Technology of personnel management article. Modern technologies of personnel management at the enterprise

Modern technologies of personnel management.

Introduction.

Personnel management is a vitally conditioned strategic function, which during the 20th century formed into an independent structure in the course of the evolution of various forms of management.

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

Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. However, despite the colossal importance of the correct selection of personnel for each specific enterprise, management often faces a choice, on the one hand, to accept an experienced and qualified worker, and on the other hand, according to family ties.

Thus, in modern conditions many managers underestimate the importance and integrity of decisions related to the selection and placement of personnel, giving preference to narrowly personal interests.

The importance of improving the technology of the management process to improve the efficiency of the administrative apparatus.

The effectiveness of the management apparatus is significantly increased when the management of the company takes care of people; as a result, their vitality and psychological climate in the team increase. Effective personnel management should help the company through its provision of competent and interested in the results of their work employees. Hence, the human factor must be constantly taken into account both in the tactical (short-term) and long-term strategies of the company. In a market economy, survival is a very important task for any economic and commercial firm(enterprises, organizations). Personnel management is an activity designed to serve as an important guarantee that the enterprise will work efficiently. One of the problems of top management in the field of strategic planning, planning that concerns people, is that all resources can be estimated in monetary terms, and human resources "are not translated into money." The task is to combine the assessment of the financial, material and human resources of the company, which is solved either by the personnel management department or by individual managers (in smaller firms). Goals of personnel management:

1) providing the organization with well-trained and interested (motivational) employees;

2) communicating to each employee the intentions (plans) of the personnel management department;

3) active use of qualifications, practical experience, skill and efficiency of employees.

The goals of personnel management can be achieved if you rely on each employee, while painstaking work must be carried out with each employee.

Elements of the management process and its technology

The constituent elements of the management process are an appointed (self-selected) group of specialists, the purpose of which is to increase the production, creative output and activity of the personnel, the development and implementation of a program for the development of the organization's personnel. The organization develops a strategy for managing human resources: the prospective guidelines for the use of personnel, its renewal and improvement, and the development of motivation are determined.

World experience in the use of modern personnel technologies

Practical management acts as a product of the natural-historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.

The laws of governance are the same, but each country implements them in a specific way, based on the mentality of the people, within the framework of established traditions, in line with the national culture and psychology of people. As a result, there are many shades of management, but the main factor is ideology - the main ideas and fundamental positions, goals and value orientations that determine the course and outcome of the control.

The philosophy of personnel management is an integral part of the philosophy of the organization, its backbone. The philosophy of the organization should be understood as a set of intra-organizational principles, moral and administrative norms and rules for the relationship of personnel, a system of values ​​and beliefs perceived by all personnel and subordinate to the global goal of the organization. At the heart of the philosophy of the organization is the philosophy of personnel management.

Table 1

Characteristics of the varieties of philosophy of personnel management

Competition	Hardly ever	strong	Hardly ever
Guarantees for the worker	High (lifetime hire)	Low	Medium between high and low
Making decisions	Down up	Top down	Top down
Delegation of power	In rare cases	Common	Common
Relations with subordinates	Family	Formal	More often family
recruitment method	After finishing studies	By business qualities	By business qualities
Salary	Depending on experience	Depending on the results	mixed

According to Western experts, the personnel service at the present stage is the same professional work, as well as other services in production.

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

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

Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. But if we take into account that incorrectly set goals doom the company to failure regardless of the personnel, priority should be given to strategic management.

New control technologies personnel - outstaffing and outsourcing.

outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (organization or individual), who is a specialist in this field and has relevant experience, knowledge, and technical means. For example, in Russian Federation widespread today accounting outsourcing and outsourcing of IT services. With outsourcing, employees work on the staff of the executing company, and the provision of services to the customer company is only part of their function. Most often, the customer is not related either to the choice of those who will directly perform the work, or to the organization of their work. The recruitment agency offers the services of its employees to perform work in the company. The employee is on the staff of the agency and receives all the necessary payments from the agency in the manner prescribed by law. Outsourcing has been widespread lately, more and more companies are resorting to its services, especially since it is more or less regulated by law. This is especially true for companies with foreign capital, since outsourcing is a typical phenomenon in the West.

Companies resort to outstaffing service different areas activities: manufacturing, services, banks. Often outstaffing is used by wholesalers and retailers. trading companies. The choice of this service is determined by the goals that the company wants to solve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has “entered” virtually every company, especially if this company is a trading and manufacturing company. In order not to “inflate” the state, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is implemented, which is an integral part of outstaffing. Outstaffing is convenient if you need to save on your personnel service or “unload” it with large amounts of work. Some companies use this service to attract a high-class specialist who claims a large "white" salary, for example, a good specialist for work with corporate clients. A large salary against the background of official small salaries of employees of an enterprise that conducts double-entry bookkeeping arouses legitimate suspicions of tax officials. Outstaffing was originally created as a personnel technology, which implies full compliance with local laws. A new highly paid specialist is enrolled in the staff of the provider, and sells to corporative clients goods or services of the actual employer. Many companies use outstaffing to reduce administrative risks and personnel costs.

To begin with, we will give a definition of the concept of "technology of personnel management".

Personnel management technology - a set of techniques, methods and methods of influencing personnel in the process of hiring, using, developing and releasing in order to obtain the best end results labor activity. The technology of personnel management is regulated by specially developed regulatory and methodological documents.

Thus, the technology of personnel management is understood as the whole set of actions of managers with personnel.

But in order to consider modern personnel management technologies, it is necessary to determine the place of personnel management in the system strategic development enterprises.

The competitiveness of a company is assessed in its ability to respond most quickly and flexibly to the growing level of consumer preferences. And this ability directly depends on the quality of labor resources. Consequently, the task of an effective personnel management system goes to the level of the strategic objectives of the organization and thus forms a “new approach” to understanding its value for the company.

Below, table 1 presents comparative characteristics"old" and "new" approach to human capital.

Table 1

Comparative characteristics of relations to human capital in the enterprise

old approach	New Approach
Employee costs are costs	Employee Expenses - Investments
HR is the cost center	HR service is a strategic partner in achieving business goals
The HR department itself comes up with indicators of its effectiveness, its activities are not transparent	Financial and other services of the organization are involved in the development of HR technologies and monitoring of indicators, the activities of the HR service are transparent
Shareholders have little interest in the state of affairs in HR	Shareholders are interested in the state of affairs in the HR sphere
Human capital is not considered in mergers and acquisitions	Human capital is calculated in mergers and acquisitions

Analyzing table 1, we can conclude that when assessing the efficiency of the use of labor resources, the company must evaluate not only the labor resource itself, but also the effectiveness of the management system for this resource.

Besides, in strategic management modern enterprises personnel management underlies the decomposition of targets.

For example, Figure 4 shows the main scheme for the decomposition of target installations by the system balanced scorecard, in which four main areas are distinguished: Finance, Clients, Processes and Personnel, which is at the base of this system.

Among the directions of development of modern technologies of personnel management at the enterprise, the following are distinguished:

1) information support of personnel management systems at enterprises;

2) optimization / improvement of personnel management systems.

Let's consider them in more detail.

The effectiveness of the functioning of the personnel management system largely depends on the information base. The latter is a collection of data on the state of the controlled system and its development trends with the help of quantitative characteristics of the processes occurring in the composition of workers, in their production and social environment. Actually, any managerial decision should be based on knowledge of the situation, influencing factors, their interrelations.

The need to collect, store, process, analyze a large amount of various personnel information, provide it to users (management entities - personnel department and managers) in a convenient form sets the task of creating an appropriate information system at the enterprise.

Modern automated personnel management systems are designed to optimize the work, first of all, of the management and personnel of the personnel departments of enterprises and play an important role in increasing their productivity. In particular, personnel managers with the help of such systems get rid of routine operations when working with personnel, preparing and accounting for orders.

Rice. 4.

Thus, the personnel management information system is designed to store and instantly obtain all the necessary information about employees. It also allows you to keep a time sheet for working, weekends, sick days and vacation days, calculate the salaries of employees, accrue bonuses, collect fines, generate various reports. Payroll is calculated based on the employee's salary data and information from the timesheet for the billing period. All data on calculated wages are transferred to the archive of the system, and reports are compiled on their basis. The unified personnel management system also includes support standard features personnel records management (hiring, dismissal, relocation, appointment of leave, etc.).

And these are just some of the functions of modern automated personnel management systems.

Consider the advantages of automated information systems for personnel management. Michael Armstrong in The Practice of Human Resource Management notes that such a system can:

1) enable the HR department to provide more assistance to line managers;

2) provide a channel for communication of various aspects of personnel policy and processes throughout the organization, thereby contributing to the development of an integrated and consistent approach to personnel management;

3) provide the necessary data for making strategic decisions in the field of personnel management, enabling employees related to this area to quickly receive and analyze information in order to test their ideas and plans. Helps to identify the benefits of HR strategies in terms that can be recognized from a business perspective, such as added value, rather than just cost reductions;

4) reduce the workload of the department human resources eliminating non-essential tasks while allowing the department to effectively contribute to management.

The full extent of these benefits can only be achieved if the needs for information about human resources are considered from a strategic, organizational, corporate point of view. If the system is used simply to automate certain aspects of personnel management, for example, only office work, attendance, performance evaluation, etc., it does not realize its potential.

To development information support personnel management services are subject to a number of organizational and methodological requirements:

1) rational integration of information processing with minimal duplication of information in the information base, reduction in the number of document forms;

2) the possibility of machine processing of information contained in paper documents and in electronic documents;

3) the necessary redundancy of information support, allowing users of different levels to receive information with varying degrees of detail.

An effective automated personnel management system must meet at least the following parameters:

1) meet the needs of the organization;

2) be easy to use;

3) flexible (that is, it must be compatible with various operating systems, there must be compatible coding systems, it must allow you to change its configuration within sufficient limits, be completed with the help of application programs necessary for the organization);

4) provide sufficient opportunities for the preparation of reports;

5) it must match price and quality;

6) there must be strong support from the supplier;

7) must be reliable.

HR modules of mySAP [SAP] Business Suite or Oracle E-Business Suite class systems are distinguished by greater functionality, the ability to implement “end-to-end” business processes, exclude, double data entry, etc. For big company it is important.

For the middle market, software solutions based on Microsoft Dynamics, developed by Robertson and Blooms Corporation - "RB HR & Payroll - Human Resources Management and Payroll" and Russian systems, for example "1C: Enterprise", "1C: Salary and personnel management", "BOSS-Kadrovik".

Optimization / improvement of the personnel management system.

Improving the personnel management system - strategies, technologies, methods, is aimed at establishing work with personnel in the company as a modern and efficient system, namely the system of work with personnel that corresponds to the development strategy of the organization as a whole and is built into common system company management. It is advisable to improve the methods and technologies of personnel management when restructuring the management system in the Company or its structure, as well as in order to increase the efficiency of certain business areas, improve the financial and performance indicators of the organization, centralize or decentralize management.

By what signs can it be determined that it is necessary to debug the personnel management system - strategy, structure, technologies and methods of working with the personnel of the enterprise:

1) the development of the organization has reached a level where personnel management should be carried out within a single system and based on an effective strategy for working with the organization's personnel;

2) the number of personnel is growing, but the results of the company's work are not improving;

3) employees are not interested in the quality of work, do not show initiative, do not accept the problems of the enterprise as their own;

4) the search and selection of personnel for the Company is carried out not on the basis of its development plans, but on the fact of the emergence of a "burning" vacancy;

5) adaptation of new employees is not carried out or is clearly insufficient - “newbies” make many mistakes or get up to speed for a long time;

6) the level of qualification of the personnel of the organization does not correspond to the level of tasks to be solved, and training is not carried out or is carried out in insufficient volume;

7) remuneration of personnel does not depend on the results of work, there is no mechanism for changing it and managing motivation at the enterprise;

8) the rules for raising and moving employees have developed spontaneously or are outdated.

In order to increase the return on the personnel resource of an organization, it is necessary, having determined the personnel management strategy and the principles of working with personnel, to optimize the personnel management structure, processes and functions of personnel management, fine-tune methods of working with personnel, set up a system of motivation and incentives for personnel, etc.

The technology of personnel management in an organization may be at a different stage of development, and, accordingly, optimization tasks may be different. Optimization of the personnel management system may affect the technology as a whole or follow the path of reorganization of individual subsystems:

1) documentation support personnel management;

2) analysis of needs in work with personnel;

3) evaluation of job requirements;

4) evaluation of professionally important qualities;

5) incentives and remuneration;

6) personnel planning;

7) selection and adaptation of personnel;

8) assessment of the level of qualification;

9) training and development of personnel;

10) assessment of the socio-psychological climate.

A typical project to improve the personnel management system includes three stages of work (Fig. 5):

1) diagnostics - assessment of the current state of the personnel management system (diagnostics of the current practice of personnel management);

2) design - modeling the target state of the personnel management system, including all its elements;

3) optimization of the existing practice of personnel management in accordance with the target state (implementation and support of the change process).

control

Rice. 5. Stages of improving the personnel management system

At the stage of preliminary diagnosis current state of the personnel management system, the real status of the personnel management system in the company's management system is determined, as well as problem areas, in relation to which, first of all, reorganization measures should be taken.

The stage of reorganization of personnel management subsystems includes the following types of work:

1) determination of typical parameters and criteria for the effectiveness of the functioning of each subsystem of personnel management;

2) designing business processes for personnel management in the “as it should be” format;

3) development of documents regulating the main business processes of the personnel management system;

4) development of terms of reference for the automation of the main subsystems of the personnel management system based on the 1C 8.0 platform. or based on ESCOM;

5) training of heads of departments and experts in the procedures of work in the areas of activity of the personnel management system;

6) drawing up a work schedule for the implementation of the developed procedures for personnel management and automation of the activities of the Unit responsible for working with personnel.

Work on the reorganization of various subsystems can be carried out both sequentially and in parallel.

During the third stage, activities are carried out to set up business processes for personnel management in the “as it should be” format, configuration is carried out and trial operation automated personnel management system.

In addition, within the framework of this work, it is advisable to carry out activities to improve the managerial skills of managers different levels, as well as specialists in the personnel management system. The training built into the process of diagnostics and optimization will allow you to consolidate the changes that will occur in the company, as well as transfer to the customer the technology necessary for successful implementation further transformations.

Thus, we can conclude that effective personnel management at the present stage of development is a key task in the system of strategic development of an enterprise.

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 personnel services (for example, technologies personnel records). 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 by special organizations (consulting agencies) by order 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, the Labor Code, departmental instructions and rules, local regulations. The essence of administrative methods is the unification of the employees of the organization, overcoming the subjective approach in assessing their actions and in making managerial 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 recording (fixing) 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 that record facts, and represent a special system for formally describing the activities of employees in an 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 factors external environment.

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 system personnel management organization 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 of the sectoral labor market; 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.

As sources, internal sources (the organization's personnel itself in case of its restructuring) and external sources (attraction of personnel from outside the organization) are distinguished.

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-party organizations (recruitment agencies, 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”.

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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 peculiarities of the 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 accounting and control of 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 the final 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, above all from industrial goods, is the wide participation of people in the production 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 long-term development. labor potential workers.

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 developing a promising personnel policy. Personnel policy has both a broad and a narrow interpretation. In a broad sense, personnel policy is a general direction of personnel work, a set of principles, methods, forms, organizational mechanism to develop goals and objectives of personnel management that bring 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.

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

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 the development of business through the recruitment of highly qualified employees, career planning, evaluation production activities and improving remuneration, that is, creating conditions for the full disclosure of the potential of the 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. development of employees (training and professional development of employees, certification and assessment 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. Personnel records management is 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 a 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 is in this moment the market price of a particular specialist 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 to improve it, staffing, plans to replace vacant positions.

The headcount plan should be linked to the sales plan, financial and investment plan, etc. Since the starting point in planning various indicators is not the production plan, but the 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 for employees change. In general, the company's need for labor resources is 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. Increasing the profitability of the enterprise is possible only in 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 the wages of 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.

According to the first approach personnel planning begins with the calculation of the number of employees for each occupational group, and on the basis of this, by summing up, the total number of employees is determined.

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 terms, there are three goals of recruitment:

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.

Entering a new market, a 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 get 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 yourself, using a photograph 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 draw up business process matrices and standards only for certain types of work. 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 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 subjects 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 the right selection of people who could implement the strategy of the company, as well as for 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 focus, result orientation, 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 the 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, the employee begins to engage, that is, he is sent to a vacant position 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 divorced from life, and the stock of theoretical knowledge is obtained in an 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 is an 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 a level that does not have a rigid formal fixation in the 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 effectiveness, as well as increase the reliability and coherence of work activities within and between departments, is called personnel rotation.

Business career management is a set of activities carried out by the personnel department of an enterprise to plan, organize, motivate and control 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 skills).

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 (TK) is estimated by the ratio of the number of employees who left the enterprise of their own free 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 of employees represents, respectively, the turnover of personnel on 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 due to 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 leaders 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 perform their 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 and feedback skills;

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. Leaders are taught lessons effective motivation subordinates, delegation of authority, teach 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. It could be skills training. effective sales, improving communication skills, working at exhibitions, teaching 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 reinforced by role-playing games 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 on continuous educational work in order to expand and deepen the qualifications of personnel.

The practice of construction management shows that maintaining the knowledge of the staff at a high level is considered as one of the most important elements of the effective operation of the company.

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 of personal values ​​of the employees of the enterprise.

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 worker is career.

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 viewed as a continuous process of purposeful actions, because goals are not always achieved in the intended form, people do not always or in the wrong way carry out instructions, a change in the 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 loop 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. Control is carried out by both state bodies and 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, not effective use 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 are the "input" of the feedback system, and finished products, services are the "output". 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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The history of the emergence and development of ideas about personnel management has several millennia. The life of society in a certain historical period involves a change in approaches and ideas about the essence and goals of management.

The ancient period (7 thousand BC - the end of the 18th century) is associated with the emergence of writing in ancient Sumer. This achievement, which forever changed the life of mankind, led to the formation of a special layer of priests-businessmen who were in charge of tax collection, property affairs, and managed the treasury. They issued orders, conducted commercial calculations.

Hammurabi, the king of Babylon (1792-1750 BC) was a skilled politician, was considered a fair ruler, and paid great attention to justice. The Code of Hammurabi consists of 285 laws. Attention is focused on economic, economic and family relations.

The next famous ruler Nebuchadnezzar 2 (605-562 BC) was considered talented not only in military affairs, but also in politics. His reign was marked by economic prosperity and cultural renaissance in Babylonia. He combined state methods of management and control of activities in the field of production and construction, became the founder of the involvement of witnesses and the inadmissibility of shifting responsibility.

The industrial period (1776-1890) begins with the great industrial revolution and the development of capitalism, which ensures a gradual transition from manual labor to factory production and leads to the separation of management from property (capital) and the emergence professional management. The task of industrial management was to achieve a high return on the labor of workers. At this stage in the development of management, there has only been a tendency to move from the principle of supervision of workers to the principle of organizing labor on a scientific basis.

The Industrial Revolution gave impetus to the development theoretical research and management practices.

The first schools for the professional training of managers appeared, which was due to the development of large industrial complexes, for which a larger number of employees were required, which, in turn, had to be trained. The qualification of workers assumed a higher level when working with machines, production required the division of labor, saving materials, division of responsibility in management and, as a result, the emergence of middle and lower managers.

Adam Smith (1723-1790) - Scottish economist, founder of modern economic theory, representative of the classical school of political economy, specialist in management, substantiated in his book "An Inquiry into the Nature and Causes of the Wealth of Nations" (1776) the principle of freedom economic development, formulated and explained the workings of the free market in terms of only internal economic mechanisms, and not external political control. The English scientist believed that a person is the basis of the whole society, and his behavior, motives and aspirations are aimed at personal enrichment and benefit, which, as a result, will ensure the well-being of an individual person and the whole society.

One of the first social reformers of the 19th century, Robert Owen (1771-1856), an English philosopher, was fascinated by chemistry, found new ways of processing cotton and, thanks to his knowledge, became the manager and later co-owner of the manufactory.

Not only in theory, but also in practice, he became the first who decided on a social experiment that was associated with reforms. industrial relations. As the manager of his enterprise, he introduced a number of improvements that facilitated the working conditions of workers: he shortened the working day, created kindergartens, and opened a school. Workers were paid in the event of an unforeseen stoppage of work, during an industrial crisis. He firmly believed that the responsibility to care for employees coincided with the interests of the employer and talked about creating a social environment for the employee: comfortable work and a beautiful environment will increase productivity.

Owen was the first to think about the economic condition of the proletariat, and through his social experiments one can observe the importance of moral and financial incentives workers, which, in fact, is an element of management.

The biography of Charles Babbage (1791-1871) says that he was a talented mathematician, designer, and author of various works. The range of his interests was very diverse. But most of all he loved precision, which led to the creation of the first calculating machine (1822). He was also interested in production and management issues. Being engaged in the creation and production of his machine, Babbage visited production facilities, observed and as a result very accurately described the tools and machines, proposed the economic principles of production, analyzed the actions, skills, costs for each process. He supported the idea of ​​a division of labor:

The time that needs to be spent on training an employee corresponds to the number of processes in the production of something by this employee. The fewer production operations one worker performs, the more effective his activity is, focused on one practiced skill and does not require a hitch to move on to another.

The skill that comes to the worker through the constant repetition of the same action will increase in contrast to the skills that need to be developed by moving from one production operation to another.

The division of labor can also be applied to mental processes, which will allow more skilled workers to be given complex production tasks.

The systematization of management (1856-1950) falls at the end of the industrial era, management schools are being created.

school of scientific management (1885-1920)

A real breakthrough in the development of control theory was made thanks to the work of the American engineer Frederick Winslow Taylor (1856-1915). The beginning can be called the publication in 1911 of his book "Principles of Scientific Management". He was the first to single out management as a separate branch professional activity, conducted research, identified workers as the main criterion for productivity and put forward the main goal of management - increasing labor productivity. It was a question of original rules and instructions of activity of the worker .

Taylor spoke of a "scientific management" system and suggested that management be entrusted to specially trained and trained workers (administration) who could plan the work of all departments, thereby increasing productivity. At the same time, ordinary workers would become maximally interested in increasing production volumes, since wages should be piecework and stimulate the interest and pace of workers, which, in turn, coincided with the interests of entrepreneurs. Responsibility for the result of labor was to be divided between the workers and the administration.

Taylor suggested moving from a worker's communication with one boss to a system in which the worker would communicate with several narrower specialists who were professionals in their area of ​​work. He was the first to separate the process of planning work from the work itself. Thus, Taylor was the first to single out one of the main managerial functions.

F. Taylor's student Henry Lawrence Gantt (1861 - 1919) took the next step in scientific management, from individual operations and movements, he came to the measurement production process generally. In his works, Gantt spoke about the leading role of the human factor in production, that the employee should be in the workplace not only because of the need to maintain his existence, but also because of satisfaction in the performance of a particular job. Gantt believed that achieving such a result is possible by setting a specific production task for each worker with the prospect of receiving a bonus for timely and accurate performance. He developed schedules by which plans could be drawn up and monitored for their execution.

Frank (1868-1924) and Lillian (1878-1972) Gilbert studied the factors that affect labor productivity. They applied standards and equipment in production, which later led to the emergence of work standards, which they implemented scientific schools management. F. Gilbreth studied the variable factors influencing labor productivity. He divided them into three groups:

Related to health, lifestyle, physique, cultural level, education;

Related to working conditions, environment, materials, equipment and tools;

Associated with the speed of movements: speed, efficiency, automaticity and others. As a result of research, Gilbert came to the conclusion that the factors of movement are the most significant.

The F. Taylor school of scientific management and his work were continued by the contribution of Henry Ford (1863-1947), who standardized all processes in production, dividing operations into stages. Ford mechanized and synchronized production, organizing it on the principle of a conveyor, due to which the cost decreased by 9 times. The first scientific schools of management became a reliable foundation for the development of management science.

This school was a serious conceptual breakthrough, thanks to which management turned into an independent field of scientific research. Managers and scientists realized for the first time that the methods used in science and technology could be applied to achieve organizational goals.

classical (administrative) school of government (1920-1950)

The scientific and administrative schools of management developed in different directions, but complemented each other. Supporters of the administrative school were concerned with improving the organization as a whole. The administrative school is associated with the name of Henri Fayol (1841-1925), an engineer who had experience in the top management of the organization. In his book "General and Industrial Administration" management was considered as a process of performing certain functions: planning, organization, motivation, regulation and control. Henri Fayol was a practical manager, and therefore saw a direct connection between the effectiveness of the management system and the management methods themselves. He considered the main method to be the competent application of management principles: division of labor, power and authority, discipline, unity of command, unity of action, subordination of personal interests to public ones, remuneration, centralization, hierarchy, order, justice, staff stability, initiative, team spirit.

According to the classical theory of organization, it is necessary to create a well-thought-out structure in which there is no duplication of functions and unnecessary levels of management, and then look for suitable employees, that is, the principle of conformity of employees to the structure.

Max Weber (1864-1920), a German sociologist, proposed a model of an ideal bureaucracy based on strictly regulated principles of a hierarchical structure, and formulated the concept of rational management with: a high degree of division of labor, a clear hierarchical system, the use of rules and standards in evaluating work, the absence of any sympathy for individual workers, the selection of personnel solely on professional qualities. Weber saw the organization as a machine that must work according to rules and regulations. The administrative school of management is characterized by ignoring the person and his needs. Its supporters tried to increase the efficiency of the organization bypassing the person and failed to realize the significance of the effectiveness of labor motivation.

School of Human Relations and Behavioral Sciences (1930-1950)

The Human Relations School is associated with the names of Mary Parker Follett (1868-1933) and George Elton Mayo (1880-1949), who focused on the human factor and individual behavior - the main element of organizational effectiveness. Miss Follett believed that a manager should become a leader, followed by subordinates, and Elton Mayo's Hawthorne studies showed that human behavior is determined not only by special regulations, salary, mood or fatigue. Productivity is influenced by the social conditions in which people work, relationships within the team and with managers, motivation and roles of employees.

According to E. Mayo, an organization is social structure made up of individuals. An effective organizational structure always recognizes the uniqueness of each employee. If a manager takes care of his subordinates and is interested in their opinions or views, then satisfaction, increasing, will lead to an increase in labor productivity.

Supporters of the school found the effectiveness of management in the informal structure of the organization, formed around workers, and the democratic style of leadership; in the interaction of employees; in the ability of employees to express themselves; in collective motivation. Employees were not supposed to be narrow specialists and report to one leader. The theory of human relations was aimed at increasing attention to people.

The School of Behavioral Sciences was formed by the beginning of the 1950s and considered behavioral concepts aimed at studying and developing the individual capabilities and abilities of individual workers. It was not methods for building interpersonal relationships that came to the fore, but the effectiveness of the employee and the enterprise as a whole. A new function of management has appeared - personnel management. Attention was focused on the methods of establishing interpersonal relationships, motivation, leadership, communication in the organization, on the study and creation of conditions for the most complete realization of the abilities and potential of each employee. One of the main differences between the school of psychology and human relations was behaviorism - the theory of human behavior and motivation. The supporters of the school used the achievements of psychology and sociologists, and the high efficiency of the enterprise was determined by the high efficiency of its human resources.

Douglas McGregor (1906-1964) focused on leadership, leadership style, and the behavior of people in organizations. His theory about the types of management "X" and "Y" was divided into autocratic and democratic type of attitude towards subordinates (see Table 1).

Table 1

Control Theories "X", "Y" by Douglas McGregor

Theory X view of man	Theory Y perspective on man
Naturally lazy, tries to avoid work, afraid of responsibility Indifferent to the problems of the organization Resists change Focused on financial gain Trusting, not too smart, lack of initiative, prefers to be led	Is not naturally passive and does not oppose the goals of the organization. Seeks results, is able to generate ideas, take responsibility and direct their behavior to achieve the goals of the organization The function of management is to help a person realize and develop these human qualities.
In this section, the tactics of "carrot and stick" are used, to apply rewards and punishments. According to McGregor, a person is not at all like that by nature and the opposite qualities are inherent in him. Therefore, managers need to be guided by Theory Y.	In Theory Y, much attention is paid to the nature of relationships, creating an environment conducive to maximizing initiative and ingenuity. At the same time, the emphasis is not on external control, but on self-control, which occurs when an employee perceives the goals of the company as his own.

McGregor believed that managers should create conditions under which the employee will not only expend effort to achieve the goals of the enterprise, but also achieve personal goals.

David Clarence McClelland (1917-1998) studied human motives and identified three groups of primary motives: achievement motivation, belonging motivation, and power motivation. Further research has shown that the employee's motivation is more important than his practical skills. Training a motivated employee brings the best result.

Frederick Irwin Herzberg (1923-2000) developed a two-factor theory based on human needs, according to which in the workplace, along with certain factors that cause job satisfaction, there are factors that cause dissatisfaction:

Factors that keep you at work hygiene factors) - the administrative policy of the company, working conditions, wages, interpersonal relations in the team;

Factors motivating to work (motivators) - achievements, recognition of merit, responsibility, opportunities for career growth.

Psychologist Abraham Maslow (1908-1970) created a pyramid of needs, which he distributed as he grew. He believed that a person cannot experience high-level needs (social, prestigious, spiritual) while he needs primitive things (physiological needs). And the manager must see the needs of the subordinate and choose the appropriate methods of motivation.

The information period (1950-present) is characterized by the development of various approaches.

Decision theory (Charles Churchman (1913-2004), Jay Forrester (1918)) states the need to divide the decision-making process into stages and a series of steps, the development of models in decision-making.

The quantitative approach involved the use of exact sciences (mathematics, statistics, engineering) in data management and the widespread use of research results; application of computer technology in management; development and adoption of models for decision-making in complex situations.

System approach Carl Ludwig von Bertalanffy (1901-1972), Russell Lincoln Ackoff (1919-2009) brought out his main ideas:

The organization is an open system, the survival of which depends on the external environment to which the organization must adapt;

A system is an integrity consisting of interrelated parts, each of which contributes to the characteristics of the whole.

Bartalanffy singled out systems:

Closed - organizations that operate independently of the external environment;

Open - organizations that are in constant interaction with environment, influencing the existence of the organization (there is an input-receipt of raw materials, labor resources, information; production-conversion of an incoming resource into products and services; output-transfer of services and products to the external environment).

Situational Approach (1960-1970) Peter Ferdinand Drucker (1909-2005), James Gardner March (1928). They came up with their ideas:

The external environment affects the organization, this must be taken into account;

Analysis and linkage of specific management techniques and concepts with certain specific situations in order to achieve the goals of the organization;

The manager's ability to anticipate the likely positive and negative consequences of applying specific concepts and techniques;

The manager's ability to correctly interpret the situation, determine the most important factors in this situation and the likely effect of changing variables.

Process approach (1950-present) - assumes that management is a continuous chain of interrelated management functions (planning, organization, motivation, control), carried out as a result of performing interconnected actions (communication and decision making).

Thus, the history of the development of management science in general, and personnel management in particular, has been going on for several centuries. Modern management is considered as an element of modern human culture, which includes traditions, history, concepts, institutions, practices aimed at managing human activity. At the same time, theory and practice modern science management relies heavily on scientific achievements of the past. Therefore, in order to understand many theoretical provisions, it is necessary to turn to the historical context of the development of ideas about personnel management.

The concept and objectives of the personnel management system

Human resource management is the science and practice of managing an organization. From the point of view of science, these are issues of optimizing the activities of managers and employees, which include personnel management, personnel strategy, personnel policy, personnel planning, selection, selection, training, personnel audit, certification, motivation, decision conflict situations. Practical management activities - key function The manager's goal is to use employees effectively to achieve the goals of the organization and personal goals.

Personnel management in an organization is a purposeful, systematic, systematic, organized activity of the management to form a system of interaction and inclusion of each employee in achieving the goals of the organization, and therefore to effective functioning and development.

In this regard, we can talk about the object and subject of management, which in the process of interaction constitute the management system. The interdependence of elements, including goals, objectives, structural and functional elements, allows us to use the concept of a system, (see Fig. 1.1).

With regard to the field of personnel management, the system is a set of interrelated elements and processes that make up a single whole, which allows you to optimally manage one of the company's main resources - personnel.

Figure 1.1 - Diagram of the control system

When defining the concepts of "subject" and "object" of personnel management, it is necessary to distinguish categories of personnel (see Fig. 1.2)

The personnel management system involves the formation of goals, functions, organizational structure of personnel management, vertical and horizontal functional relationships of managers and specialists in the process of substantiation, development, adoption and implementation management decision.

The personnel of an organization is a set of individuals who are with the organization as legal entity in relations regulated by the employment contract - the entire staff of the organization. Such relationships may include not only wage-earners, but also individuals - owners or co-owners of the organization, if they, in addition to the part of income due to them, receive appropriate payment for the fact that they take part in the activities of the organization with their personal labor.

Usually, the powers of the personnel management service are directly related to the size and scope of the organization's activities and involve the following issues:

Determining the need for personnel, taking into account the development strategy of the organization;

Maintaining personnel records and office work;

Formation of the quantitative and qualitative composition of personnel;

Creation of a personnel policy (relationship with the external and internal labor market, release, redistribution and retraining);

– selection and adaptation of personnel;

Optimization of the organizational structure and staffing;

Holding corporate events;

Staff training and development;

Legal aspects of work with personnel;

Development of provisions and regulations on various issues of work with personnel;

Research in the field of personnel management;

Optimization of communications in the organization;

Increasing productivity and labor rationing;

Career planning and formation personnel reserve;

Evaluation of activities and certification of personnel;

Creation of a system of remuneration and incentives for labor (material and moral interest);

Service budgeting;

Care for the health of workers, labor safety and labor protection.

All the variety of goals that can be presented to the personnel management service comes down to one thing: staffing the company's strategic goals.

The set of goals of the enterprise can be divided into four types:

economic goal - obtaining the estimated amount of profit from the sale of products or services;

scientific and technical goal - ensuring the specified scientific and technical level of products and developments, as well as increasing labor productivity by improving technology;

production and commercial goal - the production and sale of products and services in a given volume and with a given rhythm;

the social goal is to achieve a given degree of satisfaction of the social needs of workers.

The structuring of the social goal should be considered in two ways. On the one hand, it must answer the question: what are the specific needs of workers, the satisfaction of which they have the right to demand from the administration. On the other hand, the same system of goals should also answer the question: what are the goals for the use of personnel that the administration sets itself and what conditions it seeks to create. Obviously, the effectiveness of personnel management depends on the extent to which these two groups of goals are consistent.

So, from the point of view of the staff, the block of social goals is presented in Fig. 1.3

Figure 1.3 - Social goals of employees

From the point of view of the administration, the solution of problems is as follows in Fig. 1.4

Figure 1.4 - Administration objectives in relation to personnel

Effective relationships between subjects contribute to the achievement of common goals. And when solving the main task of the administration - making a profit, it is important to satisfy the social needs of a person.

Exist various models building a personnel management system in the organization. Effective management will be one in which managers work with staff in a changing environment and at the same time achieve employee loyalty. To do this, it is necessary that the personnel service professionally perform the following tasks:

Recruitment and adaptation of personnel;

Attracting new employees to the organization;

Organization of employee training;

Improving the quality of work of each employee;

Creation of an environment of creative cooperation and development of partnerships between employees;

Systematization and control of labor costs;

Individual and group development of personnel;

Creation and maintenance of an optimal climate in the team;

Care for the health and physical condition of employees;

Creation of external and internal personnel reserve.

Based on the foregoing, we can conclude that it is very important to pay attention to the structure of the personnel management system, the distribution of goals and functions between departments and individual employees, as well as the sequence of measures that must have logic and not contradict the law. For this, a long-term system of personnel management technologies is being developed in accordance with the goals and corporate policy of the organization.

Modern technologies of personnel management

In this paper, we have already traced the stages of the formation of concepts of personnel management. Currently, many options, principles and methods, ideas and approaches have been developed and proposed, but, as a result, everything is reduced to the concept and implementation of the personnel management system.

Managing people can be equated to an art. And this art is one of the most difficult practical processes in the organization. Personnel management activities are the main function of the manager, relating to the relations and interaction of employees in the process of all activities in a modern organization. The task of the manager is to focus on the transformation of personnel into a key success factor, personnel management, taking into account the latest technologies.

The experience of personnel management is formed on the mentality and traditions of each particular country, one management concept replaces another. Many of the main features of the domestic management model are remnants of the Soviet era and are irrelevant at the moment. Therefore, many commercial organizations adopt Japanese and American modern concepts of personnel management.

The success and efficiency of the organization's tasks are largely dependent on people with certain abilities, training and experience. Potential employees must be found on the labor market, their professional, business and personal qualities must be assessed, selected, introduced into the organization, and then use knowledge, skills and capabilities in activities aimed at achieving the goals of the organization. It is these actions that form the basis of personnel technologies.

The means of managing the quantitative and qualitative characteristics of the personnel, ensuring the achievement of the goals of the organization and the effectiveness of its functioning are personnel technologies - a set of consistent actions, as well as the existence of goals, objectives, functions, principles, rules, forms and methods, mechanisms and procedures, developed and applied performance criteria aimed at clarifying, changing or forming, realizing the capabilities of the individual.

Effective personnel management involves creating a working environment in which employees take an active part in the development of their organization. In this regard, real actions and constant investments in human capital are needed.

For this kind of activity in the organization, specialists with a certain level of professional knowledge and skills are needed. In their work related to HR technology, they without fail based on laws and regulations, including Labor Code Russian Federation, laws and regulations of the constituent entities of the Russian Federation, decrees of the President of the Russian Federation, resolutions of the Government of the Russian Federation, local regulatory legal acts.

Based on the studied literature, personnel technologies can be grouped as follows:

1. Technologies of personnel formation: personnel planning, determination of the need for search and hiring, recruitment, selection, hiring, release. There may also be staff adaptation.

2. Technologies of personnel development: training, career planning, formation of a personnel reserve. Adaptation can be considered in this block in the same way as evaluation.

3. Technologies for the rational use of personnel: assessment, certification, motivation, team building and corporate culture

All of these technologies can be classified as basic. But at present, personnel management brings flexibility, the ability to adapt to the situation, to cope with contemporary issues, and for this it has a number of innovations in the field of human resource management.

In this work, we are interested in modern management technologies, personnel innovations associated with any organized decision, procedure or management method that differs significantly from established practice and is used for the first time in the organization.

Speaking about the key role of human resources in an organization, the ability to adapt to changes in the internal and external environment, employees of the personnel management system cannot ignore the reasons for the increasing need for the use of modern personnel technologies:

Increasing the level of education of the staff leads to the demand of employees for greater freedom and independence at work;

- the emergence of new, and especially information technologies in management and production, requires mandatory retraining of workers and managers;

- a change in the composition of the workforce in terms of planning the labor resources of any organization obliges to take into account the increase in the proportion of women, the elderly, interested students, which will lead to a change in the values ​​of the organization and personnel technologies;

Changing the role of the leaders of the organization - they are becoming more active participants in the process of personnel development;

- a work ethic is being formed: with the development of project and team forms of work, more and more attention is paid to the personality of the employee;

- changing the role of personnel management services in strategic planning: understanding of personnel as a source of profit indicates the importance of the work of the personnel service in the organization;

- the development of a system for assessing the achievements of employees implies the possibility of sharing income with employees through objective and result-oriented systems for assessing personal contribution;

At present, in the conditions of continuous changes, new, modern technologies in the personnel sphere are of strategic importance. They will undoubtedly lead to increased productivity, effective training and development of personnel, improved working relationships and the creation of a creative environment in the organization, improving the quality of life of employees, stimulating constructive ideas, increasing the receptivity and adaptability of personnel to innovations.

Organizations that rely on old HR approaches are doomed to fail. Modern personnel management relies on its own and foreign developments. From the point of view of personnel processes, modern personnel management technologies can be divided into blocks. Let's take a look at some of the current technologies and describe them according to the stages of work at which they are applied (see Tables 2-5).

table 2

Modern technologies of personnel formation

Control Technology	Technology Description
HR Marketing	Constant interaction of HR employees with the environment: studying the labor market, assessing staffing needs, positioning the company as an attractive employer, promoting the company's brands, interaction of employees with the company's customers.
Recruitment	Attraction to the company of motivated specialists capable of performing the required work and their training. Ensuring an internal and external talent pool (that is, ensuring that candidates are selected as quickly and efficiently as possible when a suitable position arises).
Case interview. Competency interview	An invitation to the applicant to describe a model of his behavior in a specific situation, developed in advance, in order to determine what behavior he considers socially correct. Thus, it becomes possible to assess how these representations of the candidate correspond to the values ​​of the company and the work that he will perform. Such tasks are aimed at identifying stress tolerance and creativity. The competency interview is very similar to the situational interview (case method). But in a situational interview, these are fictitious situations, and in a competency interview, the conversation is about very real life situations that the applicant had to face.
Testing	It is used as a method of psychological diagnostics and involves standardized questions and tasks (tests) that have a certain scale of values. Used for standardized measurement of individual differences. Testing plays the role of preliminary screening, as it characterizes the level of intelligence, personal qualities, professional skills, ability to learn, ability to work in a team and a number of other inclinations and inclinations of the applicant for the position.
Headhunting	(from English headhunting - headhunting, where head - head and hunting - hunting) - this is one of the areas of search and selection of key and rare personnel, both in specialty and in terms of the level of professionalism of specialists. This active search candidates in customer profile firms, among those who have already proven themselves to be successful in business. Headhunter analyzes the market and compiles a list of organizations where a suitable candidate can be found. When the circle of potential candidates is determined, an offer is made to the chosen ones for further growth - a change of job. The work is carried out from one and a half to six months: the entire potential market of candidates is being "combed". As a result, one or two candidates remain that exactly meet the client's needs.

Table 3

Modern technologies for personnel assessment

Control Technology	Technology Description
Assessment Center	Technology designed for integrated assessment personnel in the organization in accordance with the criteria formulated by the manager. This is a specially selected set of test tasks in the form of discussions, business games, individual tasks, in which participants can demonstrate their professional competencies to the maximum extent. It is they who are evaluated during the Assessment Center. Each situation allows you to assess several competencies, can be performed in pairs or in a group. The behavior of employees is monitored by specially trained external experts or personnel officers. This is a universal procedure that allows you to solve a variety of problems: Formation of a personnel reserve, Making decisions on the admission of a candidate for leadership position and predicting the success of his professional activities within the company, Assessment of professional qualities and managerial potential of managers at all levels, Conducting a competition to fill a vacant position. Evaluation of the level of formation of the team and forecasting the success of work in this composition, Determining the need for training and development of key specialists. The technology is used when there is a need to quickly identify the most talented managers and specialists who are able to successfully solve the problems of the organization's development in the near future.
Method "360 degrees"	It is aimed at obtaining reliable characteristics about the employee by obtaining information about him from various sources: from work colleagues, managers, subordinates, the director of the organization and customers (as needed). Of such kind Feedback helps to get a fairly objective picture of the employee's professional activities, as well as to measure his recognized individual contribution to the company's activities. The information obtained allows us to judge the image of employees, influence the current situation in time, analyze complex ambiguous situations that develop as a result of interaction between various employees and look at important aspects their professional activities from different angles. Competencies such as teamwork, professionalism, organizational skills, communication skills, decision-making skills, leadership, initiative, adaptability are evaluated. The results are summarized and processed by independent experts.
Certification	Technology for evaluating the results of the work of employees, personal and business qualities, practical skills and level of knowledge. The procedure and regulations for the certification are agreed with the head of the organization and are approved in the "Regulations on certification". May be regular or extraordinary. Certifying commission considers all received data and decides on further actions in relation to employees. Employees are given a reasoned decision.

Table 4

Modern technologies of personnel motivation

Control Technology	Technology Description
Grading	A certain positioning of positions, that is, their distribution in the hierarchical structure of the enterprise in accordance with the value of this position for the enterprise. Grouping positions on certain grounds (definition of "weight", classification) in order to standardize remuneration in an organization, a technology for building a personnel management system, where "grade" is an established interval of "weights" or ranks, within which positions are considered equivalent for the organization and having one pay range (tariff), .
Indirect (not direct) material motivation	The compensation package provided to the employee depending on the level of position, professionalism, authority. It consists in determining non-monetary compensation to employees and is divided into: Mandatory benefits: payment of sick leaves, payment annual leave, compulsory health insurance, mandatory pension insurance contributions; Voluntary benefits: special medical care for workers, tuition fees and additional education employees, compensation services cellular communication.

Table 5

Modern technologies of personnel training and development

Control Technology	Technology Description
	(from English coaching - to instruct, inspire, train for special purposes, prepare for solving certain problems) is a system of principles and techniques that contribute to the development of the potential of the individual, as well as ensuring the maximum disclosure and effective implementation of this potential. The main goal of coaching is to help the trainee in an independent search for a solution to the problem, achieving maximum efficiency.
team building	(eng. Team building - building a team) is a corporate management model that ensures the full development of the company, and is one of the most effective tools for personnel management. Team building is aimed at creating groups of equal specialists of various specializations who are jointly responsible for the results of their activities and equally carry out the division of labor in the team.
business game	A form of recreating the subject and social content of professional activity, modeling systems of relations, various conditions of professional activity, characteristic of this type of practice. In a business game, participants are trained in the process joint activities. At the same time, everyone solves his own separate task in accordance with his role and function. Communication in a business game is communication that imitates, reproduces the communication of people in the process of a real activity being studied. The specifics of the learning opportunities of a business game as a method of active learning are as follows: The learning process is as close as possible to the real practical activities leaders and specialists. This is achieved by using models of real socio-economic relations in business games. The method of business games is nothing more than a specially organized activity to enhance the theoretical knowledge gained in practical activities.
	How learning technology performs the following functions: Diagnostic - identification of bottlenecks, their development or correction, Educational - the transfer of new experience, whether it be knowledge, skills, or forms of behavior and attitudes; Team building - the formation of cohesion in joint learning, Psychotherapeutic - this is the effect of group dynamics, the actions of the trainer and the training situation itself.

Modern technologies for releasing personnel should be considered in comparison (see Table 6).

Table 6

Modern technologies for staff release

Index	Types of modern technologies for staff release
	Leasing (rent)	Outsourcing (out of source)	Outstaffing (out of state)	Outplacement (out of place)
Essence of technology	Provision of an employee registered in the staff of the agency to the client (customer) for a certain period (from 3 months to several years). Conclusion by the customer with this employee of a temporary labor or work contract.	Transfer to a third-party organization of business processes that are not core for it, on a long-term basis.	Removal of existing staff from the state. The recruitment agency does not select personnel for the customer, but draws up the staff of the client company in its staff.	The need to lay off or reduce employees. The firing company pays recruitment agency for guaranteed employment of the dismissed employee.
Employer	recruitment agency	Service company	recruitment agency	recruitment agency
Passed to an external source	employee	business function	employee	employee
Positive aspects of technology	Obtaining the necessary qualified personnel in a short time Possibility to change unsuitable employees Reducing the volume of personnel records management Avoiding Legal and Tax Problems	Improving the quality of work due to the fact that the supplier is a company specializing in this business process	Ability to regulate the number of employees without changing its actual number Ability to focus on core business processes	Opportunity to receive psychological, informational, consulting assistance Preservation of the internal and external image of the company
Negative aspects of technology	Lack of loyalty to the company on the part of such an employee Higher cost of temporary staff	Fear of losing control of the business Fear in giving trade secret third parties

Modern information Technology V personnel work are a significant help in the process of collecting and analyzing data and creating a virtual office for the interaction of people located at a distance from each other:

1. Remote access and on-line interaction for the solution typical tasks in the field of personnel management - an interview via Skype, filling out electronic forms of questionnaires, broadcasting electronic copies of personal documents, distance learning.

2. Creation of databases for accounting and control of personnel statistics ( labor discipline, the dynamics of personnel composition, the quality of personnel).

3. Conducting video conferences and webinars.

Thus, speaking about the efficiency in personnel management of an organization, it is important to consider the use of modern technologies in the personnel sphere. It is this approach that will lead to positive changes in other resource areas - in the nature of the product or service, in the way of building relationships with employees and key customers, in the economy of the organization as a whole. The considered technologies are promising. And the understanding of personnel management technologies that are relevant for the organization will allow a rational approach to the issue of effective use of personnel and will lead to a breakthrough of the organization in a highly competitive environment.

The specifics of personnel management technologies in the field of sales

Having an excellent education in the field of personnel management, experience, healthy ambitions and aspirations, a manager may miss, at first glance, an insignificant factor or make a more serious mistake, which, ultimately, can lead to the ruin of the company. Considering a company that has decided to gain a foothold in the field commercial business, which has several distribution channels (wholesale and retail sales, online store, services training center), we are talking about achieving success through a set of skills and knowledge not only in the field of sales, but also in the field of leadership and management.

A feature of such a company is the synergy of management personnel, aimed at making competent decisions on business processes, and therefore at developing optimal ways of training, motivating and stimulating staff.

Sales employees are always focused on getting a measurable result. The specificity lies in a clear understanding and designation of the concept of "effective specialist" in the field of sales. What is he like in terms of the availability of knowledge and skills, possession of skills, abilities and key competencies, how adaptive and informed about the essence of activity in this area.

Consider the specific points, differences and features regarding personnel management technologies in sales.

Search. It is better to look for sales specialists in a specific business sector, and we are talking about the beauty industry and professional cosmetics, in specialized educational institutions (hairdressing, cosmetology), use sites to place ads. in a good way is the use internal sources- the formation and "cultivation" of the necessary employees by the company.

The job description is also important. In the field of sales, especially in the so-called "beautiful business", really good candidates are important. The information specified in the requirements for the position should arouse interest in the company, vacancy, field of activity. Necessary:

A clear understanding of who the company wants to attract and writing a portrait of a future employee,

Indication of values ​​important to different categories applicants (communication, recognition, business trips, training, job title),

Description of preferred behavior patterns.

Grade. When implementing technologies for selecting and evaluating employees in sales departments, it becomes important to seriously select and screen out before starting work, rather than finding and attracting as many employees as possible.

Special and specific are information about the general competencies of these specialists - personal characteristics: mobility, stress resistance, variability of thinking, creativity, responsibility, learning ability, result-oriented, the ability to independently make decisions and take responsibility and special competencies - basic professional skills: presentation and sales skills, objection handling techniques, knowledge of the specifics of business and the market, the basics of marketing. Distinctive from other areas are the tools for assessing these competencies in the field of sales: punctuality and activity at the interview, interviews on competencies, modeling and playing the situation, group interview.

Adaptation. A sociable employee easily and quickly adapts, establishes connections within the team - a distinctive feature good manager on sales or seller. Such an employee is able to establish contacts with customers quickly enough, while the risk of making a mistake in communication should be minimal. Therefore, during adaptation, the main attention is paid to getting to know customers, the specifics of business and business processes, performance criteria, and a motivation system.

On this stage the standards of interaction with clients, the policy of discounts, the reporting system, the specifics of goods and services in the company's portfolio, the assortment, the system and methods of promoting goods are being studied.

Motivation. A specific element in the field of sales in terms of motivation technology is the presence of all its types in the personnel management system:

Material positive (bonuses and mini-tasks to attract new customers, increase the average check);

- material negative (bonus deduction, system of through fines);

Intangible positive (career growth, additional leave and training, participation in competitions, nominations, recognition);

Intangible negative (harder work schedule and control, shame board).

For the sales sector are important: ambition, artistry, individuality and charisma.

Control. To control the work of sales staff, performance indicators are used:

Quantitative (sales volume, fulfillment of sales plans for general and specific brands)

Qualitative (compliance with the rules and regulations of the company, recorded in corporate documents; compliance with reporting and procedures for interaction in the company and division; feedback).

Education and development. The main form of training for employees of the sales department is training. In this area, skills to act in certain specific situations and experience come first. Business cases should be practiced regularly and involve elements of both sales techniques and customer service standards, as well as product knowledge and product benefits. In sales, both internal and external training are important, when there is an opportunity to communicate and gain additional knowledge, thoughts, ideas and experience from employees of other companies.

Sales managers and shop assistants are people who know how to influence and convince, active, creative. With the manifestation of leadership qualities and potential, they are aimed at building a vertical career. In the development of such employees, it is extremely important not to lose the element of interest and courage, to prevent emotional "burnout". Permanent tasks, competitions, training programs, trainings will lead to an effective result.

It should be noted that in the service sector, which includes sales, there are some difficulties in applying personnel management technologies:

How to retain employees?

How to create a team?

How to properly and effectively motivate staff?

How to effectively teach and evaluate?

How to develop competencies and form involvement, loyalty?

As a rule, the main problems in managing the personnel of a trading organization are the lack of practice of working with clients, the difficulty of planning sales due to changes in the external environment, non-compliance with regulations and work standards, working conditions, especially in the retail direction (long working hours, violation of labor discipline).

In relation to the basic technologies of personnel management, the difficulties include:

Lack of mass character in the procedures for the search and selection of personnel, irresponsible attitude of applicants to an interview for a vacancy: lateness, failure to appear. Inability to select suitable candidates from the minimum number of applicants for the vacancy;

Creating a false impression of yourself at the first meeting on the part of the applicant, which leads to additional unjustified waste of time on employment, adaptation and elucidation of eligibility;

Lack of staffing in the personnel management service, hence the overload of department heads and the inability to track the onset of the need for training or advanced training among subordinates;

Lack of a system for planning, promoting employees and creating a personnel reserve;

Lack of mentoring system in sales departments;

Lack of regular effective training programs for sales staff;

Lack of effective ways to motivate employees.

All this provokes high staff turnover, the need to constantly hire new employees, and find effective ways to retain experienced staff.

So, the business associated with sales is characterized by some features: the service is created at the time of its sale, the largest part of the staff has a direct relationship with the buyer.

The staff also has its own specifics: a large number of inexperienced employees, long or irregular working hours, employees are always in sight, which means that behavior and appearance are of great importance. A big problem is the lack of experience among employees. All these factors imply specifics when working with sales personnel: search and selection should provide the required number of candidates, training programs should be more intense and shorter, attention should be paid to appearance, creativity, the desire to grow and develop.

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