The personnel policy of the enterprise briefly. Thesis: Personnel policy of the enterprise. Formation of personnel policy

As they say, cadres are everything. This saying is still relevant today, since qualified personnel is the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not happen that the pros go to competitors, a carefully thought-out personnel policy is needed. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell in the article.

The concept of personnel policy and its types

One of the decisive factors that ensure efficiency and competitiveness for any company is a high human resources potential. At the same time, it should be remembered that work with personnel does not end with hiring - the process of working with personnel should be built in such a way as to achieve the desired result in the shortest possible way in relation to any issue, and in the personnel sphere too. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are implemented, therefore it is considered the core of the personnel management system.

The personnel policy is formed by the company's management and implemented by the personnel department in the process of performing their functions by its employees. Principles, methods, rules and norms in the field of work with personnel must be formulated in a certain way, personnel policy must be fixed in local and other regulatory legal acts of the company, for example, internal labor regulations, a collective agreement. Of course, it is not always clearly indicated in the documents, however, regardless of the degree of expression "on paper", each organization has its own personnel policy.

The object of personnel policy, as we have already understood, is the personnel of the organization. But the subject is the personnel management system, consisting of personnel management services, independent structural divisions united according to the principle of functional and methodical subordination.

Note.Personnel policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policy.

Active. With such a policy, the company's management can not only predict the development of crisis situations, but also allocate funds to influence them. The personnel management service is able to develop anti-crisis programs, analyze the situation and make adjustments in accordance with changes in external and internal factors.

In this type of personnel policy, two subspecies are distinguished:

rational (when personnel service has the means of both diagnosing personnel and predicting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). Besides, integral part plan is a program personnel work with options for its implementation);

- adventurous (when the management does not have a forecast for the development of the situation, but seeks to influence it. The personnel department of the enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, while the personnel work plan is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of the purpose of this activity).

Passive. With this type of policy, the management of the organization does not have an action program for employees, and personnel work is reduced to the elimination negative consequences external influences. Such organizations are characterized by the absence of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.

Personnel policy is carried out at all levels of management: senior management, line managers, personnel management service.

Preventive. It is carried out in cases where the management has reason to assume the possibility of crisis situations, there are some forecasts, but the personnel department of the organization does not have the means to influence the negative situation.

Reactive. The management of an organization that has chosen this type of personnel policy seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of a sufficiently qualified work force to solve the set tasks, lack of motivation for highly productive work). Human resources departments in such firms usually have the means to identify similar situations and taking emergency action.

Depending on the orientation towards own or external personnel, on the degree of openness in relation to external environment distinguish an open personnel policy (an organization turns to external sources to meet the need for employees, that is, you can start working in an organization both from a lower position and at the level of senior management; this most often happens in new companies seeking to quickly conquer the market, enter advanced positions in the industry) and closed (carried out when the company is focused on the inclusion of new personnel from the lower level, and the vacant positions are filled only from among the employees, that is, in fact, their own personnel potential is used).

Development of personnel policy

Some have long existing companies, especially if they work closely with foreign partners, the understanding of personnel policy, personnel processes and activities for their implementation is documented. For some, the idea of how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with the identification of potential opportunities in the field of management and with the identification of those areas of work with personnel that should be strengthened in order to successful implementation firm strategy.

The formation of personnel policy is influenced by external and internal factors. The organization cannot change the environmental factors, but must take it into account in order to correctly determine the need for personnel and the optimal sources of covering this need. These include:

— the situation on the labor market (demographic factors, education policy, interaction with trade unions);

— trends economic development;

— scientific and technical progress(affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);

— regulatory environment ( labor law, employment and labor protection legislation, social guarantees etc.).

Factors of the internal environment are subject to control by the organization. These include:

- the goals of the organization, their time horizon and the degree of sophistication (for example, a company aimed at making a quick profit and then closing requires completely different professionals than a company focused on gradual development);

- management style (strictly centralized approach or the principle of decentralization - depending on this, different specialists are required);

- the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);

- working conditions (the degree of work hazard to health, the location of jobs, the degree of freedom in solving problems, interacting with other people in the process of work, etc. If there are at least a few unattractive jobs in terms of conditions, the personnel department will have to develop programs to attract and retain employees on them);

- leadership style (it will largely affect the nature of personnel policy).

The formation of personnel policy can be divided into several stages.

At the first stage, the formation of the goals and objectives of the personnel policy is carried out. It is necessary to harmonize the principles and goals of working with personnel with the principles and goals of the company, develop programs and ways to achieve the goals of personnel work. It should be noted that the goals and objectives of the personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives to ensure the effective functioning of the organization as a whole.

For your information.The main goal of personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out. For this, procedures for diagnosing and predicting the personnel situation are being developed. In particular, at this stage it is necessary to determine:

- quality requirements for employees based on the requirements for the position;

- the number of employees by position, qualifications etc.;

— the main directions of the personnel policy for the selection and placement of employees, the formation of a reserve, the assessment of personnel development, remuneration, the use of human resources, etc.

Well, at the final stage, a plan of personnel measures, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.

For your information.The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; activities for professional development, improving the skills of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be carried out according to following directions:

— forecasting the need to create new jobs, taking into account the introduction of new technologies;

- development of a personnel development program in order to solve both current and future tasks of the organization based on the improvement of the training system and job transfer of employees;

— development of motivational mechanisms that ensure an increase in the interest and satisfaction of employees with work;

- Creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;

- ensuring equal opportunities for effective work, its safety and normal conditions;

— determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;

— improvement of the moral and psychological climate in the team, involvement of ordinary workers in management.

Recall that every worker matters, because as a result of labor individual the final results of the entire company depend. In this regard, moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities.

Evaluation of the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be corrected. In practice, the assessment of personnel policy is carried out according to the following indicators:

- labor productivity;

— compliance with the law;

- the degree of job satisfaction;

- the presence / absence of absenteeism and complaints;

- staff turnover;

— presence/absence of labor conflicts;

- the frequency of industrial injuries.

A well-formed personnel policy ensures not only timely and high-quality staffing, but also the rational use of labor according to qualifications and in accordance with special training, as well as maintaining a high level of quality of life for employees, which makes work in a particular organization desirable.

Finally

So, in the article we very briefly talked about the personnel policy of the organization. What is the main objective personnel management services? Providing the organization with personnel capable of effectively solving urgent problems in market conditions, the effective use of these personnel, professional and social development. And the requirements for personnel policy are as follows.

First, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company's strategy, production and economic situation.

Secondly, the personnel policy should be economically justified, that is, based on the real financial capabilities of the organization, and should also provide for an individual approach to employees.

The introduction of personnel policy involves the restructuring of the work of the organization's personnel management service. We will have to develop a personnel management concept, update the regulations on personnel departments, and possibly reshuffle management team organizations, based on the data of extraordinary certification; introduce new methods of recruitment, selection and evaluation of employees, as well as a system of their professional advancement. In addition, it will be necessary to develop programs for career guidance and adaptation of personnel, new systems of incentives and labor motivation and management of labor discipline.

Learning goals:

To reveal the essence, meaning and goals of the personnel policy of the enterprise;

Determine the factors that determine the personnel policy of the enterprise;

Demonstrate the direction of the personnel policy of the enterprise;

Describe the types of personnel policy;

To reveal the stages of designing the personnel policy of the enterprise;

Illuminate HR strategies;

Disclose the content of personnel policy at different stages life cycle enterprises.

The concept and significance of the modern personnel policy of enterprises

The implementation of the goals and objectives of personnel management is carried out through personnel policy. There are many different points of view regarding the definition of the concept of "personnel policy". For example, A.V. Krushelnitskaya and D.P. Melnichuk believe that: "Personnel policy is a set of principles, methods, forms of organizational mechanism for the formation, reproduction, development and use of personnel, the creation of optimal working conditions, its motivation and stimulation" . E.V. Maslov defines personnel policy as "the main direction in working with personnel, a set of principles implemented by the personnel service of an enterprise" . According to A.K. Sahakyan, "... personnel policy is a system of goals, principles and forms, methods and criteria for working with personnel, and this provision applies to the entire team of employees, within which management is carried out" .

Thus, the personnel policy of an enterprise is a system of principles, ideas, requirements that determine the main directions of work with personnel, its forms and methods.

The personnel policy determines the general direction and foundations of work with personnel, general and specific requirements for them, and is developed by the owners of the enterprise, top management, and the personnel department.

The main goal of the personnel policy is to timely ensure the optimal balance of the processes of recruitment, retention of personnel, its development in accordance with the needs of the enterprise, the requirements of the current legislation and the state of the labor market.

The objectives of the personnel policy of the enterprise are shown in fig. 5.1.

The target task of the personnel policy of an enterprise can be solved in different ways, while there are such alternative options:

Dismiss employees or retain; if preserved, in what way;

Conduct employee training yourself or look for those who already have the necessary training;

Conduct recruitment from external sources or retrain employees who are subject to dismissal from the enterprise;

Conduct additional recruitment or be content with the existing number with a more rational use of it;

Invest money in training "cheap" but highly specialized workers, or "expensive" but flexible workers, etc.

The main types of personnel policy are: recruitment policy, training policy, remuneration policy, formation policy personnel procedures, politics of social relations.

On large enterprises personnel policy, as a rule, is officially declared and recorded in detail in general corporate documents: memorandums, instructions regulating the most important aspects of human resource management. In small enterprises, as a rule, it is not specially developed, but exists as a system of informal installations of the owners.

It is believed that the written registration of personnel policy allows

Clearly and clearly reflect the views of the administration of the enterprise;

Convince the staff of the goodwill of the administration of the enterprise;

To improve the interaction of departments of the enterprise;

Introduce consistency in the process of making personnel decisions;

Inform staff about the rules of internal relations;

Improve the moral and psychological climate in the team, etc. The personnel policy of the enterprise should be based on the principles given in fig. 5.2.

The basis for the formation of the personnel policy of the enterprise is the analysis of the structure of personnel, the efficiency of the use of working time, forecasts for the development of the enterprise and staff employment. Sometimes this work is carried out with the help of special consulting organizations, and although the payment for their services is very high, the result far exceeds the costs.

The personnel policy of an enterprise is determined by internal and external factors (Fig. 5.3).

Yes, to external factors that determine the personnel policy of the enterprise include: national labor legislation; relationship with the trade union; the state of the economic situation; situation in the labor market.

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

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force. It is important to obtain information about professional and public associations in which employees of the enterprise or job candidates take part. The activity strategy of these associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs at the enterprise.

The internal factors that determine the personnel policy of the enterprise are:

Enterprise goals and their time perspective

For example, businesses focused on making a quick profit and then curtailing work require completely different professionals compared to businesses focused on a gradual rollout. large-scale production with many branches;

Management style

A comparison of highly centralized enterprises with those that prefer decentralization shows that these enterprises require a different mix of professionals;

Working conditions

The most important characteristics of jobs that attract or repel people are:

The degree of physical and mental effort required;

The degree of harmfulness of work to health;

Location of jobs;

Duration and structured work;

Interaction with other people during work;

Degree of freedom in solving problems;

Understanding and accepting the purpose of the enterprise.

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

Qualitative characteristics labor collective

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

Personnel policy is based on the personnel concept of the enterprise, is, along with production, financial, economic, scientific, technical, marketing policy, an element of the general concept of its development.

Personnel policy at the enterprise of the future, according to Western experts, should be based on the following principles:

Full confidence in the employee and providing him with maximum independence;

The center of economic management should not be money, but a person and his initiative;

The result of the enterprise's activity is determined by the degree of team cohesion;

Maximum delegation of management functions to employees;

The need to develop employee motivation.

Today JSC "Concern" Stirol "founded its personnel policy on three basic principles: personnel strategy, personnel logistics, personnel competence. These principles cover all aspects of personnel activity: the enterprise personnel planning system, methods and sources of satisfaction of personnel needs, evaluation and selection system candidates for filling vacant positions, solving the problems of adapting a hired person, a system of continuous improvement of the qualification level of the concern's employees; certification of managers and specialists, the formation of a reserve; the formation of a favorable moral and psychological climate in the teams of the concern's divisions; corporate culture.

In connection with the developed strategic concepts of personnel management, new requirements are also imposed on future personnel managers, in particular: purposefulness, scale, sociability, the ability to analyze and solve complex problems, synthesize solutions in conditions of uncertainty and limited information, etc. The main directions of the personnel policy of the enterprise shown in fig. 5.4.

The mechanism for implementing the personnel policy of an enterprise is a system of plans, norms and standards, organizational, administrative, social, economic and other measures aimed at solving personnel problems and meeting the needs of the enterprise in personnel.

The main feature of the entire system for the development and implementation of an effective personnel policy at the enterprise is the fact that a significant part of the work with personnel should be carried out by line managers themselves, and personnel officers are obliged to help them in this and provide appropriate support (working time of line managers to perform personnel functions in progressive enterprises range from 30 to 60%). The main rules for this are:

Every leader is a head of personnel;

Each director is a director of personnel, regardless of which area of activity he is responsible for;

Personnel literacy is essential element, which determines the promotion of managers of all levels.

Bazarov T.Yu. identifies the following types of personnel policy of enterprises:

1. Depending on the level of awareness of the rules and norms underlying personnel measures and the level of influence of the administrative apparatus on the personnel situation in the enterprise, the following types of personnel policy are distinguished:

1.1. Passive personnel policy: the management of the enterprise does not have a program of action in relation to the personnel, and personnel work consists in eliminating negative consequences.

Such an enterprise is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. The management in the situation of this personnel policy works in a mode of rapid response to conflict situations that arise, and seeks to extinguish conflicts by any means, as a rule, without identifying their causes and possible consequences.

1.2. Reactive personnel policy: the management of the enterprise monitors the negative aspects of working with personnel, the causes and situation of the development of the crisis, and also takes measures to localize the crisis.

The management of the enterprise is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have at their disposal the means of diagnosing the existing situation and adequate emergency assistance.

1.3. Preventive personnel policy: the development programs of the enterprise contain short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated.

It should be noted that the policy arises only when the management of the enterprise reasonable forecasts of the development of the situation. However, an enterprise characterized by the presence of a preventive personnel policy does not have the means to influence earlier. The personnel department of such enterprises has not only the means to diagnose personnel, but also to predict the personnel situation for the medium term. The main problem of such enterprises is the development of targeted personnel programs.

1.4. Active personnel policy: the management of the enterprise has not only a forecast, but also means of influencing the situation; the personnel department is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal environment.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hard to algorithmize and describe).

In accordance with this, two subspecies of active personnel policy are distinguished:

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

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

Problems in the implementation of this personnel policy may arise if the influence of factors that have not been previously considered increases, which will lead to a sharp change in the situation (for example, when the market changes, a new product appears that can replace the company's current one). From the point of view of personnel work, it will be necessary to carry out retraining of personnel, however, quick and effective retraining can be successfully carried out, for example, in an enterprise with a mass of young personnel than in an enterprise with very qualified, well-specialized older personnel.

2. Depending on the degree of openness in relation to the external environment in the formation of personnel (principal orientation of the enterprise to its own staff or to external staff), the following types of personnel policy are distinguished:

2.1. Open personnel policy: the company is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this or a related company.

An open personnel policy is characterized by the fact that the company is transparent to potential employees at any level; you can start working in it both from the lowest position, and from a position at the level of senior management. This type of personnel policy characterizes modern telecommunications companies and automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such enterprises. This type of personnel policy may be adequate for new enterprises pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

2.2. Closed personnel policy: the company focuses on the inclusion of new personnel only the lowest official level, and the replacement occurs from the number of employees of the enterprise.

This type of personnel policy is typical for enterprises focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, as well as for enterprises operating in conditions of a shortage of human resources.

Opening a representative office in a new city, the company "Consol" (real estate market, construction) adheres to the principle: to occupy key positions, and even more so to head the regional structure, should be people who have worked in the company for more than one year, even if for this they even need to be relocated to other regions. That is, the company has a closed personnel policy. "In order to organize something in a new territory, we need not just a highly qualified specialist - we need a person who has adopted the company's philosophy," says Nikolay Ilyashenko, CEO"Console" company. “We had experience in hiring leaders from outside in regional offices, but most people, even with good data and rich experience, do not take root.” Managers working in the branches are responsible not only for the technical issues of construction, but also for obtaining various permits and approval documents, and for the economics of the facility. They must sell space, promote the product, and maintain a position in the market. Leaders of this level need to grow in the company. .

Comparison of open and closed personnel policy on the main aspects of work with personnel is illustrated in Table. 5.1.

Another typology of personnel policy is based on the definition of the values that underlie it. So, D. McGregor formulated the signs of an autocratic style of management in the form of the theory "X", and democratic - the theory "Y". The first assumes that a person is an irresponsible creature by nature, trying to work as little as possible.

Table 5.1. Comparative characteristics open and closed personnel policy

Aspects of work with personnel	Type of personnel policy
Aspects of work with personnel	open	Closed
Recruitment	The situation of high competition in the labor market	Labor shortage situation
Staff adaptation	Possibility of quick inclusion in competitive relations, introduction of new approaches	Effective adaptation through training, high team cohesion, inclusion in traditional approaches
Personnel training and development	Often held in external centers, promotes the borrowing of new	Often carried out within the enterprise, contributes to the formation of a common view, common technologies adapted to the work of the enterprise
Staff promotion	Difficult to grow as recruitment trend prevails	Priority in appointment to higher positions is always given to employees of the enterprise, career planning is carried out
Motivation and stimulation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)
Implementation of innovations	Constant innovative influence from new employees, the main mechanism of innovation is the contract, determining the responsibility of the worker of the enterprise	The need to specifically initiate the process of developing innovations, a high sense of ownership, responsibility for change

Therefore, personnel management, or personnel policy, should be based on external motivation, direct regulation and control. Theory "Y" provides that a person is hardworking, prone to success, strives for responsibility, internally motivated to work. Therefore, personnel management should be based on the principle of division of responsibility and trust.

From these positions, personnel policy can have both democratic and authoritarian orientations. However, changes in the growth of skills of workers and the complication production processes that have occurred in recent decades will require a democratic style of governance.

In the process of forming the personnel policy of the enterprise, the following aspects should be coordinated:

Development general principles personnel policy, prioritization of goals;

Organizational and staffing policy - planning the need for personnel, the formation of the structure and staff, appointments, the creation of a reserve, displacement;

Information policy - creation and support of a system for the movement of personnel information;

Financial policy - formulating principles for the distribution of funds, ensuring an effective system of labor incentives;

Personnel development policy - providing a development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training and professional development;

Evaluation of performance results - analysis of the compliance of the personnel policy and the strategy of the enterprise, identification of problems in personnel work, assessment of personnel potential.

If an enterprise is being created and its management is interested in ensuring that the personnel policy is carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy.

Bazarov T.Yu. identifies the following stages of designing an enterprise's personnel policy:

1. Rationing

Target this stage- harmonization of the principles and goals of work with personnel with the principles and goals of the enterprise as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the enterprise, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of an enterprise, the principles of his work in an enterprise, growth opportunities, requirements for the development of certain abilities, etc.

2. Programming

The purpose of this stage is the development of programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and activities to achieve the goals, taking into account both the current state and the possibilities for change.

An important parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the enterprise. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies, mass media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees who are studying corporate educational institutions. For corporate culture with elements of organic organizational culture, cultivates the spirit of "one family", it is inappropriate to use strict and cruel psychological tests when recruiting, more attention should be paid to interview procedures, group activities, simulation of real production situations, etc.

3. Personnel monitoring

The purpose of this stage is the development of procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel.

At the same time, it is advisable to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in single system internally related tasks, ways of diagnosing and influencing, ways of making and implementing decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

The English specialist in the field of personnel management D. Gresti believes that the personnel policy of an enterprise should ensure:

Organizational integration - senior management and line managers accept a developed and well-coordinated human resource management strategy as “their own” and implement it in their operational work, closely interacting with functional services;

A high level of responsibility of all employees, which is understood as both identification with the basic values of the enterprise, and the persistent implementation of certain goals in practical work;

Functionality - the variance of functional tasks, involving the rejection of the traditional, rigid distinction various kinds works, as well as the use various forms employment contracts (full, part and time employment)

Structurality - adaptation to continuous learning, organizational changes, flexibility of organizational and personnel potential, high quality work and its results, working conditions (working environment, content of work, employee satisfaction).

Thus, to implement a modern personnel policy, a new cohort of personnel managers is needed.

Personnel policy- a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. Through the personnel policy, the implementation of the goals and objectives of personnel management is carried out, therefore it is considered the core of the personnel management system. The personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the following regulatory documents:

internal regulations

collective agreement.

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

In a broad sense it is a system of conscious and in a certain way formulated and fastened rules and norms that bring the human resource in line with the long-term strategy of the company.

Often, with a broad understanding of personnel policy, it is necessary to pay attention to the peculiarities of the implementation of power and leadership style. Indirectly, this is reflected in the philosophy of the organization, the collective agreement and internal regulations. It follows that all activities for working with personnel - selection, staffing, certification, training, promotion - can be planned in advance and coordinated with the strategic goals and current tasks of the organization.

In a narrow sense it is a set of specific rules, wishes and restrictions (often unconscious) that are implemented both in the process of direct interactions between employees and in the relationship between employees and the organization as a whole.

In this sense, for example, the words “the personnel policy of our company is to hire people only with higher education”.

Goals and objectives of personnel policy.

Personnel policy (CP) is a set of the most important theoretical provisions and principles, official requirements and practical measures that determine the main directions and content of work with personnel, its forms and methods. It determines the general direction and foundations of work with personnel, general and specific requirements for them by the relevant subjects of management (the state, territorial systems, organizations, etc.).

main goal personnel policy is the timely provision of the organization with personnel of the required quality and in the required number. Its other goals are:

1) ensuring the conditions for the implementation of the rights and obligations of citizens provided for by labor legislation;

2) rational use of human resources;

3) formation and maintenance of effective work of labor collectives.

The main types of personnel policy are the recruitment policy, the training policy, the wage policy, the policy for the formation of personnel procedures, the policy of social relations.

The personnel policy is guided by trends, plans for the development of the enterprise, and from this the following tasks can be distinguished:

Dismiss employees or keep; if retained, what is the best way to: a) transfer to reduced forms of employment; b) use at unusual works, at other objects; c) send for long-term retraining, etc.;

• train workers themselves or look for those who already have the necessary training;

recruit from outside or retrain workers to be released from the enterprise;

Recruit additional workers or get by with the existing number, subject to its more rational use;

· to invest in the training of "cheap", but highly specialized workers or "expensive", but maneuverable, etc.

HR policy requirements.

The general requirements for personnel policy in modern conditions are as follows:

1. Personnel policy should be closely related to the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those aspects that are focused on taking into account the interests of the staff and are related to the organizational culture of the enterprise.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to its employees.

Thus, the personnel policy is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

Principles of personnel policy.

Strategic Approach

The personnel management system is aimed at implementing the company's strategy

work with personnel is carried out in accordance with the requirements for the formation and maintenance of a long-term image of the company as an attractive employer

Consistency and integrity

All processes of the personnel management system are interconnected and interdependent

Unity and transparency

The principles of personnel policy are the same for all enterprises

of the company, the company informs employees about the principles of personnel policy in force in the company

Differentiated Approach

partnership

The company studies and purposefully forms the opinion of the labor collective in key areas of work with personnel

Independence and individual responsibility of employees

Each employee of the company maintains the functioning, comprehensively develops and improves the efficiency of their line of business

Proactivity and flexibility

The company monitors the external and internal environment that affects the processes of personnel management

moderate openness

The degree of openness of information about the forms and methods of working with personnel within the framework of the current personnel policy of the company is determined by the access authority

Compliance with the law (legitimacy, legality)

The company is building labor Relations with its employees on the basis of compliance with the law and legitimacy

Description of the most important principles of individual areas of the KP.

1. Personnel management of the organization.

The principle of the equal need to achieve individual and organizational goals

The need to look for fair compromises between management and employees, and not to give preference to the interests of the organization.

2. Selection and placement of personnel.

The principle of conformity, The principle of professional competence, The principle of practical achievements The principle of individuality

Correspondence of the volume of tasks and responsibility to human capabilities Level of knowledge corresponding to the requirements of the position Required experience, leadership abilities Level of intelligence development, character, leadership style

3. Evaluation and certification of personnel

Principle of selection of assessment indicators, Principle of qualification assessment, Principle of assessment of assignments

A system of indicators that take into account the purpose of assessments, assessment criteria Suitability, determination of the knowledge necessary to perform this type of activity Evaluation of performance results

4. Personnel development

The principle of advanced training, The principle of self-expression, The principle of self-development

The need for periodic revision of job descriptions for the continuous development of personnel Independence, influence on the formation of execution methods Ability and opportunity for self-development

5. Motivation and incentives for staff, remuneration

The principle of compliance of payment with the volume and complexity of the work performed, the principle of an even combination of incentives, sanctions, the principle of motivation

Efficiency of the remuneration system Concreteness of writing off tasks, duties and indicators Motivating factors influencing the increase in labor efficiency.

Elements of personnel policy

The personnel policy is aimed at creating a responsible, cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the organization's development strategy. It includes the following elements: the type of power in society, the style of leadership, the philosophy of the enterprise, the internal regulations, the collective agreement, the charter of the organization, and through them it is realized.

Types of power

Ochlocracy(ohlos - crowd) - literally the power of the crowd, which is characterized by the lack of a clear obedience of citizens to the norms of morality and law, and public behavior which is determined at spontaneous meetings, rallies, demonstrations.

tyranny(Nero, Ivan the Terrible) dictatorship(Hitler, Stalin, Franco)

monarchy(Peter, Napoleon, Catherine II),

Democracy ( demos - people) - Democracy allows you to use the inner potential of a person, move from methods of coercion to methods of persuasion.

Leadership style

Authoritarian style- when making decisions, the leader is guided by his own goals, criteria and interests, practically ignoring the opinion of the team and limiting himself to a narrow circle of like-minded people.

Democratic style based on a combination of the principle of sole leadership and self-government.

liberal style- the leader in decision-making focuses on the goals and interests of individual groups of the workforce, constantly maneuvers to maintain parity of interests, often takes different positions of the parties.

mixed style- involves a combination of the above types of curing.

Philosophy (credo) of the enterprise- this is a set of moral and administrative norms and rules for the relationship of personnel subordinate to the achievement of the strategic goal of the enterprise.

Collective agreement - legal act regulating social and labor relations between employees and employers. The content of the collective agreement is determined by the parties within their competence.

The main directions of personnel policy

Personnel policy in the organization can be carried out in the following areas:

forecasting the creation of new jobs, taking into account the introduction of new technologies;

development of a personnel development program in order to solve both current and future tasks of the organization on the basis of improving the system of training and job placement of employees;

development of motivational mechanisms to increase interest and job satisfaction;

creation of modern systems of recruitment and selection of personnel

implementation of marketing activities in the field of personnel

formation of the concept of remuneration and moral incentives for employees;

ensuring equal opportunities for effective work, its safety and normal conditions;

determination of the basic requirements for personnel within the forecast of the development of the enterprise

formation of new personnel structures and development of procedures for personnel management mechanisms;

improvement of the moral and psychological climate in the team, involvement of ordinary workers in the management of the enterprise.

Types of personnel policy and their characteristics

Exist the following types personnel policy.

1. In accordance with the level of awareness of those rules and norms, that form the basis of HR activities:

A) passive personnel policy. It is connected with the lack of an expressed program of action in relation to personnel from the management of the organization. Personnel policy is reduced to the elimination of negative consequences in the field of personnel work;

b ) reactive personnel policy. Management monitors symptoms negative state in work with personnel and takes measures to localize problems;

V) preventive personnel policy. It is characterized by the presence of reasonable forecasts for the development of the situation by the management and at the same time a lack of funds to influence it;

G) active personnel policy. It is characterized by the presence of not only reasonable forecasts for the development of the situation, but also the means of influencing it.

2. Depending on the degree of openness in relation to the external environment when forming the personnel of the organization:

A) open personnel policy . Characterized by the transparency of the organization for potential employees at any level of the management hierarchy;

b) closed personnel policy. It is impenetrable to new personnel at middle and higher levels of management.

Factors influencing the formation of personnel policy

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors- those that the organization, as a subject of management, cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

Situation in the labor market (demographic factors, education policy, interaction with trade unions);

Economic development trends;

Scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);

Regulatory environment (i.e. those “rules of the game” that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees, etc.). Internal environmental factors These are factors that can be controlled by the organization. These include:

The goals of the organization (on their basis, personnel policy is formed);

Management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources (the ability of the organization to finance personnel management activities depends on this);

Personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is a source of effective and stable work);

Leadership style (all of them do not equally affect the implementation of a certain personnel policy).

Stages of development and formation of personnel policy

The concept of personnel policy.

Types of personnel policy.

Personnel strategy.

Stages of personnel policy design.

Ways to implement personnel policy.

The concept of personnel policy

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

A system of rules and regulations that bring human resources in line with the company's strategy (hence it follows that all activities for working with personnel: selection, compilation staffing, certification, training, promotion - are planned in advance with a common understanding of the goals and objectives of the organization).

A set of specific rules, wishes and restrictions in the relationship between people and the organization. In this sense, for example, the words “The company's personnel policy is to hire people with higher education only” can be used as an argument in solving specific personnel issues.

The term "personnel policy" is defined as follows:

Personnel policy- the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a responsible and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the strategy company development.

Each company must have a set of documentation that defines the content of the personnel policy as a system of work with personnel, its goals, basic principles, methods, sources of funding, etc.

personnel planning;

substantiation of the use in practice of certain methods and means of implementing the goals and objectives of the organization's personnel policy;

personnel control system.

The personnel policy is formed taking into account the state of:

The external environment in which the organization develops:

economic system;

social relations;

political situation.

Internal organization system:

strategic goals and objectives;

corporate culture;

qualitative characteristics of the workforce;

working conditions;

economic position.

The main characteristics of the personnel policy in the company:

Relationship with the development strategy of the organization.

Orientation to long-term planning.

The importance of the role of staff.

Philosophy of the company in relation to employees.

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

Types of personnel policy

There are two grounds for differentiating personnel policies:

On the role of the organization's management in the implementation of the strategy for working with personnel.

By orientation in the formation of personnel to external or internal sources.

According to the role of the organization's management in the implementation of the strategy for working with personnel, the following types of personnel policy are distinguished: passive, reactive, preventive, active.

Passive personnel policy

It arises in a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. The management works in the mode of emergency response to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

In a broad sense personnel policy- a system of rules and norms in the field of work with personnel, which must be understood and formulated in a certain way, leading human resource in line with the company's strategy. This definition emphasizes the integration of the sphere of personnel management in general activities organization, as well as the fact of awareness of the rules and norms of personnel work by all subjects of the organization

In a narrow sense personnel policy- a set of specific rules, wishes and restrictions in the relationship between employees and the organization. Under personnel policy it implies the formation of a strategy for personnel work, the establishment of goals and objectives, the definition of principles for the selection, placement and development of personnel, the improvement of forms and methods of working with personnel in specific market conditions at a particular stage of development of the organization

The purpose of the personnel policy is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization, legal requirements, and the state of the labor market

Personnel policy of the organization-- the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account organization development strategy

Types of personnel policy by the scale of personnel activities

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

§ passive;
§ reactive;
§ preventive;
§ active

Passive personnel policy

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

Reactive HR policy

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

Preventive personnel policy

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

Active personnel policy

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

Types of personnel policy by degree of openness

Second reason to differentiate personnel policies, there may be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

1. open;
2. closed

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position, and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this organization

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

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

-- forecasting the need to create new jobs, taking into account the introduction of new technologies;
-- development of a personnel development program in order to solve both current and future tasks of the organization on the basis of improving the system of training and job placement of employees;
-- development of motivational mechanisms that increase the interest and satisfaction of employees with work;
-- creation of modern systems of recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;
-- ensuring equal opportunities for effective work, its safety and normal conditions;
-- determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;
-- improvement of the moral and psychological climate in the team, involvement of ordinary workers in management

Recall that every employee matters, because in the end, the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities

Types of personnel policy of the organization

1. In accordance with the level of awareness of those rules and norms that underlie personnel activities:
- a) passive personnel policy. It is connected with the lack of an expressed program of action in relation to personnel from the management of the organization. Personnel policy is reduced to the elimination of negative consequences in the field of personnel work;
- b) reactive personnel policy. Management monitors the symptoms of a negative state in work with personnel and takes measures to localize problems;
- c) preventive personnel policy. It is characterized by the presence of reasonable forecasts for the development of the situation by the management and at the same time a lack of funds to influence it;
- d) active personnel policy. It is characterized by the presence of not only reasonable forecasts for the development of the situation, but also the means of influencing it
2. Depending on the degree of openness in relation to the external environment in the formation of the personnel of the organization:
- a) open personnel policy. It is characterized by the transparency of the organization for potential employees at any level of the management hierarchy;
- b) closed personnel policy. It is impenetrable to new personnel at middle and upper levels of management