In the light of recent economic transformations, the modern labor market has changed markedly. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work. It was then that HR-specialists ("eychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.
Each person, when applying for a job, goes through such an instance as the personnel department. From the Soviet times personnel officers"They were engaged in filling out work books, maintaining personal files, writing job descriptions, issuing passes, etc. It was enough for such a specialist to understand labor legislation and office work, while there was no question of finding and attracting personnel.
However, in the light of recent economic transformations, the modern labor market has changed markedly, which is why many organizations have changed the personnel management system. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work.
It was then that HR-specialists ("eychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.
Who is an HR Specialist?
The abbreviation "HR" stands for "human resources". Thus, it can be understood that - this is an employee of the company, in general, responsible for the human resources of the enterprise: the formation of personnel, its development and motivation.
The formation of this profession began in the first decades of the 20th century, when American specialists drew attention to the importance of the human factor in business development. Over time, a separate direction appeared, considering the methods of effective organization of work and motivation of employees. Gradually, this approach developed and had a significant impact on the views regarding the management of the company. By the 1970s, a general concept of personnel management had developed, and full-fledged HR specialists began to appear.
Foreign trends in personnel management came to us after perestroika, when they began to work in Russia foreign companies.
A modern HR specialist can perform a wide range of duties:
- search, selection and evaluation of personnel;
- choice personnel policy for efficient use of personnel;
- Ensuring the staffing of the organization with employees of the necessary professions;
- organization of adaptation of new employees;
- organization of training and advanced training of personnel;
- tracking the socio-psychological microclimate in the team;
- organization of personnel records and maintaining / supervising personnel records management;
- performance appraisal of employees;
- staff development and training;
- development of a system of incentives and penalties for employees.
Positive result of activity " eychera"is expressed in the sufficient provision of the organization with qualified and responsible specialists who are highly motivated to work. In addition, the efforts of this specialist help to minimize staff turnover by creating a favorable climate and providing employees with comfortable working conditions, which is a difficult task nowadays.
Today, specialists of this profile are in demand in training centers, recruitment agencies and organizations of any profile.
What qualities should an HR specialist have?
Modern HR specialist The company must have the following knowledge and skills:
- possession of methods of personnel management;
- possession of modern methods of personnel assessment;
- knowledge of the basics of office work;
- knowledge of business management principles;
- knowledge of labor legislation;
- knowledge of the ethics of business communication;
- basics of labor motivation and personnel assessment system;
- understanding the foundations of sociology and psychology of management;
- Confident PC skills (working with programs for personnel accounting at the enterprise);
- the ability to assess the competence of the candidate;
- the ability to plan your work;
- ability to work with test materials;
- ability to resolve conflict situations.
Perform quality work HR specialist job such personal qualities as:
- active life position;
- impartiality;
- communication;
- leadership skills;
- personal motivation;
- a responsibility;
- stress resistance and the ability to manage their emotions;
- patience;
- Ability to work in a team and manage conflicts.
An HR specialist should not just be someone who needs to be convinced that you are the right candidate for a certain position, but also someone who will be the mainstay of all hired employees.
Benefits of being an HR specialist
Based on the list of professional qualities and job titles duties of an HR specialist, we can conclude that the "eycher" must have both legal, economic, and psychological knowledge. A comprehensive development is always useful, both at work and in personal life.
Every entrepreneur is well aware that "Personnel decides everything!" Therefore, the presence of a specialist who can work effectively with them is very useful today. Therefore, the demand for smart HR specialists is steadily growing every year, and the profession itself belongs to the category professions of the future.
Good HR specialists are not only in demand, but also have good incomes. Depending on the work experience and the number of staff under their care, their salary can vary from 10,000 to 100,000 rubles.
It is impossible not to say that personnel officers are respected among the company's employees. They are also appreciated by the management, of course, provided that the "eycher" brings real benefits, and does not perform the work of an ordinary personnel officer of the Soviet era.
Disadvantages of being an HR professional
Daily interaction with people requires a lot of energy, patience and resistance to stress from the "eycher". Constant stress leads to neurosis and depression, which affects not only the general well-being of the specialist, but also reduces the efficiency of the HR specialist. But often you need to pay attention also to paperwork ...
It is worth remembering that this specialist has a great responsibility for work with human resources. The further success of the company largely depends on how the team is formed, which means that the HR specialist will be responsible for the performance of all employees.
Sometimes you need to be torn between the needs of the staff and the loyalty of the management. A typical example: "Acher" sees the need to stimulate employees, and the boss says that there are no funds for this.
20.06.2016
2016 is approaching its midpoint. It's time to look back and critically evaluate the work of HR. Is the direction chosen correctly? Are those aspects given attention? In other words, how right are the bets? Before thinking about areas of potential investment, you should look at the final report of the World Economic Forum, which, among other things, talks about the future state of the labor market. Here are the four main areas that HR directors should focus on Special attention in 2016 and the near future. 1. Own employee data storage department More and more organizations are realizing that employee information plays a significant role in HR success. The entire process - from sourcing, hiring, onboarding to managing and rewarding - must start with data and insights. In addition, when we collect data on any process that is carried out by a person (it's not just about the area of responsibility of HR), we learn a lot about both efficiency and shortcomings. And this helps to understand which areas in the organization require development. Despite the fact that motivation is becoming increasingly important in the HR policy of companies, 80% of HRs admit that managers still rely on superficial judgments about employees when making decisions. And only in 13% of companies, bosses check with employee data throughout the entire life cycle in the organization. This percentage was revealed in a study conducted in mid-2015 by the Human Capital Institute and Oracle. At the same time, there are signs of a change in attitudes towards this issue. One of the main signs is an increase in the number of large companies looking for heads of data processing departments in the field of HR. Usually these are newly created positions that combine previously disparate resources. Often, the heads of such departments report directly to the head of HR. It is expected that in the largest companies, information collection departments will include from 20 to 100 people focused on analytics, reporting, workflow organization, forecasting and other business insights. Competent selection of personnel for such departments is only the first step, but the main thing is to take it. This area has great potential for creating competitive advantage, which means that you can bet on it in 2016. 2. New ideas for performance and talent management According to Deloitte's September 2015 Bersin report, approximately 70% of companies are rethinking their performance management strategies. Also, according to the NeuroLeadership Institute, more than 50 large companies are moving away from rating systems. Both studies are cited in the journal article. Harvard Business review. HR directors may explain that traditional performance management systems are outdated. And the reasons for this are as follows: in today's economy, the annual evaluation process becomes too uninformative; the formal process, which is based on the compilation of ratings, creates a strong bond between the manager and the subordinate, which can negatively affect the involvement and return of the employee; an increasing amount of work is being done with a network of employees and assistants, sometimes even from other areas, so relying heavily on the manager in assessing employees should not be, this is a step towards a potential mistake. The best HR directors are confident that modern technology, on the one hand, and access to a wider range of sources, on the other, will provide much more lively, transparent and reliable information. Appropriate cloud applications developed for mobile devices have great potential and will help solve some of the problems in performance management. A similar approach is appropriate for talent management. Analyzing large amounts of information is much easier with dynamic visualization that helps managers see the development of their employees, firstly, in time, from year to year, and secondly, in relationships with other groups of employees. In addition, the best cloud systems can take in data about how willing employees are to help colleagues, which allows you to make informed recommendations about their career development, and in a broad sense, to plan succession in the company. 3. Change the focus of engagement CEB's latest definition of engagement was that an employee's desire to exceed the plan, backed up by the intention to continue working for the company. Here are specific reasons to focus on employee engagement in 2016: it helps retain employees and hire new ones with reference to them; it increases productivity, gives business results, it shortens the path to customer loyalty and enhances the main advantages of the brand, and finally, it is a sign of professionalism. And here are the most significant changes in the engagement analysis process over the past few years: the assessment period has become much shorter, companies have stopped conducting annual surveys, replacing them with mobile procedures consisting of one, two or three questions; the emergence of the ability to analyze unstructured data allows even large companies to consider ordinary conversations at the cooler as a source of information; By getting near-online feedback on employee attitudes to key events, leaders can adjust their policies much faster than ever before. The most visionary HR leaders are rethinking employee engagement, including freelancers, who make up roughly 50% of the workforce at some large companies. It is not necessary to hire an employee, the main thing is different: talent must be involved. 4. Leverage consumer experience The peculiarity of today is that for the first time ordinary users have access to no less modern technologies than the staff of the world's most powerful corporations. That is why talented employees who are on “you” with technology are now less tolerant of conflicting technological experience. Leading HR leaders recognize that modern, intuitive user application interfaces and end-to-end user-centered processes are more needed today than ever before. The best of them use generic data to provide contextual and targeted messages. An employee's work schedule is changing, and many HR directors are looking for conditions that would not only be useful to the company, but also pleasant to the employee himself. There is only one successful approach that can be applied to any HR department - to fit the company's business model: strong growth, new territories, globalization, and so on. The most stable trend that has been popular lately is the use of cloud services. The question today is not whether HR directors and their IT partners are going to move to the cloud, but how soon they will do it. The most successful HR leaders lead their teams through transformations that help the business win. More companies are changing their focus and we hope the analysis above will broaden your horizons and help you start a productive dialogue.
Federal Agency for Railway Transport
Moscow State University of Communications (MIIT)
ITTOP
Department of "Management"
course project
By discipline: "Corporate management"
“The main tasks and principles of organizing HR services in corporations, the experience of global companies”
Fulfilled: student
Novichkova Maria Vladimirovna, group TUP-412
Accepted: assistant professor
Kovalskaya Marika Ivanovna
Moscow 2008
introduction 3
1. CORPORATION HUMAN RESOURCES AND THE CONCEPT OF hr-SERVICE 5
1.1 The specifics of the human resources of an entrepreneurial firm 5
1.2 Features of human resource management. Personnel
politics 11
1.3 HR service - human resource management service 13
2. hr-SERVICE: ORGANIZATIONAL ASPECT 20
2.1 The place of the HR service in the structure of the organization.
Domestic and foreign experience 25
2.2 Relationship between HR and line managers 37
2.3 HR and Top Manager: unity and struggle of opposites
3. THE ROLE OF hr-SERVICES IN COMPANY MANAGEMENT 43
3.1. Formation of the personnel management service
3.2 Goals and objectives of the HR service in the corporation 43
3.3 The strategic role of HR 50
3.4 The role of personnel services in working with managerial
personnel abroad 47
conclusion 54
application 1 56
APPENDIX 2
list of used sources and literature 58
Introduction
Relevance of the research topic. In the current economic conditions, when the old economic management system is destroyed, and a new one is being created and developed, it takes a lot of time and effort to transform enterprise management systems in accordance with the needs of the external environment and internal organizational potential. In parallel with the process of formation of new management structures, there is a process of understanding the new role of personnel in ensuring the efficient operation of the enterprise.
It seems to be a universally recognized fact that the effectiveness of a business largely depends on human resources - the skills, abilities, knowledge of staff. Human resources, considered as the main productive force of society, are also the main factor in production activity at the enterprise. With the development of market relations, it should be attributed to the main productive forces and defined as the leading force of entrepreneurial ability, which, in the current unstable state of the economic system, is a source of discovering new reserves of growth and development.
Understanding this, today many entrepreneurs in various market sectors invest a lot of money in human resources: selection, assessment, training, work stimulation and motivation of employees.
The gradual realization of the importance of the human factor for the success of the company leads to the emergence of HR services (personnel management services). The activities of such services are also different from the activities of human resources departments, as the assortment in a store during a time of scarcity differs from the abundance in today's supermarket.
Until recently, the concept of "personnel management" was absent in Russian management practice. Activities in this area were dispersed between different departments: the personnel department issued orders for the enrollment of employees and stored personnel information, the labor organization and salary department calculated the need for employees by profession and qualification, resolved the issues of billing employees and jobs, in addition, there was a training department and training, the department of social development, the department of labor protection and safety. This led to the fact that the work with personnel was not personalized, it was formal, no one was responsible for each individual employee.
Today, personnel management services have become multifunctional, their tasks are much broader and more multifaceted than the functions of human resources departments. Personnel management from auxiliary, servicing becomes one of the leading functions of the enterprise. The main goal of the HR service is to increase the efficiency of employees, develop and implement a personnel development program.
Target course project - a comprehensive study of the concept of the human resource management service of a corporation (HR service). In accordance with the purpose of the study, the following tasks:
To analyze the existing theoretical and empirical approaches to the problem of HR-services of modern corporations;
Show what the HR services of corporations are, the goals of their activities, main tasks, structure;
Analyze the role of human resource management services in corporate management, including on the example of the experience of global companies in this area;
draw conclusions on this issue.
object study of this course work is staff.
Subject research is a modern concept of human resource management in a corporation.
The degree of scientific development of the problem. There is a fairly large number of research papers and publications on more general or close in content problems. In recent years, there has been an increase in the number of publications, articles in various journals, focusing on the role of human resource management services in modern corporations.
1 CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICES
1.1. The specificity of human resources of an entrepreneurial firm.
The term "human resources" is a literal and undistorted translation of the English "human resources". The generally accepted understanding of the term HR (hereinafter referred to as human resources) has not yet developed. In Western sources (including the documents of international organizations), the concept of "human resources" is used not only in the science of management, but also in disciplines related to geopolitical analysis, demography, political science, economic geography, acting as a very close "labor resource". ”, but at the same time wider, including not only quantitative, but also qualitative characteristics of potential labor market participants. In addition, both abroad and in our country, the term "human resources" (including economic disciplines) is often used in a purely general resource series, which, in fact, leads to associations with raw materials for production.
Taking into account precisely such associations, S.V. A trick that comes, no doubt, from a fair, in general, and quite logical principle: resource management underlies the management of an organization. People, emphasizes S.V. Shekshnya, of course, is significantly different from any other resources attracted by organizations.
In order to avoid extreme associations, it is necessary to represent the specifics and differences of human resources. According to Shekshna, they are as follows.
Firstly, people are endowed with intelligence, their reaction to external influence (management) is emotionally meaningful, and not mechanical, and therefore the process of interaction between an organization and an employee is obviously two-way.
Secondly, people are capable of continuous improvement and development. A person continues to build up his professional skills throughout his career and only if this condition is met will he correspond to the general progress of society and production.
Thirdly, the working life of a person in modern society is long-term (its boundaries are 30-50 years) and, as a rule, it takes a long time in one organization (or at least in one industry).
Fourth, unlike material and natural resources, people come (in most cases) to the organization consciously, with certain goals, and expect employers to help, provide an opportunity to achieve these goals. Moreover, any interaction - for similar reasons or others - should bring satisfaction to both the employee and his organization. one
The worker cannot be considered as a homogeneous substance, like other resources; in the process of work, he may acquire other qualities that were not noticed before, and the labor force may change its value. In addition, a person can quit - disappear as a type of resource for a given enterprise; can study, change profession. A person has self-consciousness and will, feelings and mood, in the process of work he can refuse the conditions on which he is used, or change them. Also, in the process of labor activity, interpersonal communications arise between the staff, affecting the effectiveness of work.
Dictionary "Personnel" gives a three-dimensional idea of human resources, but in it the main emphasis is not on the definition of the object, but on the description of its properties, qualitative features.
Human resources is a term that characterizes, from a qualitative, content side, the personnel or all personnel of an enterprise (firms, institutions, organizations), labor force or labor resources of an industry, territory, region, country as a whole. Along with the traditional features that are inherent in the elements of the defined population - personnel, personnel, labor force, labor resources - the term ... includes the ability to be creative and the potential for the comprehensive development of employees, the general culture and moral reliability, a certain effect of cooperation and self-organization, the improvement of labor relations, motivation, entrepreneurship. In terms of meaning, the concept of "human resources" is closely related, correlates with such concepts as "personnel potential", "labor potential", "intellectual potential", surpassing each of them taken separately in volume. 2
The appearance of the term "human resources" as an object of management does not cross out the concepts of "personnel" and "personnel", but, on the contrary, integrates, unites and includes them. Therefore, they not only remain in force, but will be constantly used in the future. At certain hierarchical levels of management in an organization, at an enterprise, one can also talk about personnel management, which has the right to exist either completely autonomously or be an integral part of human resource management.
the main conclusion on the triad of concepts of interest to us is the following: behind each of them is a different, non-coinciding object of control.
Summarizing, let us consider the interpretations of the definitions that more clearly emphasize these differences.
Personnel are professional employees holding full-time positions and in official labor relations with enterprises, organizations - employers.
Personnel - the total composition of employees of the organizational structure, acting in the name of achieving common corporate interests and goals.
In this case, we mean employees regardless of qualifications, connection with the main, auxiliary or administrative and technical activities, position in the job hierarchy of the organization, the presence of an employment contract or work by virtue of owning an enterprise, etc.
Human resources (as an object of management) are individuals (individuals): a) of interest to the sphere of labor and production as potential employees; b) associated with the enterprise, organization at the moment labor or civil law relations; c) those who had such relations earlier and still retain certain mutually beneficial contacts with their employers. one
For the current production system, human resources are nothing but personalized capital, an asset of the organization. Or, in other words, the most valuable part of the total resources that a corporation, its enterprises and other divisions can have.
Human resources have quantitative and qualitative characteristics The quantitative characteristic of HR is their number - actual, average, standard, planned. The qualitative characteristic is connected with the professional and qualification content of the activity and the level of personnel potential as a combination of various qualities that determine the working capacity of the personnel. These qualities, in turn, are related to:
With the ability and inclination of the worker to work, his state of health, endurance, type of nervous system, i.e. everything that reflects the physical and psychological potential
With the volume of general and special knowledge, labor skills and abilities that determine the ability to work of a certain qualification, interests and needs. 2
In order to be able to coordinately manage human resources in a multi-link and large-scale structure, it is necessary to represent and understand each of the elements under consideration and the entire system as a whole (see Appendix 1 1). After all, both the resource strategy and the very practice of managing people depend on their specifics.
1.2. Features of human resource management. Personnel policy.
The main task of human resource management is the most efficient use of the abilities of employees in accordance with the goals of the enterprise and society. At the same time, the preservation of the health of each person should be ensured and relations of constructive cooperation between members of the team and various social groups should be established.
Human resource management of an enterprise includes a complex of interrelated activities:
Determining the need for workers, engineers, managers of various qualifications, based on the strategy of the company.
Analysis of the labor market and employment management.
Selection and adaptation of personnel.
Career planning for company employees, their professional and administrative growth.
Ensuring rational working conditions, including a social and psychological atmosphere favorable for each person.
Organization production processes, cost analysis and labor results, the establishment of optimal ratios between the number of pieces of equipment and the number of people in different groups.
Labor productivity management.
Development of motivation systems for effective activity.
Substantiation of the income structure, the degree of their differentiation, the design of wage systems.
Organization of inventive and rationalization activities.
Participation in tariff negotiations between representatives of employers and employees.
Development and implementation of the social policy of the enterprise.
Prevention and elimination of conflicts. 2
The scope of work for each of these functions depends on the size of the enterprise, the characteristics of the products, the situation on the labor market, the qualifications of the staff, the degree of automation of production, the socio-psychological situation at the enterprise and beyond.
Human resource management (personnel management) is a part of management that ensures the formation of the company's social policy, social partnership, trust between employees and employers. Without personnel management, the normal functioning of firms, organizations of any form of ownership is impossible. To determine the direction and basis of work with personnel, general and specific requirements for it, a personnel policy of the company is developed.
Under the personnel policy of the company understand the system of theoretical views, requirements, principles that determine the main areas of work with personnel, as well as the methods of this work, allowing you to create a highly productive cohesive team.
Personnel policy is closely connected with all areas of the company's economic policy. Decision-making in the field of personnel policy occurs in all functional subsystems of the company: the management of scientific and technical activities, production management, economic activity, etc.
To the main goals personnel policies include:
Timely and high-quality provision of the company with personnel in the required number;
Rational use of human resources;
Ensuring the conditions for the implementation of the rights and obligations of employees provided for by labor legislation.
Main varieties personnel policy are recruitment policy, training policy, remuneration policy, policy of formation of personnel procedures, policy of social relations in the company.
Each firm develops its own personnel policy, taking into account its characteristics, but the development and implementation of personnel policy in all firms are carried out on the basis of uniform principles.
Principles of personnel management firms: scientific character, planning, continuity, consistency, unity of management, a combination of unity of command and collegiality; control over the execution of decisions; original approach to situations; maintaining the constant compliance of the preparedness of personnel with the requirements of production, the combination of planning with economic initiative; material interest in performing work with a smaller number of performers.
The personnel policy is documented, which allows expressing the views of the company's management on improving the interaction between departments, establishing consistency in the process of making personnel decisions; inform the staff about the rules of internal relations; improve the moral and psychological climate, etc.
The personnel policy of the company is determined by a number of factors that can be divided into internal and external. The external ones include labor legislation, relations with the trade union, prospects for the development of the labor market. Internal factors are the structure and goals of the company, territorial location, corporate culture, moral and psychological climate in the team.
Important areas of personnel policy include:
Determination of qualification requirements for personnel within the framework of the general concept of the company's development;
Formation of new personnel structures;
Development of procedures governing personnel management;
Formation of the concept of remuneration, material and moral incentives for employees;
Determination of mechanisms for attracting, using and releasing personnel;
Development of social relations;
Ensuring the development, training, retraining, advanced training of personnel;
Improving the moral and psychological climate in the company's team, etc.
The implementation of personnel policy is a system of plans, norms and regulations, administrative, economic, social and other measures aimed at solving personnel issues.
1.3. HR-service - human resource management service
Special departments dealing with personnel problems arose in the 1920s and 1930s. They performed work related to the maintenance of documents, the analysis of conflicts, and the presence in courts. Their functions were auxiliary, and all major decisions on personnel were made by the company's management.
Today, due to the increased importance and “diversified work”, the former personnel departments are being transformed into personnel or human resource management services (HR services).
The personnel management services are functional and do not directly participate in the management of the main activities of the personnel, but only help the management of the company and departments to resolve issues of hiring, dismissals, relocations, advanced training, etc. Therefore, in practice, the optimal combination of the rights of line managers and HR specialists is important.
Currently, there have been significant changes in the activities of personnel services, among them:
Transition from selection and placement of personnel to participation in the formation of business strategy and organizational changes;
Assistance to line management;
Professionalization of the sphere of personnel management and reduction of the role of technical performers in it;
Participation in the formation and implementation of social partnership policy;
Work on the comprehensive development of personnel.
In many cases, in large firms, personnel management services are headed by managers who occupy second places in the management hierarchy, or by a director of personnel management (in English literature - an HR director).
The functions of the HR director in modern conditions differ significantly from the usual functions of the head of the personnel department: he is a member of the company's management (board of directors, board, etc.) and participates in the development of company development plans, makes proposals for optimizing the organizational structure of the company, evaluates the actions of the company's management from the point of view of the personnel management service.
The title of the position "Director of Human Resources", or "HR Director", entered the lexicon of Russian managers in the early 1990s, after the appearance of many Western companies on our market.
The HR manager acts as a protector of the interests of employees; employee relations adviser; coordinator of interaction between personnel, trade unions and administration.
Like other departments, the personnel management service has its own hierarchy of positions, which is an integral part of the corporate structure.
The typical structure of the personnel management service is presented in Appendix 2.
Consider the main activities of the company's personnel management service based on this structure.
1. Planning Department labor resources:
Determination of staffing needs for a certain period of time;
Assessment of future labor needs;
Assessment of labor supply based on the analysis of current resources, taking into account losses due to staff turnover;
Developing an action plan to prevent predictable labor shortages or surpluses.
2. Personnel department:
Organization of recruitment and selection of personnel;
Commissioning of new employees;
Organization of service and career planning;
Carrying out professional orientation;
Performance evaluation;
Interviews with retirees.
3. Department of payroll organization:
Analysis of job responsibilities;
Classification of works and their billing;
Development of a system of remuneration and bonuses;
Revision of tariff rates and individual payment.
4. Department of vocational training and retraining:
Organization and control of industrial training, including instructing employees;
Formation of educational materials;
Conclusion of contracts for the training of employees with educational institutions;
Keeping records and statistics on training programs.
5. Department of labor relations:
Participation in the development of collective agreements;
Consideration of complaints and disputes;
Promoting the development of communications and relations between the administration and employees.
6. Personnel research department:
Studying the issues of personnel policy and labor relations;
Survey of the moral and psychological climate in the company;
Development of rules, procedures for personnel work, as well as forms of workflow;
Preparation of reference materials.
7. Department of social development:
Creation of the company's social infrastructure: collective voluntary insurance; provision of social benefits; pension provision; payment of compensation in case of dismissal; catering and recreation for employees.
8. Department of labor safety and medical assistance:
Development of safety standards;
Examination of goods, equipment for compliance with safety standards;
Investigation of the circumstances of accidents;
Provision of medical care;
Informing personnel in the field of labor safety.
The number of employees of the personnel management service depends on many factors: the size of the company, the type of its activity, the specifics of its tasks, values and traditions, financial condition, stage of development. According to the results of various studies, there are from 30 to 2000 people per employee of the HR service. On average, there are 200 employees of the company per specialist.
To successfully perform their duties, HR professionals need to:
1) availability of professional knowledge in the field of personnel management, acquired in the process of practical work and training;
2) understanding the specifics of the company's activities (its field of activity);
3) leadership and management skills.
4) methodological support, containing all theoretical, methodological approaches and practical traditions for the implementation by the personnel of the company of their labor activities, set out in the relevant regulatory and methodological documents of the company;
5) resource provision, aimed at the timely receipt of material resources necessary for the implementation of labor activities by employees of the company;
6) organizational support - the presence of the organizational and technological structure of the company and the relationship between its officials and structural divisions, which maximize the achievement of its goals;
7) information support for personnel management - a set of implemented decisions on the volume, placement and forms of organization of information circulating in the company. It includes operational information, regulatory and reference information, technical and economic information and documentation systems. This is possible with the use of personal computers in the personnel management service. To implement information support, computer programs for shared use are created and developed.
The preparation and execution of personnel documentation is regulated by relevant legislative and by-laws, as well as regulatory and methodological documents.
2 HR SERVICE: ORGANIZATIONAL ASPECT
2.1. PlaceHR-services in the structure of the organization. Domestic and foreign experience.
Despite the fact that the very concept of “personnel management” was absent in the practice of Russian management until recently, each organization had personnel departments that were entrusted with the functions of hiring and dismissing personnel, as well as organizing training and advanced training of personnel. However, and this is well known, the role of personnel departments in the management of the company was insignificant, and most of the work on personnel management was performed (and is still being performed, as sociological studies show) directly by the head of the unit. In order to understand why HR departments occupy such a position in the organization, consider the diagram of the current organizational structure of the company:
As can be seen from the diagram, the personnel departments are structurally separated from the departments of labor protection and safety; departments of organization of labor and wages; the legal department and other departments that perform part of the functions of personnel management in the organization. These departments are in no way subordinate to the head of the HR service, therefore the personnel department is neither a methodological, nor an informational, nor a coordinating center for personnel policy in the company.
This leads to the main problem of the Russian HR services: having a low organizational status in intra-company management, they do not take part in the company's strategic planning and other important decisions, and thus the HR departments do not perform a number of personnel management tasks.
As has been repeatedly said, the main function of the personnel department is the selection of candidates for the position. Personnel officers should be able to select the most worthy; you need to know how, it is better to do it, how to promote them, train them, move them later. The HR service should not act autonomously, it is necessary that all these procedures correspond to the goals and objectives of the enterprise. Until the personnel management service is engaged in the development of the organization as a whole, it will have to play the role of an agency - a recruiter.
Therefore, according to IBS (one of the first Russian firms that created an HR service), based on their own experience, the ideal option is when the personnel management service has a significant status in the organization's hierarchy, although it does not have the right to directly implement changes in other departments, but has advisory power when it comes to the direction of such changes. To strengthen the authority of the personnel management service, it is better when it is headed by one of the closest assistants to the head: on the one hand, everyone in the organization knows him and trusts him, including the head himself, and on the other hand, he knows the organization from the inside.
Depending on the degree of development and characteristics of the organization, the structural location personnel service may be different. In foreign practice, there are several such options.
Option 1: structural subordination of the HR service to the head of administration:
The main premise of this option is to concentrate all central coordinating services in one functional subsystem. The performance of tasks by the personnel service is considered within its role as a headquarters unit.
Option 2: structural subordination of the personnel management service as a headquarters department to the general management of the organization
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The advantage of the second option is the proximity to all areas of the organization's management. This structure is most appropriate for small organizations at the initial stages of their development, when management has not yet clearly defined the status of the personnel service. On the other hand, the risk of multiple subordination to conflicting instructions should be excluded with this option.
Option 3: structural subordination of the HR service as a headquarters body to top management:
This option is most appropriate at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the HR service in this way, although the hierarchical level of deputy managers is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management.
Option 4: organizational inclusion of the personnel management service in the management of the organization:
This option can be considered as the most typical for sufficiently developed firms with the allocation of the sphere of personnel management as an equivalent management subsystem among other management subsystems.
2.2. RelationshipsHR-services and line managers
Personnel management is a system of interrelated elements that functions effectively only if integrity is maintained.
Line managers are part of this system. On the one hand, they must ensure the necessary production results, on the other hand, the well-coordinated work of subordinates, which means compliance with labor and production discipline, the absence of conflicts in the team, high labor motivation, teamwork, etc. In addition, the line manager must be well versed in matters of labor law.
Both line managers and personnel officers are managers of one level or another, authorized to present work to people and ensure that it is carried out. This is their similarity. The difference is that line managers are entrusted with the management of the main departments (production, household, etc.), and the HR service is authorized to advise and help them achieve these goals.
Possible HR positions:
HR Director (Deputy general director for personnel)
HR manager (HR manager)
HR Development Manager
Manager (specialist) for compensation and benefits (compensation benefits manager)
Manager social relations(according to social programs)
Training manager (specialist)
Training manager (corporate trainer)
Psychologist
HR specialist (HR inspector, HR inspector)
Recruiting manager (recruiter)
Assistant
In addition to the listed “typical” positions, such positions as a labor resource planner may appear in the personnel service; Human Resources Manager; recruitment consultant; specialist (consultant) in organization of management; HR administrator; recruitment specialist; head of personnel service; head of the payroll department; HR consultant/recruiter; assistant director of personnel; clerk o / c; researcher. Of course, in practice, one specialist combines several functional areas in his work.
The problem is that most line managers prefer to solve their own problems with subordinate personnel. This creates serious difficulties, since, being professionals in a narrow field and not having special training in the field of human relations, each of the line managers solves personnel issues in the most appropriate way in the current situation, which does not favor the implementation of a unified personnel policy of the company.
The task of the management of the enterprise in this case is to ensure the cooperation of managers of middle and lower levels, understanding the increasing importance of the personnel service for the joint solution of these divisions of the problems of human resource management.
Consider one of the options for the division of responsibilities between the personnel management service and line managers.
In the field of employment (where he included the recruitment, selection, hiring, etc. of personnel), it is the responsibility of line management to accurately determine the classification of an employee necessary to perform specific duties. Then the HR service comes to the fore, whose employees search for applicants, conduct selection interviews with them and test them. The best candidates are referred to the appropriate line manager, who, through the selection process, decides to hire those individuals who, according to their potential and qualifications, are suitable for work in specific jobs.
In the area of training, the HR manager is responsible for conducting scientific research, with the aim of developing comprehensive plans, directions for training and needs for it; establishing external contacts; collection and analysis of relevant information. His responsibilities also include assisting the president of the firm in meeting the growing needs of the company by developing and coordinating training programs; advising on the training of departments of the company involved in the development of new ideas and products; definition of goals, preparation of training plans based on the latest scientific research in the field of education. And, in the end result, providing managers with final materials on the economic efficiency of the training system.
If the HR manager is busy with such planning, then the line manager solves the problems of training at his level. Line manager responsibilities include the following:
identify and facilitate the implementation of the training needs of persons working in the unit; consult with the PM manager regarding targeted training;
involve personnel training specialists in the development of programs designed for different categories of personnel workers;
decide on the most promising areas of study for the unit.
2.3. HRand Top manager: unity and struggle of opposites
At the stage of formation of the HR service, the problem of relationships with the top manager, in fact, does not exist. All efforts and resources are focused on resolving organizational issues. The management of the company willingly says “yes” to any question. The personnel service at the formation stage, as a rule, becomes the “favorite toy” of the first person of the company, and therefore can claim at least second place after the financial direction.
The first difficulties appear when the personnel service begins to solve routine tasks. Often at this stage you can hear from the personnel officer: “Everything is on rails, and it goes downhill by itself. There is nothing for me to do there.” The general director no longer interferes in the affairs of the personnel service, it is enough for him to know only the control figures "at the exit" - the communication of the top manager with the personnel manager becomes a routine. Here the first signs of misunderstanding appear: either the head of the company did not get what he expected, or the personnel officer is guided by his own logic of the development of the personnel service.
What is the reason for the misunderstanding? Heads of HR-services came out in the 90s from the environment of psychologists. These are very specific people, apparently, due to the peculiarities of their character, generating problems where they do not exist, and building difficult relationships with others. Or maybe the reason is that psychologists often become people who are looking for something in themselves, who want to compensate for the missing qualities, which is why they are too fixed on themselves and are not able to tune in to the problems of the leader. In general, there are a lot of strange people among HR managers, especially former psychologists. Naturally, this "strangeness" comes into conflict with the healthy fighting qualities of Russian businessmen. They often sincerely do not understand what “this abstruse psychology graduate” wants.
Of course, in order to break through to the top, a businessman needs extraordinary abilities. Either this is the same strange person who exudes ideas that no one can keep up with; or it is a strong personality capable of imposing its will on the environment.
If the manager is a creative, ambitious person and he is sure that the business he created is unique, that it is a work of art, then he often requires a personnel management specialist to develop no less unique technologies, for example, recruitment. Such leaders seem to live in another dimension. The personnel manager finds himself in the situation of an engineer who was ordered to build a bridge, but not an ordinary structure according to the laws of strength of materials, but something unusual according to the laws of quantum mechanics.
When interacting with a leader of a strong-willed type, other difficulties arise. Such leaders change personnel too often, and the HR department cannot meet their needs either in speed, or in new specialists, or in the same tough attitude towards personnel. But a personnel officer cannot be tough, he must always comply with a compromise between iron installations from above and a fairly gentle treatment of the staff.
It is almost impossible to convince such a “powerful” leader - his inherent heightened sense of his own importance and absolute rightness interferes. As a rule, those leaders who have risen to the top without anyone's help, sometimes without having received a good education, become “powerful” leaders. An educated person speaks the language of arguments. And the one who “breaks through”, proving to himself and others that he can do something, considers this a sufficient reason for others to obey him unquestioningly. It operates on the principle: “If you are so smart, then where is your money?! And if you haven’t earned that kind of money, then listen to me.” For these people, emotional ties with associates that have developed over many years of joint accomplishments are not important.
The easiest way for a personnel officer to fit into a structure headed by a “power” leader is to establish a good personal relationship with him. Although it should be noted that in a bureaucratic structure this is practically unrealistic. Here, rather, relationships of devotion, loyalty, and finally, convenience for the first person are possible. So the head of personnel in such a structure, first of all, must honestly answer himself the question: am I ready to become a cog in his mechanism?
Just a few years ago, the first head of the organization, creating a full-scale personnel service, did not know exactly what he needed it for, except for the selection functions, or did not understand all the consequences of its creation. Even the traditional personnel workflow was called into question, and it was believed that in the wake of "bourgeois romanticism" it would die out as a relic of the bureaucracy. Rather, such a leader understood the competitive benefits from the personnel service intuitively, and often just wanted to demonstrate his “advancement”. But today the situation has changed in large and advanced domestic companies. Here the first person understands why the personnel service exists. Taxes, length of service, maintaining work books, working with the social insurance fund, and so on are signs of reconciliation with bureaucratic reality, acceptance of the rules of the game with the state. Not just the selection of specialists in the labor market, but training in business technologies, motivating staff, dealing with conflicts, forming or transforming corporate culture, measuring work and organizational development of the company - these are the new features of the personnel service that the head of the company needs today.
A modern top manager can accurately calculate how much he spends on the maintenance of personnel services and where these funds go. In such a situation, personal relations with the personnel officer are not important for him - everything is technologized, and there are technocratic relationships between them.
It was the “advanced” personnel officers who brought such words as “mission”, “strategic goals” to their companies. They were the first advisers and consultants of the leaders on this issue. Personnel officers, as a rule, are people who are interested, lively, read books, go to seminars. Therefore, they are often the ones who acquaint management with advanced methods of personnel management. If a company does not have an extra $150,000 to invite some “Price & Coopers” to develop a mission, then the ubiquitous personnel officers do this: they either offer their own options or organize a brainstorming session that involves all management.
Unfortunately, in Russia, where the personnel officer wants to deal not only with personnel issues, but claims to be the organizational development of the company, he can be perceived by the manager as a threat. A competitive manager is likely to try to get rid of such a specialist.
And once again about the crisis. The personnel service is reduced, and the salary is also reduced. As a rule, only one person remains in the personnel department - the head, if, of course, he knows how to do everything “with his own hands”, including firing employees.
During a crisis, managers often hide their eyes from personnel officers. Why? Because an unpopular program is being carried out with regard to personnel: layoffs, salary delays, and all this falls on the shoulders of the personnel officer.
In my opinion, a company should definitely strive to have a recognizable name or be associated with something famous. Of course, name promotion costs money, but it always pays off. The company becomes attractive to highly qualified specialists. A well-known fact: when you talk with a candidate who goes to a company with a name, it turns out that he thinks that it is good to work there. The result is greater company credibility, lower search costs with better candidate quality.
In general, the first person is very difficult to convince. There are few people among them who are willing to listen. On the other hand, one must always correspond to the first person. As a rule, the personnel officer solves the simple problem of survival and adaptation in the company. You can afford to realize some kind of super-task only by taking a higher position. Otherwise, the personnel officer leaves with his head held high and his pocket empty.
Experience shows that in the upper echelons of large companies, the democratic style of leadership is extremely rare, authoritarianism is more popular there. Accordingly, a personnel officer who seeks to establish relations with the first person of the company must have a certain flexibility, the ability to adapt, as they say, from below. Such people should not have pronounced ambitions. They must forget their "I", putting the effectiveness of communication in the first place.
I think that if a personnel officer is a good psychologist or generally an open, sincere person who is able to communicate effectively, then he will find a language with any top manager.
3 THE ROLE OF HR IN COMPANY MANAGEMENT
3.1. Formation of the personnel management service
How to approach the creation of a modern personnel service and make the work of the director of personnel management effective?
The company is developing, more and more efforts and time are taken away from the director by strategic issues. But at some point, he notices that the number of employees has increased several times, and the financial results leave much to be desired. Upon careful analysis of the situation, the manager finds that the problems with the efficiency of the company are understandable.
The fact is that:
The search and selection of employees in the company is carried out not on the basis of its development plans, but on the fact of the emergence of a “burning” vacancy;
The rules for promotion and movement of employees have developed spontaneously and are long outdated;
Adaptation of new employees is not carried out;
Qualification of personnel does not correspond to the level of tasks to be solved, and training is not provided;
Salary does not depend on performance.
After such an analysis, the director has a feeling of complete uncontrollability of the overgrown colossus, absorbing capital day by day and not giving returns. “How many parasites am I paying money for nothing?” - he is horrified. And it is at this moment that a saving thought arises in my head to rebuild the personnel department, to find a person who will manage personnel at a modern level in the same way as a technical director of production.
Of course, in each particular company, the HR service (HR service) is created in a unique way, but the process of its formation involves a sequence of mandatory steps.
The first step is to consider development prospects. The work of a modern personnel service should ensure the growth of the company's efficiency. Therefore, the CEO first of all needs to clearly outline the prospects. Will it be an entry into new markets with a corresponding increase in staff and in what time frame - within a year, two or three years. Or a significant expansion of the network of branches in the regions is planned and local specialists will be required.
Step two is to decide what to delegate to the HR director. At first, the CEO is unlikely to delegate to the HR director decision-making on all matters related to personnel management. And there are a number of objective and subjective reasons for this. Objectively, the new HR director needs time to get used to it, and the CEO needs to make sure that the specialist has been chosen correctly. Subjectively, many CEOs find it difficult to delegate anything at all. For a long time they followed their favorite rule: if you want something done right, do it yourself. So probation for a top manager, it can drag on forever. And the real functions and powers will not be transferred to him. Without this, it is impossible to build a modern HR service. The study showed that the effectiveness of the HR service in modern Russian companies depends primarily on the idea of the company's leaders about it (see Table 1).
Table 1. Results of the study
How to correctly define the tasks and powers of the future director of personnel management? When solving this issue, one should proceed not from an abstract list of possible functions, but from the priorities of the company. The director needs to establish what he expects from the work of the director of personnel management. What results he wants to get and how he will evaluate them. Otherwise, it is better not to waste energy and money looking for a new top manager.
By creating a personnel management service, the manager sets the rules of the game (delegates a number of functions to the HR director). The rules are in place and you have to play by them. If the first person violates his own settings and the results of the work of the personnel management service are not needed for him to correct actions (they are not included in the system for evaluating the work of the entire company, they do not form the basis for making strategic decisions), then the service, no matter how technologically it would not be built , will die. Perhaps it is these realities that give rise to many myths and misconceptions about the role of the HR director and his service in the company.
The third step is to find a director. There are formal and informal requirements for such a specialist. Formal: Relevant education, work experience and references from a previous job.
- Education. Among HR directors, the most common are lawyers, psychologists and philologists. They, as a rule, have professional training - annual courses in the specialty HR manager (at least 1000 hours).
Experience. For a top position, one education is not enough. Minimum of 3 years of experience in a similar position, preferably 5 years. Not necessarily all this time the candidate had to hold the post of HR director, let's say a gradual increase to this position. What is even more valuable.
Recommendations. They need to be checked. And not formally look at the submitted papers, but instruct the security service to collect information about the reasons for the candidate's departure from the previous company, about how he worked there. To do this is not so difficult. There are few qualified HR directors in the labor market, and when they move from company to company, this event is noticeable in the HR environment. Colleagues understand everything who, how and why left and whether there was a conflict at the previous place of work.
Informal requirements arise from the specifics of the position of the director of personnel management. The HR director should be a buffer between the CEO and the company's staff. His task is to protect the director from ordinary, current problems and conflicts and, as far as possible, solve them at his own level. And only in case of insufficient authority to bring problems to the top manager. Hence the requirements of stress resistance and flexibility for a candidate for such a position. He must also be able to listen and hear people, to understand what is the reason for certain actions in a particular situation.
The director of personnel management will have to implement the policy of the general director in life. Therefore, he must be able to defend his position at the stage of discussion of the project. But as soon as the decision is made, "take it under the hood" and regardless of whether he agrees with the decision or not, to carry out the line chosen by the general director in life. And do it in such a way that the reputation of the leader does not suffer. Therefore, the future director of personnel management must be super-loyal towards the company in which he is going to work, be able to control his emotions.
The fourth step is the introduction of the director. The task of adapting the HR director lies entirely with the CEO. He must describe to the new employee the internal situation in the company, introduce him to the circle of other top managers, introduce them and make sure that there are no conflicts in their environment.
Of course, the arrival of a new employee causes tension in the psychological climate of the company. The nervousness of the atmosphere depends on how balanced and professional the actions of the HR director are. And this is an additional opportunity for the head of the company to make sure that his choice is correct.
The fifth step is the development of a program of action. In accordance with the company's development program and the management's voiced expectations regarding the results of the new service, the HR manager draws up a plan for working with personnel. The manager must assess the adequacy of the program and understand what decisions the HR director will make when moving along this path, and which ones he should leave for himself.
The criterion for delimiting areas of responsibility is most often the cost of the solution. In particular, this concerns the approval of a remuneration system or a training plan for employees for open trainings and courses. And it does not mean at all that the HR director will not be able to influence these decisions.
If we are talking about a personnel training plan for the next six months, then, on the one hand, the results of the evaluation activities carried out should be presented. It is necessary that the report clearly describes that such and such skills are not available, but such and such employees need them, therefore such a program and such trainings were chosen. On the other hand, an analysis of the market for services in the field of training should be presented: a breakdown by companies (such and such firms conduct these trainings, prices are such and such, based on the optimal price / quality ratio, this company is selected). In addition to justifying why something is being done, the HR director must clearly describe what the company will get from these activities and how soon.
Step six is creating the service. In the old days, one human resources department differed from another only in the number of employees, which depended on the size of the organization. HR services of modern enterprises can be divided into three groups.
Conservatives. They work in the old manner, perform the technical functions of personnel office work.
moderate innovators. Along with personnel records management, they perform certain functions of human resource management: recruitment, certification of employees and the formation of a training program for them. Sometimes a psychologist gets into the staff of the personnel department, and then this unit deals with the socio-psychological microclimate in the team.
Innovators. Actively introduce advanced personnel technologies. Lately in large companies, they even create an independent structure "Center for Assessment, Development and Training of Personnel", which works not only with its own employees, but also conducts open and corporate trainings for other companies. This allows you to make the unit not only self-sustaining, but also profitable. With a large number of employees, each personnel management function can be performed by a separate unit within the personnel department. But in a real situation, at the time of its organization, not all functions are implemented.
3.2. Targets and goalsHR- corporate services
In the past, HR (in our country) at best saved the organization money by filling out all the paperwork correctly to protect the firm from litigation with employees. Now the HR service should bring profit to the firm by facilitating the implementation of its strategy.
In this way, the main objective activities of personnel management services in organizations of the modern type - "bring profit to the company."
Western theory says that the personnel management service has the following goals:
Providing the organization with well-trained and motivated employees;
Effective use of efficiency, qualifications, practical experience and skill of all employees in the organization;
Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;
Systematic communication to employees of the organization's policy and its own policy of personnel management services.
HR management is needed, ultimately, to focus the efforts of employees on the implementation of the intended strategies of the company; ensuring the effective use of the intellectual and physical capabilities of employees, the realization of their potential; promote the strengthening of labor relations in the spirit of cooperation and improvement of the moral climate in the team.
Since only the fruitful joint activity of the team guarantees the success of the company, the ultimate goal of working with personnel is the maximum convergence of the company's expectations and the interests of employees.
In general, the system of goals for personnel management can be considered in two ways. On the one hand, it must answer the question: what are the specific needs of workers, the satisfaction of which they have the right to demand from the administration. On the other hand, the same system of goals should also answer the following question: what are the goals for the use of personnel that the administration sets itself and what conditions it seeks to create for this.
Obviously, the effectiveness of personnel management depends on the extent to which these two groups of goals are consistent.
So, from the point of view of the employee of the enterprise, the block of social goals can be represented as follows (Fig. 1):
Experience has shown that the activities of personnel management services cannot be reduced to the very limited set of activities that have traditionally been performed by human resources departments in Russia. The new approach to HR management is characterized by complexity. Western enterprises have long been operating unified personnel management services that perform the entire range of functions to streamline labor processes and personnel management processes.
Such an integrated approach to the personnel management service in an organization leads to the fact that they begin to expand the range of their functions from purely personnel (formation, selection and placement of personnel) to a wider range of issues, including not only personnel policy, but also personnel motivation, remuneration employees, harmonization of interests of employees and firms, etc.
In a broad sense, the functions of the HR service are a branch of the general policy of the company, one way or another related to the human factor.
Consider the classification of HR service functions in an organization:
Subsystem of working conditions:
compliance with the requirements of psychophysiology
compliance with the requirements of technical aesthetics
occupational health and safety
organization of production processes, analysis of costs and results of labor, establishment of the optimal ratio between the number of pieces of equipment and the number of personnel.
Subsystem of labor relations:
analysis and regulation of group and personal relationships
analysis and regulation of management relations
management of industrial conflicts and stresses
socio-psychological diagnostics
observance ethical standards relationship
management of interaction with trade unions.
Personnel registration and accounting subsystem:
registration and accounting of admission, dismissal, movement
information support of the personnel management system
career guidance
employment provision
Subsystem of personnel planning, forecasting and marketing:
development of a personnel management strategy
analysis of personnel potential
analysis of the labor market, planning and forecasting the need for personnel, organization of advertising
personnel planning
relationship with external sources that provide staff to the organization
evaluation of candidates for a vacant position
current periodic evaluation of personnel.
Personnel development subsystem
technical and economic training
retraining and advanced training
work with personnel reserve
professional and socio-psychological adaptation of new employees
Subsystem of analysis and development of labor incentives:
Rationing and billing of the labor process
Development of pay systems
Use of moral incentives
Development of forms of participation in profit and capital
Work motivation management
Subsystem of legal services
solution labor issues in terms of legal regulations
coordination of administrative documents on personnel management
solution of legal issues of economic activity.
Subsystem for the development of social infrastructure:
catering organization
housing service management
development of culture and physical education
ensuring health and recreation
management of social conflicts and stresses
Subsystem for the development of the organizational structure of management
analysis of the existing organizational structure of management
management organizational structure design
staffing development
building a new organizational structure of management
This classification provides an exhaustive list of functions attributed to the personnel management service in terms of a new approach to HR management. However, the set of certain functions of the personnel management service in different companies is different, since usually each manager chooses those elements that, not in his opinion, are better suited to a particular situation (the size of the company, the specifics of its activities, etc.) and seem to him useful for the success of the organization. But despite all the differences between organizations, there is a standard set of HR departments that, in their sum, represent the personnel policy of the firm. Let's consider these functions in more detail.
Workforce planning – which includes:
assessment of available resources (i.e. analysis of the scope of work and available personnel)
assessment of future needs (forecast of internal and external labor supply and labor demand)
development of a program to meet future needs in human resources based on the ratio of internal and external labor supply with demand and the company's development strategy. For correct forecasting, it is necessary to take into account the average staff turnover, natural retirement (death, retirement, etc.) and other factors.
Recruitment is the creation of a reserve of potential candidates for all positions
Personnel selection - evaluation of candidates for workplace and selecting the best from the pool created during recruitment.
The main evaluation criteria include: professional, educational, organizational, and then personal qualities of the candidate. In that order, because otherwise the company risks hiring a wonderful person, but a bad specialist.
The main selection methods include: tests, assessment of abilities and interviews.
4) Determination of wages and benefits - the development of a salary and benefits structure in order to attract and retain an employee.
At this stage, it must be remembered that wage is a monetary reward for the work performed and plays the role of a decisive argument for many employees. The salary structure is determined by the salary level of competitors, conditions in the labor market, productivity and profitability of the organization. It should be added that today the system of additional benefits is of great importance for employees. Benefits may include: profit sharing, share payments, vacation pay, etc.
Adaptation is the introduction of hired workers into the organization and all its divisions in order to realize what the organization expects from them and what kind of work in it receives a well-deserved appreciation.
The main goal of adaptation is to bring the personal knowledge, experience and values of the employee into line with the values and traditions of the organization, to teach him the relationship in a particular company. Adaptation proceeds through formal and informal channels.
Training - development of programs for teaching labor skills to effectively perform work.
Training is necessary to maintain high productivity of all staff and individual workers in case of admission to a new position and in case of insufficient qualification. In order for training programs to be effective, the personnel management service, together with the top management of the company, needs to create an appropriate climate conducive to learning: encouragement of students, support from teachers, etc.
Evaluation of labor activity - development of methods for evaluating labor activity and bringing it to the attention of employees. Evaluation of labor makes it possible to assess the quantity, quality and intensity of labor.
Today we can talk about two types of personnel assessments, the methods of which are directly related to the attitude towards the company's employee as a valuable resource: the first is personnel assessment when hiring, the second is personnel performance assessment (this is the most difficult part of personnel work, requiring higher qualifications and from company executives and from specialists in personnel management services).
The main requirements for assessment are the requirement of objectivity on the part of the assessor, and for the personnel management service - the development of competent procedures and technologies for assessing personnel.
Personnel assessment allows you to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential for assessing growth prospects.
Evaluation of labor and personnel are the constituent elements of such a widespread personnel event as attestation.
Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must:
Develop a methodology for moving an employee from a position of greater or lesser responsibility
To develop the employee's professional experience by moving to other positions or areas of work (in other words, personnel management services are engaged in career planning for employees).
Using these classifications as an example, I wanted to show that today there is no single strictly defined view of the functions of the HR service in an organization. As already mentioned, business leaders rarely use the theory in its pure form, but, as a rule, adapt it to the conditions of the functioning of a particular organization. However, the results of the study showed that with all the intercompany and intercountry differences in the field of personnel management (in two firms in the same industry in one country you will not find two documents similar in form and content regulating the activities of the HR service), they all profess a common ideology and methodological basis of staffing.
According to a study by the American Society for Human Resources Management, the following HR functions take the most time (in descending order):
Solving personnel problems (selection, orientation, staff assessment)
Definition of compensation and benefits
Training, advanced training
Labor Relations
Other activities
Depending on the size, stage of development and strategic plans of the enterprise, individual functions of the personnel service may become more relevant. For example, when entering a new market, mass retraining of employees will be required. For companies expanding their network, attracting a large number of qualified personnel is of paramount importance. It is important for steadily developing companies to work with a personnel reserve, improve the professional level of specialists, and carry out internal rotation, otherwise employees will stay in one place, which does not contribute to the growth of labor productivity
3.3. Strategic roleHR-services
To be successful, the HR function, along with other business units, must perform a range of functions - from providing basic operations to strategic planning. There are many "models" that broadly describe the most important areas of activity for the average HR department. The most famous of these is undoubtedly the "four quadrant" or "business partnership" model proposed by Dave Ulrich of the University of Michigan. However, no matter how effective this model is, it does not define the role of strategic planning. As an alternative, I propose the “Five Levels of HR Contribution” model (see Figure 2), which, in my opinion, better describes all levels of the HR function.
The “job” of HR managers can be clearly divided into five levels, from operational to strategic.
Each HR function must ensure that employees are provided with the information they need, that they answer their questions, and that they fully complete all current tasks at the operational level. Most experts will agree that these are the longest-known and simplest HR operations:
work with documentation related to the hiring of new employees, registration of movements and dismissals of personnel, maintenance of payrolls, etc.;
advising employees on issues of labor legislation, personnel policies of the company
In addition to performing basic operations, most HR departments perform staffing functions. The second level of functioning covers many of the standard areas of responsibility of the HR service, in particular: staffing, compensation and benefits, team relationships, staff training. Each functional unit of the HR department, although interacting with others, has its own goals and objectives and provides some services independently. At this level, for example:
development of standard procedures and policies for staff expansion, training and development of personnel, provision of compensation and benefits;
maintaining primary personnel records.
At the third level, the activities of the HR service are included in the range of activities planned within the company as a whole, and are mainly focused on tactical tasks. One of the main goals of any company is to increase productivity, therefore, to achieve it, the efforts of all departments must be coordinated. The task of the HR service is to increase or maximize the productivity of all employees.
In order to directly influence labor productivity, parameters for its assessment and specific measures of influence on it are necessary. In addition, organizational solutions are needed to help stimulate (or even force) the various functional departments of the HR service to work towards this goal as a single team.
Increasing overall productivity requires HR managers to develop initiatives to consistently increase the dollar value of labor output while maintaining a constant or lower average cost of labor per unit of output.
At the third level, the functional responsibilities of HR departments include identifying all factors affecting labor productivity and developing measures to manage them. Typical, unfortunately, is the situation when none of the HR departments even sets itself such goals.
Here are some "non-traditional" HR functions that are added at this level:
development of tools and strategies aimed at retaining key employees;
transfer of employees to units that have a greater impact on the achievement of business results;
development of systems of non-material incentives and recognition of employees;
measurement and analysis of the state of labor resources;
coordination of knowledge management efforts.
The fourth level is a significant transition point, after which the work of the HR service begins to make a strategic contribution to the success of the entire company. To enhance competitive advantage, efforts must be focused on ensuring that every key human resource management program and every HR service is the best of its kind (compared to competing companies). At this level, efforts are focused on the components of the external environment, while all the previous ones concentrated exclusively on internal processes. Rather than simply tracking what competitors are doing, the fourth level is to identify (and take advantage of) weak spots and shortcomings in the work of competing companies. So far, only a select few, elite companies have funded HR activities at this level. Typical actions aimed at developing competitive advantages can be considered:
analysis of HR programs in competing companies;
planning the number of employees and forecasting labor productivity;
creation and development of a positive image of the company as an employer;
competitive intelligence.
At the fifth level, the most complex work is carried out, ensuring the strategic contribution of human resources to the success of the company. Efforts at this level go far beyond simply influencing worker productivity. Here it is necessary to take on the solution of strategic business problems in such areas as the development of new products and services, improving their quality, improving customer services, as well as improving the company's position in the market. Few companies achieve this strategic level of human resource management, and most of them belong to a “productivity culture”. Typical activities of HR-services, aimed at solving the strategic problems of the enterprise and the search for new opportunities, are:
inclusion of HR managers in business development groups;
consultations by HR-managers of specialists in the field of design and development of new products and services;
analysis of the impact of the quality of workforce management on innovation processes and on the time required to bring new products to the markets;
formation and development of a "productivity culture" in the company;
participation of HR departments in the processes of mergers and acquisitions of companies.
The last issue to consider in determining the strategic role of HR is the historical focus of its activities on cost reduction. This is an important aspect of HR operations, but there are several good reasons to shift the focus from reducing costs to increasing returns and increasing revenue.
Every large corporation seeks to increase its profits, however, in striving to achieve this goal, it is important to understand that in any profit calculation equation there are two parts: income and costs. An enterprise can increase profits by reducing costs or by increasing revenues (by raising the price of a product / service or increasing sales). HR departments traditionally focus on the cost-cutting part of the formula, perhaps because it is relatively easier to reduce labor costs.
Unfortunately, formal cuts in personnel costs can be detrimental. The long-established practice of “under-expenditure” among HR departments is the main reason why HR departments are not able to influence the increase in employee productivity. “Incomplete cost accounting” means that the overall list of costs does not include additional costs associated with poor organization of the production process, since such “unintended consequences” are not directly related to the activities of the HR department. Here are some obvious examples of dubious cost cutting and "under-accounting":
hiring low-skilled workers in critical situations. This is significantly cheaper than hiring highly qualified people, but can negatively impact product quality and innovation processes;
replacement of highly productive workers demanding higher wages with cheaper, albeit less efficient ones. Ultimately, this leads to the need to hire significantly more employees to maintain the same level of production;
ignoring the average market level of labor costs and "underpayment" of workers. Ultimately, this hinders the recruitment and retention of the best people;
replacing the average cost of education with a cheap one. This leads to an increase in the number of errors and a decrease in the level of labor safety.
As we can see, an arbitrary reduction in personnel costs without simultaneously controlling the impact of such a reduction on income and productivity leads to negative consequences. In fact, any accountant can cut costs blindly, but it takes a real productivity expert to understand that formal cost cutting and "under-recording" of costs can indeed have a significant negative impact on business success.
The strategic goal of HR should be to increase revenue and productivity while maintaining (or reducing) the level of relative labor costs. Given the choice between increasing revenues and cutting costs, top managers invariably choose to increase revenues. Because when doing business in a competitive market, an increase in income occurs by improving the quality of products and services, and these are long-term competitive advantages. Inadvertently cutting personnel costs can increase short-term profits, but in the long run, profits can decrease. In addition, it can harm your competitiveness and image.
3.4. RoleHR-services in working with management personnel abroad
CONCLUSION
In modern conditions in the theory of corporate management there is a significant change in the general paradigm of management. Today, the personnel is considered as the main resource of the organization, which largely determines the success of all its activities and is one of the main resources of the organization, which must be properly managed, create optimal conditions for its development, and invest the necessary funds in this.
The results of studying the established management practices in various organizations operating in the Russian market show that most domestic enterprises focus on anything but personnel, and thus personnel as an object of management remains in the background. Therefore, it is not surprising that the personnel management services of most Russian organizations have a low organizational status, are not professionally trained enough, and, in fact, are limited to performing only accounting functions.
Meanwhile, as shown not only by foreign, but also by modern domestic experience, it is the personnel that today is becoming a long-term factor in the competitiveness and survival of the enterprise. In the context of the instability of the Russian economy, the instability of the financial market, the frank weakness and underdevelopment of the domestic labor market, one of the most difficult, but at the same time vital and necessary tasks for the organization is the task of creating and ensuring the effective functioning of the HR service.
In this regard, there is an objective need to determine the viability of the existing human resource management service in the enterprise, assess the degree of its compliance with the ever-growing requirements in the field of personal management and strive to meet these requirements.
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Shareholders |
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Organization Clients |
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Members of the Board of Directors |
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Members of the Supervisory Board |
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Full-time enterprise managers |
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Permanent skilled workers |
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All permanent employees (full-time) |
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Hired managers (directors) |
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Part-time employees |
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Temporary workers under an employment agreement |
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Workers based civil law contracts(in a row, etc.) |
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Employees of organizations that are part of a single corporate structure with the organization in question |
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Enterprise pensioners |
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Third party interns |
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Employees of allied organizations most closely associated with the enterprise (transport police, school teachers, etc.) |
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Employees on probation |
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Persons who are not currently working, but have not terminated their employment relationship with the enterprise (maternity leave to care for a child, long leave without pay), or who have the status of a pensioner, but continue to cooperate with their enterprise |
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Potential candidates for filling positions (personnel reserve) |
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Employees of other enterprises of interest to the organization's HR department |
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Students of owned organizations or associated universities and technical schools |
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Other students educational institutions students studying in the specialties included in the scope of the organization's activities |
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Potential audience for career guidance work |
Staff
Human resources
Objects of personnel management, personnel, human resources
ANNEX 1
APPENDIX 2 
LIST OF USED SOURCES AND LITERATURE
1. Mark A. Hugheslid, Dave Ulrich, Brian I. Becker Measuring the performance of the HR department. People, Strategy, and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M.: « Williams» , 2007. - S. 304.
2. Dave Ulrich. Effective HR Management: The New Role of the HR Manager in an Organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M.: « Williams» , 2006. - S. 304.
3. Pivovarov S.E., Tarasevich L.S., Maizel A.I. International Management. 3rd ed. - St. Petersburg: Peter, 2006. - 656 p.: ill. - (Series "Textbook for universities").
4. Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - 670 p.: ill.
5. Rodchenko V.V. International management: Proc. Benefit. - 2nd ed., stereotype. – K.: MAUP, 2002. – 240 p.: ill. – Bibliography: pp.234-235.
6. Organization of entrepreneurial activity: Proc. manual for universities / Ed. prof. Gorfinkel, acad. G.B. Polyak, prof. V.A. Shvandar. – M.: UNITI-DANA, 2004. – 525 p.
7. N.O. Bordovskaya. Building a personnel service. Practical tools//Handbook of personnel management, No. 11, 03.11.2006.
8. Shekshnya S.V. Personnel Management modern organization: Educational and practical. allowance. – Ed. 5th, revised. and add. - M., 2002.
9. 18. John Sullivan. Understanding the Role of Human Resource Management
in the context of the "Five levels of HR contribution" model // HR Manager, No. 4, 2005.
10. www.hr-portal.ru
11. http:// hrliga. com/
12. Personnel management. 2008, No. 3 M.G. Labadzhyan, I.A. Kokorev
13. Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M.: Exam, 2000. - 512 p.
14. Bazadze N.G. Personnel management in the field of science-intensive business: Textbook. - M.: Publishing House of MAI, 2002. - 240 p.: ill.
15. E.A. Skriptunova, O.V. Surkov. Budgeting and planning in the work of the personnel service// Directory of the personnel officer, No. 11, 08/25/2005.
16. A.A. Khachaturian. Human resource management in a business organization. Series "Personnel Management". - M.: Publishing house LKI, 2008. - 272 p.
17. Kungurov A., Nesmeeva A. Modern personnel service / / Director-info, No. 28, 29.10.2003.
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Review of course work Topic level |
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Formatting the text of the work and literacy of speech |
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Course project presentation |
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unsatisfactory |
1 Shekshnya.S.V. Personnel management of a modern organization: Uchebno-prakt. allowance. - 5th ed., Revised. and add. - M., 2002. - S.33-34.
2 Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M.: Exam, 2000. - P.502.
1 Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. – p.54
2 Bazadze N.G. Personnel management in the field of science-intensive business: Textbook. - M .: MAI Publishing House, 2002. - ill. – P.8-9
1 Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. – p.56
Offices in the USA and Japan Abstract >> State and law
... Principles management in the US and Japan 2.1 Principles management in the USA…………………………………………..22 2.1. Principles... century world experience ... principles organization: - Principle goals. Organization ... Principle elasticity organization. In determining tasks ... corporations ... companies ... service The main ...
The main information technologies of automated systems of enterprises and authorities
Abstract >> Informatics... world ... HR- "Personnel Management"; can be considered as an independent task ... experience ... tasks with their full integration at the level of a single database and compliance with principle... "Duty service"; - ... main resource organization ... corporations. For such companies ...
Development of a new method for assessing candidates for the personnel reserve organization
Abstract >> Management... organizations and personnel services ... major tasks. Appointments for leadership positions people who grew up in company... top managers corporations. Learning... Identifying the need for innovation. Definition major principles and tasks new personnel assessment system. ...
In this article we will talk about the field of HR. These two letters of the English alphabet can often be found with the word "manager", and most often we associate them with the personnel department. But what does sphere really mean?HR, what is the difference between the work of an HR manager and the work of an ordinary employee of the HR department? Where to learn how to work with people and how to understand if you have the ability for such work?
What does HR mean?
Before we start talking about working in the field of HR, let's decipher this abbreviation. Translated into Russian words h uman resources, namely they make up the abbreviation HR, stand for "human resources". Our economy, as it happened historically, refuses to consider a person as a resource. For an enterprise, a resource can be capital, securities, movable and immovable property, and other values. In the eyes of the director of an enterprise, people most often act simply as a driving force, easily replaceable if necessary.
We don't have indispensable
Remember the sayings that have been in use for more than a dozen years: “there are no irreplaceable people”, “no place is empty” ... We are used to the fact that we are not professionals in the sense of the word that we cannot be replaced at the enterprise. 
"Cadres decide everything"? Not in Russian reality! And our bosses continue to convince us of this in response to any objection about the quality of work. However, this does not reflect the real state of affairs. It's just that the lack of self-confidence as a valuable employee allows the employer to manipulate us, keep wages low or keep employees at work with not very favorable conditions.
HR management: people above all
The field of HR revolves around the fact that people are a valuable resource and must be attracted and retained in order to achieve a company's mission. Even the most conservative bosses, who grew up in Soviet times understand this truth, even if they do not openly admit it.An HR manager must do everything to ensure that the most suitable people for their position work at the enterprise. Let's turn our eyes to the East and see how representatives of other cultural traditions relate to personnel.
Japanese approach to people
Eastern culture has historically developed a different attitude towards human resources in enterprises. It is the person that the manager puts at the head of his company, because an employee can make a profit, increase the company's recognition in the market, make a product or service in demand. 
Imagine the reverse situation. For example, you own a small diner with a great assortment and delicious homemade food, but put a very unpleasant and unfriendly person at the checkout. Even if your buns are the tastiest in town, your customers will prefer to eat at your competitors to avoid dealing with a grumpy cashier.
The Japanese approach to people is the most correct, and in the modern world, more and more large corporations are adopting it. In this regard, in an enterprise with more than twenty people, an HR manager is needed more than ever.
What should an HR specialist do?
We figured out what kind of position this is, but what exactly does an HR manager do, what is his difference from an ordinary employee of the personnel department? Let's clarify the situation below. 
The HR department does paperwork. These are hiring, vacation and time off, illness, reprimands and dismissals. Yes, for sure one of the employees of the personnel department conducts an initial interview with a candidate for a vacant position before sending him to the director of service. But the personnel department does not deal with any other issues.
HR manager works in a more subtle area, it is on him that the qualifications and quality of work of the employees of the enterprise depend. Does such a manager deal with paperwork? Perhaps, if this is a small enterprise, but first of all, he is a psychologist who sees the right people, defends them in the eyes of the leader, if necessary, and is able to find an adequate replacement for them in time.
Pros and Cons of HR
Do you have the opinion that HR is just some kind of holiday? No need to bother with documents, but just know yourself to conduct interviews and choose the best candidates for vacancies ... But you are mistaken! To this day, working with people is considered the most difficult. Attract the right person, captivate him with work, motivate him, involve him in the process so that he becomes the most necessary cog in place in the enterprise machine - this is what the work of an HR manager is. 
Where can I learn how to work with human resources?
The specifics of working and building a career in the HR field do not depend much on your initial education. Having studied as a personnel officer, a person may not work in this position for even a month, but, as practice shows, philologists and psychologists do an excellent job with such work. Very good if you have experience working with people, butHR-manager, rather, you need to be born. So, do you understand the specifics of HR education? That it could be a waste of time to get an unnecessary diploma, while a lawyer or a psychologist can become a great HR manager?
Can a man be an HR manager?
Men are much rarer in this position.than women. Meanwhile, practice shows that men can prove to be very successful specialists in working with people. Emotions are less characteristic of the male sex, intelligence, logic and prudence are more characteristic. On the other hand, very often it is women's intuition that can suggest a decision about accepting a particular candidate.
A little test: are you suitable for a job in HR?
What is it like to be a recruiting manager? Review the questions below, and if you answer yes to most of them, then maybe you should try your luck in this area.
1. Do you see the person as the person behind the costume and appearance, the impression they want to make? After all, people come to the interview prepared, dressed to the nines and behaving impeccably. Now you can find a lot of articles on how to please in an interview. The HR manager must not miss the wrong person. To do this, you need to be a psychologist who knows how to ask the right questions. By the way: “correct” often means “uncomfortable”. Make a person nervous - and you will see what he is, how he fights stress.
2. Do you love people? In fact, you may not like people, but if you are an introvert, then this job is definitely not for you. An HR manager is not only an employee who attracts new people, he is someone with whom an “old” employee can talk heart to heart. Few people are truly satisfied with their work. Imagine that you do not want to communicate with people at all, and employees of the enterprise go to your office one after another and complain about unfair working conditions! Are you ready to be such a "vest"? Or are you and your own friends sometimes reluctant to listen?
3. Do you have the ability to develop motivational programs, training for team building?"Team building" is an American English word that translates to "team building". It is easy to guess that if people in the company are divided, then the mood will be appropriate. There will be no team - a person will go to work just to fulfill his duties, and not in order, in addition, to have a pleasant conversation, gossip, drink coffee at lunch with his good friends. Practice shows that the more cohesive the team, the more successful its activities, and besides, people really love their work.
4. Are you ready to put the interests of the company above your own views? An HR manager is a person who not only sees through people, but also knows which employees will make the company successful. You may not like the chief accountant because of his bad temper, but if you see that, as an employee, he is in his place, he makes all the calculations with the accuracy of a pedant, then it is he who you must defend and defend in his position. There is also the opposite situation. An employee can be a very nice person, with a great sense of humor, but completely unsuitable for the position. In this case, your job is to point out the inadequacy to the manager. 
The main mission of the HR manager
In Russia, the situation on the labor market is such that few people are sincerely satisfied with the salary. But salary is not the only thing that can keep a person in the enterprise. People go to work because they have comrades there, there is a boss whom they respect and do not want to let down, there are corporate parties, collective meetings, as well as awards or honor boards. Imagine that work is a chain, and each link represents something. There is a link that represents a monthly payment in the form of a salary, there is a collective link, a link that emphasizes in each person his abilities as a high specialist ... The more links and the thicker they are, the less likely it is that the chain will break. A good employee will never leave the company, even if the salary is far from his ideal. It is the HR manager who is responsible for all the other links in the chain, except for the salary. This specialist has an important mission: to create a comfortable place for the employee to work.
Instead of a conclusion
So, we figured out what a job in the field of HR is. What kind of profession is this, you have already formed a general idea. Even if you have all the makings to be successful as an HR manager, your career is not necessarily going to be successful. In the CIS countries, to this day, there is an idea that even a very good employee can be replaced. For this reason, often the manager prefers to fire a valuable employee in the event of even small disagreements. 
At the same time, directors of enterprises are happy to hire HR managers, because, having looked at the trends of the West and East, they see a sense in their work. Thus, the HR manager is between two fires. The first side is the leader, who often does not want to make even minor concessions, and the second is really qualified employees whose interests must be followed. In addition, being an HR manager is not easy for other reasons. Working with people requires you to be a good psychologist, regardless of your personal preferences. An HR manager must be able to involve an employee in the work and make his place attractive, even if the salary for this position is lower and working conditions are worse than those of competitors.
Market demands have led to the emergence of a new profession called HR specialist, whose professional tasks are broader than the duties of an ordinary head of personnel department. What exactly are his tasks and responsibilities, you will learn from our article.
You will learn:
- Who is an HR specialist.
- What are the responsibilities of an HR professional?
- What competencies do HR professionals need?
- What qualities should a good HR professional have?
- What are the metrics for assessing HR professionals?
Who is an HR Specialist
The abbreviation HR stands for "human resources", which in English means "human resources". Accordingly, an HR specialist is an employee who is responsible for everything related to the company's personnel: it is engaged in the formation of personnel, creates conditions for professional development, and increases the motivation of employees.
The profession of a personnel specialist originated at the beginning of the 20th century. The impetus for its active development was the fact that American experts drew attention to the importance of the human factor in business development. And over time, even a separate direction appeared, which developed methods for the effective organization of work and increasing the motivation of employees. The development of this approach has significantly influenced the way companies are managed. Already in the 70s of the 20th century, a general concept of personnel management was formed, which contributed to the emergence of full-fledged HR specialists.
In our country, these trends in personnel management began to be observed only after perestroika, when foreign companies got the opportunity to work in Russia.
An HR specialist is useful in the sense that he provides the company with highly qualified employees who are highly motivated to work. In addition to this main task, his activity allows to reduce staff turnover in the company due to the fact that he creates a pleasant emotional climate in the team and takes care of comfortable working conditions.
HR specialists are in demand today in educational centers, recruitment agencies, as well as in many other organizations and companies.
How HR managers help increase turnover by 6 times and the number of customers by 16 times
Learn from the article of the electronic magazine "Commercial Director" how the company managed to increase its annual turnover by almost six times in just a year - from 12 to 70 million rubles.
HR professional duties and responsibilities
The job description prescribes what an HR specialist should know and be able to do. According to her Responsibilities of the HR Specialist include:
- selection of specialists and employees of the necessary professions, specialties and having the necessary degree of qualification;
- determining what kind of personnel the company needs;
- study of the labor market in order to identify all sources for providing the enterprise with valuable personnel;
- conducting tests, interviews and other activities that help determine the professional skills, socio-psychological qualities of candidates applying for vacant positions and personnel performing their duties;
- organization of actions and events for the introduction of new employees to the position, assistance in quick adaptation for newcomers;
- organization and supervision of work on training, advanced training of personnel for the development of their professional qualities;
- preparation of personnel changes in the company related to the implementation of strategic decisions;
- carrying out activities for certification and evaluation of the quality of personnel work;
- participation in decision-making on hiring, transfer, promotion, downgrading, imposition of administrative penalties and dismissal of employees;
- advice on issues related to the implementation effective management personnel;
- participation in planning, social development, decision-making on labor disputes and conflict resolution in the team;
- registration of labor contracts and agreements;
- work with personal files of employees;
- systematization and maintenance of personnel documentation.
The duties of an HR specialist are in a certain field of activity, which is aimed at achieving results and goals that are important for the entire company as a whole. This employee also performs those instructions of the company's management that are directly related to his area of responsibility.
The duties of an HR specialist include:
- obtaining information (including confidential) in the amount necessary to achieve the set goals and solve problems;
- submitting requests for the provision of information data to heads of departments, specialists or employees; requiring reports and explanations in situations where this is necessary;
- sending proposals to improve their work and the work of the company for consideration by the management;
- formulating, creating, initiating, putting forward requirements for the organization of working conditions necessary for the effective performance of all official duties and high-quality storage of documentation;
- making decisions within their core competencies.
The HR specialist is personally responsible for:
- negligent performance of official duties;
- non-fulfillment or untimely fulfillment of duties;
- violation of instructions, ignoring orders, orders of the company's management;
- disclosure of trade secrets or distribution of confidential information of the organization;
- non-compliance with internal regulations, violation of labor discipline, safety regulations, fire safety rules.
Expert opinion
With the growth of the enterprise powers HR'a expand
Igor Byvshev,
General Director of Milena LLC, Pyatigorsk
Our company has one HR specialist. We introduced this position at a time when we had 60 employees. His main responsibilities are the selection of employees and the organization of their movements. Besides, this specialist Responsible for staff training: he is responsible for all organizational issues related to training and advanced training of employees. The heads of departments and other structural units of our company determine which of the employees and to what extent needs additional training, and the entire organization of this process falls on the shoulders of an HR specialist. He is engaged in finding educational centers and agreeing on cooperation with them.
As our company develops, the scope of duties and powers of an HR specialist will expand. In particular, the employee in this post will be responsible for the search and selection of those employees who need advanced training. In addition, the tasks of the HR specialist will include the development of payment schemes for employees. With the growth of the company, its staff will naturally increase, so when the number of employees reaches 400 people, we will be forced to strengthen work with personnel and, in particular, expand the duties of an HR specialist.
Key competencies of an HR specialist
Not only professional qualities are important, but also personal characteristics. The level of competence of an HR specialist directly affects the efficiency of work and the well-being of the company.
It is important to note the direct dependence of competencies on the functions performed. Some organizations entrust the HR manager with the task of finding and selecting new employees, with whom he must interview and test them. In other companies, the responsibilities of an HR specialist are narrower. This is typical for those companies where many employees work in the personnel department, each of which is responsible for a specific area.
Despite this, there are some competencies that are basic and necessary for any manager applying for the position of an HR specialist.
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HR manager competencies |
The importance of competencies |
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Conducting interviews with applicants for a particular position in the company |
An HR specialist must know and apply various methods of interviewing, be able to immediately analyze the information received, and be able to quickly correlate it with the data that the applicant indicated in his resume. |
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Excellent communication skills and ability to understand people |
An HR specialist must be a true professional in the field of communication, be open. Along with this, it is important for him to maintain an equal attitude towards all employees, not singling out any of them on any grounds (personal sympathy, friendly relations). |
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Stress resistance |
In working with people, as a rule, a variety of situations are possible. One of the direct duties of an HR specialist is to resolve conflicts that may arise between employees. Without a stable psyche and the ability to withstand stress, an employee of the personnel department will not be able to be someone who has a positive impact on other people. |
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Organization of teamwork |
If teamwork is well and competently built in the team, then projects are carried out better, the production of products or the provision of services becomes an order of magnitude better. An HR specialist is the person in the team who is able to rally the team and have a direct impact on each of the employees. Without this skill, the effectiveness of the worker will be in doubt. |
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Development of reward and punishment programs |
Reward and punishment programs should be created taking into account the interests of employees and the company as a whole. A professional HR specialist is able to determine such systems of punishments and rewards that can increase the motivation of employees, but at the same time will not be too costly for the organization's budget. |
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Application of test technologies |
Innovative technologies and modernization contribute to the development of companies. A competent HR specialist must be aware of all the innovations in the company's field of activity, must be able to justify the need to make certain changes in the company's work. An HR specialist must have the gift of persuasion to explain the need to use modern technologies and innovations for the timely development of the company in order to stay ahead of the competition. The manager of the company must understand the technologies that the HR specialist proposes to introduce into the company. |
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corporate loyalty |
Only the specialist who is loyal to the management and devoted to the organization will be truly useful for the work of the company. Therefore, it is extremely important to work on strengthening corporate loyalty among all employees. |
The scope of competence of an HR specialist also includes work on comprehensive certification of employees, advising on all career issues, resolving issues of advanced training. It determines the vertical and horizontal movement of employees within the company. He also makes decisions on the admission of new employees to the company for certain positions. The HR manager is well aware that the effectiveness of its activities, the quality of products or services provided directly depend on the professionalism and competence of the members of the company's team.
Many companies seek to recruit proactive and responsible HR professionals for whom it is important to constantly develop in their professional field, grow and improve the level of their competencies. If the company has a passive HR director, then it will not develop properly, employees will not receive enough attention, the duties of the head of the personnel department will be delegated to lower levels of management. Such managers do not realize the importance of introducing modern technologies into the work of the company; with their passive and conservative approach to work, they do not allow the company to move forward and develop.
The requirements for the functions of HR specialists may differ from company to company, but at the same time, it is possible to identify some basic responsibilities and core competencies that each of them should possess. These include:
- selection of new specialists for positions of different levels;
- maintaining the workflow of the personnel service in accordance with the standards of the Labor Code of the Russian Federation;
- development of labor rationing and payroll systems;
- development of an employee management strategy;
- possession of information on the legislative base;
- knowledge of the basics of economics;
- Computer skills.
Additional responsibilities may also be included in the competence of an HR specialist. In addition to purely professional skills and abilities, he is expected to have an appropriate level of education and qualifications, the ability to competently express his thoughts, the gift of eloquence and persuasion. Skills and abilities are something that you can work with, constantly improving and developing them. A good HR specialist will understand the need to improve the skills of not only ordinary employees, but also those specialists who work at the management level.
Some companies conduct special surveys, based on the results of which a model of the functions of an HR specialist is compiled. If the company does not have the resources and time to collect and process information, then the Brian Becker model can be a good helper, which can be refined and improved at your discretion.
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Scope of competence |
Degree of importance |
Competencies |
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Personal Trust |
The HR specialist must:
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Ability to control change |
A professional HR specialist is able to:
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Ability to manage culture |
The HR specialist must be able to:
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Professionalism in your field of activity |
The professionalism of an HR specialist is expressed in:
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Business Understanding |
The scope of competence of the HR Director includes:
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The set of competencies of an HR specialist often depends more on his personal qualities than on the level and quality of education. Along with workers who devote themselves entirely to work, there are those who do not consider the labor sphere the main priority of their lives. When selecting an employee for the position of an HR specialist, you should carefully study his activities at previous jobs, determine his professional and personal qualities. Sometimes it is less expensive to find a new manager than to try to develop the necessary competencies from a manager already working in the personnel department.
The level of development of the functions of an HR specialist is determined by the quality of the work performed by him, as well as the state of the corporate culture and the pace of development of the company. If the position of an HR specialist is occupied by an unscrupulous employee who is negligent in his duties, this will negatively affect the organization, especially its financial condition - losses will be observed. It is extremely important in such a situation to change the HR specialist in time or offer him opportunities for professional development. There are frequent cases when specialists who have reached a certain level in their career do not want to change something in their style of work, learn new things, receive additional education in areas where they have gaps. Employees do not always have a desire to attend trainings, courses, seminars and lectures. It is necessary to work with such employees individually, explaining the importance and benefits of advanced training. In some cases, there is no other way out, except to fire the employee, and look for a new specialist in his place.
It is important to understand that even after training courses and events, the competencies of an HR specialist remain in an underdeveloped state. It is still difficult for an employee to make decisions on his own, to be an authority and an influential person for his subordinates. Even simple tasks can be difficult. For such situations, there is a tradition of mentoring, when an inexperienced and novice employee is patronized and helped by a more experienced and knowledgeable one. Such a mentor can be both employees of the company with experience and seniority, as well as specially invited experts.
When deciding on educational resources for training and professional development of an HR specialist, one should thoroughly approach the choice of courses or trainings. It is important to study who exactly will teach, what is the level of education and experience of the teacher. Today, situations of low-quality training are very common, due to which the company suffers financial losses without getting the desired result.
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Practitioner tells
A modern HR specialist needs to have knowledge in various fields of activity
Ruslan Vesterovsky,
HR Director, Arnest Group of Companies, Nevinnomyssk
In the HR field today there are many specialists with pedagogical and psychological education. The market does not stand still, and as it develops, the need for qualified HR specialists also grows. At the same time, an important point is that the theoretical knowledge obtained at the university only partly corresponds to the volume of tasks that they must solve in their position.
An economic or legal education will also not be an ideal base for working as an HR specialist. One of the main success factors for him today is his knowledge and experience in applying modern personnel management technologies, as well as understanding the patterns of market development and business processes. Do not forget about the personal qualities and personal characteristics of the employee, allowing him to qualitatively and responsibly approach the performance of his duties.
Qualities a good HR professional should have
There are certain requirements for an HR specialist, according to which he must have certain professional qualities. A successful HR manager is able to competently organize his work in all areas so that it helps the company in solving its strategic tasks and plans in the shortest possible time.
The professional qualities of this employee are generalized, stable characteristics that affect management activities, the diverse nature of which leaves a peculiar imprint on the work of an HR specialist. Qualifying important qualities determined by the results of his work, behavior and personal traits.
- organizational skills are manifested in the ability to select, appoint and distribute personnel, as well as in the ability to clearly control the implementation of tasks;
- the purposefulness of an HR specialist is reflected in the ability to accurately and clearly formulate professional goals, as well as in a persistent desire to achieve them;
- flexibility will be manifested in the ability to assess circumstances and quickly adapt to them;
- the competence of an HR specialist will be visible in his professional approach to any emerging tasks and problems, in the process of solving which he will apply his knowledge, skills, and experience.
If all these qualities are present, an employee can be appointed to the position of an HR specialist. By adding to this set of necessary competencies charisma and sociability, active life position, non-standard thinking and a penchant for creativity, we will get a successful employee who can bring great benefits to any company. So, speaking about the qualities of an ideal HR specialist, it is important to note that:
- sociability is necessary for establishing personal contacts and establishing personal connections;
- a sense of humor allows you to create a favorable emotional background and a more relaxed atmosphere in the team;
- the ability to maintain self-control will be needed by an HR specialist when communicating with a large number of people;
- an impartial attitude towards all employees allows maintaining the initiative and activity of the team at a high level, which will be reflected in the achievement of the tasks and goals;
- a sense of self-confidence and awareness of one's own importance will be a big plus in developing a career as an HR specialist;
- the ability to openly declare one's desires and make demands will allow one to feel confident and secure;
- adaptability helps to quickly navigate in changing conditions, to show flexibility and resourcefulness in difficult situations;
- creativity allows you to find non-standard solutions to problems, show creativity in organizing and solving routine cases;
- An HR specialist with such qualities as conscientiousness and attentiveness will work only with reliable and verified data, apply objective methods. Inadequate actions on the part of such a specialist are unlikely;
- social tolerance and the ability to avoid conflict can reduce the level of tension at work and help build favorable relationships with colleagues and subordinates.
Expert opinion
It took 5 months to find the right HR director
Vyacheslav Shurukin,
The idea of inviting an HR specialist was a natural consequence of some circumstances in the development of our company, which in 12 years of work has really made progress: the staff has expanded so much that it has become 900 people.
The HR-specialist of our company has more job tasks than usual. We decided to add some functions of the development director to the standard job responsibilities, including the tasks of restructuring business processes, marketing, PR and communication strategies. For this reason, in the process of finding a suitable specialist, we did not focus on standard HR specialists. It took us about six months to find exactly the one who arranged for us.
Professional standards of an HR specialist
In 2015, the professional standard for a HR specialist was approved. It describes the job responsibilities of an HR specialist and the requirements for the level of his qualification. This document can be useful to all those who are responsible for the adaptation of new employees or staff training.
The creators of the professional standard generally and systematically described all possible positions in the HR field: from a personnel officer to a director. Up to this point, the positions of personnel officers did not differ much from each other. The Decree of the State Committee of the Council of Ministers of the USSR on labor and wages dated 09/09/1967 under No. 443 “On approval of a unified nomenclature of positions” defined the positions of the personnel department. At the same time, it was separately emphasized that the heads of departments were to be called "chiefs", and all other employees of the personnel services "inspectors".
These innovations pursued the goal of unification and were supposed to replace the previously existing titles “HR economist”, “HR engineer”, “personnel desk manager”, etc.
In the directory of managers, specialists and other employees of organizations, which was approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 under No. 37, one can already find such job titles as:
- specialist or personnel manager;
- personnel inspector;
- engineer for regulation or organization of labor;
- labor economist;
- head of the personnel or training department of the organization; head of the bureau for labor organization, production management.
Regardless of the title of the position, an employee of the personnel department must comply with a set of requirements that are enshrined in the professional standard of a HR specialist in 2017.
This source proposes to unify all job titles in accordance with the functions performed. The standard itself is advisory in nature and does not oblige the employer to strictly apply these names. It is best to take as a basis the professional standard 559 "Human Resources Specialist".
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Function name |
Job titles based on the professional standard of a HR specialist |
Education |
experience |
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Documentation support of work with the personnel of the organization |
HR or Human Resources Specialist |
Secondary vocational plus additional education |
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Staffing work |
Recruitment specialist or manager |
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Evaluation activities as well as attestation |
Personnel assessment and certification specialist or manager and others |
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Development activities |
Specialist, manager for personnel development and training or career development |
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Organization of work, its payment |
Specialist in rationing and remuneration, organization of labor and remuneration, compensation and benefits and others |
Higher, advanced training and professional retraining programs |
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Work on the organization of the corporate social policy of the organization |
Specialist in social programs, work with representative bodies of company employees, corporate social policy etc |
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Operational management of employees, department |
Head or head of a structural unit |
Higher additional education, advanced training and professional retraining programs |
Five years in management |
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Strategic Management personnel |
Vice President of Human Resources, Director of Human Resources or Deputy General Director of Human Resources |
Five years in management in leadership positions |
The duties of personnel officers according to the standard are divided into several generalized functions. As the saying goes explanatory note to him, this division was made in accordance with data from a survey that was conducted among labor market experts. For this reason, the professional standards of the Ministry of Labor "Specialist in personnel management" have become popular.
According to the document, a manager in a single person in a small company can combine several functions at once. Requirements for education and experience according to the professional standard vary depending on the level of tasks to be solved in the performance of job duties.
It is important to pay special attention to the Personnel and Department Operations function because it applies to all middle managers, not just the HR employee. The Strategic Management function can be applied to any top manager of an organization. Therefore, the description of the functions can be used to determine the job responsibilities of a variety of specialists. According to the professional standards of the Ministry of Labor "Specialist in personnel management", higher education and additional education in the relevant professional field are required for all functions. Such strict requirements are explained by the fact that the work of an HR specialist is directly related to people who are a valuable resource of the company. Some time ago, universities began to train specialists in the direction 080505.65 "Personnel Management". Of course, many specialists with specialized higher education could not appear in a short time, which is why today there is a shortage of them in the labor market.
In accordance with the professional standard of a HR specialist, employees in this position must have additional education. According to Art. 76 of the Federal Law of December 29, 2012 under No. 273-FZ “On Education in Russian Federation» additional education can be of two types: advanced training and professional retraining. Professional development of an HR specialist takes place with the aim of improving the existing (or acquiring) skills, knowledge and skills necessary for the implementation of professional tasks. Upon completion of their training, the employee receives a document confirming the advanced training. With the help of professional retraining, an employee acquires new skills, knowledge and skills that are necessary for him to carry out professional activities. Upon completion of retraining, the employee receives a diploma.
The employer may take note of these recommendations and include in job description HR specialist requirements for the presence of higher and additional education. In this case, when hiring an employee, he will be required to provide documents confirming higher education, as well as certificates of advanced training and professional retraining.
Some time ago, the Qualification Handbook stated that the position of a manager required at least two years of work experience, and for a labor rationing engineer, the experience had to be at least three years. Today, the requirements for the seniority of the head of the personnel department have not changed, and the requirements for ordinary specialists, on the contrary, have become less stringent.
The professional standard does not impose any special requirements regarding the length of service for an HR specialist. Work experience requirements are set for those professionals who apply for leadership functions. In addition, each company has the right to make demands regarding previous work experience, which is necessary for the effective performance of this position.
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How an HR Specialist Can Move Up the Career Ladder
Career growth of an HR specialist can occur in two directions: horizontal and vertical. In the case of horizontal development, the range of job responsibilities expands, which entails an increase in wages. Vertical career growth implies the opportunity to take the position of a top manager, head of a structural unit, or other leadership position.
The development of an HR specialist involves going through several stages, the first of which, as a rule, is working as a deputy HR manager, which allows the specialist to demonstrate the following professional skills when performing tasks:
- competently select personnel;
- organize the most effective period of "getting used" to new working conditions;
- ensure the most effective adaptation of employees to the new environment and team;
- carry out the functions of organizing and conducting training events;
- develop and improve the personnel structure;
- work with reports.
Each of the above elements will help the specialist to understand the specifics of the personnel policy adopted in the company, and will also allow you to carefully familiarize yourself with all the rules, norms and standards in the field of personnel management.
For any beginner in the field of personnel management, a detailed study of state and local regulatory documents that regulate labor activity companies. One of the most important and basic documents that must be studied is the Labor Code of the Russian Federation. Also important are the various regulations on personnel management and other documents that can help clarify the issues that have arisen. A clear knowledge of them and legal norms will allow a new employee to quickly learn how to navigate labor disputes and avoid situations where employees leave because they are not satisfied with the corporate culture of the company.
The manager of the organization can transfer the HR specialist to any position that, in his opinion, will best suit the abilities and capabilities of the employee. In this case, the head of the company will rely on the already existing results of his work. New position may be in the field of attracting qualified personnel or in the field of implementation innovative technologies to motivate employees.
One of the main features of the activity of an HR specialist is its flexibility and the ability to adapt to any conditions. HR-specialists usually have many opportunities and areas for development. If the authorities are able to listen to the opinion of subordinates, they have the right to offer managers possible schemes for joint work. A modern professional is able to work at the intersection of different areas. Having experience, skills and knowledge in other areas of business (for example, in consulting), an HR specialist can combine this work with his main activity.
Small companies are often unable to offer HR professionals ample career opportunities. What should managers of companies do in such cases? How to solve this problem, given that one of the main qualities of a successful HR specialist is his constant desire for self-improvement and development?
One of the options could be an informal business partnership, where an HR specialist will receive privileges for solving certain business problems and achieving results. In what form they will be - in monetary terms, in the form of additional vacation days or the provision of a corporate car for personal use, will depend on the choice of the manager himself and the wishes of the employee.
When granting privileges, it is important to maintain a reasonable balance and not to encourage the employee unnecessarily, otherwise a conflict situation may arise with sad consequences.
Another important point in the ways of motivating subordinates and providing them with opportunities for development is borrowing the experience of foreign companies. Taking on arms modern methods motivation and encouragement, even a young company is able to replenish the ranks of its employees with responsible specialists in a short time, which naturally will have a positive impact on the successful development of the organization.
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What metrics are used to evaluate HR professionals?
To assess the quality of the work of an HR specialist, a number of indicators are used that will help to check each of the main areas of work related to the selection, development and motivation of employees. Based on the results of the audit, he will be able to make the necessary adjustments to improve work efficiency.
Let's take a look at these metrics:
- number of interviews with candidates per vacancy;
- response rate to job offers. It is defined as the ratio of the number of vacancies for which applications were received to the total number of vacancies published during a certain period of time;
- job closing time- the period of time elapsed from the moment the vacancy was published until the moment a new employee was hired;
- the number of professionals who retired on their own in the first six months of work in the company;
- the level of spending spent on finding and selecting new people. The ratio of the amount of total expenses to the number of employees hired is calculated. The first includes the cost of advertising in the media, the services of recruitment agencies, material incentives for employees for attracting a new specialist, the monetary equivalent of the time spent by an HR specialist and his employees interviewing applicants. Mercer recommends that 10% of administrative expenses be included in the total amount;
- recruitment quality. Calculated as a ratio of the number accepted people who achieved a promotion in the first 1-2 years of their work, to the number of all employees with work experience in the company equal to this period;
- attractiveness of the company in the labor market. Defined as the ratio of the total number of responses to a job to the total number posted over a given period of time.
The following indicators will help evaluate the effectiveness of the adaptation system:
- The cost of adaptation of one employee. This is the total amount of time spent for a newbie in working with a mentor, manager, HR specialist, plus the cost of information and other necessary materials.
- The cost of mentor training.
- Share of positions covered by the adaptation system.
- Percentage of employees who passed the probationary period.
- Percentage of employees for whom the probationary period was extended.
- Percentage of employees who left before completing their probationary period.
- Percentage of employees who left the company in their first year of service.
- Percentage of employees who were fired at the end of their probationary period.
- Percentage of employees who become career mentors.
It is important to carry out activities to assess the effectiveness of the training system in order to:
- demonstrate the participation of the training department in achieving goals and objectives, and thereby show the necessity and importance of its existence;
- understand and see the need to continue or terminate the training program;
- find out how you can optimize it in the future.
Donald Kirkpatrick Method allows you to evaluate the effectiveness of the training system at four levels:
- The reaction is how the participants evaluate the program, answering the questions: “Was the training program useful?”, “What of the acquired knowledge/skills are you ready to put into practice?”.
- Learning is what employees were able to learn with the help of the program. To do this, sections of the participants' knowledge are inspected before the training, immediately after it and 3 months later.
- Behavior - with the help of the observation technique, how the behavior patterns of employees have changed after training.
- Results - are evaluated in monetary terms.
Performance can be assessed as follows:
- study a control group of employees who did not receive training but worked in similar conditions;
- evaluate learning outcomes after some time so that they can be more explicit and visible;
- evaluate before and after;
- conduct assessment several times in the learning process;
- compare the value of the information that can be obtained through the assessment and the cost of obtaining it.
We can talk about the effectiveness of labor stimulation methods in the presence of the following signs:
- an adequate level of quality and effectiveness of labor activity;
- the stability of the staff, in which there is only a slight level of staff turnover;
- the situation in which key specialists remain in the company, and the weak leave;
- no problems with responding to vacancies;
- the absence or very low level of theft and other offenses by company employees.
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How much does an HR specialist earn: salary in Russia
Statistical data from well-known job search sites show that 3,579 job offers were published in Moscow per month, covering 13 positions in the HR specialist profession with salary indication. On average, in Moscow it is 55,000 rubles per month. The minimum salary of a personnel specialist in is 20,300 rubles, and the highest monthly income is 265,200 rubles.
These specialists will be able to count on the average salary in Moscow in the following amount:
- HR director - 100,000 rubles;
- compensation and benefits specialist - 84,000 rubles;
- training manager - 62,000 rubles;
- training manager - 59,000 rubles;
- head of the personnel department - 59,000 rubles;
- personnel training manager - 54,000 rubles;
- HR specialist - 54,000 rubles;
- recruiter - 46,000 rubles;
- HR manager - 46,000 rubles;
- personnel inspector - 45,000 rubles;
- HR manager - 42,000 rubles;
- HR manager assistant - 31,000 rubles;
- recruiter assistant - 29,000 rubles.
The average salary by profession HR specialist, taking into account all positions in Russia as a whole and by region:
- Moscow - 55,000 rubles;
- St. Petersburg - 40,000 rubles;
- Russia - 36,000 rubles;
- Krasnoyarsk - 33,000 rubles;
- Yekaterinburg - 32,000 rubles;
- Novosibirsk - 31,000 rubles;
- Rostov-on-Don - 29,000 rubles;
- Volgograd - 29,000 rubles;
- Vladivostok - 29,000 rubles;
- Kazan - 28,000 rubles;
- Nizhny Novgorod - 27,000 rubles;
- Chelyabinsk - 27,000 rubles;
- Voronezh - 27,000 rubles;
- Samara - 26,000 rubles;
- Ufa - 24,000 rubles;
- Omsk - 23,000 rubles;
- Perm - 22,000 rubles.
How does an HR specialist work abroad
Russian specialists are accustomed to working with a narrow range of responsibilities, which worsens competitive opportunities domestic companies compared to similar foreign companies. In rare cases, managers of large corporations are able to capture a good share of the market without fear of innovation.
What is the success of foreign HR-specialists? First of all, they are not afraid to do the following:
- Get specialized education
It is quite rare in our country to meet HR specialists with rich practical experience and an appropriate level of qualification. Often these workers Russian companies do not have a pedagogical or psychological education, economists or accountants who manage full-time personnel are much more common. For comparison: in Europe and America, specialists with specialized education in these areas are not accepted for this position.
- Work for reputable companies
Many people in our country strive to "live in peace and work quietly." But without initiative and striving for development, there is no personal progress. Western HR specialists are fearlessly drawn to positions in large and reputable companies. They are not afraid of the huge responsibility that can fall on their shoulders.
- Speak to Labor Code
Many Russian specialists rely on their good memory and are too lazy to refer to documents and legislative acts. This practice leads to conflict situations and disputes that could have been avoided by checking oneself and one's actions according to the Labor Code. This applies to all employees, including HR professionals.
- Constantly improve yourself
Only in recent years, domestic leaders began to send their employees to training courses and trainings in order to improve their skills. Often such training takes place in foreign training centers. Abroad, however, specialists are constantly striving to expand and deepen their professional skills by regularly attending training courses and applying the acquired theoretical knowledge in their work.
With a targeted approach to this problem and active borrowing of foreign experience, it is possible to achieve that in 10 years our HR specialists will be approximately on the same level with their foreign colleagues.
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