My secret of success lies in the ability to understand the other person's point of view and look at things, both from his and from my own point of view.
Henry Ford
According to American psychologists who study labor relations, the efficiency of a company that does not pay due attention to the situation with “problem” employees can decrease by more than 30%. Symantec's recent study on the psychological aspects of theft classified information And intellectual property in a corporate environment shows that in almost 70% of cases these crimes are motivated by work problems of company employees. A sociological survey by VTsIOM on the psychological aspects labor relations shows that more than half of the respondents assess the atmosphere in their work teams as negative and experience constant psychological discomfort in the service.
The next round of the economic crisis and the unfortunate demographic situation in the country make this problem more and more urgent for Russian companies. So, according to Dmitry Potapenko, managing partner of Managament Development Group Inc., manager of the Karusel retail chain in the Central Federal District, CEO CJSC Pyaterochka, General Director of OAO MEZ DSP and D, Vice President of PKB CreditImpexBank, Vice President for Sales and Marketing of the Moscow office of the American corporation Manhattan Ind. Corp., Deputy Managing Director of Logos Group of Companies, General Director of Wholesale Centers LLC:
“If an entrepreneur is sure that for no reason at all he will have good employees, and the problem ones will disappear by themselves, then he should clearly remember: the population of Russia is aging and dying. And there will be no other option in the next 20 years. The acute shortage of employees will continue.”
What's the problem?
The main thing that distinguishes employees who can be classified as "problematic" is a negative perception of corporate-wide standards, tasks and goals, established professional and personal relationships in the team, management system and internal hierarchy, official duties and motivational rewards. A problematic employee is, first of all, inefficient. Specific manifestations can be very diverse. At the same time, the criteria for selecting and evaluating the effectiveness of the work of personnel are obviously different in a large corporation with a staff of several thousand employees and a small enterprise where several people work. Therefore, in one case, a serious problem for managers can be, for example, “burnout”, the loss of habitual motivation by an employee, and in another case, drunkenness in work time and theft. An employee can be classified as problematic for numerous reasons:
- disloyalty to the management and the team, non-fulfillment or formal attitude to the orders of the management, the desire to do everything in one's own way, despite the instruction to do everything one way and no other way;
- aggression and rudeness in relations with colleagues and clients;
- lack of responsibility and sense of duty, indifferent attitude to work, interest not in results, but only in material rewards;
- overestimated self-esteem, confidence in one's own super-professionalism, "star" disease;
- character flaws: laziness, dishonesty, boringness, stubbornness, intemperance, dishonesty;
- regular violations labor discipline, being late for work;
- emotional fatigue, “burnout”, inability to perform routine, monotonous work for a long time;
- lack of career prospects;
- a long period of work in one place;
- lack of personal maturity;
- conscious or unconscious desire to find reasons for not completing a completely feasible task;
« Grumpy. Just as a leaky faucet can cause trouble, a grumbler who is constantly dissatisfied with something and is a source of negativity can undermine team morale and lead to serious problems.
Slacker. Idlers, sometimes very funny, try to hide behind their charm how little sense they make. Indoor plant. Such a worker hides in his shell and avoids responsibility because he lacks self-confidence. Dodger. The deviationist in any situation tries to shift the responsibility to another, so as not to answer for anything himself. Selfish selfish. Imperceptibly poisons the atmosphere in the team, loves ostentatious gestures, can interrupt the conversation for no reason.
It's easier to prevent a problem than to find a solution.
Obviously, a considerable number of employees may fall into the category of "problem" employees. How should managers and employees of HR departments act to solve the problems that have arisen, and most importantly, to prevent their occurrence in the future?
Naturally, everything must be done so that people who could potentially become problematic employees are simply not hired. At the first stage of recruitment, it is important to formulate in great detail and accurately the entire range of requirements for a future employee, scrupulously list all job responsibilities, and also specify the level of education necessary for their effective performance, professional experience and personal qualities. The more precisely this is done, the more likely it is to hire the necessary employee.
Already at this stage, many employers use special filters to narrow the circle of applicants. They can be negotiated openly, such as age and gender restrictions that are very common in the labor market, or not advertised, as in the case of the undesirability of a certain national or religious affiliation of candidates. However, many HR professionals doubt the effectiveness of such formal barriers. In their opinion, the real professional experience and personal qualities of the candidate are much more important. Compose psychological picture interviews and testing will help the candidate. It is at this stage that you can identify those qualities of a potential employee that may become problematic for the company in the future.
Curiously, in the US, companies are increasingly turning to social media such as LinkedIn, video presentations and quizzes to test candidates' suitability for the job when looking for potential employees, according to The Wall Street Journal. Resumes do not give a complete picture of the candidate, says Cristina Cacioppo from investment company Union Square Ventures. She herself was hired after she submitted her dossier, consisting of a personal blog, Twitter microblog materials, a profile on a professional social network LinkedIn and links to Delicious and Dopplr, which described which countries she had visited. John Fisher, founder of StickerGiant.com, a sticker company, says resumes are not The best way determine whether a potential employee will fit into the company's team. Instead, the company uses electronic questionnaires for candidates. In addition to questions about skills, they also include questions like “What is your dream job?”, “What was your most best job? Applicants may attach a resume, but this is not required.
In addition to objective test results, managers in the selection of personnel often rely on their own experience and stereotypes. So, people who often change jobs can be recognized as potentially problematic. As follows from the already mentioned survey of the magazine "Personnel Management", among the qualities of a candidate undesirable for an employer, there are:
- features and habits that do not meet the personal requirements of the employer, for example, smoking, or physical beauty, being spoiled for attention;
- lethargy, pessimism, lack of life position;
- slovenliness, lack of household culture;
- gloomy, dull look;
- desire for additional education that does not correspond to the level of the position.
Fire or motivate?
However, even the most advanced and perfect testing methods do not guarantee that the “problem” person will not be your employee. We should not forget that the modern Russian reality is replete with various kinds of risks, from which, alas, no one is immune. Events can happen in the life of your employees that can turn them into "problem".
do the same in this case? Many managers and HR managers believe that it is necessary to part with a “problem” employee. Naturally, the professional level of the specialist and the degree of his need for the company's activities are taken into account, but, in any case, the employer is inclined to dismiss "problem" personnel. Most often, this is motivated by the negative and destructive influence of an unmanaged employee on the activity. labor collective. A different position is expressed by V. Bogdanov, manager of the branch of Intel Corporation in Nizhny Novgorod:
“I sincerely believe that 80 percent of the blame for such problems lies with the leaders. Of course, there are exceptions, but in any case, the immediate supervisor should be aware of problems with the employee. And if this is not the case, then again, you need to work with your boss first. An experienced leader will be able to take advantage of the situation for the benefit of the team and the company - if he can effectively deal with the problem. This will serve to strengthen the authority of the leader among subordinates and management. First of all, it is necessary to understand what led to the appearance of a “problem” employee. A specific person, of course, can be fired, but this will not solve the problem, since its cause will not be eliminated. Managers, like doctors, need to treat the disease, not its symptoms.”
And Professor of London of Business School Nigel Nicholson in the article "Motivation of "problem" staff" offers original methods of working with problem employees. According to Nicholson, "problem" workers are not subject to external motivations, they can be initiated to vigorous activity only due to internal incentives. And the task of HR managers is to create conditions that “wake up” the tendency inherent in the vast majority of people to purposeful actions that bring positive results:
“A widespread mistake in motivating problematic personnel is as follows: managers believe that “in order for employees to act in the right direction, one has only to make them listen carefully to my arguments and assimilate them, since these arguments, in principle, correctly orient workers in this situation. In fact, each person has unique "channels" for learning motivational urges and has their own ideas about what is right and important in a given situation. Therefore, the above logic of "restructuring" the motivations inherent in some people is obviously false.
This approach to building motivations for "problem" personnel requires a completely new, difficult to implement, work methodology. However, according to Professor Nicholson, if applied successfully, the results can be very effective.
One of the most important areas of work of a personnel management consultant is the prevention of problems with personnel, when people deviate from the principles and norms of morality and law. In management, any unacceptable behavior is usually called deviation. First of all, we mean negative forms of behavior, abuse (forgery of outfits, deception of clients), the sphere of moral vices, moral evil (theft and deceit at all levels), social pathologies (alcoholism, drug addiction), etc.
Abuse Prevention
Typically, employers think that not watching employees means leaving your wallet open. If someone steals, then everyone loses in the end. Heads of departments can potentially have additional income to the detriment of the firm:
- executive director - on the possibilities of connections with the business elite of the city;
- Technical Director- on the sale of the "brains" of the company, the use of the technical resources of the company, the sale of know-how, industrial espionage, engineering services, etc.;
- manager capital construction- on trade building materials and services;
- manager of economic issues - on ensuring the work of parallel production, playing with prices, resale valuable papers, "laundering" of shares, external and internal financial fraud;
- production manager - on the organization of production on the basis of unaccounted for reserves, the sale of unrecorded additional products, the fulfillment of "foreign" orders;
- commercial manager - for the sale and resale of resources and products, profitable orders;
- product quality manager - on the marriage of products, the sale of unaccounted products manufactured in parallel;
- HR manager - on trade in "profitable" places, organization of business trips abroad, trade in the benefits of the company, labor force, complicity in theft;
- manager for social and domestic issues - for the sale of social infrastructure facilities, the distribution of benefits for the company's staff.
To avoid misunderstandings and abuses, HR consultants recommend that managers keep the seal in their safe, do not leave stamped documents, letterheads and blank sheets for employees. On all documents, the seal is placed on the lines where the signatures of the head and chief accountant are provided, immediately after the text, in order to avoid making various additions to the document after its approval. The implementation of these recommendations will allow you to be sure that there are no unapproved, unregistered documents, unrecorded transactions. Having established the facts of theft at the enterprise, it is necessary to find out what factors contributed to this, what are the motives of the people who committed it. Theft is facilitated by negligence individuals who are unwilling or unable to work fully. Employees sometimes deliberately commit actions that bring losses to the enterprise, for selfish reasons or to cause damage out of revenge or on behalf of an outsider. Theft of employees is difficult to prevent - those working at the enterprise see it " weak spots, know how to disguise theft. Employees go to theft if they want and the opportunity to steal. The ability to steal is available to employees who dispose of material assets or have access to them without proper control. The desire to steal arises when there are personal reasons (debts, extraordinary circumstances, vicious inclinations, etc.) or official irritants (poor accounting for values, low salary, intention to "set up" the manager, etc.).
Having found out the motives, the consultant develops countermeasures. Their goal is to create conditions under which employees will not be able to steal, to minimize the losses of the enterprise from intentional or unintentional actions of personnel. Blocking the possibility of theft by personnel is based on monitoring and controlling the work of employees, accounting material assets and their movements and analysis of each case of theft. Based on the description of business processes and technological processes, it is necessary to develop a regime for employees to access valuables and a regime for ensuring their protection. The presence of job descriptions and a regime of access to valuables makes it possible to prove the guilt of an employee if necessary. Control is carried out in several ways:
- control of working time;
- reporting control;
- covert monitoring of the performance of duties using audio and video equipment;
- monitoring the working contacts of the staff (with whom
negotiations or interaction and what are the results);
Monitoring the standard of living of employees (comparison of income and expenses, the adequacy of behavior to income), etc.
Common abuses are theft of goods. Human nature is such that among honest people there can always be “dishonest people”, and therefore it is necessary to keep in mind measures to prevent possible theft of goods or property. Theft is easier to prevent than to stop an already established practice. Here, the consultant needs to clearly understand the "weak points" of the enterprise in accounting and storage and possible methods of theft. In warehouses, there are thefts of goods during unpacking and packaging, theft of packages during the delivery of goods from the carrier or to the carrier. These methods create the appearance of a shortage, with which suppliers and recipients deal with each other for a long time. Theft of goods directly from the storage cells is possible, in the expectation that with a large number of goods in the cell, the shortage will not be detected immediately. Often there are postscripts in collusion with suppliers of allegedly purchased goods, which were then spent for internal needs (repair of premises, equipment, etc.). This is a very common way to extort funds from a company.
Many cases of theft are possible with an unhindered exit from the territory of the enterprise. If there is a risk of such theft, it is necessary to introduce personal searches of employees, checking their bags or cars. However these measures must be secured by an agreement with the trade union organization or in a collective agreement. The financial and accounting authorities of the enterprise provide for many measures to prevent theft. In order to avoid them, it is recommended to have an employee with whom it is necessary to conclude liability agreement: he will exercise initial control over the movement of goods (materials, equipment, etc.).
Abuse can also be disclosure of commercial and official secrets. Leakage of classified information harms the interests of the firm. With its help, you can cause a conflict with tax, customs and other government bodies, disrupt the conclusion or execution of the contract, damage the reputation of the company, expose the company to blackmail by criminal structures. When dismissed, specialists carry away in their “head”, on diskettes or paper carriers, a lot of official information that they use on new job. It's hard to prevent. Article 29 (p. 4) of the Constitution of the Russian Federation guarantees the right of every citizen to freely search for and receive information. Restriction of this right is possible only on legal grounds, in order to protect information (for example, trade secrets). But if the company's charter among the types of activities does not indicate the protection of trade secrets, then its activities in this area will not be considered legal. To legalize the protection of a trade secret, it is necessary to prepare a package of documents regulating various aspects of the existence of a trade secret. It is necessary to define the rights and obligations of persons responsible for organizing information security in the company, which should be included in labor contracts concluded with these persons, and in their job descriptions.
- See: Solop A.S. Business secrets. - Kyiv: UFIMB, 1997.
Due to the volatility of sales volume, unstable economic situation, fierce competition and other reasons, for most retailers, improving the efficiency of the company or the formation of a competent strategy comes first. retail. The performance of small businesses in retail trade is determined by a large number of indicators, and their management is a very complex process and is carried out using various management methods, primarily personnel management.
It is believed that in the 21st century a unique professional core of human resources is the main competitive advantage any firm in the market. This statement, according to analysts, will become the law of survival in business for today's successful companies, since only personnel focused on continuous development and adaptation will be able to adapt to the constantly changing state of the market environment. However, this factor will increase the requirements for the entire personnel policy in general and human resource management in particular.
Already now one can observe a trend that it is the work of personnel in retail chains is a leading factor for consumers to keep the customer loyal to the firm. Consider Figure 1 from Accenture Consumer Pulse Research Russia.
Figure 1 - Answer to the question: Which of the service providers have you changed over the past year (if changed) due to unsatisfactory quality of service?
As can be seen from the diagram, it is retail companies that are the first to suffer from poor service or illiterate staff, and need highly qualified specialists to retain their customers. According to research, this percentage is only growing every year. In confirmation of these words, the review of retail trade from Ernst & Young also speaks. Let's look at Figure 2 about the most pressing problems of companies.
Figure 2 - The most pressing problems of companies
It can be seen from the diagram that the problem of finding and hiring personnel has come to the fore, and that this problem is significant enough for Russian market. Thus, at the moment the situation is such that the staff is both the main competitive advantage of the company and the main problem.
Specialists in Western countries have long been faced with problems in personnel management, while the Russian market has only just begun to identify the most acute of them. According to Chumarin, the main negative features of working with personnel are:
· Constant staff turnover of key personnel;
unfounded size claims wages;
· Low level of staff loyalty;
· Low-prestige work in the main areas of retail trade;
· Presetting of some employees to theft.
The problem of theft is also raised by Kramarev in his article. The author cites statistics that 48.8% of the total number of all company losses are due to employee theft.
The main and main problem with the staff, according to Blagorazumova, is staff turnover. In her opinion, this problem was, is and will always be, and all other problematic issues, such as low staff loyalty, low qualification staff, breach labor code firms and dishonest work flow precisely from it.
In her article, Kanavtseva identifies such personnel problems as:
1. Lack of professionals with good education and qualifications who can master and apply new technologies, as well as use modern equipment.
2. At the same time, difficulties with the selection of unskilled personnel who perform rough work, however, perform most of this work. Usually such work is low-paid, but there is a lot of it and it needs to be done constantly.
3. Dissatisfaction of employees with working conditions and social package.
4. The need to maintain a high level of wages, taking into account inflation, rising living standards of society and other indicators.
5. The need for training, retraining, advanced training of personnel with the advent of new technologies in business.
Thus, it can be seen that all problems with personnel follow as a consequence of one another. High employee turnover leads to low wage levels as firms try to reduce their costs of finding and hiring staff. Low wages lead to low loyalty to the company, since for the period of orientation in the company, the material component is the main motive for quality work. The lack of loyalty to the company leads to dishonest work, which creates a negative image of the work of such employees in general, and therefore forms a low prestige of the profession. The low prestige of the specialty leads to the hiring of only low-skilled personnel or personnel without experience, which leads to violations of labor discipline, and then to theft. Theft also leads to the dismissal of employees and a new search for specialists, consequently high staff turnover. This cycle can be seen in Figure 3.
Figure 3 - The cycle of personnel problems in retail
However, the management of personnel and the company as a whole faces a new question, how to solve these problems. The management of firms needs to change their attitude in the "employer-staff" system, choosing a strategy for recognizing the value human factor. In practice, this is done through the creation and implementation of a personnel management system or personnel management. The main thing is that this system should take into account, in addition to the material side of work or wages, the non-material side, such as motivation and adaptation of employees.
Personnel management includes three components, according to Erkhov, which can be seen in Figure 4.
Figure 4 - Components of personnel management
In this case, personnel management is engaged in managing the movement of personnel, organizational and labor management solves the problems of ensuring working conditions for employees, and social management coordinates social relations. However, there is another approach to personnel management, in which personnel management includes the management of human resources in the whole company, and not just the function of personnel movement.
Most specialists formulate the term "personnel management" quite broadly, emphasizing in some cases the differences in performance assessment, in other cases on the basis of control, they can also be distinguished by the form of organization and other characteristics. In reality, there is great amount definitions of the concept of personnel management, and although they are different according to some criteria, three main ones can be identified:
I. Attitude to work as a source of income;
II. Development of staff initiative by creating the necessary conditions for them;
III. Integration of personnel and social policy firms in the overall policy of the organization.
However, in order to fully appreciate the term personnel management and the various approaches of the authors to it, consider Table 3.
Table 3 - Definitions of personnel management
|
Definition |
|
|
Site Academician, dictionary |
Management aimed at the development and effective use of the human resources potential of the organization at the operational, tactical, strategic and political levels of management |
|
Ldokova G. M. |
One of the directions modern management, which is aimed at developing and maximizing the effective use of the organization's human resources |
|
Afanasyeva Yu. G., Drepa E. N. |
The new paradigm of personnel management in modern company in terms of values human resources, denies the concept of "personnel management" and accepts the concept of "personnel potential management" |
|
Kibanova A. Ya. |
One of the elements integrated activities on personnel management of the company in terms of the formation of the personnel potential of the enterprise |
|
The process of planning, organizing, rewarding, integrating and serving staff with the aim of contributing to organizational, individual and social goals through strategic management |
After analyzing the definitions of various Russian and Western authors, we can conclude that personnel management is personnel management, which is aimed at the formation and development of the organization's personnel potential. Thus, personnel management performs not only such simple functions as documenting employees, but also such as the formation and effective use of the personnel potential of the company, the development of personnel in accordance with strategic goals firms in general. To achieve these functions, personnel management is increasingly using various technologies management or otherwise trying to make the technologization of the management process.
An analysis of the qualitative composition of the personnel of OJSC MZMK is presented in Table 11.
Table 11 - The structure of the qualitative composition of the personnel of OJSC MZMK
| years | Total number of personnel, people | With higher education, pers. | Share with higher education, % |
| 1 | 2 | 3 | 4 |
| 1995 | 610 | 68 | 11,1 |
| 1996 | 640 | 74 | 11,5 |
| 1997 | 790 | 111 | 14,0 |
| 1998 | 840 | 133 | 15,9 |
| 1999 | 860 | 148 | 17,2 |
| 2000 | 960 | 175 | 18,2 |
| 2001 | 900 | 180 | 20,0 |
| 2002 | 890 | 169 | 19,0 |
| 2003 | 830 | 163 | 19,6 |
| 2004 | 860 | 179 | 20,9 |
| 2005 | 860 | 187 | 21,7 |
| 2006 | 860 | 187 | 21,7 |
| 2007 | 810 | 179 | 22,1 |
| 2008 | 897 | 185 | 20,6 |
Education has become one of the main aspects of competition, and therefore it needs to be given more and more attention. Assessing the coverage and quality of education is becoming a very important task today, almost as important as assessing the solvency of an enterprise. It's about about checking the ability of the enterprise to ensure the conditions for survival, maintaining the intellectual and professional skills of its staff.
With higher education at OJSC MZMK - 185 people
With a secondary special at OJSC MZMK - 346 people
Seventeen people are currently studying on the job in various higher institutions, some of them get the second higher education.
The presence of a sufficient reserve of workers with a secondary special education creates a fertile ground for their further development adequately to the emerging conditions.
There are several types of organized courses. By type, courses can be classified: by main objects, prevention (safety courses), adaptation to the workplace, to work, learning new knowledge (improvement), knowledge support, etc. Analysis of the type of courses allows you to general analysis investments in education among all investments to support and expand education.
The company pays great attention to the courses "Industrial safety and labor protection". By order of the General Director of OAO MZMK, each manager who has subordinate personnel is required to take a ten-day course. Every year, students are sent to the institute for advanced training of civil servants to the departments: “finance, prices, audit”, “repair and modernization of equipment”. Monthly courses are held to improve the skills of workers (training and certification of welders, etc.).
Training of management personnel at OAO MZMK comes down to developing the skills and abilities necessary for employees to effectively perform their job duties or production tasks. Using a training program prepares managers for promotion. Management establishes what abilities and skills are required to perform duties in all line and staff positions in the power plant and determines which of the managers is most suitable for occupying certain positions, and who needs training and retraining. Having resolved all these issues, we have a schedule for the preparation of specific individuals who are scheduled for possible promotion or transfer to other positions.
The figure shows the process of personnel training and career management at OAO MZMK
Figure Personnel Career Management Process
Leadership training is mainly conducted to ensure that managers acquire the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to satisfy a higher level need: professional growth, success, testing one's strength.
Training of managerial personnel is carried out by organizing lectures, discussions in three small groups (reserve for promotion to leadership positions), analysis of specific business situations. The method of rotation by service is not applied. There is no temporary movement of the head of the grass-roots level from department to department. The organization introduces the new leader to many aspects of the activity. As a result, the young leader learns the various problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work in higher positions.
Another important technique is the training of leading personnel in the course of their work. A close relationship has been established between the level of requirements in the process of training new managers and their subsequent promotion. Those individuals who were given more difficult tasks from the very beginning developed higher working qualities in themselves. An example would be the creation of a team led by a senior operations engineer. The technical re-equipment group was staffed by specialists with the proper qualifications and experience in the shops and departments of OAO MZMK. After two years of work, several group leaders, one shop manager and Chief Engineer OJSC MZMK. In other words, participation in the working group made it possible to ensure rapid career advancement (less than three years) by stepping over a number of positions. At the same time, employees of OAO MZMK do not know their prospects in this team, which indicates a poor organization of work with personnel, a lack of career planning and control at the enterprise.
Final goal career planning in the enterprise - improving staff motivation, commitment and performance. It's obvious that effective management career in the organization provides:
1. Wide opportunities for attracting highly qualified specialists.
2. Decreased turnover among the core staff (key employees of the firm) due to their satisfaction with promotion opportunities.
3. The growth of the efficiency of the organization as the end result of the coordinated actions of the staff and the company
As a result of this formalization, it is necessary to conduct an analysis of career dynamics, which precedes the formation of a career management policy.
This work is necessary in order to:
Track the relationship of career dynamics with performance assessment for subsequent modeling, for example, the dependence of wages on performance assessment;
Indicate the next career path and form the necessary requirements for successfully completing this path or changing the direction of this path.
Ultimately, this whole process provides mutual benefit for both the organization and the employee.
Thus, career planning contributes to the development of the organization itself. Increased attention to personal career development on the part of OJSC MZMK generates loyalty to it and, consequently, reduces staff turnover, which leads to a reduction in the cost of staff replenishment activities. In addition, stable orientational attitudes appear among the staff to achieve positive final results for the organization, which provides mutual benefit both for it and for the employee.
In addition, OJSC MZMK is to conduct a second certification of workplaces in 2007 (the first certification of workplaces was carried out in 1999). For its successful implementation, in addition to employees of the labor protection and reliability service, representatives from the workshops will be involved, one from each workshop, who will carry out attestation of workplaces, each in their own workshop. To do this, all those who will carry out certification of jobs at OJSC MZMK are trained either in Kemerovo on the basis of the Kemerovo Regional Institute for Advanced Studies, or in Ivanovo at the Research Institute of Labor in this profile. Each trainee receives a certificate for the right to conduct certification.
The costs of labor protection and adaptation of personnel consist of the costs of implementing the Action Plan for labor protection and other unplanned activities aimed at improving the working conditions of the employees of the enterprise for the period 2007-2008 are shown in Table 12.
Table 12 - Analysis of the cost of labor protection thousand rubles.
For the period from 2007 to 2008. JSC MZMK saw a reduction in labor protection costs by 53.3 thousand rubles. by reducing the cost of financing measures for the prevention of diseases at work and measures for the general improvement of working conditions and measures for the prevention of accidents. This reduction may have a negative impact on the overall working conditions of workers.
Analysis of the implementation of the Action Plan for labor protection, adaptation and training at OJSC MZMK for the period 2007-2008. shown in the table.
In fact, it was planned to carry out 47 activities in the amount of 4915.4 thousand rubles.
56 events were carried out for the amount of 9219 thousand rubles.
Actual costs for the implementation of planned activities amounted to 6437.1 thousand rubles.
An analysis of the certification of workplaces is given in Table 13.
The creation of a personnel management system that is not built “as it happens” or as it used to be, but on the principles of manufacturability, can be considered as an important, certainly attractive task for any company concerned not only with survival, but also with development and prosperity in market conditions. The business development strategy developed by top management always needs support from the employees of the organization. Management can count on this support and success in achieving its goals only if the personnel management system provides required quality human resources.
Personnel technologies, unlike production technologies, are not transferred ready-made; they are introduced and grown "on the spot". This is due to the significant differences between different organizations. Different companies have not only their own specifics related to the direction of their activity, but also their managers with their own attitudes, knowledge, prejudices, motivation, their own personnel with certain qualifications, experience in the organization, the degree of trust in management, motivation, etc. "Growing" personnel-technologies in the conditions of a particular organization requires a careful analysis of how work is being done in the relevant direction at the moment. This is important to ensure that the technology being created, in as large blocks as possible, includes already well-established and familiar methods and procedures for a given organization, so that the existing provisions and instructions are used to the fullest extent possible (provided that they are of satisfactory quality).
The main stages of creating a personnel management system using modern personnel technologies can be presented in the form of a diagram: (Fig. 13)
Rice. 13. The main stages of creating a personnel management system.
The analysis of the current situation was carried out in chapter 2. Based on the results of this analysis, it is possible to identify the presence of the following problems:
Problem 1. Lack of personnel policy.
Problem Solving: Determining when, where, how many, and what (what qualifications) employees the organization will need. Develop clear plans that will serve as the basis for the selection and dismissal of staff.
The procedure for selecting new employees includes a number of relatively independent blocks located in a strict sequence, each of which has own purpose, tasks, scheme of actions, methods and tools, a specific performer. Reception is carried out through the interaction of the personnel department, security service, doctor, head of departments of companies interested in filling a specific vacancy. Each person is responsible for a certain stage of the admission procedure within the limits of his competence. General control and responsibility for compliance with the prescribed procedures for the search, selection and hiring of a new employee rests with the HR manager.
The main blocks (stages) of the procedure for selecting an employee for a vacant position are:
Staffing needs assessment;
Development of a set of requirements for a candidate for a position;
Announcement of a competition for a position, search for candidates;
Selection of candidates;
Recruitment;
Adaptation of a new employee.
A necessary condition for the continuation of the selection process is the complete completion of the previous stage, subject to satisfactory results, while the company's management or the candidate himself may refuse further actions at any of the stages (until the issuance of an admission order).
Problem 2. Insufficiently efficient use of personnel.
1. No recruitment policy
Solution: Divisional staffing planning provides the HR department with the necessary information for the recruitment program. The main executors should be the heads of departments who will provide information to the personnel departments about vacancies that exist in their subordinate departments (vacancies can be either planned at the beginning of the year or "burning"). Employees of the personnel service check the availability of these vacancies with staffing companies.
Problem 3. Personnel certification is underdeveloped.
Solution to the problem: performance appraisal is an event that encourages employees and managers to professional development. Although according to modern personnel technologies, in Lately carrying out such a procedure for assessing personnel as attestation is not recommended. Conducting an assessment in the form of a certification exam was a stressful event for employees. Therefore, it is recommended to replace attestation with an assessment procedure.
The evaluation procedure includes the following steps:
employee self-assessment;
assessment of the immediate supervisor;
peer evaluation.
In general, the number of evaluators is usually no more than five people, and it is easy to trace the relationship between the data obtained. A strong discrepancy between an employee's self-assessment and assessment by others helps people understand the shortcomings of their work.
It is also recommended that the results of the evaluation procedure be directly related to the functional indicators of the bonus part of the salary. This will stimulate the interest of employees in the results of their work.
Problem 4. There is no policy for advanced training (staff training)
A coherent system of education as such did not exist at all. It was carried out pointwise, due to necessity: safety precautions, quality system, boiler house operators, etc. financing of the learning process, respectively, was carried out according to the residual principle.
The basic approach on which the training system is now based consists of the following organizational stages:
Created corporate program personnel development for 6 years, within which there are also separate annual training programs. According to the latter, the amount of training costs is estimated annually and the costs for the next year are planned. First, the program contains the maximum of training programs that the personnel of the enterprise need. It is estimated that, say, 5 million rubles are needed to fulfill such a volume.
The financial service evaluates the company's budget, other cost items and reports that the company has the ability to allocate not 5, but 3 million rubles.
Staff service comes from Money, designated by financiers, but the training program is not curtailed or reduced. Find other options within the available amount. For example, instead of sending one person to study in Moscow for $500, you can spend $1,000 to invite a teacher from Moscow and train 50 people in Chelyabinsk directly at the enterprise.
Solution to the problem: the organization implements programs for individual growth of the current interests of the organization and the need to prepare for the launch of promising programs.
Problem 5. Inefficient system of material incentives.
Solution to the problem: it is better to determine the results of the work of employees when a proprietary incentive system is introduced, tied to indicators that reflect these results.
Problem 6: No control over the work being done.
Solution to the problem: the work performed is prescribed in the documents "Description of the workplace" ( job descriptions), which provides control over the implementation.
Problem 7. There is no specialized department social development personnel.
Problem Solving: An Introduction to organizational structure department of social development.
Analysis of the organization's personnel management system is an extremely difficult task, for which external consultants are usually invited. The main results of the analysis can be considered at the meeting management team organizations. After discussing the results obtained, the stage of developing a personnel management system that meets the goals of KEMMA LLC begins
The personnel management system of an organization, as a rule, includes the following areas:
Personnel selection system
Adaptation of employees in the organization
Training
Evaluation of personnel performance
Information support of employees of the organization
Periodic monitoring of staff satisfaction with their work, analysis of the causes of staff turnover
System social protection workers
The system of official and social growth
Labor incentive system
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