnel management in the organization

Man is at the center of modern technologies and management concepts. The value of qualified and loyal staff is hard to dispute. The current trend of modern management has become attention to the human resource and the growth of investment in its development.

From the materials of this article you will learn:

Human resource management is currently a complex of various concepts and technologies, ideas and methods for building and administering organizations and projects. Modern management affects all aspects of social life.

One of the most significant current trends management can be considered a change in views on the human resource. These changes affected not only ordinary employees, but also administrative staff. Performance indicator successful companies was the ability to master and apply methodological tools for working with personnel, to maintain a balance between technocratic and humanistic approaches. The essence of the changes of recent decades lies in the gradual shift of emphasis towards integrated approach to administrative tasks. It is based on the long-term development of personnel potential, improving the quality of personnel. First of all, it concerns the sphere management activities.

Trends in the choice of personnel management technology

Cause of the changes taking place in the modern Russian management, can be considered the economic reforms of recent years. It is they who make possible the integration of the Russian economy into the world economy. For this, two important conditions must be met:

• compliance of the ongoing reforms with the principles and mechanisms prevailing in the world community,
• attention to the previous development of the economy and its current state.

Watching the dynamics scientific and technological progress, studying the history of the world's largest corporations, we can draw a logical conclusion: necessary condition The success of any company is a combination of effective personnel management and the use of modern technologies and methods.

Among the current trends in the field of personnel management are the following:

• leveling the importance of social and technological innovation;
• gradual increase in investment in human resources along with investment in technology;
• the increasing importance of communications in the field of coordinating the activity of employees;
• problem solving in collaboration with the team.

Modern technologies of personnel management

The choice of personnel management technology is made taking into account such significant factors as the nature of the organizational structure of the company, the style of activity, strategy and personnel policy, period of existence and form of ownership of the organization.

External factors also influence the choice:

• socio-economic,
• cultural,
• political.

The effectiveness of modern technologies largely depends on the subject of management. The professionalism and competence of HR specialists, who are responsible for personnel management, determine the choice of a particular technology. In the optimal case, the subjects are represented quite widely and have a high level of professional competencies.

The optimal solution is rarely limited to the choice of one technique. The greatest efficiency in practice is shown by the combination various technologies: from time-tested to the most daring modern techniques.

Based on the origin of modern personnel management technologies, they can be conditionally combined into several groups.

The main groups of personnel management technologies:

• Traditional. Legislated, are the result professional activity and are applied at all levels of the organizational structure (for example, personnel records).
• Industry. They provide technological support in the personnel sphere, based on the specifics of the activity of a particular industry.

• Professional. They are the result of special developments of consulting agencies, take into account the specifics of the enterprise, and are created as a unique product. Among the main disadvantages are the cost and a narrow range of applications.
• Innovative. Developed by HR-specialists of the company to solve urgent problems.

The choice of the optimal personnel management technology is carried out taking into account current state organization resources. It is necessary to take into account the needs of the company in the field of personnel selection, evaluation of their effectiveness, training and motivation.

Human resources management is of great importance for leaders of any level. The task of a competent manager is to set priorities in time, delegate authority, motivate subordinates to achieve results, set tasks and allocate time for their implementation.

Concepts and technologies of personnel management from foreign experience

IN modern theory and the practice of personnel management, there are four basic concepts. The main criterion for this classification is the purpose of the technology and the role assigned to each employee.

The economic concept of the use of labor resources

"A person is one of the lines in the payroll sheet"

The concept is based on the theory scientific management. Its creator, an American engineer Frederick Taylor, believed that the optimal administrative model is an economic model in which each employee is assigned the role of a factor of production. A person acts as an element of the labor process, and his main characteristics are reduced to the level of technical readiness, diligence and discipline. The goal of the employer is to maximize the labor potential of the staff, while resorting to authoritarian methods.

Organizational and administrative concept of personnel management

"A person is one of the positions in the staff list"

The technology based on this concept makes it possible to use not only the labor, but also the personal potential of employees. It is based on the theory of the bureaucratic organization of the French theorist and the practice of management Henri Fileloy. Management, corresponding to the organizational and administrative model, assigns the employee the role of an element of the formal organizational structure, a resource of the company. The main requirements for a subordinate are the correspondence of his professional and personal qualities to the position held.

Organizational and social concept of human resource management

“Man is a non-renewable organizational resource, an element social organization»

This concept is based on the theory of "human relations" by the American psychologist and sociologist Elton Mayo and post-bureaucratic organization theory. To achieve the goal - the maximum realization of the employee's potential, it is proposed to create an optimal environment in which a person can express himself. The employee, as in other concepts, plays the role of a resource of the company, an element of social organization. The same basic requirements are imposed on him: the presence of the necessary professional and personal qualities. However, in this concept, special attention is paid to the human and group factor. An employee must not only be a professional, but also correspond to the psychological climate of the company, its corporate culture.

Humanistic management concept

“Not a person for an organization, but an organization for a person”

The basis of this concept can be considered the philosophy of Japanese management, which uses a humanistic administrative model. According to her, the staff is the main subject of any company. Every employee is a full member organizational system and there are no performance requirements. It is believed that the state of relations in the company depends only on the desires and abilities of its employees.

Recommendations for choosing a technology for personnel management

The trend in the development of modern personnel management technologies can be considered their constant mutual intersection. Existing concepts and theories are rarely used in their pure form. In practice, their combinations are used. So, for example, in domestic management, features of Eastern and Western theories, namely American and Japanese management, are manifested. It is not possible to single out the model that has the greatest impact.

As for the choice of HR technology, most companies are trying to balance borrowing foreign experience and development of own solutions. Make an unambiguous decision which of the directions is most effective, on this moment pretty hard. To apply foreign experience, it is necessary to study the mentality and traditions of the system of the country whose technologies are planned to be borrowed.

The use of methods in their pure form, without taking into account the specifics of a particular country, rarely leads to positive results. On the other hand, the existing domestic developments, despite their vastness, retain a touch of the Soviet era, which makes many of them irrelevant.

Currently in Russia, many companies prefer Japanese or American concepts. Perhaps the domestic management needs more time to create its own concept. At the moment, it remains for organizations to combine the best and applicable in each case features of modern personnel management technologies.

4.1. Classification of personnel management technologies Personnel management technologies are a system of goals, means and methods of exerting a control influence on personnel. Technology is an instrument of influence, the use of which can be entrusted to various intra-organizational actors. That is why it is important to classify technologies and determine the range of their use.

All personnel management technologies can be divided into several classes based on several characteristics.

First, all technologies are divided according to the purpose. This classification is offered by T.Yu. Bazarov. On this basis, personnel management technologies are divided into:

Staff formation technologies;

Technologies for maintaining the efficiency of personnel;

Technologies for ensuring the innovation process.

Secondly, personnel management technologies differ on the basis of the reason for their appearance:

Technologies of planned events;

Technologies of emergency measures.

Thirdly, personnel management technologies can be divided according to the scale of their application:

Technologies of personnel management of the organization as a whole;

Technologies for managing individual personnel groups;

Technologies for managing individual employees.

Fourthly, personnel management technologies can be divided in accordance with the sign of certainty:

Proven technologies;

Experimental technologies.

It is especially important for the organization who is the author of the technologies. By origin, all technologies can be divided into:

Traditional, widely used in the practice of HR services (for example, personnel records technologies). These technologies are partly statutory, partly the result of professional inheritance.

Sectoral, which are the result of the activities of special sectoral bodies and services. These bodies develop technological support for the activities of the personnel services of the industry, mainly at the level of an exemplary model.

Professional, created special organizations (consulting agencies) at the request of organizations. These technologies take into account the specifics specific organization and the peculiarity of the moment for which the technology is being built. However, the need to take into account many parameters makes these technologies very costly and, as a result, expensive.

Innovative - created by the organization's personnel management service to solve urgent problems of the organization and implement the organizational development strategy. The formation and implementation of such technologies requires highly qualified specialists of the service and a high organizational status of the personnel management service.

Another classification of personnel management technologies is related to the definition of the subject of management. On this basis, technologies can be divided as follows:

Technologies implemented by specialists of the personnel management service;

Technologies implemented by the personnel management service together with the heads of departments and the organization as a whole;

Technologies implemented by heads of departments under the control of HR specialists.

Depending on what means are used to achieve the managerial goal, personnel management technologies are divided into four groups:

administrative technologies. These technologies are based on legally fixed norms, rules and standards. The basis of administrative technologies is the legislative framework: the Constitution, Labor Code, departmental instructions and rules, local regulations. The essence of administrative methods is the unification employees of the organization, overcoming the subjective approach in evaluating their actions and in making management decisions. Difficulties in the use of administrative technologies are related to the fact that it is practically impossible to find a system of norms that fully and consistently interpret specific circumstances. That is why administrative methods should be supported by a system of accounting (fixation) of specific indisputable facts (lateness and absence of an employee at the workplace, failure to meet deadlines for completing tasks, solving a difficult task, taking responsibility under extreme circumstances, etc.) In any case, administrative technologies are crowned with the creation of documents , fixing the facts, and represent a special system of formal description of the activities of employees in the organization.

Economic technologies. These technologies are associated with the use of economic benefits as a means of management. Economic technologies can be formed as a system of sanctions, an incentive system, an incentive system, a reward system. These technologies are used not only for the purpose of managing labor productivity, but also as a means of forming new relationships between organizational units. The introduction of the economic paradigm into the practice of personnel management activates attention to the personnel as the capital of the organization and allows each employee to be considered as a carrier of intra-organizational capital. This approach forces employees of any level to participate more actively in the process of managing the organization, in particular, by managing the shares of the enterprise that are at the disposal of employees.

Organizational technologies. This type of technology is associated with the use of resources that an organization has for the purpose of personnel management. The main resources of the organization are: a) spatial resources - the areas on which the activities of employees unfold; b) time resources - the amount of time during which employees are required to perform work; c) ways of organizing the activities of employees; d) ways of organizing the interaction of employees. Organizational technologies are associated with the description of business processes, streamlining these processes and increasing their efficiency by reorganizing methods. As a result, such personnel management technologies as a flexible work schedule, a system of ongoing seminars, on-line communication, etc., appear.

Socio-psychological technologies. The use of these technologies is most beneficial for the organization, since the tool underlying them appears with the advent of the staff itself. That tool is human relationships. The ordering of relations, their structuring in accordance with the goals of the organization becomes the subject of socio-psychological technologies. These technologies are designed to combine formal and informal ways of assessing people each other, approve and maintain the status of employees both within the organization and outside it. As a result of the use of socio-psychological technologies, important, but hardly perceptible phenomena begin to act as management effects: loyalty, fidelity, pride. Socio-psychological technologies form the state of the organization's personnel, which in itself can become not only competitive advantage but also a brand.

A particular technology used by the HR service may contain features of many of the listed technology classes. The most important thing when building a technology is to understand what means the organization has and which of the management subjects is ready for vigorous activity within the framework of the proposed technology.

The most common technologies affect such basic tasks of personnel management as the formation and evaluation of personnel, intra-organizational training and motivation. 4.2. Personnel formation The formation of personnel is the main task of personnel management not only at the start of the development of the organization, but throughout its activities. Depending on how actively the personnel service is introduced into the process of forming the composition of the organization's employees, the personnel structure and determining the preferential qualities of employees, the effectiveness of the organization as a whole largely depends.

The first task in managing the process of forming the organization's personnel is to resolve the issue of the structure of the organization and, accordingly, the structure of the personnel. The structure of the organization can be represented by one of the following models: linear, functional, ring, star, panoptical, cellular, hierarchical, polyconnected. T.Yu.Bazarov believes that a specific model of an organization is selected when evaluating the following parameters: the breadth of control, the level of interconnection of departments, the level of task uncertainty, the level of task complexity. O.S. Vikhansky and A.I. Naumov believe that the choice of the structure of the organization is determined by two factors - the degree of complexity of the external environment and the degree of dynamism of environmental factors.

Depending on which organizational structure is chosen for a given organization, a model of the personnel structure is built. This model can be planned in one of three planning paradigms:

Organizational planning - personnel planning in accordance with the topography of the organization (by divisions, workshops, departments, services);

Functional planning - personnel planning in accordance with professional functions (accountant, lawyer, economist, house cleaner);

Status planning - planning of personnel in accordance with the levels of management (workers, employees (specialists), managers).

In accordance with the chosen planning paradigm, the organization's personnel management system solves the following planning tasks:

Determining the sequence of personnel formation (which employees will be needed in the first place);

Determining the number of employees in accordance with the chosen structure;

Determining the sources of personnel attraction;

Determining the costs of personnel formation.

Determining the sequence of personnel formation is associated with the development strategy of the organization and the peculiarity of the situation in which planning is carried out. It must be borne in mind that an organization can work with a general understaffing, in the absence of personnel from individual departments whose activities may be temporarily suspended (for example, branches), but can never work if functional links between departments are not provided. That is why, when planning personnel, it is necessary to draw up a certain “map” of key positions that under no circumstances can be vacant.

When calculating staffing requirements, two calculation systems are taken into account: the calculation of the current headcount and the calculation of long-term staffing requirements. Calculation mechanisms are presented in textbooks on economics and the sociology of labor.

The greatest problem in the formation of personnel is the determination of the sources of personnel and, in accordance with them, the recruitment technologies of the organization. When determining sources, the following factors should be considered:

1. General situation in the labor market; 2. Features of the regional labor market; 3. Features industry market labor; 4. The level of competition in the chosen field of activity; 5. Urgency of personnel formation; 6. The expected level of costs for the formation of personnel.

The sources are internal sources(the staff of the organization itself in case of its restructuring) and external sources (attracting personnel to the organization from outside).

Depending on how familiar the characteristics of the situation are for the organization, it chooses one of the personnel formation strategies:

Recruitment - announced on the condition that the organization needs to form staff with standard professional characteristics in a short time, provided that there is a sufficient level of labor supply in the labor market. When recruiting, the organization has one task - to fill vacancies as soon as possible. Recruitment can be carried out only for those jobs that do not require special training and special qualifications. Recruitment can also act as a forced measure. In this case, the organization may have a system of special requirements for personnel, but the labor market cannot satisfy these requirements, since the employees declared by the organization are in short supply. In this case, the organization will also recruit if it finally finds a candidate among the proposals that basically meets its requirements. In any case, recruitment is a staffing strategy that does not involve a choice between competing candidates coming into the organization from outside.

Personnel selection - is announced on the condition that the organization is sure that there are more people in the labor market who want to take the announced vacancies than the vacancies themselves. It is this circumstance that forms the procedure for selecting from among the candidates those who more closely meet the requirements of the organization. The selection of personnel is divided into current and prospective. In the actual selection, preference is given to those candidates who best meet the requirements declared by the organization. In prospective selection, priority will be given to candidates whose growth prospects match strategic directions organization development. Staff selection can only be based on external sources recruitment of personnel, and may be mixed, in particular, in the competition option. The selection of personnel is always based on the system for evaluating the performance of employees of the organization and the system for assessing the quality of personnel adopted by the organization. The characteristics of these systems are presented in the relevant sections of the manual.

Recruitment is a strategy in which only a system of special requirements is chosen as the basis. The organization thus “orders” for itself not just an employee, but a system of qualities and properties. In this case, the main task is to find suitable employees even when the organization formally has no vacancies. When a suitable candidate is found, the form of possible cooperation between the organization and the employee is also selected. Recruitment is widespread, as it helps to solve many problems, in particular, attracting highly qualified employees to the organization on special conditions.

The choice of a staffing strategy forces the organization to actively turn to internal and external sources of staffing. Internal sources can be involved through the organization of events such as:

Intraorganizational (closed) competition;

Combination of professions (in particular, through intra-organizational training);

Rotation (temporary or systematic).

External sources of personnel formation are activated through a system of other activities:

Open competition;

Working with candidates who independently search for work (sending resumes or publishing them in the media and the Internet);

Work with organizations that provide assistance in finding employment ( employment centers, recruitment agencies);

Participation in regional promotions (job fairs);

Independent search (in educational institutions, in competing organizations);

Self-presentation of the organization (advertisements in the media about vacancies).

The choice of a personnel formation strategy and reliance on one or another source of personnel determines the final amount of personnel formation costs. It must be borne in mind that when estimating costs, one should take into account:

Payment for work performed by third parties ( recruitment agencies, MASS MEDIA);

Payment for the work of employees of the organization participating in the events;

The size of the organization's financial losses incurred by it due to the unfilled vacancies;

Saving the wage fund in the presence of vacancies;

Compensation to candidates for making a decision to work in the organization.

In addition to assessing costs, the organization should also evaluate the quality of recruitment. One of the options for calculating this indicator is given in the textbook by V.V. Travin and V.A. Dyatlov “Fundamentals of personnel management”.

As explained in encyclopedic dictionary, technology is an art, skill, skill, a set of methods for processing, manufacturing, changing the state, properties, form of raw materials, materials or semi-finished products in the production process. The task of technology as a science is to identify physical, chemical, mechanical and other regularities in order to determine and use in practice the most efficient production processes.

Under technology V production activities refers to the content, method and sequence of interaction between personnel and working machines in the process of manufacturing products, performing work and providing services, taking into account market requirements. IN modern production technology of personnel management is the science and art of managing people, the mechanism of the relationship between the subject and object of personnel management, the system of interaction between the manager and the employee, the strategy for making decisions and tactics for their implementation in the field of effective employment of employees in the management of the personnel of the enterprise.

From a general scientific point of view, personnel-technology is a mechanism for the interaction of managers at all levels of management with their personnel in order to make the most complete and efficient use of the limited economic resources available in production, and primarily the labor force, the labor potential of all categories of workers.

In modern personnel policy, personnel management technology, or personnel-technology, is characterized by multilateral functional and organizational relations.

Functionally personnel management provides for the following activities:

Determination of the overall strategy for personnel development;

Planning the needs of employees at the enterprise;

Recruitment, selection and evaluation of personnel;

Professional development of employees and their retraining;

Professional movement of personnel at the enterprise;

Business career management of employees;

The release of employees of the enterprise, etc.

Organizationally personnel management covers ensuring labor relations and interaction of all employees and all structural divisions enterprises in the process of production and sale of products, which includes:

Personnel planning and placement of personnel;

Optimization of the number and structure of personnel;

Regulation of personnel work;

Arranging payment and financial incentives;

Formation of labor culture, etc.

In personnel management, there are several types personnel technologies: multi-link, communication, individual, etc. Multi-link personnel technologies provide for the implementation of a series of sequential interrelated tasks, labor relations between individual employees and production units of the enterprise, individual - specification of managerial actions in relation to a particular employee.

The managerial impact of personnel technology can be directed to an individual employee, a group of employees united by a common labor task, as well as to the factors of the internal and external environment in which the enterprise operates and the labor process is carried out.

When developing a personnel technology aimed at improving the personnel policy of an organization, it is necessary to take into account the following external and internal factors:

Market requirements for the development of production;

Strategic and tactical goals;

Available financial opportunities;

Professional and qualification structure of personnel;

The situation on the labor market in the region;

The level of employment of personnel;

Labor productivity of employees;

The current level of staff salaries, etc.

The development and implementation of personnel technology for working with personnel in an organization usually includes seven typical stages:

Diagnosis of the personnel situation;

Making adjustments to existing regulations;

Preparation and approval of the technology project;

Approval of the developed technology;

Dissemination of the mechanism for the implementation of activities;

Training new technology;

Establishment of those responsible for the implementation of technology.

Methods for developing and evaluating the applied managerial personnel-technologies depend on specific production conditions and external factors. As a rule, personnel technologies are developed for the current period and more often for the future development of the enterprise. The farther the planning horizon technological solutions, the higher the uncertainty of the results. That is why the development process modern personnel technologies is complicated both by the presence of elements of uncertainty and the lack of accurate socio-economic information.

Human resource management technologies make it possible to solve personnel tasks facing each organization. With their help, high efficiency of employee management is ensured.

In order for an enterprise to take a leading position in the industry, the company's team must consist of professionals. In addition, the management of the company needs to pay enough attention to managing people.

Human resources technologies will help create a modern and efficient system, only then will the organization be successful in the market. First you need to find specialists, evaluate their professional knowledge. It is worth paying attention to the business qualities of candidates, it is important to find out the personal characteristics of future employees.

It takes time for the selection process. Required to hire the best specialists. An employment contract is signed with each employee, the personnel department helps a person to adapt to a new place.

If we talk about the content of personnel technologies, they are a series of actions aimed at achieving two goals. The first of these is obtaining information about a specialist. This includes information about his professional knowledge and skills. The second goal is to determine the qualities and skills that the organization wants to see in its employee.

Staffing is one of the most important elements of working with specialists. The efficiency of the company's activities, as well as how well the company's resources will be used, depends on how experienced employees can be found by personnel officers.

Hiring experienced employees and well-known industry professionals who have made a name for themselves will be a good investment for any enterprise. On the selection of personnel, if it allows financial condition firms should not save. But mistakes in the selection of new employees will become a failure, which can be very costly for the company.

For example, a company plans to start training employees. If specialists are not qualified for the job, their training will be a waste of resources. Even for large organizations it will be a luxury. Small and medium-sized enterprises in the same situation will receive the maximum damage, because they have to work in conditions of fierce competition, and the budget small firms often limited. HR technologies are designed to protect the company from such expenses.

Key Elements of HR Technology

If an enterprise has hired a sufficient number of experienced specialists, this does not guarantee that the staff will ensure high labor efficiency.

In order for the abilities of the staff to be aimed at achieving the goals necessary for the enterprise, it is necessary to competently manage employees. The technology of personnel management should be carefully thought out, you should not hurry with its development. It is necessary that the managerial actions of the management be aimed at assessing the qualifications of specialists. It is useful to timely move an employee to the position where his skills could be used to the fullest.

In addition, it is important to interest the employee in the results of labor.

It is necessary not only to motivate, but also adequately reward a specialist for high quality work.

All these managerial actions are closely related to personnel technologies. Their main elements include the following:

1. Personnel planning. Selection of specialists and recruitment of new employees for the enterprise.
2. Establishing wages and determining employee benefits.
3. Career guidance for specialists, their adaptation in a new place and training.
4. Evaluation of the activities of employees of the enterprise. Preparation of personnel reserve. Personnel development management.
5. Promotion of employees, demotion. Transfer of specialists to a new place of work, dismissal of employees.
6. Social issues and health protection of workers. Relations of production at the enterprise.

HR Technology Structure

All modern technologies of personnel management at the enterprise can be divided into 3 groups. The first group uses technologies that allow obtaining reliable information about a specialist. This includes the selection of new employees for vacancies, periodic staff rotation, career management of employees.

The second group is those technologies that allow you to find personnel with the required characteristics. This may be certification of specialists, qualification examination of employees, conducting individual interviews. This also includes monitoring how an employee working at the enterprise acts in different situations.

The third group uses personnel technologies that ensure the demand for the capabilities of specialists. A personnel reserve is formed at the enterprise, personnel planning is carried out, etc.

In order to obtain personal information about an employee, the HR department may use legitimate methods that have legal basis. It should be noted that the technology of personnel management assumes that all groups are interconnected. Practice shows that they cannot be implemented one without the other. These personnel technologies can be called basic. But it must be taken into account that the groups differ significantly from each other, although they have much in common.

Company leaders should use different technologies for managing the organization's personnel. In order to obtain reliable information about the employee, an assessment is used. But the selection of personnel makes it possible to find out qualitative characteristics, to get more information about quantitative indicators. Career management involves the use of special personnel measures.

Proper use of personnel technologies creates a comfortable working environment at the enterprise, allows you to form the social capital of the organization. Each employee of the company has necessary for the enterprise professional skills. They constitute the professional capital of the enterprise. You can manage these resources using specific tools.

Specific managerial functions

Technology must be chosen carefully to influence personnel. It is necessary to take into account the strategic goals of the enterprise. Firstly, personnel technologies in personnel management should effectively influence the system of social relations of the company. This is done in order to meet the needs of the company in the qualitative and quantitative characteristics of employees.

Secondly, each enterprise has adopted its own system of professional roles. Personnel technologies contribute to the inclusion of human professional skills in this system.

Thirdly, the company creates a mechanism for reproducing the employee's professional experience.

Application of HR technologies

In any organization, personnel management technologies should be used only on a regulatory basis. All actions of personnel department employees and company executives are strictly regulated.

Only those persons who have the necessary qualifications have the right to develop and use personnel technologies in their work. The personal dignity of an employee during the assessment should not be infringed, human rights should not be violated and information that is not related to professional duties person. In addition, the methodology should be explained in detail to all employees so that they do not have any questions.

Another important point is that all the results obtained in the assessment must be consolidated regulations enterprises. This will increase the trust of the company's employees, reduce the likelihood of subjectivity when using personnel management technologies.

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Introduction

1. Theoretical basis personnel and organization management, using modern management technologies

1.1 The concept, functions and concepts of personnel management

2. Assessment of the personnel management system of Rosa Vetrov LLC and the applied personnel management technologies

2.1 General characteristics of the enterprise

2.2 Applied technologies of personnel management in Roza Vetrov LLC

3.1 Assessment of the personnel management system at Roza Vetrov LLC

3.2 The system of work with personnel in Roza Vetrov LLC

3.3 Development of measures to work with the personnel reserve

4. Proposals for improving the efficiency of work with personnel in Roza Vetrov LLC

Conclusion

List of sources used

Appendix 1. Levels of management of Roza Vetrov LLC

Annex 2. Expert sheets

Glossary

INBEDENIA

The theme of this work is "Modern technologies of personnel management". The relevance of the topic is related to the features Russian mentality, since in our country if the activities of subordinates are not controlled, then this activity is less effective. Only when proper organization personnel records and monitoring the results of the work of employees, it is possible to achieve high productivity and quality of work, and as a result, a competitive enterprise.

Based on the foregoing, the purpose of graduation qualifying work is to identify the specifics of the organization of control over the activities of subordinates in the enterprise.

To achieve this goal, it is necessary to solve the following tasks in the work:

Clearly define the concept, functions and concepts of personnel management in;

Explore the features of personnel management technology in modern conditions;

Give a description of the enterprise under study;

To study modern technologies of personnel management in motivation, selection, certification at Roza Vetrov LLC

Draw conclusions based on the results of the work done.

The object of the study is Rosa Vetrov LLC, and the subject is personnel management technologies in Rosa Vetrov LLC.

In the theoretical part of the work, literature and materials on management in socio-cultural construction, as well as scientific publications, were used.

The structure of the work is presented as follows:

Introductory part - introduction (highlights the relevance of the topic, goals and objectives of writing the work).

The first chapter reveals the concept, functions and concepts of personnel management, using modern management technologies. The definition of the company's goals for the year is given: the formation of the current personnel policy, the formulation of requirements, the definition of control and what types it is divided into.

The second chapter explores general characteristics enterprises, personnel management technologies applied in the organization to subordinates in Roza Vetrov LLC. The motivation of work at the enterprise is affected.

The third chapter describes the development to improve modern personnel management technologies. The assessment of the personnel management system, the system of work with personnel, the development of measures in Roza Vetrov LLC are disclosed.

The conclusion contains the main conclusions on the work done.

1. THEORETICAL FOUNDATIONS OF PERSONNEL MANAGEMENT AND ORGANIZATIONTO HERBY APPLYING MODERN MANAGEMENT TECHNOLOGIES

1.1 The concept, functions and concept of personnel management

management personnel modern technology

At present, improving the efficiency of the business as a whole is directly related to the opportunities for improving the work of the staff. This is largely due to the intended purpose of the service sector: serving people, satisfying their needs and taking into account interests.

An important feature of construction, which distinguishes it, primarily from industrial goods, is the wide participation of people in manufacturing process. Employees of the organization who receive goods provide services that, through their intermediation, become part of the product.

Resource management is one of the most important areas in the activities of construction organizations and is considered the main criterion for economic success. It creates a favorable environment in which labor potential is realized, abilities develop, people get satisfaction from the work performed and public recognition of their achievements. Therefore, in the field of personnel management, the emphasis is gradually shifting from technocratic approaches, which are strictly regulated by the content of the labor process, to a systematic approach, which is based on the long-term development of the labor potential of employees.

Personnel or personnel (from lat. personalis) is the main staff of the organization's employees performing various production and economic functions. The composition of the personnel of any organization is heterogeneous, as people differ in natural and acquired characteristics. The groups of employees allocated on their basis form the structure of the organization's personnel, or, in other words, its social structure, which can be statistical and analytical. The statistical structure of personnel reflects its distribution by categories and groups of positions.

The analytical structure is determined based on special studies and calculations and is subdivided into general and particular. In the context of the general structure, personnel is considered according to such criteria as work experience, education, profession; private same structure reflects the ratio of individual categories of workers.

Personnel management is a complex, purposeful impact on the team in order to provide optimal conditions for the creative, proactive, conscious work of its individual employees, aimed at achieving the goals of the enterprise.

The concept of personnel management is a system of theoretical and methodological views on understanding and defining the content, goals, objectives, criteria, principles and methods of personnel management, as well as the mechanism for its implementation in the specific conditions of the organization's functioning (Fig. 1.1)

Fig.1.1 The concept of personnel management

The methodology of personnel management considers the personnel of the organization as an object of management, the formation of the behavior of individuals to meet its goals and objectives of the organization. The personnel management system helps to determine the goals, functions of the organizational structure of personnel management, vertical and horizontal relationships between managers and specialists in the process of substantiating, developing, adopting and implementing management decisions.

The technology of personnel management involves the organization of recruitment, selection, admission of personnel, its business assessment, career guidance and adaptation, training, management of its business career and professional promotion, motivation and organization of work, conflict and stress management, ensuring social development organization, release of personnel, etc. The personnel management system consists of two subsystems: tactical and strategic. The strategic subsystem is focused on the development of a promising personnel policy. Personnel policy has both a broad and a narrow interpretation. In a broad sense, personnel policy is a general direction personnel work, a set of principles, methods, forms, organizational mechanism on the development of goals and objectives of personnel management, which lead to human resources in line with the company's strategy. In a narrow sense, it is a set of specific rules, regulations and restrictions on the relationship between people and an organization.

Personnel planning is a directed activity for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining general and additional needs, and monitoring its use.

Essence personnel planning is to provide people with jobs at the right time and in required quantity according to their abilities, inclinations and requirements of production.

Personnel policy is formed by personnel services. To date, due to the weakening of the centralized construction management system, construction companies have begun to face fundamentally new tasks related to the management of construction resources, which require completely different skills and abilities, therefore new profession- personnel manager, i.e. personnel manager. Human resources managers are independent group professional managers, the main objective which - increasing the production, creative output and activity of the personnel, the development and implementation of a program for the development of the organization's personnel.

According to their functions, level of training, technical equipment it is not enough for the HR departments tools, as it was before, only to issue orders for the enrollment of employees selected by a higher manager and store personnel information. The challenge is to gradually transform HR departments into centers for the development and implementation of labor organization strategies. This means that they must assist in business development by hiring highly qualified employees, planning their careers, assessing production activities and improving wages, that is, creating conditions for the full disclosure of the potential of staff. Based on these tasks, the functions of the personnel department of the company are determined, the main ones are as follows:

1. formation of personnel of the organization (planning, selection and hiring, release, analysis of turnover, etc.);

2. employee development (training and Professional Development employees, attestation and evaluation of personnel, organization of promotion);

3. improvement of the organization of labor and its stimulation, the creation of safe working conditions.

In a small organization (up to 50 people), its head may be a personnel officer himself. He personally carries out all the functions of personnel management. Doing personnel office work entrusted to the secretary or accounting department. If the company grows, then the manager feels more and more acutely that there is not enough time for work, so there is a need for a personnel manager.

1.2 Features of personnel management technology in the enterprise

The success of a firm is increasingly dependent on the quality of the human resources it has at its disposal. The main market moments that determine the features of personnel management in modern organization, are as follows:

The price of mistakes in work with personnel has increased. In market conditions, a company that does not have strong personnel may not be able to withstand competition;

The tasks of work on personnel management have become more complicated. The need to do business in a highly competitive environment forces companies to increase the requirements for employees. Finding workers who meet these requirements is becoming increasingly difficult. It is even more difficult to retain employees and make sure that they develop professionally;

The independence of companies in working with personnel has increased, there is less administrative pressure, there are no ministries and unified regulations that unified the work with personnel at completely different enterprises. How personnel work will be conducted now largely depends on the company itself, on the initiative and competence of its management;

A new concept has appeared - the commercialization of work with personnel. Previously, apart from the costs of maintaining employees of the personnel department, there were no other means for working with personnel at enterprises. Even the advanced training of employees was paid not by the enterprises themselves, but from the centralized budget. Human resources departments did not influence the cost of remuneration of employees of the enterprise. In modern, successful companies, HR departments have their own budget. On average, it can be about 10% of the payroll of the company's personnel. The task of the personnel service is to optimally manage this budget, to spend money efficiently. If employees very rarely leave the company, then they are paid too much, there is a cost overrun on wages, and profits are reduced. If employees leave frequently and there is significant turnover, performance will deteriorate and the company will incur additional replacement costs. The personnel service must be well versed in the labor market and know what the current market price of a particular specialist is and how to stimulate the interest of staff in improving work efficiency.

However, undoubtedly, the main tasks of personnel work are the search and attraction of a high-quality human resource, and the creation of conditions for the full disclosure of its potential. Before you start the recruitment process, you need to determine the needs construction company in frames. This process is called staffing planning. Planning the need for lower-level employees is based on data on available jobs, as well as on their number and structure in the future, taking into account the development of production and the implementation of a plan of organizational and technical measures, the number of specialists and managers - based on the current management structure and work on it improvement, staffing, plans to replace vacant positions.

The headcount plan should be linked to the marketing, financial and investment plan and others. Since the starting point in planning various indicators is not a production plan, but a sales forecast, the planning itself becomes probabilistic in nature and its result is a forecast of certain indicators.

Under the influence of a number of external and internal factors over time, the needs of the enterprise in employees change. In general, the company's need for workforce determined by the demand for its services and the level of labor productivity. Many construction firms have already occupied a certain market share, and it is increasingly difficult for them to increase sales volumes. It is possible to increase the profitability of an enterprise in only two ways: either by increasing sales volumes or by reducing costs, and a large share of the company's expenses in the service sector is wage employees. Therefore, many managers are trying to save on this item of expenditure. In this regard, there is a need for an accurate assessment of the need for personnel.

The quantitative need for personnel allows you to determine the number of employees necessary to solve the problems of the company. A qualitative need is, first of all, planning the professional composition of employees, determining the qualifications that each of them must possess.

In accordance with the first approach, personnel planning begins with the calculation of the number for each professional group, and on the basis of this, by summing up, it is determined total strength workers.

1.3 Determination of the company's goals for the year and strategies for achieving them, the formation of a current personnel policy

IN general view There are three recruitment goals:

1) expansion of the company's presence in existing areas. If a construction company plans to reach a significant sales volume in a year, it is necessary to assess the pace at which it will increase and plan to attract new specialists.

Exit to new market, new direction. Strong specialists are needed: firstly, those with experience in developing new areas, having an idea of ​​possible non-standard situations and ways to solve them, secondly, qualified sales managers with good presentation skills, the ability to persuade and a high level of customer service. In this case, it is possible to combine internal rotation and attraction of new specialists, maintaining the company's position at the achieved level. There is a natural turnover of personnel.

2) Determination of the qualitative need for personnel. In order to obtain a qualitative composition of the staff, you can use the business process matrix.

The business process matrix is ​​a table that is compiled separately for each business process (work). Vertically, it indicates the actions in the business chain, horizontally - the positions of employees. At the intersection of rows and columns, it is indicated which function the given position provides for in relation to this function.

3) Determining the quantitative need for personnel. After identifying all the necessary functions, it is important to understand how many people are able to cope with the tasks. To this end, work standards are being developed. For many industries, especially in industry, there are production standards, but for many areas, in particular for construction, there are no such standards. The only way in such a situation is to develop standards on your own, using a photo of the working hours of employees in those areas that need to be optimized. It is possible to carry out both self-photography, when the employee himself records all the tasks he performs and the time spent on this, and observation from the outside.

Used to account for labor costs. next form(Fig. 1.2)

Number (No.)

Operation performed

Operation start time

Operation end time

Operation duration

Operation code

Figure 1.2 Work Time Form

Note

The first four items are filled in during the observation process, the rest - during the analysis. Using the code allows you to group operations. Grouping is carried out depending on the specifics of the position.

Knowing performance standards various works and corresponding targets, it is possible to determine how many people are needed to achieve the goals of the organization.

However, determining the need for key workers using this method is not always possible, since in the service sector the condition for the continuity of the production process is often not ensured, so the total number of employees using this method is calculated with some error. When calculating in this case, it is necessary to use the coefficient of performance of the production rate, which ensures that the uniform distribution of the volume of production of services during the reporting period is taken into account and is extrapolated to the planning period.

This technology of personnel planning is quite laborious, especially at the stage of describing business processes and developing standards. Therefore, at the first stage, it is possible to compile business process matrices and standards only for certain types works. In addition, most construction companies adhere to the principle of a "closed personnel policy" - attracting additional staff for the season, and not increasing the staff of permanent employees. Therefore, in management theory and practice, when determining the need for personnel, a number of the following methods are used.

Using the econometric method, the need for labor is determined on the basis of the expected level of final demand for some year in the future.

The trend design method or the extrapolation method involves the transfer of past trends to changes in the size of the total labor force and its structure for the forecast period.

The beauty of the method lies in its simplicity. The main disadvantage is the inability to take into account changes in the development of the organization and the external environment. Therefore, this method is suitable for short-term planning in organizations with a stable organizational structure operating in a stable environment. external environment, which is very rare in domestic construction. In this regard, many firms use the method of adjusted extrapolation. It takes into account changes in the ratio of factors that determine the number of employees, growth in labor productivity, a decrease in staff turnover, an increase in the occupancy of accommodation facilities, etc.

Method expert assessments based on the opinion of the heads of departments regarding the need for personnel. The HR manager collects, analyzes and summarizes their assessments. For this, group discussions, written reports, the Delphi method (multiple peer review) can be used. The essence of the latter method is that the results of the initial expert assessment of the need for personnel are brought to the attention of all members of the expert group and are subjected to critical analysis. The generalized result of the second expert assessment is the forecast of the need for personnel. The advantage of the method of expert assessments is the participation of line managers in personnel management planning. The disadvantage is the laboriousness of the process of collecting and processing expert opinions, as well as the subjectivity of the latter.

After determining the need for personnel, it is the turn of its direct selection. The essence of this process is to attract more or less suitable qualified workers, taking into account the requirements for a candidate for an existing vacancy, for their subsequent assessment and hiring.

In general, when selecting personnel, it is customary to be guided by a number of principles:

1. focus on the strong, not on weak sides person;

2. search for not ideal, but the most suitable candidates for this position;

3. ensuring compliance with the requirements of the content of the work, the individual qualities of the applicant.

In the recruitment procedure, external and internal labor markets are used, that is, either their own employees or people from outside are involved. Employees of their organization represent the internal market, and those attracted from outside represent the external market (Fig. 1.3).

Figure 1.3 Internal and foreign markets work force

In general, the personnel management system involves two main aspects: the search for strong employees outside the company and the development of personnel within the company. For each company, the choice of an external or internal market will depend on the possibilities and limitations of the external and internal environment of the organization, the situation on the construction market, the labor market, and also depending on the company's goals that determine the goals of recruiting new personnel.

1.4 Formulation of requirements for the employee

Based on the goals of the organization, corporate culture and the market situation, requirements for candidates are formed according to the following parameters:

1. knowledge;

2. skills and abilities;

3. business and personal qualities.

The choice of methods for collecting information. At this stage, sources for collecting information about applicants are selected, which will be used to evaluate them according to the criteria of interest. It is desirable that information on each of the criteria can be confirmed by two or three sources.

The means of selection and evaluation of applicants for vacant positions are most often divided into personal and technical.

In the group of personal means of assessing personnel, the greatest difficulty is conducting an interview. In Group technical means Evaluation of personnel gives the best effect to the so-called evaluation centers, that is, the evaluation of personnel takes place in specially organized institutions. Evaluation centers perform two main tasks: they identify the managerial abilities of the examinees and establish for each of them an individual training program designed to increase the level organizational culture and development of identified abilities.

Since the choice of valuation method is largely economic task, distinguish a group of fairly effective and economical basic methods that are used in most cases and provide a solution to the problems of the correct selection of candidates, and additional methods that are used in individual cases and if there are conditions for this. The main methods include: resume, letter of application, preliminary telephone interview, questionnaire analysis, main interview, review reviews. Additional methods include testing abilities, psychological testing, testing knowledge and skills, performing test tasks, etc. However, each company decides for itself which methods to use when selecting a particular candidate.

Selection of the source of attracting candidates. Placement of information about the vacancy. The most common search methods are:

1) Job advertisements in print media mass media, appeals to recruitment agencies, information from acquaintances, the Internet are used much more often than others. The choice of search method depends on many factors:

2) The nature of the vacancy itself and the requirements for the candidate;

3) Features of the behavior of potential candidates; financial opportunities and costs of working time; technical capabilities and the degree of confidentiality with which the search is carried out.

Collection and analysis of information about applicants. According to the applications received, it is necessary to evaluate the applicants, that is, to determine which candidate is best suited for this position. The management of the organization should always remember that it is responsible for correct selection people who could implement the company's strategy, as well as ensuring that employees feel good at work and it would correspond to their abilities and capabilities.

Resume analysis. The first acquaintance with the candidate occurs through a resume. It serves as the basis for deciding whether to invite the applicant for an interview. The resume provides information about the candidate's professional level (work experience and education) and allows you to theoretically determine whether this person will be able to perform the work at the level required by the company.

Interview (questionnaire, questions, testing). The essence of this stage: to collect maximum information about the candidate; confirm or refute the hypotheses that arose at the preliminary stages; analyze and evaluate the experience and personal qualities of the candidate. Main tools: questionnaire, questions to the candidate, block of tests.

Group work. This stage allows you to see how "live" candidates work with clients. Group work is the performance by candidates (8-10 people) of individual and group tasks for 3-4 hours, which are then discussed and evaluated by an expert group. The HR manager, immediate supervisors of potential candidates, etc. act as experts. The optimal quantitative composition of the expert group is 3-5 people.

Evaluated qualities: communication skills, stress resistance, sales skills (contact with the client, identifying needs, presentation, working with client objections, ability to convince), client-oriented, result-oriented, ability to resolve conflict situations, ability to convince, ability to work in a team, etc. .

If the candidate is eligible for vacant position, but there is any doubt about him, you can give him a trial period. The trial period is last exam for the candidate. It shows not only professional suitability candidate, but also the validity of the conclusions, conclusions made by the personnel manager, the validity of the forces and resources spent on the selection.

According to the Labor Code of the Russian Federation, by agreement of the parties at the conclusion employment contract(contract) a probationary period of up to three months, and in some cases, in agreement with the trade union - up to six (contract form) can be established.

The procedure for evaluating the results of passing probationary period must be clearly defined and communicated to the candidate. If the latter did not cope with his duties, then he is fired.

The conclusion of an employment agreement - an agreement (contract) crowns the process of personnel selection. It must be remembered that "an employee is someone who has entered into an employment contract with you, and not someone who simply provides services to you."

After enrollment in the position, the employee begins to be engaged, that is, he is sent to vacancy in accordance with the needs of the organization and the interests of himself. There, the immediate supervisor carries out his induction, which is a set of procedures aimed at accelerating the development of work by the newcomer, shortening the period of adaptation in the team, and helping to establish contacts with others. To do this, beginners are introduced to production cycles and different divisions, tell about the history of the company, provide video materials about the company and guides, about the internal regulations.

Then the process of adaptation of the new employee begins, that is, his adaptation to the content and working conditions, the social environment. There are three types of adaptation: professional, psychophysiological and socio-psychological.

Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques, due to the technique and technology of activity, methods of making decisions to start in standard situations. Professional adaptation begins with the fact that after finding out the experience, knowledge and character of a beginner, they determine the most appropriate form of training for him, for example, they send him to courses or attach a mentor. Since the courses are most often out of touch with life, and the stock of theoretical knowledge is obtained in educational institution, the second option is more preferable. It helps to enter the work immediately in the process of its implementation, assisting more experienced colleagues, understanding them and their own actions.

Psychophysiological adaptation to working conditions, work and rest regimes, etc., does not present any particular difficulties and to a greater extent depends on a person's health, his natural reactions, and the characteristics of these conditions themselves.

Social and psychological adaptation to the team, on the contrary, can be associated with considerable difficulties and is especially difficult for leaders. First of all, there may be a discrepancy between them and their new subordinates in terms of level.

After a certain time, an analysis of the employee's compliance with the position held is necessary - certification.

The direct objects of certification are:

the results of the work of the employee;

attitude towards the performance of their duties;

· creative potential.

Personnel assessment - establishing the compliance of the business and personal qualities of an employee with the requirements of a position or workplace. Evaluation of an employee in an organization serves three main purposes:

1. administrative - promotion, demotion, transfer, termination of the employment contract. In this case, the assessment of the employee is carried out to make administrative decisions;

2. informational - as a result of this assessment, it becomes possible to inform employees about the relative level of their work. As a result, the employee learns the strengths and weaknesses of his labor activity;

3. motivational - the result of the assessment is an important means of motivating people's behavior. By identifying strong employees, they can be encouraged.

In practice, there are two main approaches to certification. In accordance with one of its meaning is to control the activities of the employee and its evaluation, resulting in promotion, promotion. Another approach focuses on finding ways to improve the work and self-realization of the employee.

Certification should be carried out regularly, at least once every three, maximum every five years. The procedure adopted in our country provides for certification in three stages:

1. Preparatory stage:

Drawing up lists of certified

Definition of rules and criteria

Validation Schedule Approval

Formation of an attestation commission

Preparation of documents

2. Stage of certification

Studying documents

Hearing attested

Discussion

Decision-making

3. Final stage

Implementation of job relocations

reward or punishment

The formal result of the assessment is either the assignment of qualifications, or the recognition of the employee as appropriate or inappropriate for his position with certain recommendations for the future on his retention in it, promotion, reduction, dismissal.

Any construction company open system, so its staff is in constant motion. This movement of personnel in the firm should be considered in two aspects. The first aspect is expressed by the concept of staff turnover, and the second is the development of personnel, or career management.

A business career is understood as the promotion of an employee up the steps of the career ladder or a consistent change of occupation within a separate organization, and throughout life as a whole.

A career can be vertical, that is, rising to a higher level of the structural hierarchy (promotion, which is accompanied by higher powers and remuneration), and horizontal, which involves either moving to another functional area of ​​​​activity, or performing a certain service role at the level, not having a rigid formal fixation in organizational structure construction organization, or expansion or complication of tasks at the previous level of the hierarchy. In most cases, the promotion of an employee is carried out by alternating vertical with horizontal. Such a career is called stepwise.

The movement of individuals from one job to another in order to reduce the monotony of work and increase motivation and performance, as well as increase reliability and coherence labor activity within and between departments is called personnel rotation.

Business career management is a set of activities carried out personnel service enterprise, for planning, organizing, motivating and controlling the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as the goals, capabilities and socio-economic conditions of the entire enterprise.

The basis of a career often becomes a career chart - a document drawn up for 5-10 years, which contains, on the one hand, the obligations of the administration for the horizontal and vertical movement of the employee, and on the other hand, the obligations of the latter to do everything necessary for this (to improve the level of education, qualifications, professional skill).

Main stages business career employee can be presented in the form of a table. 1.4.

Stage name
Preparatory	18 - 22 years old	Obtaining professional education
Adaptive		Mastering a profession, finding a place
Stabilization		The acquisition of professionalism, the final division into managers and performers
Consolidation		Improvement of professionalism, development of new areas of activity
		Transfer of knowledge and experience to youth

Table 1.4 Stages of a business career

Changing jobs is a difficult and painful process, both for the employee and for the company. The company, due to its desire for the highest labor productivity, is interested in a stable team and is doing everything to limit the number of layoffs.

Staff turnover - the departure of employees from the enterprise, as own initiative and at the initiative of the administration. In addition, there is a demographic movement of personnel - the movement of workers due to age-related changes, according to production needs (intra-company movement), etc.

According to the degree of manageability, there are three groups of factors that cause the movement of personnel:

factors that arise at the enterprise itself (production) - the amount of wages, working conditions, the level of automation of production, the prospect of professional growth, etc.;

personal factors - the age of employees, their level of education, work experience, etc.;

factors external to the enterprise, the economic situation in the region, family circumstances, the emergence of new enterprises, etc.

The level of staff turnover (TC) is estimated by the ratio of the number of employees who left the enterprise for own will or at the initiative of the administration (RTK), to the average number of employees (Rcc).

TK = RTK / RCC.

The ratio of the total number of employees who left (Ru) or entered (Rp) at the enterprise with the average number represents, respectively, the turnover of personnel by departure (Kv) and admission (Kp):

kv = ru / rss;

Kp \u003d Rp / Rss;

The prevention of real layoffs of workers should be based not only on an analysis of the motives for layoffs that have already taken place, but also on data on the motivation of potential turnover - the readiness of workers to change jobs. This approach is consistent with the principles of advanced control. Only knowing the factors of an employee's readiness to leave the enterprise, it is possible to determine what caused his dissatisfaction with the place of work and how to reduce the degree of this dissatisfaction, thereby preventing dismissal.

An important element of the tactical personnel management system, directly related to its professional adaptation, is personnel training. The shortage of qualified personnel continues to be an acute problem for construction companies, especially in connection with the fact that in order to obtain a license, the staff of a construction company must consist of 30% of employees with higher, secondary specialized or additional education in the field of construction. However, the heads of tourism companies state that the program of specialized universities in most cases is far from the real needs of the market, young professionals are often not ready to official duties. Based on this, many tourist enterprises are forced to train personnel on their own, especially since the costs associated with this are primarily investments in the development of the company, a guarantee of its stability, and the pedagogical aspect becomes an important element of corporate culture.

One of the most common forms of on-site employee training is seminars, where managers receive all the information they need to work. Often they are conducted by mid-level specialists who share their experience and give their recommendations to “newcomers”.

Thematic seminars are often used by operators to inform the managers of agency companies. As a rule, they are informative in nature and consist of a series of 1-2-hour lectures on certain topics, to which experts in specific areas are invited. Usually seminars are held before each season.

Currently, special training programs are widely used, which are actively offered by consulting centers. Business training is a short refresher course (1-4 days). The duration of one school day is usually 8-10 hours. The optimal number of group members is 10-12 people. This allows, on the one hand, everyone to demonstrate the performance of the task to the teacher, and on the other hand, to exchange experiences, learn from each other.

During the training, the following tasks are solved:

At the corporate level, classes allow you to form a mobile and friendly team that can achieve high results, choose effective decision-making tactics when interacting, identify and flexibly change the overall structure of the group, social roles acquire effective communication skills and feedback;

At the personal level, conditions are created for revealing the potential of an employee and, as a result, increasing the overall creative potential of the team, developing the ability to take responsibility for the group result and accept the company's goals as one's own, listen and hear the ideas of others, accept and promote on an equal basis with one's own;

On an emotional level, trainings relieve accumulated tension, give a charge positive emotions, a feeling of inner freedom and lightness, create a favorable psychological climate in the team.

Semantic trainings can be divided into six groups.

Self-organization. This group of trainings is aimed at developing abilities that improve the performance of a specialist. As part of these trainings, people are taught to manage their time effectively, identify priorities correctly, easily make independent decisions, be creative and active in their work, be responsible for the process and result of work.

Teamwork. The main purpose of this group is the need to teach people to coordinate their actions with the activities of colleagues. Participants of such trainings are taught the principles of team building, effective team interaction, positive perception of leadership, development of communication skills.

Organization of personnel work. These trainings are intended primarily for management team construction organizations. Managers are taught lessons in effective motivation of subordinates, delegation of authority, teaching technologies of leadership and control, conflict management.

Work with external organizations. They are aimed at developing the ability of company personnel to interact with external agents, business partners, the media, and government agencies. These can be trainings to develop effective sales skills, improve communication skills, work at exhibitions, teach the art of presentations, negotiations and business correspondence.

Customer orientation. The main goal of this group of trainings is to create a friendly climate for the client in the construction organization. These can be the following trainings: the formation of the correct psychological attitude towards the client, telephone etiquette, the ability to communicate with the client, the art of resolving a conflict situation between an employee and a client.

Professional skills. Aimed at the personnel of certain departments of organizations, improvement of work, in their specific area of ​​activity based on the experience of specialists and, possibly, the experience of other departments or organizations similar in profile.

The main part of the training is an analysis of theoretical material, which is fixed role playing or individual exercises. At the end of the training, testing is carried out, which allows you to check how well people have learned the information. During the trainings, issues of interpersonal relations in a particular team can be worked out, psychological recommendations are provided for optimizing the work of employees.

Up to this point, it was essentially about basic training. If we take into account that basic knowledge tends to become obsolete, then there is a need for targeted training, which is based on advanced training and, accordingly, professional development of personnel.

The professional development of personnel should be understood as a set of measures aimed at improving the quality of knowledge, skills of employees and their desire to work effectively. It's about about permanent educational work in order to expand and deepen the qualifications of personnel.

The practice of construction management shows that maintaining the knowledge of personnel at a high level is considered as one of the most important elements effective work firms.

The need for professional development of personnel is related to:

1. with the improvement of construction business technologies;

2. change market relations and the resulting need for innovation;

3. changes in the system personal values enterprise employees.

Formally, professional development is broader than vocational training and often includes the latter. However, in real life, the difference between them may be purely arbitrary and not so important, since both professional development and training serve the same goal - preparing the company's personnel for the successful solution of the tasks facing it. The consequence of this procedure for the employee is career growth.

In general, it should be recognized that the vast majority of service enterprises lack a holistic concept for working with personnel and a system of practical measures for its implementation. The personnel department often has a low administrative and organizational status and does not fulfill a number of personnel policy tasks. Quite often, the following personnel problems remain beyond the attention of managers:

1. motivational and socio-psychological diagnostics of employees;

2. analysis and regulation of group and personal relationships;

3. management of industrial, social conflicts and stress of employees;

4. evaluation and selection of candidates for vacant positions;

5. personnel marketing, business career planning and control.

Meanwhile, in the practice of the service enterprise, all these personnel problems are very important. Personnel, closely colliding with consumers and serving them, personally demonstrates the level of efficiency of the company.

1.5 Definition of control. Types of control

Management should be considered as a continuous process of purposeful actions, because the goals are not always achieved in the intended form, people do not always or not follow orders, change environment leads to a change in internal variables.

Determination of the degree of achievement of the goal is carried out with the help of control, which is the process of establishing deviations from the envisaged values ​​and actions of people in economic activity. Through control, the organization has the ability to eliminate obstacles to the implementation of planned assignments Therefore, control can be defined as the process by which an organization achieves its objectives. Control is one of the functions of management. As a function, control is twofold. On the one hand, it is an element of each management function (organization, regulation, coordination, planning, accounting, analysis), and on the other hand, it is an independent management function.

Through the control function, problems are identified, which allows you to adjust the organization's activities to prevent a crisis situation. Control allows you to fix errors, conscious and unconscious violations and correct them before they occur on the way to achieving the goal. At the same time, control makes it possible to determine which activities on the way to achieving the goal were most effective.

Having a wide range of impact on the organization, control should not be limited only to the scope of the activities of control bodies. He is a leader of any rank. In a closed cycle of management activities, control interacts with other functions. A particularly close interaction exists between control, accounting and business analysis. Accounting is information base control, and analysis - the method of its implementation. Control has its own objects, subjects, goals and objectives.

The objects of control are enterprises and organizations. Within organizations, the processes occurring in them or individual elements of the system are subject to control.

The subject of control is the controlling link. The control is carried out as government bodies both departmental and private.

Control helps to strengthen discipline and respect for the rule of law. Thanks to him, the unity of decisions and their implementation, the achievement of the tasks set are ensured, as well as errors and shortcomings are prevented.

The control carried out before the actual start of work is called preliminary. It provides for the prevention of violations established rules conducting work. In addition, preliminary control precedes a business transaction and is aimed at preventing violations of the law, inappropriate, inefficient use of funds and making unreasonable decisions. When planning, budgeting, concluding contracts, this type of control has the highest efficiency. Thanks to him, disproportions in financing are eliminated.

The control carried out at the stage of the economic process is called current control. Its object is subordinate employees, and it is carried out by superiors. The tasks of current control are the prompt detection and timely suppression of violations and deviations that arise in the process of performing business operations and production tasks.

Current control is carried out on the basis of feedback. Material, financial and human resources constitute the "input" of the feedback system, and finished products, services - "exit". The role of the regulator of the system is played by the head-manager, who exercises control. During the final control, information is generated for accounting if similar work is repeated in the future. It is used to motivate work.

According to the specified parameters, control also makes it possible to respond in a timely manner to changing internal and external factors.

The final, or follow-up, control is carried out after the work is done. The actual results obtained are compared with those envisaged. The goals of this type of control are to establish the correctness, legality and economic feasibility of the work performed and business operations, to reveal shortcomings and omissions in the work.

Accounting and control of the results of work of employees.

Effective personnel management is aimed at improving the qualitative and quantitative level of work performed by a manager or specialist. Personnel accounting and control of the results of the work of employees is carried out in two main areas.

Personnel cost accounting.

Analysis of indicators characterizing the use of human resources (control of labor results).

In order to analyze the cost of an enterprise's labor costs, it is first necessary to determine what relates to these costs:

Direct salary and salaries (including bonuses).

Pay for hours not worked (holidays, holidays, severance pay).

Payment for food, drink, etc.

The cost of the employee's housing.

Social security costs.

The cost of vocational training.

The cost of improving working conditions.

The cost of cultural and community services, etc.

Indicators characterizing the cost of the enterprise's labor costs:

The cost of a unit of labor per labor force (St.), rub.

Cost of enterprise labor costs (Zrs)/ATV

Positive dynamics - decrease in the value of the indicator

The volume of production per 1 rub. labor costs (?v1p)

The volume of sales of products in the analyzed period (Or) / Zrs

Positive dynamics - an increase in the value of the indicator

The average annual output of one employee in the analyzed period (Fri) / St

Specific cost intensity of products (UR) Зрс/Ор

This indicator is the reverse of the indicator of the volume of production per 1 ruble. costs and characterizes the labor costs (rubles) required to obtain 1 rub. products.

Dynamics of the indicator of production volume per 1 rub. labor costs allows you to control the change in the efficiency of these costs: the growth of output per unit of costs indicates their feasibility. When cost returns decrease, a root cause analysis is needed to ascertain the influence of both external and internal factors.

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