HR consulting is widely used in Russian enterprises. It is implemented through recruitment agencies or specially created personnel consulting centers, personnel assessment centers.
Issues addressed by HR consultants can be divided into the following groups:
- 1. Formation of the organization’s personnel policy and its personnel strategies.
- 2. Search, selection, selection and adaptation of personnel for the client organization. These issues directly fall within the competence of personnel and recruiting agencies.
- 3. Personnel assessment, which can be used for a variety of purposes: assessment during selection and selection, during certification, when solving construction issues business career, advanced training, training and retraining.
- 4. Construction of a system of personnel motivation in all its forms - administrative, organizational, economic, socio-psychological.
- 5. Organization of the workplace, labor protection, personnel health and safety precautions.
- 6. Creating a productive organizational culture, corporate unity, ensuring staff loyalty to the organization.
- 7. Organization of personnel records management.
- 8. Resolving issues related to the delegation of authority and responsibility of employees, developing job and work instructions, regulations, and working hours.
- 9. Solving legal and related issues related to personnel management of the organization - labor law, intellectual property, ensuring trade secrets.
- 10. Individual professional, social, intellectual development of an employee of the organization.
The main activity used in personnel consulting is personnel assessment, which should have the following properties:
- - objectivity - independence from someone’s private opinion or individual judgments;
- - reliability - freedom from the influence of situational factors (the mood and well-being of the person being assessed, his past successes and failures, some accidents);
- - reliability in relation to activities - the real level of knowledge, skills, abilities must be assessed - how successfully a person copes with his work;
- - predictiveness - the assessment should provide data on what types of activities and at what level a person has potential abilities, in other words, the assessment should reveal the hidden reserves of a person;
- - accessibility and consistency - understanding of assessment procedures by all participants;
- - compliance with the objectives of the organization - personnel assessment should correspond to the maximum extent to the nature of the activities of the organization, its divisions and specific position(workplace), their condition (production situation), existing problems.
Currently, when providing business recruitment services, recruitment agencies widely use the following methods, the implementation of which is necessarily accompanied by consulting:
- 1. Headhunting (from the English head - head and hunter) is a technology for searching and selecting highly qualified specialists, which consists of reaching a specific specialist and convincing him of the advisability of moving to the customer’s organization.
- 2. Outsourcing (from the English outsourcing (outer-source-using) - use of an external source/resource) is the transfer by an organization on a contractual basis of any, usually non-core, functions to a third-party contractor (organization or to an individual), who is a specialist in this field and has the appropriate experience, knowledge, and technical means.
- 3. Outstaffing (from the English outstaffing; out - outside, outside; staff - staff) - literal translation - freelance. In other words, the company transfers some of its employees to the staff of another organization (usually a recruitment agency), while the employees continue to work in the same place and perform their previous duties. A recruitment agency becomes their employer.
- 4. Personnel leasing (from the English personal-leasing) is a management technology that allows you to provide the company’s business process with the necessary labor resources for a certain time, using the services of a third-party organization. That is, in fact, this is personnel outsourcing, but its peculiarity is the sending of temporarily free personnel to work in different organizations.
- 5. Outplacement - a service of support, orientation in the labor market, psychological support and ultimately the employment of a laid-off or dismissed employee.
When providing services, consultants use such special methods of working with clients as:
- 1. Coaching - a method of directly training a less experienced employee by a more experienced one in the process of work; a form of individual mentoring and counseling.
- 2. Neurolinguistic programming (NLP, from the English neuro-linguistic programming) is a technology for researching and influencing a person’s internal experience through modeling sensations, experiences, states, and moods.
- 3. Modeling the structures and business processes of an organization, for example, using the SADT methodology (from the English Structured Analysis and Design Technique) as a tool for structural analysis and design of complex systems using a special graphical language.
- 4. Methods of social research - interviews, social experiments, surveys, tests.
Complex assessment methods include personnel audit, which is a special, detailed analysis of the state of the organization’s personnel and personnel management system, aimed at assessing their compliance with both current economic tasks and its goals. strategic development, adopted strategies.
Assessing the personnel in relation to the requirements of the current functioning of the organization, the consultant identifies its supply of personnel, the compliance of their qualifications, work motivation, level of discipline with the parameters of economic activity, taking into account the current situation. This reveals strong and weak sides personnel and management systems, as well as existing reserves and potential. The purpose of such a personnel audit is to develop advice, recommendations, planned activities and optimization projects labor resources and increasing the efficiency of their activities in accordance with current requirements organization as a system, its economic activities and the requirements of the external, primarily market, environment.
When assessing the organization's development strategies, it is first necessary to determine the degree of staff readiness to implement upcoming organizational changes.
In this case, it is necessary to answer the questions:
- - Are employees ready (capable, motivated) for individual changes in their rules, principles, relationships with managers, colleagues, partners, clients, lifestyle, behavior, etc.;
- - are they ready for hard work to carry out organizational changes, participate in organizational development projects in accordance with their defined place and role in the system of changes;
- - whether they have the knowledge and skills necessary for the upcoming work, and whether they can complete it in accordance with the established requirements.
In the current unstable global and Russian situation, personnel audit is of particular importance, as it should ensure the stability of the organization’s current economic activities, its survival in unfavorable environmental conditions, as well as create opportunities for continuous improvement and, if necessary, sudden changes. This is due to the fact that of all organizational resources, people are the most flexible, but for this, a certain quality of human resources must be ensured, for which their management must be based on the concept of human capital.
In this regard, one of the tasks of a personnel audit is to identify a special one among the organization’s personnel, in to a greater extent informal category-cognitariat, workers who make maximum use of creative intelligence in their activities and are capable of creating intellectual products, innovations, as well as the most effective adaptation to the changing conditions of the internal and external organizational environment.
Cognariat forms the human intellectual capital of the organization, and through its intellectual and innovative activities creates structural intellectual capital - intellectual products and market capital - the image of the organization and its productive relationships with counterparties.
Auditing and consulting in the field of personnel are already commonplace: heads of companies and large corporations understand that it is necessary. In the context of a change in the general scientific, business, and management paradigm, the performance indicators of an enterprise are no longer determined only by productivity.
Among the parameters by which business efficiency is assessed are the characteristics of personnel, total human potential, the level of employee training (does it correspond to strategic goals organization). The intellectual capital of a company is the most important value, therefore its diagnosis and the development of measures to improve the motivation system and personnel assessment require priority attention. Personnel audit is necessary in conditions of serious competition, limited resources, situations related to mergers and business divisions.
In Russia and the world, it has become a common tool for monitoring the work of organizations. Includes assessment procedures:
· existing structure employee management, its effectiveness;
· compliance of personnel with the company’s development goals;
· correctness of documentation - from the standpoint of legal requirements, the basics of office work.
In order for problems and their causes to be correctly diagnosed, and recommendations for management to be specific, valuable, and accurate, it is necessary to adhere to the principles of personnel audit and consulting. This is the foundation of the activities of specialized experts involved in the work. The principles are divided into:
· related to the audit itself - they must be observed by the audit experts;
· relating to the construction of personnel processes - they are associated with functional interdependencies, the need for intra-company coordination;
· aimed at achieving consulting objectives (principles of joint problem solving).
PRINCIPLES OF CONDUCTING A HR AUDIT
In order for a personnel audit to be effective and carried out with the minimum possible, sufficient expenditure of time and effort, it is necessary for specialists to adhere to the following principles:
· Professionalism - the auditor’s opinion must be supported by specialized education, “freshness”, and relevance of knowledge. To comply with the requirements, a specialist constantly needs to improve his skills, practice, and solve increasingly complex problems.
· Objectivity, independence from third-party opinions, private judgments or private assessments. The auditor must be unbiased, be able to make decisions independently, be resistant to unfounded data, and not take on faith characteristics that are not supported by data. This is expressed in the need to develop self-control - to be free from situational factors (mood, successes or failures, well-being).
· Honesty - fraud, deliberate (even accidental) distortion of facts and data should not be allowed. The auditor vouches for the truth of the conclusions, that they are based on correctly collected, complete, comprehensive primary information.
· Credibility. When assessing, it is necessary to take into account only the actual level of knowledge, mastery of the “subject,” and skills. The key factor is the completeness of the employee’s duties.
· Work according to standards international law. In addition to national legislation, it is necessary to ensure compliance with international standards.
Personnel audit and consulting must be comprehensive, agreed upon between the participants in the procedures, and take into account the strategic goals of the customer company and other factors. This will allow for an analysis of the organization's performance.
PRINCIPLES OF BUILDING HR PROCESSES
Consultants and auditors must evaluate the quality of documentation (give recommendations for correcting problems), build a hierarchy and work processes to improve the efficiency of personnel management. Due to increasing specialization, division of responsibilities, complexity organizational structures it is necessary to accurately coordinate operations over time, to “link” all employees and their activities with each other.
The principles of personnel audit and consulting when assessing work processes are as follows:
· interdependence - no work process should take place in isolation from others, it is necessary to ensure integration, a smooth “flow” of operations into each other;
· rationality - “necessity and sufficiency” of the process, there should be no unnecessary procedures, each employee and action serves a clear purpose;
· economical - minimal format necessary costs, temporary, financial, any other;
· interchangeability - in order for work processes to be carried out continuously, it is worth excluding their stopping due to the disposal of individual “elements”;
· communication - it is necessary to ensure continuous feedback, taking into account the reactions, opinions of employees, management.
The last principle defines additional tasks for consultants. They must ensure that staff work together, otherwise the return on their work will be less than expected.
PRINCIPLES OF COLLABORATIVE WORK ON TASKS
Among all tasks, HR consulting solves the issues of joint work on the situation, positive perception of changes by staff. In order for the correction of deficiencies and problems identified by auditors to be “painless”, the following principles must be followed:
· Reality - orientation to work in specific conditions. To carry out each action, the existing restrictions and interests of all parties (parallel departments, counterparties, etc.) are taken into account. The ideas of the participants, therefore, need to be “grounded”.
· Controllability - the process of moving towards the result must be controlled. All participants need to accept changes, understand how they happen and why.
· Attractiveness - every participant should strive to achieve their goals. This means that staff need to be encouraged to make changes, encourage initiative, and the willingness to “work on mistakes.”
It is important to develop mechanisms for motivating, informing staff, and legal support. Management must have indicators for assessing the quality of employee work and personnel policies.
BDO Unicon Outsourcing offers HR audit and consulting services. Experts with industry specialization adhere to fundamental principles. The quality of work is confirmed by more than 350 successfully completed projects. BDO Unicon Outsourcing - 25 years of experience and competence to protect your interests.
Optimization of the personnel management system as the main goal of personnel consulting. The main stages of optimization of the personnel management system: preliminary diagnosis of the state of the personnel management system, reorganization of personnel management subsystems, implementation and maintenance. Optimization of the organizational and functional structure of the personnel management system. Optimization of personnel management functions. Optimization of personnel management technologies. Criteria for selecting consultants in the field of personnel management. Methods of personnel consulting: benchmarking, personnel monitoring, personnel controlling, Assessment Center technologies, etc. Registration of the results of personnel consulting. Assessing the effectiveness of personnel consulting.
Specifics of personnel consulting for individual subsystems of personnel management: documentation support for personnel management; analysis of needs for working with personnel; assessing job requirements; assessment of professionally important qualities; incentives and remuneration; personnel selection and adaptation; qualification level assessments; staff training; assessment of the socio-psychological climate.
Topic 5. Theoretical foundations of personnel audit
Classification audit activities. Types of audit. Distinctive features, advantages and disadvantages of types of audit. Areas of audit. Financial, government, management audit.
Personnel audit as a form of diagnostic research of an organization. Subject and objectives of the audit. Dynamics of audit goals and methods in different periods of history. Various definitions of audit concepts. Audit and audit activities. Audit and consulting. Audit and revision. The formation of audit in Russia. Problems of information risk in auditing. Regulation of auditing activities. Legal basis audit. Auditing standards. Principles of auditing. Basic rules of auditor conduct. Basic character traits and practical skills required by an auditor.
Topic 6. Personnel audit methodology
Methodological approaches to auditing an organization's personnel. The essence and main elements of the concept of personnel audit. Personnel of the organization, its activities as an object of audit. The main aspects of audit in the labor sphere: organizational and technological, socio-psychological, economic. Goals and objectives of personnel audit. Types of personnel audit. Personnel audit methods. Personnel audit technology. The main stages of the audit: preparatory, collection of information, analysis and processing of information, assessment of the effectiveness of the audit. Goals and content of audit stages.
Topic 7. Methodological basis for conducting a personnel audit in an organization
Key indicators of personnel audit in an organization. Methodology for conducting personnel audits. Personnel audit standards. The main sources of information used when conducting audits in the social and labor sphere: laws and instructions; labor indicators; surveying and interviewing employees. Objectives and main directions of analysis of labor indicators when conducting a personnel audit. Improving the organization's personnel management system based on personnel audit. Assessing the effectiveness of personnel audits.
Shestakova E. V., Prytkov R. M.
HR consulting and audit
Introduction
The textbook is intended for conducting lectures on the discipline “Personnel Consulting and Audit”. It is structured according to work program academic discipline.
Personnel consulting and audit is a specialized type of activity that is associated with project, information, advisory support for various processes, as well as activities for independent expert assessment of activities. This cycle The lectures appear to be a complete course, providing basic and conceptual knowledge of the basic facts of the consulting and audit process. Theoretical and methodological training received on the basis of this teaching aid, is part of a comprehensive program for training auditors and consultants consulting services. Considering that consulting is a relatively new concept for Russia, the relevance of this educational material is obvious.
The process of mastering lecture classes of the discipline is aimed at forming elements of the following competencies in accordance with the Federal State Educational Standard for Higher Professional Education and the General Educational Standards for Higher Professional Education in the field of study 080400.68 – Human Resources Management, master’s program Management by human resourses :
a) general cultural (OK):
OK-1: the ability to develop one’s general cultural and professional level and independently master new methods of work.
OK-2: ability for analytical work, ability to carry out research and innovation activities in order to obtain new knowledge, willingness to apply this knowledge for expert assessment of real management situations.
OK-3: master the tools for research, obtaining, storing, processing and presenting information, readiness to use research tools to solve assigned problems.
b) professional (PC).
PC-4: possession modern technologies personnel management, and effective (successful) implementation of them in their professional activity.
PC-16: ability to analyze the socio-economic efficiency of the personnel management system and processes and use its results to prepare decisions in the field of optimizing the functioning of the personnel management system or its individual functions.
PC-37: ability to conduct benchmarking and other procedures to assess the contribution of the personnel management service to achieving the organization’s goals.
PC-41: ability to prepare reviews, scientific reports and scientific publications on current issues of personnel management.
The textbook contains the following sections of the course “Personnel Consulting and Audit”: subject and content of the discipline “Personnel Consulting and Audit”; professional consultants, technical task, analysis of proposals from consulting firms and the price of consulting services; principles, process, control, effectiveness and efficiency of counseling; theoretical basis audit; personnel audit methodology; practical work HR auditor.
Studying these provisions will allow the student to prepare for the exam and more clearly test their knowledge of individual issues during the semester, promotes the assimilation of the features of personnel consulting and auditing, and will help in making optimal decisions in the context of using consulting and auditing tools.
1 Subject and content of the discipline “HR Consulting and Audit”
1.1 The concepts of “personnel consulting”, “personnel audit” in the system of personnel sciences. Subject, objectives, goals and methods of consulting and audit.
1.2 Historical overview of management consulting.
1.3 Business services.
1.4 The concept of consulting activities. Types of consulting services.
1.1 The concepts of “personnel consulting”, “personnel audit” in the system of personnel sciences. Subject, objectives, goals and methods of consulting and audit
Consulting(English: consulting) is a type of service provided to corporate clients interested in optimizing their business.
HR consulting(personnel consulting) - a type of activity that includes a set of activities for personnel analysis, diagnostics of legal and clerical correctness of registration personnel documents and proposals for eliminating violations (personnel audit), assessing the compliance of professional and personal competencies with the duties performed, the level of employee loyalty, etc.
Audit is a type of professional activity independent assessment operations of the organization. The word “audit” originated more than two thousand years ago and comes from the Latin “audio”, which literally means “he hears” or “listener”.
HR audit– this is a comprehensive assessment of human resources and the system of working with them for their compliance with the goals and strategy of the company, as well as identifying the causes (with an assessment of their impact and significance) of problems in the functioning of the company, with subsequent recommendations for bringing the human resource management system and/or human resources in accordance with business needs.
Consulting activities include analysis of the client’s existing business processes, justification of prospects for the development and use of scientific, technical, organizational and economic innovations, taking into account subject area and characteristics of the client’s business. A consulting company (consultant) undertakes to increase the client’s profit by n% over a certain period. To achieve this, the consultant is delegated broad powers, including including a consulting specialist in the management of the client company with the right to make strategic decisions.
Consulting company is a company that provides services for researching and forecasting markets, developing marketing programs, assessing the effectiveness of projects, creating and transforming organizational structures, finding ways out of crisis situations, assessing the value of objects, as well as many other problems. The specialization of companies providing consulting services can be different: from narrow, limited to one area, to the broadest, covering the full range of services in this area.
When conducting HR consulting, the current state of the HR system and its potential are assessed, the optimal proportions between management and executive personnel are identified, and the effectiveness of the human resource management system is analyzed. This type of consulting helps resolve issues of distribution of powers and responsibilities, selection of employees for leadership positions, building development prospects for each employee and all personnel as a whole.
The subject of personnel consulting may include all processes related to the development of methods for motivating personnel, salary systems in the organization, job descriptions, personnel document flow, etc.
Subject of personnel audit– the effectiveness of the system for the formation, use and development of the organization’s labor potential or the effectiveness of the personnel management system.
Within the framework of personnel consulting, it is customary to solve the following tasks:
– organizing from scratch the activities of the HR service;
– increasing the efficiency of the existing personnel management service;
– development and optimization of individual procedures for personnel management: documentation support for personnel management; search, selection and adaptation of personnel; personel assessment; incentive and motivation system; education and development.
HR consulting provides:
– increasing the efficiency of the staff motivation system by optimizing it taking into account the individual characteristics of the company and the needs of employees;
– formation corporate culture enterprises by analyzing the traditions, rules, norms existing in the company and bringing them into line with the strategic development goals of the organization;
– assessment of the company’s personnel potential by diagnosing the individual psychological characteristics of employees and groups. Based on the diagnostics performed, criteria and procedures for assessing the performance of personnel are developed;
– increasing the efficiency of the personnel management system by identifying problem areas and values, as well as by unlocking the potential of individual employees and departments as a whole.
Based on the information received, measures are developed to develop and improve the organization's management system.
Objectives of personnel audit:
1) finding problems in the field of personnel management;
2) ensuring compliance of the required results, volume and directions of ongoing efforts in personnel management with the system of external and internal situational conditions; ensuring compliance of the HR strategy and policy with the strategic goals of the organization;
Introduction 3
Chapter 1. Concept and essence of personnel consulting 5
1.1. HR consulting 5
means of organization development 8
1.3. HR Consultant Toolkit 12
Chapter 2. Development of personnel consulting in Russia and abroad 18
2.1. Study of the process, functions and tasks of personnel consulting in Russia 18
in Russia and abroad 25
Conclusion 34
Literature 37
Introduction
HR consulting ( HR consulting ) is a type of activity related to solving problems facing senior managers in the field of human resource management, with the aim of increasing business profitability.
Every manager understands that one of the competitive advantages of doing business is the presence of high-quality staff. But the presence of highly qualified employees is not the only condition for a successful business organization; a system is also necessary effective management personnel and increasing the productivity of each employee, which is impossible without a well-functioning system of personnel records management, proper maintenance of personnel documentation and compliance with labor legislation.
HR consulting is aimed at solving such problems - consulting services on issues of personnel records management (personnel records) and document flow, labor relations and labor legislation.
When conducting HR consulting, the current state of the HR system and its potential are assessed, the optimal proportions between management and executive personnel are identified, and the effectiveness of the human resource management system is analyzed. This type of consulting helps to resolve many issues of distribution of powers and responsibilities, selection of employees for leadership positions, building development prospects for each employee and all personnel as a whole.
Based on the information received, measures are developed to develop and improve the organization's management system.
Target course work– explore issues related to the development of theoretical knowledge in the field of personnel consulting.
Coursework objectives:
Explore the essence and theory of personnel planning;
Study the development of personnel consulting in Russia and abroad.
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Chapter 1. Concept and essence of personnel consulting
1.1. HR consulting
IN modern activities enterprises, an integrated approach to solving problems of human resource management of an organization seems to be much broader than the scope of activities of personnel managers or personnel management services. At the very least, evidence of this can be seen in the noticeable growth and strengthening of the prestige of practical social psychology and organizational development consulting in Russia and abroad. The experience of the last ten years (1990-2000) indicates that the central point in the client’s (or customer’s) expectations is the consultant’s assistance in finding and maximizing the inclusion of the organization’s human resources for the purpose of its successful development. In general, these expectations can be reduced to at least three points: 1) the need to assess the current and future capabilities of the organization (for example, determining the potential of employees); 2) creating a reorganization program together with the organization’s employees (for example, choosing a human resource management system); 3) consulting support for the organization until the agreed changes are brought to the desired result (for example, through the organization of in-house personnel training) 1.
Each of these areas of activity involves not only using the conceptual and methodological tools available to the consultant, but also determining how, in each specific case, to practically link the initial elements into a holistic technology of activity. Therefore, it is clear that technologies for managing human resources of an organization should be focused on solving at least two types of problems: I) diagnostics, examination or assessment of the “human dimension” of the organization; 2) maintaining reorganization or development processes in the organization.
Technologies for managing human resources of an organization, in our understanding, are a set of personnel management methods focused on assessing and improving the “human resource” of the organization. Typically, they are 1) created for a specific case and implemented through a consultation process; 2) are interdisciplinary in nature and provided by a team of specialists; 3) adapt to the culture of the organization and meet the requirement of practical effectiveness.
It is reasonable to ask the question: does the idea of technological effectiveness contradict humanistic principles and an individual approach in working with the organization’s personnel? Experience shows that this contradiction is removed if the personnel consultant manages, using appropriate technology, to take into account the goals of the organization, the needs and capabilities of individual groups and individuals.
In our opinion, the approach to managing the human resource of an organization should be precisely technological - taking into account all three components of the organization (the organization as a whole, individual groups and specific employees) and achieving the planned result through the consistent implementation of various options for action.
In this section we will discuss the possibilities and limitations of personnel management technologies, both expert type (Assessment Center, competition, personnel psychodiagnostics) and supporting (staff training and team building).
There are many definitions of consulting and its application to management situations and problems. In the specialized literature, two main approaches to counseling are identified.
The first approach takes a broad functional view of organizational reality, where the consulting process is understood as any form of assistance regarding the content, process or structure of a task or series of tasks in which the consultant is not himself responsible for completing the task, but assists those who are responsible for it . In this sense, most of the organization's full-time employees, within the framework of their functional activities, are consultants for their colleagues. These and similar definitions emphasize that consultants are helpers and recognize that such help can be provided by individuals performing a wide variety of work. Thus, any leader is a consultant when he advises or helps a subordinate, instead of giving orders.
From the point of view of the second approach, counseling is a special professional activity. At the same time, a number of characteristics are highlighted that it should have. According to a fairly widespread opinion, consulting can be carried out by a consulting service that helps the customer organization identify management problems, analyze them, gives recommendations for solving these problems and, if necessary, assists in the implementation of these solutions 2.
In this chapter we will make an attempt to consider such a technology for managing human resources of an organization as personnel consulting for organizations. As already noted, the need for personnel consulting is, first of all, the need for new technologies for managing the organization’s human resources.
Let's try to answer two questions:
2) What is the professional profile of a specialist in the field of personnel consulting?
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1.2. HR consulting concept as
means of organization development
The peculiarity of the current situation in Russia is that consulting organizations on personnel problems as Professional area activity is only taking shape: there is neither a legalized “professional profile” of this kind of specialists, nor special educational institutions, where they were prepared. Among practicing consultants today you can find representatives of many specialties. Most often, this type of activity is carried out by economists, lawyers, sociologists, programmers and psychologists.
It is typical that psychologists are expected to provide recommendations on almost the entire range of problems arising in the field of personnel management. Among practicing managers (including the new wave) there is a fairly widespread opinion that it is psychologists who hold the treasured key not only to all the secrets of the mysterious soul of the organization’s employees, but also to most of the secret places of personnel management. And if the diagnosis of individuals and groups is actually taught to students of the Faculty of Psychology, then consultants most often master the intricacies of personnel management in practice.
An analysis of the tasks that de facto a social psychologist invited to an organization has to solve allows us to propose the following set of professional requirements for a personnel management consultant (or personnel consultant):
1) the ability to identify and analyze personnel processes in the organization;
2) the ability to program personnel processes in a direction consistent with the goals of the organization, including possession of the skills to develop and use specific tools and methods of working with personnel;
3) ability to transfer technology personnel work personnel services employees.
Paradigms of personnel consulting
Just like any other type of organizational consulting, personnel consulting can be carried out in two paradigms:
1) on resources - the consultant conducts an examination of the current state of the organization’s professional and personnel potential and offers specific solutions to personnel problems;
2) by process - the consultant organizes the process of solving professional personnel problems and trains the organization’s employees to solve them independently.
The choice of work paradigm is determined, as a rule, by the consultant himself, based primarily on the characteristics of the order and the professional tools that he owns.
Types of orders for personnel consulting can be divided into orders-tasks and orders-problems (Table 1).
The resource consulting paradigm is usually used in cases where the order is formulated in the form of a task, for the solution of which it is only necessary to select and use existing tools.
Table 1
| Basis for division into types of orders | Types of orders |
|
| Order-task | Order-problem |
|
| 1. Purposes of the customer contacting the consultant 2. The degree of certainty of the customer’s understanding of the final consulting product 3. Basic need of the customer | Tactical (solving a specific problem) Names a specific consulting product The solution of the problem | Tactical or strategic (need to resolve a problem situation) Describes the image of the desired future Mastering ways and means of problem solving |
Process consulting is usually used when an order is formulated as a problem and the consultant must either train the customer in the use of special means for solving personnel problems, or at the same time create new (in relation to a specific case) means for solving it.
Personnel consulting is carried out in two main stages: analytical and programming.
The implementation of the analytical stage, as a rule, begins with an understanding of the topic and objectives of consulting. The main activities at this stage include:
1) analysis of the background of events - specification of the situation that led to the need for consultation, the course of its development, the position of the customer, the reasons for the inability to solve the problem independently;
2) collecting additional information and putting forward hypotheses about personnel processes in the organization (searching for data from various sources, building a hypothetical model of the situation, analyzing similar situations, searching for the causes of processes, patterns and means used in similar situations);
3) diagnosis of the situation at the object of consultation - collection of data in order to test and clarify hypotheses, search for additional information to specify a possible consulting strategy;
4) clarifying the strategy and determining the personnel consulting program - adjusting the strategy taking into account the data obtained during the diagnosis of the situation at the consulting site, formulating an idea of the result of the consulting process, specific steps and proposed activities.
The programming stage aims to activate the organization's human resources in the direction of the expected results. To do this you need to create 3:
1) “developmental environment” - the formation of an artificial process in an organization aimed at training its employees in ways to identify and solve problems;
2) “supporting environment” - creating conditions for the process to take place;
3) “reinforcing environment” - transferring the model process into a self-regulating one.
Achieving the set goals is possible only if consultants manage to form in the organization a positive attitude shared by everyone towards the following principles of working together on a problem: the principles of attractiveness, reality and manageability (or controllability) of the consulting process. The essence of the first principle is that the “image of the desired future” - the final result of consulting - should be attractive to all participants in the process. Agreement with the second principle allows all participants in the work to focus on the specific conditions of the current situation, to “ground” their ideas based on existing restrictions (among which the interests of counterparties play an important role). Finally, adherence to the principle of controllability allows all participants together and each individual, through appropriate contributions to the normative regulation of what is happening, to control the process of movement towards the final result.
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1.3. HR Consultant Toolkit
If in developed countries While the professionalization of the activities of consultants in the field of organizational development, as well as specialists in human resource management and personnel training, has reached its mature forms, in Russia this process has only just begun. It is known that the institutionalization of professional activity includes phases of social and cognitive institutionalization.
Phases of social and cognitive institutionalization
Social institutionalization is usually understood as:
1) appearance social function and people who are able to carry it out;
2) the formation of a community whose representatives are ready to devote their working and even free time to performing this function;
3) the emergence of a system for reproducing experience associated with this specialized activity;
4) the emergence of a professional corporation;
5) creation of a state-sanctioned licensing and supervision system.
Cognitive institutionalization is usually understood as:
1) the appearance of a set of statements related to a specific thematic area;
2) the approval of a certain episteme that allows one to organize these statements in the form of unsystematized, prescription knowledge;
3) creation of systematized, scientific and theoretical knowledge;
4) construction of axiomatized knowledge systems with formal description languages.
According to some experts, a community of consultants is currently taking shape. As for cognitive institutionalization, it should be said that there are several competing approaches in this area. In this regard, such a means of professional identification as role typology acquires special significance at this stage. P.V. Malinovsky identifies three main professional roles for an organizational development consultant, which, in our opinion, is quite applicable to HR consultants:
Narrow specialist advisor;
“freelance artist” focused on entrepreneurial projects;
A transprofessional who can freely move from one area of activity to another, configuring the necessary tools and abilities to solve complex problems.
One of the recent attempts to describe the professional portrait of a practicing psychologist, undertaken by employees of the Department of Social Psychology of Moscow State University, allowed, following the Italian researcher A. Palmonari, to determine the typology of the professional identity of a psychologist (A.I. Dontsov, Yu.M. Zhukov, L.A. Petrovskaya , 1996). This typology is formed on the opposition of such objects psychological impact, as “society” and “individual” and such instruments of psychological “intervention” in life as the “professional competence and methodological sophistication” of the psychologist, on the one hand, and his “personal abilities and inner calling,” on the other. The initial foundations of the resulting typology seemed heuristic to us from the point of view of determining the portrait of a practical social psychologist. To do this, all that remained was to add such an object as “groups” to the indicated objects of psychological influence. The typology of possible professional identification of practical psychologists is given in Table. 2.
The inclusion of the group as another object of influence allows us to suggest that there are two additional (to those described earlier) types of professionals working in the field of practical psychology. The first of these can be described as a professional who has special competence and possesses methodological tools that allow him to be successful in studying and influencing a group (sometimes the term “game technology” is used to describe this type of activity). In the second case, as a determinant of the psychologist’s successful influence on the group, it seems necessary to consider some of his (the psychologist’s) personal characteristics, values, and beliefs.
table 2
Types of professional competence
Based on a preliminary understanding of the boundaries of practical social psychology and a possible typology of practicing psychologists, we tried to identify the components professional skills practical social psychologist, which determine the success of his professional activities. To collect primary information, methods such as interviews, descriptions of difficult cases from practice, and construction of a “portrait of professional activity” were used. The subjects were both students and certified psychologists working in practice. Moreover, 2/3 of them work on a permanent basis or on a temporary contract as a practical psychologist in organizations whose main activities are not related to psychology. 1/3 of the subjects were external consultants or employees of organizations engaged in consulting activities. The total number of subjects was 32 people.
The results obtained allow us to speak about the presence of at least three types of professional competence that determine the effectiveness of the activities of a practical social psychologist: methodological, social and organizational.
Methodological competence includes possession of special professional tools - technologies, methods and techniques for studying personality, group dynamics, intergroup interaction, organizational behavior, etc. This is the type of competence that, according to the subjects, receives significant attention when teaching psychology students 4 .
Social competence means, first of all, the social maturity of the personality of a practicing psychologist, the presence of skills in effective interaction with other people, resolving interpersonal and intergroup conflicts, influencing partners, etc. The importance of this type of competence is due, on the one hand, to the “anthropocentricity” of actual social psychology, and on the other hand, a practical psychologist often uses not theory, but “Own experience” for interpretation. According to the subjects, this kind of competence is associated with the basic personality attitudes formed before studying at the university, and the “system of social interaction skills” acquired after.
The identification of organizational competence is primarily due to the fact that the process practical activities a practicing psychologist, according to the subjects, has a fairly significant design component, which presupposes the ability to “fit in” to the life of an organization, plan and organize interaction with partners, effective group work, actualize the potential of partners and the group as a whole, transfer the tools of self-organization to the group, etc. P.
The results obtained allow us to make at least two considerations that are significant from the point of view of the topic under discussion: I) there is no doubt that the success of the professional activity of a practical social psychologist depends on his equally high competence in all three of these areas; 2) apparently, it is necessary to add another type of professional identity to the two previously identified types, which would focus on the type of competence called organizational. What does this mean?
Returning to the typology of professional identification of practicing psychologists, we can assume that for professionals who identify themselves with any of the roles, one of the areas of competence may act as the leading one.
The conducted research makes it quite easy to identify “missionary” type professionals by their focus on the value and cultural aspects of their activities. The central point of their activity is not the presence or absence of professional technologies, but an understanding of their client’s situation. In extreme cases, the client-oriented nature of the “missionary” can lead (at least temporarily) to a state of a kind of “professional mortification”, expressed in the renunciation of his specialty and in immersion in the reality of the client’s situation.
The largest group of professionals was the “consultant” type. The key factor that made it possible to combine subjects with different professional experience into this group was their focus on technological or methodological equipment in their practice. The most difficult thing was to identify a special group of subjects with an orientation towards organizational competence. More precisely, this type of competence always acted as necessary, but not independent, but in conjunction with either methodological or social competence. Analysis of cases from practice showed that in the activities of a practicing psychologist, a significant place is occupied by the real “launch group processes” along with studying them (“consultant”) or actually participating in them (“missionary”). In this case, the psychologist becomes responsible for organizing (even self-organizing) the group in the process of solving a group task (problem). An attempt to consider the “organizational component” of the activity of a practicing psychologist during game reconstruction made it possible to identify two key factors: the first was called “facilitating communication”, the second – “creating events”. This type of professional has been called a “facilitator.” His activities, according to the subjects, are not autonomous or self-sufficient, but act as additional to other types of professional activities.
^
Chapter 2. Development of personnel consulting in Russia and abroad
2.1. Study of the process, functions and tasks of personnel consulting in Russia
We often encounter situations where we have to quickly make decisions about rotations, personnel changes, and hiring a large number of new employees. At the same time, it is important to obtain comprehensive, reliable information that allows us to predict opportunities and unpleasant moments associated with this employee, as well as anticipate certain actions of his in the situations that are most significant to us. And it also happens that you need to evaluate people who are already working and you don’t want them to know about it. What to do in this situation?
Let's consider the main services provided by organizations in the field of personnel consulting.
HR consulting
Organization from scratch of the activities of the HR service
Restoring, eliminating gaps, increasing the efficiency of the HR service
Development, implementation, optimization of individual procedures in the activities of the HR service
Personnel selection and adaptation
Personel assessment
Personnel incentive and motivation system
Staff development
Documentation support for the activities of the HR service
Every business is individual. Each leader has his own management style. Each company has special business processes. Consequently, personnel decisions must be original.
Recruitment agencies create and implement non-standard personnel management technologies. They develop them specifically for each company and monitor the process of successful functioning of the processes. If necessary, improve existing technologies 5.
Diagnostics allows you to obtain reliable information about the employee and how to optimally use the following features:
Controllability
Preferred leadership styles
Ability to prioritize
Creativity
Degree of responsibility and ability to take responsibility
Stress tolerance, stress response
Types of behavior in conflict, reaction to a conflict situation
Loyalty and Honesty
Recommended type of corporate culture
Teamwork skills, preferences for working relationships
Planning abilities
Motivational preferences
Criteria for assessing the environment
Level of self-esteem and its adequacy
Communication competence
Persuasion and influence skills
detailed diagnostics of the employee, based on the characteristics of your company and the work performed;
recommendations for building a situational leadership system;
information and practical developments on building a company’s corporate culture;
practical recommendations on building a system of non-material and material motivation;
optimize the composition and work of your team;
Provide employees with practical recommendations on working with external and internal clients.
Express survey using the projective interview technique
Individual mini-interview
Submitting reports on each employee orally/in writing
Method of conducting personnel performance assessment. Diagnostic method staff performance assessments developed on the basis of classical techniques of social psychology and projective techniques and has been used by consultants since 1996 for personnel assessment and personnel selection.
Scheme of work of the HR Service
Recruitment and adaptation of personnel;
Personel assessment;
Personnel motivation and incentive system;
Staff development.
Rice. 1. Scheme of work of the HR department
Organization from scratch HR services
When does it become necessary to organize a Human Resources Service in a company?
When a company is actively growing and expanding, new areas of activity and departments appear, when with such active growth it is necessary to find new highly qualified specialists and not lose the existing team. When a company reaches a different qualitative level and there is a need to evaluate existing personnel and their movement, as well as introduce a new corporate culture. And the main need of the HR department is to maintain, control and improve the implemented processes.
HR consulting tasks 6:
Select specialists for this service;
Develop a strategic concept for personnel management;
Develop and implement systems for selection, adaptation, assessment, rotation, motivation and development of personnel;
Develop and implement the basics of corporate culture;
Support and evaluate the effectiveness of the service in the future.
If this service already exists in the company, but its work is not effective or it operates only in some areas of work with personnel, then personnel organizations can assess the current state of areas, identify gaps, develop new schemes for working with company personnel or introduce new areas.
Recruitment and adaptation of personnel.
HR consultants modify and improve existing mechanisms for personnel selection and adaptation or introduce new ones, always focusing on the individuality of each company, the specifics of the market situation and the specifics of the activity.
Tasks of personnel consulting:
Working with positions
Conduct a job analysis;
Define job responsibilities, personal, professional, organizational and managerial qualities required for each position;
develop job descriptions.
Work with personnel selection
Formulate goals, objectives and rules of personnel selection procedures;
Develop and provide HR Services employees with tools to assess the characteristics and potential of new employees.
Work with personnel adaptation
Develop a new adaptation program for new employees and improve the old one.
In modern management practice great value have motivational aspects. Personnel motivation is the main means of ensuring optimal use of resources and mobilizing existing human resources. The main goal of the motivation process is to obtain the maximum return from the use of available labor resources, which allows to increase the overall effectiveness and profitability of the organization, as well as its competitiveness.
High staff motivation is the most important condition for the company's success. No organization can succeed without a high-performance mindset, a high level of staff commitment, a stake in the outcome, and a desire to contribute to the achievement of the organization's goals.
To motivate employees, organizations today use tangible and intangible methods of reward.
Material methods - wages, interest, bonuses, bonuses, etc.
Intangible methods - recognition of the employee’s merits in the form of praise, gratitude, congratulations on significant dates, career advancement, career planning itself, etc.
Psychological climate In the organisation;
Working conditions;
Possibilities career growth;
Employee involvement in the work process (decision-making level);
Organizational culture (traditions and order established in the organization);
Compliance of the level of employee remuneration with the level existing in the labor market and the level at which he evaluates himself;
Adequate amount of work to the salary and capabilities of the person;
Company position in the market.
Qualified employees working in the field of personnel consulting are ready to help in creating and implementing a new or modifying and improving an old, but ultimately always effective and original motivation system, in accordance with the goals and characteristics of the organization.
Education and development
Currently, most developing companies use training to achieve three goals:
Firstly, to bridge the gap between what an employee knows and can do and what he needs to know and be able to do when solving problems within his position.
Secondly, provide employees with a wider range of skills: in particular, problem-solving skills, communication skills, and teamwork.
Thirdly, through training, promote the formation of a sense of responsibility in the employee.
The entire process of personnel training is built according to a certain scheme:
Training needs analysis (training new employees or training permanent employees)
Formulation of learning goals, selection of teaching methods, development of an assessment system
Education.
Evaluate and compare results before and after training, as well as evaluate the effectiveness of the program.
training needs analysis,
assessment of the level of professional and personal development of employees,
development and implementation of a personnel development and training system
2.2. Research into HR consulting and its trends
in Russia and abroad
Every company has personnel management policies, even if they are unconscious and unwritten. These are four fundamental policies: in the field of personnel selection, personnel compensation, employee performance assessment and personnel development. Technologies that are not clearly formulated and not documented are common sense technologies that do not require special knowledge, education, and do not take into account the current level of development of sociology, psychology, statistics, practice and theory of business management. Real business with real profits begins when companies begin to use professional technologies that may partially contradict common sense. IN this moment personnel (HR) consulting is based on the classical, even neoclassical paradigm of personnel management, which allows you to find the only correct, integrated HR solution for a specific company and double the efficiency of using human resources 7 .
When considering the need for a HR consulting company, there are three main reasons:
1. In order to survive.
2. To live a happy and productive life.
3. In order to live forever.
All three of these points are typical for transnational corporations, each of which has clearly developed HR technologies and procedures, usually by consulting companies.
Consultations should be obtained from the best specialists; you should not trust your health to unqualified doctors. The company does not need the wrong HR decisions, even for little money. You need the most correct ones, even for a lot of money. We can mention such recognized specialists as SHL, RHR Ecopsy, Video Arts, and Big Five companies. In this business sector, the services of a consultant who receives less than 2-3 thousand USD per month are a waste of time and money. Effective solutions in one of the key areas can be purchased starting from 5-10 thousand USD. The minimum cost of developments with a computerized solution from world leaders in the consulting services market is 100 thousand USD.
It is useful for the customer to know about one of the consulting sales methods used - the Trojan Horse method. In this case, a half-hearted, unfinished solution is sold, often in the form of computer programs, then the contract amount is replenished by training staff to use the program, adapting the version to the specifics of the company, developing additional modules, network versions, etc.
There is another side to the problem of the cost of HR consulting: HR technologies of world leaders in the consulting services market are affordable only to world leaders in other industries.
Another stone in the garden of international HR consulting: international companies are in no hurry to adapt technology to Russian market and personnel, as well as the level of management development in a particular company. They are confident that customer companies should strive to international standards and adapt to them.
As for Russian HR consulting providers, before placing an order, you need to get answers to the following questions:
- What is the consultant's experience and source of knowledge?
- Have similar projects been successfully implemented, and how to contact representatives of the customer company to get recommendations.
- Is the consultant ready to draw up a work schedule with a clear indication of the time and financial resources required to complete the work?
- Is the consultant ready to develop a system for assessing the effectiveness of the project?
- Is the consultant ready to return the money in case of justified quality claims?
- Does the consultant understand the essence of the problem in your company, does he speak the same language with the directors, does he require you to make the only right decisions, even if you do not ask him to do so.
The effectiveness of a consulting project is assessed through the achievement of set goals. To do this, goals must be clearly formulated and quantified. At the same time, setting goals and objectives of consulting projects, as well as assessing the effectiveness of their implementation should occupy at least 10-20% of the project estimate. When choosing a consultant, it is very important to formulate a request in writing, criteria for assessing the effectiveness of the implementation of this project, select five or six companies to conduct a closed tender, hold meetings with them to discuss the vision for the implementation of this project, study their proposals and check the recommendations on the reference list for similar completed ones projects.
To summarize this point, here are some tips:
Before placing an order for HR consulting,
Write what you want to get from working as a consultant.
Determine the scope of the permanent budget for HR development.
- Demand from yourself and the performer results of work that will qualitatively change the efficiency of the company’s operational management.
Consulting project stages:
Project presentation.
The presentation is intended for top managers of the company and lasts from one to three hours. During this time, the goals, work schedule, theoretical concept, and the set of methods and tools that will be used to implement it should be described. Typically, a solution to two or three specific problems is provided (for example, calculating regional salary indices for directors of regional branches) in order to demonstrate the existence the only solution long-existing and painful problems, and that in 1-3 months it is possible to create documents and procedures that allow not only to solve existing problems, but also not to create new ones. The purpose of this stage for the customer is to make a final decision, for the personnel specialist - to identify points of support and resistance for the further implementation of this project.
Drawing up a work schedule.
The schedule for the implementation of two projects to optimize the compensation system was drawn up for 55 and 88 working hours and included the following procedures: document analysis, structured interviews, Committee sessions, training seminars, brainstorming sessions and presentations of ready-made solutions. The calendar duration of projects is 2-3 months. To simplify interaction, the customer was immediately offered specific dates for the consulting work, which he adjusted if necessary 8 .
Collection of information.
At this stage, at least three methods are used:
1. Structured interview - an interview that is conducted with various employees using a pre-compiled list of questions. Typically, 5-10 interviews with managers and specialists, representatives of branches are required, each lasting 1-1.5 hours. At some point, usually around 6-8 interviews, when the consultant begins to guess the answers to questions with 80% accuracy (for example, what payment conflicts have occurred in your company, or how would you suggest changing the existing bonus system, or what does not suit you in the system of non-material incentives), it can be argued that this method begins to require more resources than it provides information.
2. Document analysis – carried out in parallel with the interview. The goal is to study it and try to understand the documents describing the existing systems of payment and incentives for personnel. Unfortunately, the experience of HR specialists shows that these documents are not known to many people in the company and are useless from the point of view of their improvement and further application. As a rule, radically new documents are developed during the consulting process, so I consider it an honor to include in the order to implement a new payment system a clause on the cancellation of all previous orders and documents describing the company’s compensation system.
3. Brainstorming is perhaps the most useful and insidious method. It allows you to create an impression and, if necessary, actually involve representatives of the customer company, usually line management, in the creation of a new compensation policy. Thus, the development of a new, very important procedure for the company occurs as if on the basis and thanks to the actions of line management, thereby sharing responsibility for the implementation of this policy.
4. Other group methods of work of line managers. HR specialists identify three aspects of group work that determine its results:
Collection of information - line managers act as experts and analyze the pros and cons of the existing payment system (you should try to preserve the pros in the new system and get rid of the cons); goals and principles of the new payment system (it should be fair, help manage, that’s exactly what I’m proposing). Managers also act as experts in assessing the importance of the work of their subordinates for the company, which allows them to subsequently build salary harmonization schedules.
Decision making - line managers are actively involved in arranging weights and priorities, compiling lists key tasks, ranking and classification of jobs. This aspect makes it possible to turn theoretical principles into effective specific policies for a given company, co-authored by its management.
Training, modeling and information exchange - this stage of consulting surpasses any meetings and trainings in its productivity. When properly organized, group work allows you to quickly and step by step identify a problem, exchange opinions and possible solutions, facts and their interpretations, and make a final decision. In the process of deciding to classify or rank jobs or highlight key tasks for a division, many managers learn more about the company than they did in the previous two years. It is very important that as a result of this work, line managers become not only co-authors of new technologies, but also consultants on their implementation in operational management.
In the process of group work, parallel work of several subgroups, public presentations, individual and group filling out forms, adjustment and approval of final documents are used.
Another significant advantage of this organization of work is significant savings in working time. For example, assessing jobs using the point method took one specialist in a transnational company 2 months for 60 positions. The group express diagnostic method made it possible to evaluate 200 positions in 4 hours of group and 6 hours of analytical and statistical work.
Teamwork of top managers.
This is the main part of consulting. It takes place in the form of Committee sessions. The committee, consisting of three to ten people, includes top officials of the company, directors and key specialists according to project areas. Typically, 5-10 Committee meetings of 2-4 hours each are required. It is very important that Committee members have time management skills, conducting meetings with maximum efficiency and minimal loss of time. The Committee’s task is to select from the proposed alternatives the decisions that are correct for a given company and answer numerous questions, most of them acute and controversial (for example, what kind of wage fund is the company planning, what salary range for the workplace will be accepted, what bonus range will be chosen for key and other employees of the company, what percentage of plan fulfillment the company considers normal). The result of the Committee's work should be an approved compensation policy, described in the form of a document on 10-15 pages, clearly understood and accepted by all employees of the company.
In the process of the Committee's work, top managers acquire the knowledge and skills of professional consultants to implement a new compensation policy. In the process of developing specific management decisions top management begins to adapt multidimensional, sophisticated technologies to the level of development general management company and, as a rule, this leads to degradation (or optimization) of some ideal technology. If a company is determined to use the most modern methods personnel management, it must plan and regularly conduct training for all company managers the latest technologies management (SMART, delegation, time management, etc.).
Evaluating the effectiveness of HR consulting.
To implement this stage, a large number of criteria can be identified that demonstrate positive changes within 1 - 12 months from the moment of implementation of consulting, for example, reducing staff turnover, increasing sales profitability, reducing personnel costs, increasing the productive use of time, reducing the number of conflicts and complaints etc. Undoubtedly, the most revealing assessment is in monetary terms. You can give an example of a preliminary assessment of procedures for harmonizing the salary system for a company with a staff of 150 people; the company’s annual wage fund is about 1 million USD excluding taxes. Optimization allows you to increase capital productivity by at least 20%, i.e. brings in income from 200,000 USD per year, while the cost of consulting the Personnel Club will be about 10,000 USD. The profitability of investments in harmonization of the salary system is 2000% per annum in foreign currency or 190,000 USD net profit. But what is much more important is that the company has become more manageable, and its employees are happy and hard-working.
Recently, at a corporate seminar on time management, HR specialists asked what effectiveness a smoking ban could have in work time. The reduction in the cost of paying for working hours spent in smoking rooms amounted to 1,500 USD per day or 35,000 USD per month, or 420,000 USD per year, excluding taxes and indirect costs. Indeed, it is not in vain that doctors warn about the dangers of smoking; it has a detrimental effect not only on the health of individuals, but on business as a whole. It is even more harmful for a business and the people working in it to recruit the worst and incompetent employees, pay and reward them in such a way that the company cannot achieve its goals, train the wrong people and the wrong people, conduct certification according to arbitrary and formal criteria, hindering development employee and the company as a whole, i.e. work with staff unprofessionally, relying only on common sense 9.
Modern business both internationally and on a Russian scale, this is a business that is limited only by the ambitions and imagination of the top managers who manage it. Modern business is an investment business. If you are confident that you know how to succeed, you can mobilize any external and internal resources, and in 25 years from a company of workers with unfinished higher education, writing programs for children's toys, turn into a Microsoft company whose turnover exceeds that of Russia. Business develops thanks to effective investments, and I wanted to demonstrate one of the most profitable areas of investment - investments in personnel management of your company.
Conclusion
Increasing complexity and increasing pace of common economic changes, business conditions give rise to specific problems, in solving which more and more often Russian entrepreneurs feel the need for the help of consultants.
1. HR technologies are created for a specific case and implemented through a consultation process, are interdisciplinary in nature and provided by a team of specialists, adapt to the culture of the organization and meet the requirement of practical effectiveness.
2. Based on the results of personnel consulting, the current and future capabilities of the organization’s human resources are assessed, and an organizational development program is created. It is advisable that the consulting support of the organization be designed and completed until the agreed changes are brought to the desired result (for example, through the organization of in-house personnel training).
3. The professional requirements for a personnel consultant include: the ability to identify and analyze personnel processes in an organization, the ability to program work with human resources in a direction consistent with the goals of the organization, including the skills to develop and use specific tools and methods of working with personnel, and also the ability to transfer HR technologies to HR employees.
4. Paradigms of personnel consulting:
Consulting on resources - the consultant conducts an examination of the current state of the organization’s professional and personnel potential and offers specific solutions to personnel problems;
Consulting on the process - the consultant organizes the process of solving professional personnel problems and trains the organization’s employees to solve them independently.
5. Personnel consulting consists of two main stages: analytical and programming.
6. The success of the consulting process depends not least on the extent to which consultants manage to create in the organization a positive attitude shared by employees towards the following principles of joint work on a problem: the principle of attractiveness, the principle of reality and the principle of manageability (or controllability) of the process of joint activity.
7. We can talk about the presence of at least three types of professional competence that determine the effectiveness of the activities of a personnel consultant: methodological, social and organizational.
As a result of the work, the main tasks that HR consulting solves were identified:
development of managerial skills of a leader;
personnel audit;
delegation of authority;
staff motivation;
personnel certification program;
optimization of personnel management technology;
assessment of the company's human resources potential;
assessment of the socio-psychological climate and the system of informal relations;
development and implementation of a personnel training system;
recruitment.
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