Introduction

Relevance of the research topic is determined by the special conditions that have developed in the labor market and in employment in the context of the global financial and economic crisis of 2008–2010.

Human resources have always been one of the most important factors in ensuring the efficiency of the enterprise. Realization of the potential of any organization depends on knowledge, competence, qualifications, discipline, motivation, ability to solve problems, receptivity to training of working personnel and management personnel. Therefore, personnel policy is an integral part of all management and production activities of the organization and is aimed at effective selection of personnel, their adaptation, training and retraining in accordance with the needs of the company. The ultimate goal of HR policy is to create a cohesive, responsible, high-performance team capable of solving any problems. Appropriate missions and strategies of the organization.

The role of personnel policy is especially growing in a crisis economy. In a crisis, the management of any enterprise faces the task of retaining the most qualified part of the management team (managers) and personnel. Organizations should develop measures aimed at creating mechanisms for retaining human resources, as well as stimulating the activities of personnel to take the organization out of a crisis state.

Research object is Trigon Plus LLC.

The subject of research is the personnel policy of the organization.

The purpose of the study is the study of the organization's personnel policy, the problems of its formation and implementation within the framework of the analyzed enterprise in a crisis economy. To achieve this goal, the following was formulated range of tasks: 1) consider the theoretical foundations and applied aspects of the formation and implementation of personnel policy at the enterprise in a crisis economy; 2) analyze the process of development and implementation of personnel policy at the enterprise LLC "Trigon Plus"; 3) develop and propose measures and recommendations for improving personnel policy at analyzed enterprise.

Theoretical and methodological basis The research was based on the works of Russian scientists and practitioners in the field of personnel management, such as I.V. Bizyukova, V.A. Dyatlova, P.V. Zhuravleva, A.F. Zubkova, M.V. Karlova, A. Ya. Kibanova, V.I. Kurilova, P.I. Lazora, E.V. Maslova, H.T. Meleshko, F.P. Negru, Yu.G. Odegova, Yu.N. Poletaeva, G.E. Slezinger, N.P. Sorokin, V.A. Stolyarova, V.V. Travina, A.I. Turchinova, G.A. Tsypkina, S.V. Shekshnya, etc.

In the course of the study, the following methods were used: statistical and factor analysis, comparative, analogy, balance, ranking goals.

Work structure. The work consists of an introduction, three chapters, a conclusion, a list of used sources of information and applications.

1. Theoretical foundations of the formation of personnel policy at the enterprise

1.1 Essence, foundations and functions of personnel policy The goals and objectives of personnel management in any organization are implemented through personnel policy. Personnel policy - the main area of ​​work with personnel. It includes the fundamental principles that form the basis for recruitment, selection and distribution of personnel, their use, training, retraining, professional development and, finally, dismissal. Personnel policy is a purposeful activity to create a workforce that would best contribute to the alignment of the goals and priorities of the enterprise and its employees. The main object of the personnel policy of the enterprise is personnel (personnel). The staff of an enterprise is the staffing of its employees. The personnel are sometimes referred to as specialists attracted from the external environment. Personnel is the main and decisive resource of any organization, the main factor of production, the first productive force of society. They create, set in motion and improve the means of production (means of labor and objects of labor). The effectiveness of the activities of any organization largely depends on the qualifications of personnel, their professional training, and business qualities. The main tasks of personnel policy can be solved in various ways. The choice of alternatives is wide enough and includes: 1) the dismissal of the least qualified workers and the retention of the most qualified. Retention of workers in a crisis economy can be carried out by transferring workers to part-time employment (part-time, part-time), employing workers in areas that do not correspond to their qualifications or at other facilities owned by the company, sending personnel for advanced training or retraining; 2 ) search for employees with experience in a crisis economy, including anti-crisis managers; 3) optimization of the use of the existing headcount. When choosing directions for the implementation of personnel policy, all factors of the external and internal environment of the organization should be taken into account as much as possible, including: the specialization of the enterprise (organization), the mission and strategy of its development; - the financial capabilities of the organization; - the determined permissible level of costs for personnel management; - the quantitative and qualitative characteristics of the existing personnel and the direction of their change in the future the labor market; - the situation on the labor market (quantitative and qualitative characteristics of the supply of labor by occupation of the enterprise, conditions of supply); - demand for labor from competitors, the emerging level of wages in other organizations; - peculiarities of activities and the degree of influence of trade unions, mechanisms for defending interests employees and their effectiveness; - the requirements of labor legislation, the prevailing culture of work with hired personnel. General requirements for personnel policy in a crisis economy are as follows: 1. Personnel policy should be closely linked with the mission and development strategy of the enterprise. Personnel should contribute to the implementation of the chosen strategy. 2. Human resources policy must be flexible and able to adapt to changing environmental conditions. In the absence of crisis phenomena, the personnel policy should be sufficiently stable, since it is with stability that certain expectations of personnel are associated. At the same time, in a crisis, personnel policy should be characterized by optimal dynamics, i.e. adjusted in accordance with changes in the external environment, production and economic situation. Stable should be those aspects of it that are focused on taking into account the interests of the most qualified personnel and are related to the organizational culture of the enterprise. Personnel policy must be economically sound. Since the formation of a qualified workforce is associated with certain costs for the enterprise, it must proceed from the real financial capabilities of the enterprise. Personnel policy in a crisis should provide an individual approach to personnel in order to retain the most highly qualified part of it. 5. Personnel policy in a crisis economy should be aimed at forming the composition of the organization's personnel capable of finding (developing) the most effective ways to overcome negative phenomena and bring the organization to an effective path of development. In the implementation of personnel policy, alternatives are possible. Personnel policy can be decisive, cardinal, based on a formal approach, even not very humane in relation to employees, the priority of production interests. But it can also take into account the social, moral and other needs of workers. Such a policy is based on taking into account how its implementation will affect the labor collective, to what social costs this may lead to it. It should be noted that the second option of personnel policy in a crisis is quite difficult to implement and requires certain reserves in organizations or external borrowing of resources. The content of personnel policy is not limited to hiring, but concerns the fundamental positions of the organization in relation to training, retraining, personnel development. ensuring effective interaction between personnel, managers and owners of the organization. While strategic personnel policy is associated with the selection of long-term target tasks, current personnel work is focused on the prompt resolution of personnel issues. Naturally, there should be a relationship between them, which usually happens between strategy and tactics, i.e. tactical decisions and actions must fit into the strategic framework. HR policy is both general, when it concerns the personnel of the enterprise as a whole, and private, selective (within certain functional or professional groups of workers, structural units, categories of personnel). This type of personnel policy is focused on solving specific problems. The personnel policy of the organization forms: - requirements for the labor force at the stage of its recruitment and selection (gender, age, education, length of service, level of special training, state of health, etc.); - attitude to investing ("investment") in the labor force, to the targeted impact on the development of certain qualitative and quantitative parameters of the employed labor force; - a set of actions aimed at stabilizing the entire team or its individual subdivisions; advanced training, taking into account changes in the conditions of the internal and external environment; - the mechanism of intra-firm movement of personnel in order to most effectively use the potential (competitive advantages) of each employee. Personnel policy should be aimed at increasing the capabilities of the enterprise. It should be adaptive and promptly respond to the changing requirements of technology and the market in the near future. The main requirements for personnel policy should include: mandatory connection with the company's strategy, focus on long-term goals, respect for the most qualified personnel, their constant moral and material incentives, updating the range of interrelated functions and procedures when working with personnel. The personnel policy in the organization is designed to create favorable working conditions for personnel, ensure the possibility of moving employees up the hierarchical ladder, and also help create the necessary degree of confidence in the future among personnel. Therefore, the main task of the organization's personnel policy, both in normal and in crisis conditions, is to ensure that the interests of all categories of workers and social groups of the work collective are taken into account in daily personnel work. In the personnel management system within the organization (enterprise), strategic and operational aspects can be distinguished. Personnel management in the organization is carried out on the basis of the concept of enterprise development, which includes three components: - production; - financial and economic; - social (personnel policy). The personnel policy in the organization includes goals related to the attitude of the enterprise to the external environment - the labor market, legal tools that regulate social and labor relations, as well as goals related to the attitude of the enterprise to its personnel. The personnel policy is carried out by strategic and operational management systems. The composition of the specific tasks of the personnel strategy can include: - raising the prestige of the enterprise; - studying the atmosphere within the enterprise; - analyzing the prospects for the development of the potential of the workforce; - generalizing and preventing the reasons for dismissal from work. Daily implementation of the personnel strategy. and at the same time assisting management in carrying out their enterprise management tasks lie in the operational area of ​​human resources management. A holistic human resources strategy is a policy that combines various forms of personnel work, methods of its implementation in the organization and plans for the use of manpower. to increase the capabilities of the enterprise, to adequately respond to the changing requirements of technology and the market in the foreseeable future. In any branch of the national economy, personnel play a crucial role. “Cadres are everything,” but cadres can also be the main cause of failure. There are four key aspects in personnel management. These include the age, qualification and job structure of personnel, as well as the remuneration system. Each of these problems requires control by the leadership (administration) and the development of principles for solutions, long-term and current management.

1.2 The main directions of the formation of personnel policy

1.2.1 Personnel selection of the enterprise

Workforce planning is a system for the selection of qualified personnel, which aims to meet the organization's need for the required number of specialists with the necessary qualifications in a specific period. The workforce plan is developed in order to assess the prospective number of employees that the organization will need and their professional structure, which will be necessary in this foreseeable period. The plan should reflect the potential sources of recruitment. Possible channels of contact with potential employees should also be identified and identified. The plan should also include an assessment of the firm's potential financial capabilities, i.e. resources that the firm is ready to use in the period under review as remuneration for labor. After reviewing the plan, potential employees should have a clear idea of ​​monetary or moral, were known to the future composition of employees. Each organization uses workforce planning explicitly or implicitly. Some organizations are doing serious research in this regard, while others limit themselves to superficial attention to personnel planning. One of the main tasks of personnel planning is to assess the specific needs for skilled workers at different times. After identifying these needs as part of workforce planning, it is necessary to draw up activities to achieve these needs. Unscrupulous execution and even more completely ignored personnel planning can provoke serious problems in the shortest possible time. Using effective personnel planning tools, you can fill vacancies, reduce staff turnover, determine the main career opportunities for specialists within the company. Reforms carried out in organizations in a crisis economy, imply, along with the achievement of other goals (technical, financial, environmental), the effective distribution and use of employees employed at the enterprise, as well as the rationalization of their number. In a crisis, it is necessary to determine the maximum permissible number of employees at the enterprise, at which the implementation of the adopted strategy for its development and the actual surplus of the total number of employees or a shortage of especially valuable personnel can be ensured. Management of such a complex subsystem of an enterprise as personnel involves the use of a variety of tools and methods: economic, organizational, technical, socio-psychological, aimed at ensuring the efficiency of labor activity in accordance with the requirements of production (service) and the chosen development strategy. Effective enterprise management is possible only if the organization will have specialists who perform their duties with maximum efficiency. The maximum use of the labor potential of employees should be considered as a key factor for the successful operation of the enterprise, both in normal and in crisis situations. Optimal workforce planning should enhance the effectiveness of the strategic planning process of the enterprise as a whole and provide the means to achieve the desired end results.

In many enterprises, human resources planning is carried out inappropriately, which ultimately leads to the development of various negative phenomena.

The workforce planning process includes three main stages (table 1.1):

1) assessment of available resources (personnel, management personnel);

2) assessment of future needs for personnel of certain qualifications);

3) developing a program to meet future staffing and management needs.

It is logical to start planning workforce in an operating organization with an assessment of their availability. The management must determine how many people are employed to perform each technological operation required to achieve a specific goal. In addition, management should assess the compliance of the quality, functional and other characteristics of the existing personnel with the operational and strategic objectives of the organization.

Table 1.1. Personnel planning

The next stage of planning is forecasting the number of personnel required to implement short-term (operational) and long-term strategic goals. With cardinal organizational changes, for example, when creating a new enterprise, a complete reconstruction of existing ones, the assessment of the prospective demand for labor is a complex complex (systemic) task. In these conditions, an adequate assessment of the external labor market and a qualitative analysis of the available labor force are necessary.

After assessing their future needs, management should develop a comprehensive program to meet them. Needs should be viewed as an end, and a program as a means (way) to achieve it. The program should include activities for attracting, hiring, training and promoting employees, a specific schedule (time frame) for their implementation, taking into account the goals of the organization. The hiring of the necessary workers should be based on a detailed and comprehensive study of the types of work to be performed. You also need to have detailed information about the level of qualifications, personal qualities of potential employees.

This information is obtained through the analysis of the content of work (functional analysis, qualification requirements), which is the cornerstone of personnel management. A comprehensive assessment of all jobs requiring personnel and the qualitative characteristics of potential employees creates a reliable basis for making decisions about hiring, selection, salary assignment, performance evaluation and promotion through the hierarchical ladder.

There are several methods for analyzing the qualitative characteristics (parameters) of an employee. One of them is direct observation of the employee, the formal definition and registration of all actions performed by him. The second method is based on collecting information through an interview with an employee or his immediate supervisor. This method may be less accurate due to possible distortions introduced by the respondent's (or interviewer's) perception. It is also possible to use the questionnaire method. At the same time, the employee answers questions regarding the work performed or future work. The information gained from the work content analysis is very important for most of the subsequent planning, recruitment, selection and distribution of personnel. Based on this information, job descriptions are created, which are a list of the main responsibilities, the required knowledge and skills, as well as the rights of workers.

Target recruitment is to create the necessary pool of candidates for all specialties and positions. Of these, the organization selects the most suitable employees in terms of functional and other characteristics for it. The amount of recruiting work is largely determined by the difference between the available staff and the future need for them. This takes into account such factors as retirement, turnover, dismissals due to the expiration of the employment contract, the expansion of the scope of the organization.

In a crisis economy, the negative dynamics of demand for goods created by the enterprise is taken into account. The recruitment is conducted from both external and internal sources.

Various methods (tools) are used to implement the external set. These include: publishing advertisements in newspapers and professional magazines, sending contractors to special courses at vocational schools, contacting employment agencies and firms that supply executive personnel. Most organizations (firms) prefer to recruit mainly within their own organization. It is cheaper to promote your employees than to hire them from outside. In addition, it increases the motivation of the working staff, increases the attachment of employees to the firm and improves the moral and psychological climate. According to the motivational theory of expectation, it can be assumed that if employees believe in the existence of a dependence of their career growth on the degree of work efficiency, then they will be interested in more productive and efficient work. At the same time, one of the disadvantages of the outlined approach to solving the problem solely at the expense of internal reserves is that new people with fresh, possibly more progressive views do not come to the organization. The absence of such people can contribute to the development of stagnation in the organization.

One of the fairly popular methods of recruiting from internal reserves is to send information about the opening vacancy with the invitation of qualified workers. Many organizations have the practice of notifying all their employees of any vacancy that opens. This gives them the opportunity to apply for an existing position before applications from outsiders are considered.

One of the most frequently used recruitment methods is the appeal of the organization's management to its employees with a request to recommend friends and acquaintances for work.

A significant problem in the recruitment of employees is the desire of the employer to “sell more profitably” the conditions of activity in his company. He may overestimate the positives or underestimate the difficulties of working for the company. As a result, a potential candidate may have unfounded (distorted) ideas about a promising activity.

For hiring, you can use the capabilities of radio and television. At the same time, practice shows that these funds are of limited success with managers of organizations. Most often, enterprises cooperate with newspapers by posting job advertisements, as they consider this method to be quite effective and fast.

Staff selection. This NS tap is associated with the direct selection of the most suitable candidates from potential individuals identified during recruitment. In the overwhelming majority of cases, the person should be chosen who has the best qualifications (the best functional knowledge and skills) to perform a specific job in the position held, and not a candidate who has predominantly positive human qualities.

Depending on the circumstances, an objective decision on the choice may be based on the professional education of the candidate, the level of his work skills, experience of previous work, and personal human qualities. For leadership positions, especially at a higher level, the skills of establishing interpersonal, interfirm and interregional relations, as well as the psychological compatibility of the candidate with higher-ranking officials and with his subordinates, are of prime importance. The selection of personnel can be considered as one of the forms of preliminary quality control of human resources.

The selection of personnel can be considered as a mechanism for real attracting personnel, the essence of which is to select the most suitable employees from the total number of candidates, taking into account their suitability and individual characteristics. The selection of personnel is based on a comparison of the profile of the requirements of a particular workplace (position) and the characteristics (professional and personal characteristics) of the candidate, reflecting his suitability for the occupation of this workplace.

The arsenal of methods for assessing the suitability of personnel for a particular vacant position is very extensive and includes technical, verbal, psychological and other approaches. The methods used are shown in Table 1.2.

Table 1.2. Personnel selection methods

Most often, heads of organizations who realize that through the optimization of the system of work with personnel it is possible to achieve more effective work with personnel, care about the growth of professional quality characteristics of their personnel and apply various procedures for assessing personnel both "at the entrance" to the organization and in the process of his movement up the hierarchical job ladder and in the direction of professional development.

The most commonly used methods to collect the information required for selection decisions are tests, questionnaires, interviews and assessment centers.

Tests. The scientific, methodological and practical manuals contain a large number of types of different tests that can be used to assess the effectiveness of the performance of a specific job by a potential candidate. The types of screening tests include, for example, measuring the ability to perform tasks related to the intended job.

An example of such a test can be typing, typing on a computer or stenography, demonstrating the ability to work on a machine, demonstrating speech abilities by verbal (oral) messages, performing written work. Another type of test involves the assessment of such psychological characteristics as the level of intelligence, energy, frankness, interest, emotional stability, self-confidence, attention to insignificant details. For such tests to be truly useful in selecting candidates, it is necessary to ensure that there is a significant correlation between high test scores and actual performance. The organization's management should conduct a detailed analysis of the test results and determine whether the people who performed the most on the tests will actually become more effective workers than those who received the lower marks during the test.

For a comparative assessment of the level of qualifications, questionnaires. However, it should be noted that they do not always give an adequate description (professional and personal qualities) of a potential candidate for a particular position. The information contained in the questionnaire (about previous work experience, salary, level and specialization of education, about graduated vocational school, hobbies, etc.) can be used to select candidates if such biographical data helps to distinguish more effective from less efficient employees already working in this organization.

Interviews. They are one of the most widely used recruitment methods. In fact, there are no workers who are hired without an interview. The number of interviews is largely determined by the position of the future employee in the professional and job hierarchy. Recruiting senior executives can require a lot of interviews and a fairly long period of time.

Scientific research and specific recruitment practices have identified a number of problems that indicate the lack of absolute effectiveness of interviews as a tool for recruitment. They are due to the individual psychoemotional properties of the interlocutors, which largely reduce the objectivity of the information received. For example, there is often a tendency to decide on a candidate based on first impressions, without considering what was said in the rest of the interview. Another problem is trying to compare the candidate with the person who was interviewed just before. If the previous interlocutor looked especially bad, then the next candidate (maybe very mediocre) will look at a decent or very decent level. Sometimes there is also such a tendency as to give a higher rating to those candidates whose social status, whose appearance and mannerisms are largely reminiscent of their own.

- establishing mutual understanding with the candidate and giving him the opportunity to feel free (uninhibited);

- focusing on the requirements for the upcoming work;

- refusal from the temptation to evaluate the candidate by first impression;

- preliminary preparation of a complex system of questions that will be asked to all candidates without exception. This will allow the most objective comparison of the parameters of all candidates.

Complex modeling techniques can be used to assess the ability to perform a full range of job responsibilities. Such models include formal interviews, acting as manager and meeting participant, presenting reports to a group of workers, solving psychology tests and assessing the level of intelligence.

The management of a small organization in the selection process is most often limited to formal interviews and a differentiated approach to candidates.

As a side effect of the subjective approach to the selection of personnel, the problem of the subsequent adaptation of the employee to the requirements of the manager and the specifics of specific professional activities appears. Therefore, for effective selection, it is necessary to know and take into account the specific features of the management style of the head of the organization (unit), his psychological characteristics, as well as socio-psychological parameters, traditions and other signs of the enterprise (unit) team.

It is quite possible that a situation may arise when a candidate who is quite capable, from the point of view of the requirements of the activity, cannot be recommended for the position due to the “potential conflict” of management styles and subordination relations. In addition, a candidate who has passed the selection according to the criterion of sympathy may in the future pose a big problem for the organization due to his unwillingness to adapt to the established corporate traditions and rules of interaction in the team in question.

The problem of presenting data on a candidate, regardless of the attitude of the main (significant) persons (current superior leader, potential future leader, relatives, friends, acquaintances), is very significant. The manager (customer) is always faced with the question of the degree of objectivity of the results of the interview with the candidate, as well as the real applicability of its results. For managers of the organization (customers of personnel) is characterized by the desire to always receive the maximum possible information about their potential employee. To achieve these goals, it is necessary to make significant efforts to develop rules, principles and methods of selection, as well as analyze the results obtained and formulate conclusions.

It follows from the above that in order to optimize the selection procedures, it is necessary to develop such methods that would clearly divide the professions into those where, for the selection of the appropriate candidate, the interview procedure is sufficient, and those where it is necessary to apply, along with the interview, a variety of additional methods (for example, psychological testing, assessment of opinions obtained from the environment, test results, experiments, etc.).

The applied selection technology can be built on the basis of different principles. So, the functional and professional principle can be used, the essence of which is to find the correspondence of the parameters of the candidate (level of education, skills and abilities, experience) to the requirements of future activities. On the other hand, the principle of conformity of psychological and other individual characteristics of the candidate to corporate traditions and the requirements of the organization's (unit) team can be applied. An ideal option should be considered when both principles coincide.

In the absence of sufficient grounds for hiring a potential candidate, a rather complex management problem arises - the problem of refusal to hire. Reasonable refusal on the basis of professional inconsistency does not present any particular difficulties. At the same time, the refusal to hire on psychological (psychophysiological) grounds based on the prediction of behavior, possible performance and the characteristics of interpersonal relationships is associated with significant difficulties. The justification for such a refusal requires special language in the justification. In this case, the usual conclusion “you did not pass the psychological screening” can cause feelings of dissatisfaction and protest on the part of a potential candidate and significantly affect further job searches.

The most important theoretical and applied problem of recruiting and selecting personnel in the modern world is the problem of developing and selecting sound methods for assessing potential candidates for a particular position. A significant part of the diagnostic methods used in the traditional practice of selection requires significant improvement.

The above indicates the need to create selection centers, the functions of which will include the development and testing of methods (specific, systemic) used for the selection of personnel for specific positions (areas of activity. Currently, there are no uniform approaches, principles and methods for selecting personnel (personnel). Moreover, there are no universal methods that take into account the specific features of individual organizations, and there are practically no recommendations for the selection of personnel in crisis situations.

In modern conditions, a significant part of potential employees believe that candidates for certain positions are selected according to the scheme inherited from the traditional (Soviet) personnel departments. This statement is based on the fact that the selection is mainly carried out on the basis of formal characteristics - qualifications and work experience, which organizations draw from work books, diplomas and other documents on education received. According to many respondents, the practice interviews most likely perform the same role of a formal procedure (regardless of the structure of the questions and the duration).

The interviews most often involve the heads of the organization, line (functional) managers - the future leaders of the candidate. Many executives often employ psychologists to conduct interviews. In some organizations, it is customary to invite “others” to participate in interviews, often remaining “incognito” figures. Most often, this role is played by representatives of the security services, chief specialists, and independent analysts.

As a rule, several people (the head of the organization, heads of departments, specialists) participate in the interview from the side of organizations. The additional participation of a psychologist is due to the need to determine the personal psychophysiological characteristics of the candidate, his motivation and other characteristics. The practice of attracting psychologists testifies to the high efficiency of this approach.

It also seems to be very effective to participate in the selection of heads of departments who have the greatest knowledge of the professional requirements for a potential candidate. This is quite natural, since only an experienced linear (functional) manager is able to carry out professionally grounded selection of personnel.

Management experience suggests that an interview by an experienced HR officer or line (functional) manager is sometimes the most effective way to identify a candidate's motivations, personal aspirations and characteristics. There is a very high assessment by the respondents of the effectiveness of using various types of tests, test results (one-time tasks) in comparison with interviews. The studies carried out indicate that in the selection of personnel and the assessment of professionalism in any form, increased attention is paid. The professionalism of a candidate is important not only for making a hiring decision, but also for his further work biography.

For optimal selection of personnel, many organizations put forward additional requirements for candidates. Among them are such signs (properties) as sociability, adaptability, striving for career growth, the desire to improve their skills, etc. In modern conditions of intensive inter-firm and international interaction sociability, as the ability to establish effective relationships with the outside world, is relevant for many organizations.

Process adaptations- the procedure for the inclusion of new employees in the organization, familiarization of newcomers with the requirements for activities, organizational structure, culture, traditions, rules and characteristics of behavior in the team.

A special role in personnel policy is played by career planning, which is understood as the process of comparing the potential capabilities, abilities and goals of an employee with the requirements of the organization and plans for its development, expressed in drawing up a program of professional and job growth within the current hierarchical ladder.

In the information society, the theoretical basis for continuing education programs is the concept of continuous professionalization of the individual and the concept of the systemic structure of labor activity.

In almost all modern organizations, the hiring decision is made by the head of the enterprise. At the same time, in many cases (especially in large organizations) this right is delegated to line and functional managers. Sometimes, although rarely enough, the selection of personnel is trusted by management personnel and heads of personnel departments. There are also cases of collective decision-making on the selection of personnel. most often the collective method is used when choosing the heads of the organization or the heads of individual departments. Sometimes cadres, especially those in charge, are appointed by the founder or owner of the organization.

Approaches to the appointment (selection) of leaders largely depend on the degree of democratization of society and management, as well as on the content of the organization's constituent documents.

Analysis of the effectiveness of hiring decisions shows that the most optimal in the selection process are the decisions of the personnel services of the enterprise.

The following promising problems and tasks related to the selection of personnel can be distinguished:

- improvement of interview procedures by filling the interview technology with specific content, depending on the requirements of individual professions or the official (hierarchical) level of the future employee;

- working out the rules (algorithm) for analyzing and describing the results of the interview, as well as presenting conclusions;

- development of packages of test and other tasks for the selection of personnel for specific specialties and job levels.

After hiring, after a certain period of time, it is necessary to make a current assessment of the personnel's performance, which should be based on the relevant statutory requirements, job descriptions and other instructions. At the same time, it is necessary to assess the individual contribution of the new employee to the functioning of the organization or its subdivision. The assessment should also be based on determining the degree of realization of the employee's potential (professional knowledge, skills, production experience, business, moral, psychological and other qualities), the dynamics of the state of health, performance and the level of general culture. In addition to the assessment of current activities, which is carried out in order to promptly correct labor behavior, there is also such an assessment as personnel certification .

Thus, a comprehensive assessment should include three types of assessment:

- assessment of potential employees during the selection;

- assessment of employees in the course of their activities;

- certification of employees.

1.2.2 Personnel adaptation and development system

In contrast to the dynamics of the cost of basic production (non-production) assets, which tends to decrease over time, the value of human resources constantly increases over time, which is due to the growth of professionalism of workers, their acquisition of managerial, service and production experience. degree depends on the degree of their social adaptation, which should be understood as the degree of adaptation of the recruited personnel to the new environment. The return of a new employee largely depends on the speed and quality of adaptation. The low adaptability of newly recruited workers usually results in high turnover, which is very costly. Even greater costs are characterized by the dismissal of highly qualified workers, which is intensified in the context of crisis development. To retain employees, limit the loss of financial and other resources in modern organizations, it is necessary to develop a personnel adaptation system, which should include measures for professional adaptation in accordance with job responsibilities, adaptation to requirements leadership, to the traditions, psychophysiological, cultural and other traditions of the team. Professional adaptation should be attributed to the main directions of measures to accommodate new employees. New employees who come to the organization have certain hopes regarding the proposed place for professional activity. If the employee is able to quickly adapt, then he will be able to more effectively realize his potential and, thereby, will bring more significant benefits to the organization. It should be noted that in the theory and practice of management there are several aspects of adaptation, the essence of which is the same, and the methods are different: - adaptation of the young specialist to the first place of work; - adaptation of an accomplished employee to a new place; - adaptation of an employee when he is promoted; - adaptation of an employee when he is demoted. e. at the time of acquaintance. These first relationships arise for the well-known and natural reasons for the relationship between people - sympathy and antipathy. In theory, this should in no way depend on the gender and age of the manager and the new employee. In practice, there is often a departure from this approach. The adaptation of an employee in the organization and the realization of his potential largely depends on the relationship with the organization's staff. Acquaintance with a new person should be attributed to difficult tasks, since in this case traditional foundations interact with individual personality traits, which may not coincide. Ideally, a quick adaptation of a newcomer is the most beneficial for both the organization and the new employee. At the same time, the presence of differences in mentality, values, traditions, confessional and other signs can limit the realization of the potential of a new employee, and in some cases lead to conflict situations. One of the most sensitive moments of the interview is the question of wages. Therefore, this issue in the selection of personnel should be in the competence of the head. When selecting personnel, one should exclude situations in which initially (at the stage of the conversation) a potential employee is offered a high salary. And after receiving his consent, the assigned salary turns out to be significantly lower. This approach can drastically reduce the motivation of a new employee and serve as one of the main reasons for dismissal. In the selection process, the issue of working conditions (environmental, sanitary, chronological). HR managers are required to discuss in detail the working conditions and working hours of the organization. At the same time, it is not enough to inform only the time frame of the organization's work. It is also necessary to talk about possible situations of irregular work of staff, including on weekends and holidays. It is also necessary to outline the proposed ways (methods) of rewarding employees for overtime work. To secure a new employee, an important role is played by the person who will perform the duties of the hired employee with a new place of work. The person in charge is obliged to prepare the necessary documents describing the workplace, long-term plans of the organization (divisions), an action plan for the accelerated adaptation of a new employee and his acquaintance with divisions and departments, a list of managers of all hierarchical levels, as well as the closest employees with whom the new employee will carry out interaction. The management of the organization (department) must also decide which professional tasks a new employee can be connected to at once, and which ones it is better to postpone. At the same time, the prepared plan must be constantly reviewed and adjusted taking into account the ongoing changes in the internal and external environment of the organization.

The adaptation of the employee must not be allowed to take its course. The opinion that the employee must be able to adapt himself, and no one should help him in this, should be abandoned. The speed at which new employees master new professional duties and their "entry" into the team depends not only on the adaptation policy pursued in the organization, but also on the individual characteristics of the candidate himself.

Professional orientation and social adaptation of a new employee in the organization should be considered as the most important condition for realizing his potential and increasing his contribution to the final results of the firm. Therefore, management should be interested in the employee's success in the new workplace. It should be remembered that an organization is a social system, and each employee is a person who needs an adequate individual approach.

A new employee who comes to the organization brings with him previously acquired skills, experience and attitudes, which may correspond or contradict the established order in the organization. If, for example, the last manager (leader) of a new employee was a domineering person and preferred to communicate only by correspondence, the employee will consider that it is better for him to send a paper than just call or go directly to the new manager verbally. At the same time, the leadership of the new organization may prefer verbal communication to written.

The lack of action on the part of the organization's management aimed at adapting new subordinates can cause disappointment in the latter in their choice. New employees in their behavior may give preference to previous experience or be disappointed in the choice made because of the unrealizable hopes associated with a new job.

Social relations are less emphasized in the onboarding program for new employees. Therefore, newcomers are forced to independently master the existing norms and rules and sometimes gradually learn about the "glorious" history and traditions of the new organization. Comparing the effectiveness of familiarizing new employees with certain aspects of a new place of work, we can note an original situation. New workers are most often concerned about the social and psychological sphere, and not the norms and rules governing the main production process (direct functional responsibilities). Of course, the organization should not be viewed as a charitable institution, but when hiring new employees, their socio-psychological characteristics should be taken into account as much as possible.

More often than not, the first places in terms of efficiency are the information that a person needs for a normal sense of self and a sense of belonging - the traditions, customs of the organization, the specifics of formal and informal relationships, the existing corporate culture and the system of remuneration. In this case, the secondary place is occupied by the professional aspects of the activities of new employees. This is due to the fact that professional characteristics can be realized only in a normal socio-psychological climate in the organization.

The particulars of the security regime and trade secrets, as well as specific requirements due to the peculiarities of the organization's activities, are of certain importance for the new employee.

The effectiveness of the participation of an official in the adaptation of new employees decreases with the number of hierarchical levels between the new employee and the person in charge of adaptation. It follows from this that the adaptation of new employees should be dealt with by professional managers, for whom this activity is a direct functional responsibility. It is advisable to involve in this work those who are directly connected with the workplace to which the newcomer is hired.

The main task of the adaptation period is to establish a system of interconnections and interdependencies of the individual (new employee) with a new socio-psychological and production environment for him, in which he will have to realize himself as a specialist and personality for a long time.

1.2.3 Assessment of labor activity of personnel

After the employee has adapted in the team and received the necessary training for the effective performance of his work, it is necessary to determine the degree of his work efficiency. Evaluation of the performance of new employees should be carried out as a result of appropriate control activities. Such control should be carried out on the basis of comparing the actual results with the current norms (standards). The purpose of this control is to establish the presence of a deviation of the real parameters from the regulatory (standard) requirements. If any, management takes corrective action accordingly.

Performance assessment is necessary not only to assess the compliance of a new employee with job requirements, but also to make decisions about the possible advancement of an employee up the career ladder. More often than not, performance assessment serves three main purposes: administrative, informational and motivational.

Administrative control functions include promotion or demotion, transfer to another position within the same hierarchical level, termination of an employment contract. Assessment of the work of personnel, including newcomers, is an immanent function of the organization, without which an effective personnel policy is impossible.

Promotion is reasonable for an organization because it allows it to fill vacancies with employees who have already demonstrated their ability. It is also desirable for staff because it satisfies their desire for success, achievement and self-respect. Promotion is a great way to recognize the effective performance of staff. However, when making decisions about promotion, management should only promote those who have made a real contribution to improving the organization's performance. Management should not promote those employees who perform well in their current responsibilities but lack the capacity to perform effectively in their new role. Therefore, the assessment of personnel should be divided into an assessment of compliance with the requirements and an assessment of the ability to meet the future requirements of the organization's strategy.

Evaluation of labor activity is most often carried out by the heads of the organization, line and functional managers, teachers (commissions) of professional educational institutions, consulting firms.

The most objective are the opinions of line and functional managers, as well as leaders of the organization. In the process of evaluation, the following pattern is clearly traced - the further from the organization and the evaluated individual the evaluator is, the less his effectiveness.

Performance appraisal is also needed in order to inform people about the quantity and quality of the work they perform.

It is very important for the head of any organization to know the motivation of employees and be able to effectively manage it in order to increase labor productivity and the quality of work performed. The personnel of the organization differs significantly in the severity of different motives (needs). It should be borne in mind that needs are constantly changing depending on a large number of factors.

Proceeding from this, it is urgent to create a system for assessing and forming the motivation of labor activity of employees of the organization, in the center of which should be an attractive system of remuneration. It should be the main means of motivating staff to work. This system is especially important in a crisis and a shortage of financial resources, as it allows the most efficient use of human resources.

The system for assessing and shaping staff motivation should be comprehensive and include the following components:

- monitoring of the real motivation of workers' labor activity;

- assessment of internal and external factors of labor motivation;

- determination of the influence of labor motivation on intermediate and final indicators of labor activity;

- development and implementation of measures aimed at increasing the motivation of labor activity of various groups of employees;

- definition of principles and optimization of the remuneration system;

- control and assessment of the effectiveness of personnel motivation management.

Assessment of the results of work activity is an important means of motivating people's behavior. By identifying strong workers, the administration can properly reward them materially, financially, morally or with a promotion. Informational, administrative and motivational functions for assessing work performance are interrelated. The information that informs the administrative decision on promotion should positively motivate the person to do a good job.

Personnel motivation can be defined as the process of regulating the system of relations between the employee and the material and social environment (enterprise, workplace, team, subject of activity, system of management strategies).

The range of forms of encouragement is wide, since it depends only on the imagination of the managers. Most often it is insurance, loans, training, travel vouchers, public transport fares, medical care, etc.

Thus, in the first chapter, the theoretical and methodological foundations of the formation of personnel policy at the enterprise were investigated.

The practical part of the research was carried out on the example of the company "Trigon Plus".

2. Analysis of the formation and implementation of personnel policy at the enterprise "Trigon Plus" LLC in a crisis economy

2.1 General characteristics of the enterprise LLC "Trigon Plus"

The enterprise Trigon Plus LLC is the managing company of the Business Center and acts to implement the main goals of the enterprise:

Maintenance of buildings;

Cleaning services;

Renting out offices.

The company provides services at prices set independently or on a contractual basis.

The enterprise LLC "Trigon Plus" in its activities is guided by the laws and regulations of the Russian Federation, regulations of local governments, its own regulations.

The company has a seal and stamp with its name, a bank account for settlements with buyers, suppliers, creditors, and the budget.

The procedure for conducting financial and economic activities of Trigon Plus LLC is determined by the Regulation on the enterprise.

LLC "Trigon Plus" maintains accounting records and submits accounting reports and balances, as well as statistical reports to higher government bodies in the prescribed manner.

The management structure of Trigon Plus LLC characterizes the composition, distribution system and subordination of all employees of the enterprise.

The organizational structure of an enterprise is a hierarchical structure. The organizational structure is linear and functional, as it is based on the observance of one-man management, linear construction of structural units and the distribution of management functions between them. It implements the principle of democratic centralism, in which the preparation and discussion of the decision is carried out collectively, and the decision-making and responsibility are only the first leader alone. It synthesizes the best properties of a linear structure (clear connections of subordination, centralization of management in the same hands) and a functional structure (division of labor, qualified preparation of decisions).

The management structure is based on a linear type of management and a functional delineation of responsibilities between employees of various structural units.

Production management at each level of management in the enterprise is carried out on the basis of the principle of one-man management. Each subordinate has only one superior manager. All instructions coming from various management services of the enterprise to the primary production site pass directly through the superior manager - the head of the department.

The management of the LLC "Trigon Plus" enterprise is carried out by the director, who is the sole manager.

The general director also hires and dismisses the chief accountant, determines the procedure for remuneration and bonuses.

The director organizes the work of the enterprise in the prescribed manner, disposes of its property, issues powers of attorney, opens settlement and other bank accounts, approves the staffing table, within his competence, issues orders and other acts, takes disciplinary measures and incentives for them.

The organizational structure of management is two-stage in its structure.

The company independently determines the procedure for hiring and dismissing employees, the forms, systems and amount of remuneration, working hours, work shifts, the procedure for granting days off and holidays. These issues are resolved by the director of the enterprise in accordance with his competence and, if necessary, approved at the general meeting of the labor collective.

2.2 Analysis the state of the system of recruitment, assessment and selection of personnel at the enterprise "Trigon Plus" LLC

To recruit personnel, employees of the HR department of Trigon Plus LLC use both external and internal sources.

External sources of staff recruitment in the company are: universities, colleges and other educational institutions; employment organizations (stock exchanges, recruiting agencies). When working with external sources, the company uses the following forms and methods of personnel search:

· Job advertisements through the media (newspapers, magazines);

· Conclusion of contracts for personnel search with recruiting agencies.

Internal sources of staff recruitment in the company are: full-time employees, former employees of the company, acquaintances and relatives of employees.

In the company "Trigon Plus", employees of the HR department have developed special application forms for the position of a specialist (see Appendix 1).

Consider the requirements for candidates for a vacant position presented by the company.

Trigon Plus LLC carries out a phased selection of candidates. Each time, those candidates are screened out who have found a clear non-compliance with the requirements. At the same time, if possible, an objective assessment of the actual knowledge and the degree of the candidate's possession of the necessary production skills is used. Thus, a complex multistage system of selection of human resources is being formed.

The following stages of filling a vacant position of a specialist or head of a company are distinguished:

- development of requirements for the position; as a result, further search is limited to applicants who have the necessary qualifications for the position;

- broad search for applicants; the task is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

- verification of applicants using a number of formal methods in order to screen out the worst, which is carried out by the personnel department;

- selection for a position from among several best candidates; usually carried out by the head, taking into account the conclusion of personnel services and the data of various inspections and tests.

Line managers and functional services are involved in the selection process. These services in the company "Trigon Plus" are staffed with professional psychologists, using the most modern methods.

The immediate supervisor, sometimes a wider circle of managers, participates in the selection at the initial and final stages. He has the decisive word in setting the requirements for the position and choosing a specific employee from among those selected by the personnel service.

Hiring an employee is preceded by a clear understanding of the functions that he will perform, tasks and job responsibilities, rights and interactions in the organization. Based on the pre-formulated requirements, suitable people are selected for a specific position, and great importance is attached to their compliance.

When selecting managers for positions in the company, they proceed from the need to find candidates who best meet all the requirements. Trigon Plus LLC is making serious efforts to develop its own personnel, improve qualifications and practical preparation for taking on greater responsibility. For all that, the organization may lack qualified candidates. In this case, it is necessary to fill the positions of managers and specialists on a competitive basis, i.e. consideration of several candidates for the seat, preferably with the participation of external candidates.

When selecting for a position from among the employees of the organization, it is important to keep in mind that the assessment of the performance of employees does not provide complete information about the employee's capabilities when promoting to a higher position or transferring to some other. Many workers lose efficiency when they move from one level to another, or from a functional job to a line manager, and vice versa. The transition from working with homogeneous functions to working with heterogeneous functions, from work limited mainly by internal relations to working with numerous external connections - all these movements involve critical changes that weaken the value of performance results as an indicator of future success.

The selection of candidates for a vacant position in Trigon Plus LLC is carried out from among candidates for a vacant position of a manager or a management specialist by assessing the business qualities of candidates. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) the level of knowledge and work experience; 4) organizational skills; 5) the ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) the ability to see and support the forefront; 9) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to public ones; the ability to listen to criticism, to be self-critical; actively participate in social activities; have a high level of political literacy.

The second group covers the following qualities: a sense of personal responsibility for the assigned work; sensitive and attentive attitude to people; hard work; personal discipline and exactingness to the discipline of others; the level of aesthetics of the work.

The third group includes such qualities: availability of qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of good leadership practices; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; knowledge of good leadership practices; ability to conduct business meetings; the ability to self-assess their capabilities and their work; the ability to assess the capabilities and work of others.

The fifth group includes the following qualities: ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and secure frames.

The sixth group includes qualities: the ability to formulate goals briefly and clearly; the ability to compose business letters, orders, instructions; the ability to clearly formulate instructions, issue assignments; knowledge of the capabilities of modern management technology and the ability to use it in your work; ability to read documents.

The seventh group is represented by the following qualities: ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; the ability to resolve conflict situations; the ability to maintain mental hygiene, the ability to control oneself; self confidence.

The eighth group combines qualities: the ability to see new things; the ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and introducing innovations; courage and the ability to take reasonable risks.

The ninth group includes qualities: honesty, conscientiousness, decency, adherence to principles; poise, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neat appearance; good health.

In each specific case, from this list, those positions are selected (with the help of the company's experts) those positions that are most important for a specific position, and specific qualities that an applicant for this specific position should have are added to them. Selecting the most important qualities to determine the requirements for candidates for a particular position, employees of the company's HR department should distinguish between qualities that are necessary when applying for a job, and qualities that can be acquired quickly enough, having mastered the job after being appointed to the position.

After that, the experts of Trigon Plus LLC are working to determine the availability of qualities in candidates for a vacant position and the degree of their possession by each candidate for each quality. The candidate most possessing all the qualities necessary for a vacant position holds this position.

Assessment of the business and personal qualities of the head of the technical department of the company "Trigon Plus" Grigorieva V.N. given in Appendix 2.

When selecting candidates for a vacant managerial position, the company uses special methods (methods for assessing and selecting personnel are given in Appendix 3).

The selection of personnel in the company "Trigon Plus" is carried out by employees of the personnel department (HR managers). Their functions include:

· Selection of selection criteria;

· Approval of selection criteria;

· Selection interview;

· Work with applications and questionnaires on biographical data;

· Conversation about hiring;

· Conducting tests;

· The final decision in the selection.

The optimal determination of the selection criteria should be based on the clearly articulated qualities of the employee, which will be necessary for the intended type of activity. The selected criteria should make it possible to obtain a comprehensive (comprehensive) characteristics of the employee, which will reflect his level of education, experience, health status and personal psychophysiological characteristics. "Reference" levels of requirements for each criterion are usually developed based on the characteristics of the personnel already working in the company, who are doing well or excellently in their professional (functional) duties.

The most important criterion for the skill level of an employee is practical experience. Therefore, the management of Trigon Plus LLC prefers to hire experienced workers. One of the ways to assess work experience is to establish seniority. This takes into account not only the general work experience, but first of all - the special one, corresponding to the future type of activity.

In the company "Trigon Plus", there are some types of work that require certain physical qualities from the contractor. To this end, HR personnel identify the physical and medical characteristics of the company's successful employees and use this data as criteria.

One of the most important personal characteristics of any employee is his social status. It is generally accepted that a family, sedate worker is capable of more efficient, productive and high quality work than a bachelor.

One of the most important criteria when applying for a job is the age of the applicant. The second important personal characteristic of the applicant is his age. Age criterion is very important for certain types of activities. Therefore, the personnel service staff carefully study and compare the age requirements of the future position with the age characteristics of a potential candidate for this position. Applicants who are too young and old are subject to a particularly careful selection.

The final decision in the selection of personnel in the company "Trigon Plus" is made in several stages, which each applicant must go through without fail. At each stage, some of the applicants can be eliminated. Sometimes applicants can refuse the necessary selection procedures, deciding to look for a job in another company.

Preliminary selection interview. Candidates come to the HR department or prospective job. The HR specialist or line manager of the company conducts a preliminary conversation with him. At the same time, the company applies the general rules of the conversation, aimed at finding out, for example, the applicant's education, assessing his appearance and defining personal qualities. After that, the applicant is sent to the next stage of selection.

Filling out the application form and the application form for the position. Applicants who have passed the preliminary screening interview must complete an application form and a questionnaire. The number of items on the questionnaire is minimal, and they request information that most of all affects the performance of the applicant. The questions relate to past work and mindset so that a psychometric assessment of the applicant can be carried out on their basis. The items on the questionnaire are formulated in a neutral style and suggest any possible answers, including the possibility of a refusal to answer. The questionnaire survey is the first step in the assessment and selection of applicants at Trigon Plus LLC. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors that need to be studied especially closely on the basis of subsequent methods, as well as sources from which the necessary information can be obtained, are determined. Any distortion of it in the questionnaire is the basis for the dismissal of the employee at any time when it becomes clear (an appropriate indication is included in the text of the questionnaire).

Analysis of personal data in combination with other selection methods reveals the following information:

1) compliance of professional education and practical experience of the applicant with the qualification requirements of the future position;

2) the presence of certain restrictions (age, gender, anthropometric) on the performance of official duties;

3) the applicant's readiness to carry out additional workloads - overtime assignments, business trips;

Conversation for hire. In the company "Trigon Plus", the hiring conversation is carried out according to the previously developed scheme. During the conversation, information is exchanged in the form of questions and answers.

During the interview process, it is necessary to avoid various mistakes that can significantly reduce the effectiveness of the interviews. One of the most common mistakes is trying to draw a conclusion about the applicant based on the first impression in the first minutes of the conversation. Very often there are cases when the interviewer forms his opinion about the candidate based on the assessment of external signs (appearance, peculiarities of sitting in a chair, on a chair, observing contact when meeting with eyes). Hiring on the basis of these criteria often leads to erroneous decisions.

1) careful study of the nature and manner of the applicant's conversation;

2) observation of the applicant's behavior, aimed at obtaining the fullest possible information about the candidate;

3) the conversation by the future employee must be conducted around issues that meet the main selection criteria;

4) assessment of the candidate's compliance, first of all, with the requirements for future work;

5) the final decision on hiring should be based on a comprehensive (comprehensive) assessment of the candidate;

Verification of references and track record. When applying for a job at one of the stages of selection, a candidate may be asked to provide feedback from previous bosses and other similar documents (for example, performance characteristics, information about participation in professional competitions). The value of the recommendations depends on the completeness of the information they contain. If former employers provide only general minimal information, then the use of letters of recommendation is small. If there is a need to verify background information, a more acceptable alternative to a letter may be a phone call to the previous boss in order to exchange views or find out any questions of interest. The most frequently checked items are the last place of work and education.

After a comprehensive study of the candidate, a decision is made to refuse or hiring. Reception ends with the signing by two parties of an employment contract (agreement).

2.3 The main results of the implementation of personnel policy at the enterprise "Trigon Plus" LLC

The management of Trigon Plus LLC understands that competent, highly qualified and highly motivated personnel play a key role in increasing the value of the company. That is why the company pays great attention to the selection of highly qualified personnel, the continuation of the growth of their qualifications and motivation.

On May 19, 2009, the management of the company approved the fundamental document in the field of work with personnel - “Personnel Management Policy of LLC“ Trigon Plus ”. The personnel management policy formulates tasks in the field of personnel management, based on the business strategy, determines the needs of the business in human resources and, as a result, is part of the overall strategy of the company

Let's briefly review the results of 2008-2009. in the field of personnel management and personnel policy:

Developed and approved the "Personnel Management Policy of Trigon Plus LLC";

The development, approval and implementation of programs for the formation of the "Health protection system for employees of LLC" Trigon Plus "has been completed;

The corporate system of non-state pension provision was transferred to work under the scheme of employees' equity participation in the formation of pension savings.

One of the main directions of the company's development is the professional training of its employees. The level of qualifications of personnel is the most important factor that determines the competitive advantages of any organization. The system of continuous personnel training created in the company is aimed at acquiring the necessary knowledge and professional skills by the personnel.

The company uses the entire arsenal of modern teaching aids: seminars, trainings, foreign internships, computer distance learning programs. Over the past three years, there has been a steady growth in the number of employees who have improved their qualifications.

Work with young professionals is a special concern of the company. A system for training and professional growth of young specialists has been created. Over the past three years, about twenty young specialists have improved their qualifications, the vast majority of them are enrolled in the reserve for higher positions.

In 2008-2009 work continued with higher education institutions to implement the adopted strategic agreements in the field of personnel training. In order to coordinate this activity, the Council for Work with Higher Education Institutions was approved.

One of the main components of the personnel management policy is the creation of an effective system of general remuneration, which is designed to attract and retain highly qualified employees, create incentives for improving management in the company, increasing the capitalization and investment attractiveness of the company. Personnel policy is aimed at improving work efficiency, social security of employees, maintaining stability in the team. An effective social protection system helps attract qualified specialists to the company, reduces staff turnover and is the basis for successful production activities.

The company stimulates the work of its employees by paying them decent, regularly indexed wages and implementing a wide range of programs and activities that constitute a social package for employees and non-working pensioners, which include:

· Health protection and medical care of employees, including voluntary medical insurance;

· Creation of conditions for recreation and health improvement of employees and their families;

· Social support for women and families with children;

· Social support for pensioners and disabled people;

· Personal insurance program for employees;

· Social support for young professionals;

· A program of non-state pension provision for retiring employees;

· Carrying out physical culture and health-improving activities.

3. Development of measures to improve personnel policy at the enterprise "Trigon Plus"

3.1 Development of a system for adaptation of new employees at the LLC "Trigon Plus"

In connection with the expansion of the enterprise at the moment and planning to increase it in the future, the urgent problem is the adaptation of new employees in the team. The company's task is to reduce to a minimum the adaptation period and facilitate the entry of new employees into the life of the organization.

When developing a system of adaptation at an enterprise, we will proceed from the fact that recently the organization's management has been hiring employees who have no work experience, mainly immediately after graduating from economic universities.

Presumably, the adaptation system for such employees is designed for 2 months.

Figure 3.1 schematically presents the key points of the adaptation procedure for a new employee, we will consider them in more detail.

1 stage of adaptation is orientation - this is the practical acquaintance of a new employee with their responsibilities and the requirements that are presented to him by the organization.

At this stage, the direct manager and the head of the enterprise are involved in the adaptation of the newcomer.

Table 3.1. Distribution of functions for employee adaptation

1. General idea of ​​the company:

· Goals, priorities, problems;

· Traditions, norms, standards;

· Products and their consumers, stages of bringing the product to the consumer;

· Organization, structure, connections of the company;

· Information about managers.

2. Organization policy:

· Principles of personnel policy;

· Principles of personnel selection;

· Direction of professional training and professional development;

· Rules for using the telephone within the enterprise;

· Rules for the protection of commercial secrets and technical documentation.

3. Labor remuneration:

· Norms and forms of remuneration and ranking of employees;

· Payment of days off, overtime.

4. Additional benefits:

· Insurance, record of work experience;

· Benefits for temporary disability, severance pay, maternity benefits;

· Support in case of dismissal;

· Opportunities for learning at work;

· The presence of a dining room;

· Other services of the organization for its employees.

5. Occupational health and safety:

· Places of rendering first aid;

· precautionary measures;

· Fire safety rules.

6. The employee and his relationship with the organization:

· Terms and conditions of employment;

· probation;

· Appointment, movement, promotion;

· The rights and obligations of the employee;

· The rights of the immediate supervisor;

· Work management;

· Information about failures at work and being late for work;

· Guidance and performance evaluation.

7. Economic factors:

Labor cost

· Damage from absenteeism, lateness.

The next sub-stage of employee orientation is a special program. A special program assumes a more detailed acquaintance with job responsibilities, and is conducted by the head of the department. The recommended application time is the next day after the general program, so that the employee can think over general information about the company and draw conclusions. The head of the department describes in detail the job descriptions, introduces the internal regulations, talks about the functions of the department and the role of the department in the organization.

The following issues should be covered.

1. Job duties and responsibilities:

· Detailed description of current work and expected results;

· Explaining the importance of work, how it relates to other departments and in the enterprise as a whole;

· The length of the working day and the schedule.

2. Required reporting:

• the types of help that can be provided, when and how to ask for it;

· Relationship with local and national inspections.

3. Procedures, rules, regulations:

· Rules specific only to this type of work or this unit;

· Relations with employees who do not belong to this unit;

· Rules of conduct in the workplace;

· Use of equipment;

· Control over violations;

Breaks;

· Telephone conversations during working hours;

· Control and evaluation of performance.

4. Representation of the employees of the unit

5. Assigning a specialist in charge of a new employee for a period of up to 1.5 months.

A specialist should be assigned to a newcomer only with his consent, and for the duration of this function, the employee is advised to pay remuneration.

Effective adaptation (actually a beginner's adaptation to his status).

All questions related to direct work, the new employee asks the specialist. After the oral report of the new employee, the immediate supervisor assesses the level of his knowledge and develops an individual adaptation plan.

It is recommended that the individual adaptation plan first include the implementation of joint work with the specialist supervising the newcomer. The term of the joint work is determined by the immediate supervisor individually. Control over the performance of work and interaction between the specialist and the newcomer is carried out by the head of the department. At the first signs of incompatibility between the specialist and the newcomer, the supervision functions should be transferred to another employee. After joint work, when a beginner is ready for independent work, he is given this right, but the work takes place in close cooperation with a specialist. After a month, the new employee fully begins to carry out his duties, he retains the right to support and assistance, both from the employee assigned to him and from the rest of the team.

Attaching a new employee to a specialist also has a positive effect on his introduction into the team, since the curator feels responsible for the newcomer, and recognizes him faster than other employees, he tries to introduce him to the rest of the team members.

Functioning. This stage completes the adaptation process. It is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. At this stage, a new employee is assessed as a specialist.

Assessment of the quality of tasks performed by the immediate supervisor. Based on the results of the assessment, an interview is conducted, in which the head of the enterprise, a new employee and a supervising specialist take part, then, depending on the results of the assessment, an order is prepared for the end of the probationary period.

An important role in the adaptation of workers is played by the organization of control and regulation of the adaptation process (Table 3.2).

Table 3.2. Organization of control and regulation of the adaptation process

Organization of control and regulation of adaptation will reduce its timeframe and identify the shortcomings of the existing structure.

3.2 Organization of the certification system at the enterprise "Trigon Plus" LLC

Attestation is closely related to all elements of the personnel management system, being a part of this system, it contributes to the interconnected, effective work of all its elements. The presence of a unified assessment system at the Trigon Plus LLC enterprise can increase the efficiency of personnel management through:

· A positive impact on the motivation of employees;

· Planning of training, retraining and advanced training;

· Career planning;

· Making decisions on remuneration, promotion, dismissal.

Currently, due to the lack of proper regulatory and methodological support for the certification, the company "Trigon Plus" is forced to develop an assessment program, including the methodology for its implementation, on its own or redo the standard recommendations, use the experience of other enterprises and organizations (adapting it to their own goals, time and financial capabilities).

When building an assessment system at the LLC "Trigon Plus" enterprise, the following conditions must be taken into account:

· The assessment procedure is applied to all personnel, and not to individual categories and even more so to specific individuals;

· Managers and employees act both in the role of the evaluated and in the role of evaluators;

· The assessment is regulated by the established rules (frequency, order, procedures, assessment documentation);

· The assessment is carried out for compliance with certain standards and requirements, which are communicated to employees not at the time of the assessment activities, but in advance, by the beginning of the period for which the assessment is carried out;

· Assessment activities do not perform a “punitive function”, but are carried out in the form of a dialogue in which both the employee and the administration are interested;

· Methods of assessment are adequate to the tasks that are solved with their help, provide the necessary reliability, they are able to competently use all participants in the assessment process;

· For various categories of personnel, functional and qualification-job groups, a specific set of criteria and evaluation indicators is formed that are most significant for the corresponding type of activity.

The selection of assessors is one of the most important points in preparing an assessment. In accordance with the practice adopted in most Russian organizations, specially created attestation commissions act as the subject of the assessment, the decisions of which form the basis of the order of the head following the attestation results. The main task of the attestation commission is to decide on the conformity (inconsistency) of the employee with the position being replaced. A necessary condition for the certification procedure by the certification commission is the utmost objectivity in assessing the professional activities of employees.

In order to make the certification of employees at the LLC "Trigon Plus" enterprise more objective, in our opinion, it is necessary:

1) involve experts in the work of the certification commission, whose conclusions can increase the efficiency of the certification commission, not only in relation to an individual employee, but also to the enterprise as a whole.

2) to recruit members of the certification commission and experts, the relationship between which would be as businesslike as possible, to prevent possible conflict relations between members of the certification commission and experts and (or) their negative attitudes towards each other;

3) carry out the selection, attraction of members of certification commissions and experts who would not have prejudiced attitudes towards the certified employees;

4) ensure optimal communication during certification of members of the certification commission and experts with employees undergoing the certification procedure;

5) to form optimal motivation for high-quality performance by members of the attestation commission and experts of their duties;

6) keep records of the psychological effect, i.e. peculiarities of perception and processing by members of the attestation commission and experts of information, their assessment activities.

An important role in the certification process is played by the assessment of the immediate supervisor. It is absolutely clear that it is the leader who can give the most complete picture of the work of his subordinate. Many organizations are currently taking a broader approach, involving not only their immediate supervisor, but also colleagues, subordinates and the person being assessed directly in the assessment, which, in our opinion, is very relevant. We propose to use this experience during certification and at the Trigon Plus LLC enterprise.

In the latter case, the person being certified is given the opportunity to assess himself and compare the results of self-assessment with the desired level. He can independently determine his need for advanced training, since the information obtained as a result of self-assessment provides an understanding of the need for certain knowledge and skills to work in a certain position. Self-assessment allows you to find out the attitude of the employee to his duties, the degree of possession of certain knowledge and skills, as well as those areas in which to improve first.

In addition, self-assessment according to the same criteria by which others evaluate him, allows you to find out how well the employee represents his strengths and weaknesses, and effectively organize the procedure for discussing them.

According to the current legislation, the main document submitted to the certification commission is a review (characteristic) of the person being certified, which is drawn up by his immediate supervisor. The response to the certified employee must contain, first of all, objective information about the employee's work in the position held, a list of issues in the solution of which he personally or in a team took part, a motivated assessment of professional, personal qualities and performance results. In addition to the response, a certification sheet is filled in for each certified employee, which records the conclusions of the certification commission based on the certification results.

In our opinion, in order to increase the objectivity of the assessment, it would be advisable to use a new form of the assessment document, for example, the Employee Assessment Sheet, during certification at the Trigon Plus LLC enterprise, which will be completed not only by his immediate supervisor, as is generally accepted , but also the employee himself, evaluating his activities for the certification period, the degree of implementation of the proposals and comments of the previous certification, etc. (see Appendix 4).

The assessment of the business and personal qualities of employees at the LLC "Trigon Plus" enterprise can be carried out according to the methodology that we proposed below, in paragraph 3.3 of this study.

When choosing the criteria and indicators of assessment, it is necessary to be guided, first of all, by the objects, goals and content of the assessment. This means that systems of criteria and indicators must be found to evaluate managers, specialists and other employees.

At the same time, it is necessary to take into account the specifics of the sphere of activity of specific employees, their functional affiliation and other specific features.

It should be borne in mind that managers and specialists cannot be assessed according to a single scheme, since when assessing managers, many different circumstances must be taken into account that require a non-standard approach. In modern management conditions, the importance of such qualities of leaders as:

- ability to think strategically;

- ability to make decisions;

- the ability to integrate various aspects of activities and understand subordinates;

- the ability to perform the functions of a group leader and work in its composition;

- flexibility of thinking and managerial actions;

- the ability to convince;

- a vision of the key factors of the effectiveness of the team's activities, etc.

One of the main conditions for strengthening the methodological and regulatory framework for assessing employees is, in our opinion, the organization of professional studies, the creation of models (professiograms) of a particular position or specialty. Unlike qualification characteristics, they are more detailed and contain, in addition to qualification requirements, requirements for special skills and abilities, personal qualities of the employee.

A job profile is a ranked list of abilities (in order of importance) required to work in a given job.

It is developed on the basis of expert assessments.

In a number of cases (as a rule, for managers) psychograms are developed - a description of psychological characteristics, the observance of which is necessary for the performance of professional duties.

The psychogram includes the requirements for professional activities:

- mental processes (perception, memory, imagination, thinking);

- mental states (fatigue, apathy, stress, anxiety, depression);

- emotional and volitional characteristics.

A full job description also includes working conditions, workplace equipment and diverse connections, both horizontally and vertically.

When building a model of a position at the Trigon Plus LLC enterprise, it should be borne in mind that it is designed to work in certain conditions and is essentially static. On its basis, a portrait of an ideal employee with certain qualities is created, which, in the process of selection or assessment, are compared with the qualities of a candidate for a position, and thus his compliance or non-compliance with a certain position is determined. In reality, any professional activity takes place in a constantly changing environment, which should be taken into account by changing requirements for employees.

Functional changes in the content of labor for a specific position can be caused by structural adjustments at the enterprise associated with changes in the goals set for it, downsizing processes, the introduction of new technologies, new technical means, etc. At the LLC "Trigon Plus" enterprise, such changes occur quite often, which requires constant consideration of their influence in job characteristics, periodic adjustments of their content, and, accordingly, adjustments to the requirements for a particular position.

As for the frequency of certification at the Trigon Plus LLC enterprise, despite the fact that among some experts there is an opinion that frequent attestations irritate staff and increase the burden on those who assess, we consider it expedient to carry out attestation at this enterprise once or even twice a year. This will make certification an important tool for personnel management to influence the performance of an employee, ensure a closer connection between the results of certification with job and qualification promotion, with the results of work and its remuneration.

A crucial moment in the certification process is making decisions based on the certification results.

In our opinion, the recommendations that are given to the employee: comply, do not correspond, etc. clearly not enough. In addition to the traditionally accepted assessments, we propose to introduce at the Trigon Plus LLC the assessment “exceeds the requirements of the position held”. The introduction of such an assessment will allow the management of the enterprise to make more grounded and objective decisions on the promotion of employees, their enrollment in the personnel reserve, and an increase in wages.

In the application of the assessment results at the LLC "Trigon Plus" enterprise, certain principles must be observed: maintaining the prestige of the assessment on the basis of the obligatory use of its results; publicity of assessment results, etc.

After the results of the assessment and recommendations of the certification commission are received, they must be discussed with the certified employee. Best of all, in our opinion, if this conversation will be conducted by a direct supervisor.

A conversation with an employee, in addition to communicating the results of certification to him, can have two purposes:

- encouragement of high labor productivity, so that this level remains as long as possible;

- changes in the behavior of employees whose performance does not fit into acceptable standards.

One of the results of the certification interview should be the approval of the employee's personal plan for the next certification period, the main purpose of which is to develop a "recipe" to improve the employee's performance. The plan should also include an item on vocational training, if the recommendations of the certification commission contained this.

During the entire certification period at the LLC "Trigon Plus" enterprise, the manager must monitor the employee's work, including the implementation of the personal plan. For this, the manager must be in constant contact with his employees, maintain feedback with them, which will help to improve their performance and greatly facilitate the certification process in the future.

In order for certification not to be perceived as a formal procedure, it is very important to ensure the relationship of employee incentive systems with the assessment results. A system of material and moral incentives is needed that will interest both specialists and managers in a high level of professionalism, business activity and efficiency.

In this regard, an interesting system of grades (from the English "grade" - a rank, class), which has become widespread abroad. The only example of a Russian company in which the grading system is debugged and successfully operates is IBS.

The assessment of the company's employees is carried out according to the following factors: knowledge, experience, competence (ability to do something) and the fulfillment of the assigned tasks. The assessment is made by the immediate supervisor, assessing all four parameters on an 8-point scale. Grades are not made from the ceiling - there is a special methodological guide, which describes in detail what a person must do in order to earn an appropriate grade. Moreover, a separate description is made for each type of activity.

Based on the results of the assessment, each employee is assigned a certain grade. And each grade corresponds to a certain level of salary and a set of social benefits.

The grading system is nothing entirely new. In our country, there are tariff scales that are analogous to grades. It is a basic management mechanism that embodies the strategic goal of any organization - to make the behavior of employees at work correspond to its requirements. A person seeks to increase his grade, since both material wealth and career growth within the company are associated with him, and for this he needs to work better.

In our opinion, the grading system can also be used at Trigon Plus LLC. However, it should also be borne in mind that grades are meaningless if the company does not supplement them with programs of motivation, certification, etc.

In addition, in our opinion, in contrast to the existing practice of using the grading system in IBS, when the decision on compliance with a particular grade is made by the immediate manager of the certified person, a “circular assessment” should be introduced at Trigon Plus LLC, which will increase the objectivity of the solutions.

3.3 Development of a methodology for assessing personnel at the company "Trigon Plus"

We propose a methodology for the business assessment of employees, which can be used during the certification of personnel at the LLC "Trigon Plus" company.

The methodology assumes the complex use of such assessment methods as the peer review method, the scoring method of measurement and the "360 ° certification" method and allows solving the issues of wage differentiation, promotion, etc. Criteria are ranked by their importance by an expert group, as a result of which each criterion a degree of significance is assigned.

To develop scorecards, an expert group is created, which includes managers and specialists who have been working at Trigon Plus LLC for at least a year, who are well aware of the specifics of the work, and have proven themselves to be competent employees.

The expert group should include at least 10 people, since on the basis of experts' proposals, assessment sheets of business and personal qualities are formed, criteria and assessment indicators are determined.

The working group, which includes personnel service workers, sociologist (psychologist), lawyer, technical executors, formulates a list of qualities that will serve as the basis for creating scorecards for various categories of workers. The experts are invited to rate these qualities in points according to the degree of importance.

Score in points

The working group, based on the proposals of the experts, draws up a summary table in which the points assigned by each expert for a certain quality are put down. Further, the sum of points is divided by the number of experts, the qualities that have received the greatest significance are selected and will be included in the assessment sheet.

Taking into account the importance (degree of significance) of business and personal qualities, their share in the group is determined. To determine the specific weights of the qualities, the experts must rank the qualities according to the degree of importance for each category of the assessed. The most important quality is assigned a rank equal to the number of qualities in the group, the least important - a rank equal to one. In this case, the ranks cannot be repeated.

Summary table of expert opinions to determine the proportion of qualities

	Quality	Received rank					Middle rank	Specific gravity
		E1	E2	E3	…	E10
1		120	23	21	…	20	21,2	0,97
2		19	22	23	22	21,8	1,00
3	Ability to innovate	17	20	16	18	17,9	0,82
4	Ability analyze results	14	16	20	…	14	15,7	0,72
5		13	17	18	21	16,2	0,74
23	Sense of perspective	22	14	13	…	16	15,3	0,70
24		16	12	15	…	15	14,6	0,67
25	Ability defend one's opinion	12	15	17	10	12,5	0,57

The opinions of experts are summarized in one table, and the arithmetic mean of each quality is calculated. The proportion of the quality that has received the highest average rank is taken as a unit; the specific weights of the remaining qualities are determined by dividing the value of the rank obtained by the highest value taken as a unit.

In order for the scorecard to take on its final form, it is necessary to develop an evaluation scale of business and personal qualities, which must be sensitive to the assessments of experts and contain the position "I find it difficult to answer."

Rating scale option

A direct assessment of the business qualities of employees is carried out:

Leaders: by a superior leader (top score); heads of other departments, colleagues (side view); direct subordinates (estimate from below).

Specialists: by a superior manager; work colleagues; in self-assessment.

The minimum number of evaluators is 3 people.

As practice shows, the accuracy of such an assessment with the number of assessors from 6 to 10 people is rather high. When assessing the person being certified, each expert is guided only by his own opinion and notes the degree of development of a particular quality in accordance with the proposed scale. It should be noted that the use of a corporate local network can significantly simplify and facilitate the assessment process itself, when the questionnaire is sequentially (in electronic form) sent to each of the experts.

Determination of the reduced values ​​of business qualities

	Quality	Score				Average score	Specific	introduced nth score
		E1	E2	…	E6
1	Work experience, practical knowledge	4	4	…	4	4,0	0 – .97	3,88
2	Professional preparedness	3	4	…	4	3,6	1,00	3,60
3	Ability to innovate	0	5	…	4	4,2	0,82	3,44
4	Ability analyze results	4	3	…	3	3,8	0,72	2,74
5	Ability to write reports	4	4	…	4	4,0	0,74	2,96
23	Sense of perspective	5	0	4	4,3	0,70	3,01
24	Ability to plan your work	3	2	…	4	bld	0,67	2,08
25	The ability to defend your opinion	3	4	…	2	3,2	0,57	1,82
Total	74.60

The results of assessing the business qualities of the certified workers are entered in the table:

The admissible interval of the given estimates of the development of qualities is calculated by the formula:

Additional int. = A ± (3 * 5) K,

where K = (max– min): n;

n is the number of those being certified;

max and min - respectively, the maximum and minimum reduced score received by the assessed person in the group.

In our case: n = 18 people; K = (83.6 - 71.2): 18 + 0.69

The first option for calculating the allowable interval:

Additional int. = A ± 3 x K = 75.6 ± 3 x 0.69 = 77.60 - 73.53

The second option for calculating the allowable interval:

Additional int. = A ± 5 x K = 75.6 ± 5 x 0.69 = 79.05 + 72.15

So, the smaller the K coefficient, the more compressed the range of acceptable values ​​of business qualities. Coefficient K should be selected empirically in such a way that 60–70% of those being certified fall within the permissible range.

It is obvious that those of the attested who have a result above 79.05 points can be promoted or included in the reserve for nomination.

The results of certification can be used to improve the qualifications of personnel. Using the formula above for calculating the allowable interval, you can calculate the allowable intervals for each of the assessed business qualities.

Thus, the personnel service of the LLC "Trigon Plus" enterprise gets the opportunity to individually approach the improvement of the qualifications of each certified person. In addition, having data on the degree of development of business qualities among the attested, the company gets the opportunity to use personnel more efficiently in accordance with the requirements of the workplace, select employees for key positions, and rotate personnel.

In conclusion, it should be noted that attestation of personnel at the LLC "Trigon Plus" enterprise will be effective only if it is closely linked with other areas of work with personnel, first of all, with such as: personnel planning; personnel training and development; career planning for employees; system of motivation and stimulation of labor; formation and work with the personnel reserve. Conducting certification requires a significant investment of time and material resources. Therefore, the formal conduct of certification, when, as a result, there are no specific actions that can increase the efficiency of personnel and the enterprise as a whole is an impermissible luxury. The demand for the results of certification, the readiness of top management to make specific decisions based on its results - a necessary condition for the effectiveness of this work.

Conclusion

Thus, in the course of the study, all the tasks set at the beginning of the work were solved and the goal was achieved.

Once upon a time, work with personnel consisted exclusively of recruitment and selection activities. The idea was that if you can find the right people, they can get the job done. Modern organizations that have a good management job believe that recruiting the right people is just the beginning. While most of the resources of an organization are tangible objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years. Thus, both for the good of the organization itself and for the personal good of the employees of the organization, the leadership must constantly work to improve the capacity of personnel in every possible way.

An active personnel policy is ensured by the representation of the head of the personnel department on the board of the company and is aimed at meeting the company's needs for a loyal, sustainably functioning and satisfied workforce.

Such a personnel policy is the basis for the implementation of a successful, competitive strategy and is based, in contrast to traditional methods of personnel management, not on the subordination of employees to the will of the employer, but on mutual consideration of the interests of the parties and mutual responsibility.

A successful talent development program creates a workforce that is more capable and more motivated to accomplish the tasks facing the organization. Naturally, this should lead to an increase in productivity, and therefore to an increase in the value of the organization's human resources, if, for example, as a result of the implementation of such a program, the total revenue from sales increases by 10%, even with an increase in the salary costs of the HR manager organization, human resource development is much higher than this indicator. Social adaptation is the first step towards increasing the productivity of a new employee. In the dictionary of foreign words, "adaptation" is interpreted as "the adaptation of the body, sense organs to the surrounding conditions." Consequently, a person in life adapts to literally everything and from how quickly and easily this period passes, so much will be the return of strength, energy and intelligence from a person. Human resource managers have long recognized that high turnover can be very costly, and experienced and skilled workers are usually difficult to replace.

Effective use of "human resources" is one of the conditions for improving personnel management. Therefore, from the material discussed above, the following conclusions can be drawn:

- HR management is becoming one of the most important factors in the survival of an enterprise in the conditions of market relations. Sometimes the minimum investment and the maximum use of "human resources" allow the company to win in the competition;

- Personnel management centers are necessary at every enterprise, and the role of the head of this service is increasing. He becomes one of the main leaders of a modern enterprise or firm;

- personnel planning as a tool for purposeful and effective work with personnel is an integral part of the strategy and tactics of survival and development of an enterprise in market relations. As the personality of the employee develops, the market conditions and the interests of the employees of the enterprise have to be harmonized more and more often. The development of production is increasingly in need of planning its staffing;

- the effective use of "human resources" is preceded by the selection and selection of the company's personnel. This issue is usually given the greatest attention in the work of HR centers. A mistake in the selection of personnel entails a chain of unforeseen complications in the work of the company associated with the possible relocation and sometimes dismissal of an employee.

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Personnel policy is considered a fundamental and very important component of the corporate culture of all modern enterprises, regardless of their form of ownership. The prosperity of the company and each of its personnel depends on the literacy of its construction and effective application.

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Definition of the concept

Personnel policy is a set of ideas and tasks applicable to the personnel of a particular organization. The purpose of such management is to align the motives and values ​​of each worker in accordance with the strategy of the company.

In a word, such a management apparatus is aimed at improving the useful return from the work of personnel.

Correlation of the concepts of "personnel policy" and "personnel management"

Despite the fact that personnel policy is directly related to the management of the personnel of the enterprise, these definitions are not exactly the same. Personnel policy is only a personnel management tool. The latter carries a broader implication.

Personnel management is called both science and labor activity, which are aimed at studying and applying knowledge related to filling the company with only effective personnel.

Formation of personnel policy

One of the primary tasks of creating a management apparatus is to identify potential resources in the employee management system. Further, the directions of work with personnel are clearly established, which are subject to adjustment in accordance with the action of the corporate strategy.

The formation of a successful strategy depends on external and internal circumstances.

The circumstances of the external environment are factors that do not depend on the behavior of the enterprise. The organization must adapt to these factors, taking them into account when formulating the strategy, in order to correctly determine the need for personnel and the optimal sources of its coverage.

These circumstances are as follows:

1. The state of the labor market. This group of factors includes the demographic situation, education strategy, and the influence of trade unions.
2. Economic development.
3. Scientific and technological progress - the state of the labor market, opportunities for training and advanced training.
4. Regulatory environment - current legislation in the field of labor and its protection, employment, social security, and so on.

Internal circumstances are those reasons that affect the corporate environment but are amenable to measures taken by the organization.

Such circumstances include:

1. The objectives of the enterprise, on the basis of which the management strategy is developed.
2. Management style (clear centralization or decentralization).
3. Financial support (to finance actions related to personnel policy).
4. The manner of leadership.

Directions of personnel policy

The directions of the management apparatus are closely related to the direction of the work of personnel officers in a particular company. In a word, the directions of the management strategy of the enterprise correspond to the tasks of the personnel management system operating in it.

The main directions are:

1. Enterprise staff management. The basis of this direction is considered to be the equal achievement of both personal and general organizational goals. In this regard, the goal is to find a compromise between the views of the administration and employees.
2. Selection and quality use of personnel. The tasks of this direction include the effective selection of personnel in accordance with the stated requirements. Candidates are tested for aptitude, knowledge, experience, individual habits and inclinations.
3. Creation and training of workforce for leadership positions - selection of candidates on the basis of a competition, thorough preparation, examination, conducting regular assessments of the quality of personnel.
4. Personnel assessment - conducting appraisals, developing a set of indicators that characterize the employee and his work.
5. Improving employees. The principle of the direction is to improve the qualifications of employees.
6. Motivation and incentive is the right mix of rewards and penalties.

HR policy tools

The HR policy tools include the following:

• daily work with personnel;
• making plans for the future;
• management of employees;
• development and implementation of activities aimed at the development of the state;
• development of activities aimed at solving social problems;
• determination of the employee reward system.

By correctly applying such tools, the behavior of workers is corrected and the efficiency of their work is increased.

Development stages

The stages of developing a personnel strategy include the following:

1. A detailed study of the situation and forecasting the improvement of the company. Setting the strategic goals of the enterprise.
2. Development of the basic principles of the personnel apparatus, the establishment of priority tasks.
3. Official approval of the personnel department.
4. Promotion of the management system, delivering information about the developed activities to employees, collecting proposals.
5. Assessment of financial resources for the implementation of the established type of strategy.
6. Planning of operating procedures - identifying future staffing needs, forecasting the number of employees, creating staff, moving staff within the company.
7. Implementation of the selected methods: staff development programs, staffing, adaptation of employees, team building, formation of corporate spirit.
8. Assessment of the implemented personnel policy and identification of shortcomings.

Types of personnel policy

There are different types of personnel policy, depending on two areas:

• the scale of the management strategy;
• degree of openness.

According to the volume of the management strategy, it is divided into the following types:

• active;
• passive;
• preventive;
• reactive.

Let's dwell on each of these types in more detail:

1. A passive strategy is such an organization's behavior that does not have an established action plan for personnel. All the work of HR officers is to eliminate adverse consequences. In this case, the company is not engaged in forecasting the need for staff, does not have the basic tools of management strategy.
2. Management with a reactive type of strategy is engaged in monitoring the signs of an unfavorable environment in working with employees, the circumstances and state of the development of crisis and conflict situations, the lack of employee motivation. The management is engaged in the prevention of the crisis, and if it arises - in its elimination, identifying the reasons for the emergence of personnel problems.
3. The preventive form consists in the existence of an explained monitoring of development, but the lack of opportunities to eliminate unfavorable situations. The services of such firms have both employee diagnostics and a development forecast for the medium term.
4. An active strategy consists in the existence of both a forecast and a means to regulate the situation. The services are engaged in the development of anti-crisis programs, regular monitoring of the situation and adjustment of the implementation of programs in accordance with the parameters of personnel policy.

An active personnel policy is divided into two subgroups:

1. Rational- is a set of high-quality diagnoses and reasonable forecasts for the development of the enterprise. Such a strategy has the means to influence the situation, as well as forecast it for the short, medium and long term.
2. Adventurous- unlike a rational one, such a policy does not develop a high-quality forecast, however, it does everything to influence the situation.

Based on the degree of openness, there are two types of policies:

1. Open- is transparent for potential staff. In an open-minded organization, both grassroots and leadership positions are recruited. The company employs people “from outside”, provided that they have all the necessary requirements.
2. Closed- differs in that it fills existing vacant positions by moving personnel up the career ladder from the lowest to the highest.

Personnel policy goals

1. Strict observance of the norms and rules in the labor sphere developed by the legislation.
2. Filling the staff of the enterprise with high-quality and efficient personnel in accordance with the stated requirements.
3. Reasonable use of recruited personnel.
4. Formation of a friendly and cohesive atmosphere within the company.
5. Staff performance support.
6. Establishment of criteria for recruitment, training and professional development.
7. Carrying out activities to develop and improve the qualifications of employees.
8. Establishing the effectiveness of ongoing activities.

Criteria for evaluation

In order to conduct a full analysis of the existing management strategy at the enterprise, it is necessary to develop the following evaluation criteria:

• qualitative and quantitative staffing of the organization;
• employee turnover rate;
• the degree of flexibility of the strategy used;
• taking into account the opinions and interests of employees.

To quickly and easily carry out quantitative analysis, all employees are conventionally divided into three groups:

• leading;
• managing director;
• performing.

They also distinguish between groups: male and female, employees of retirement age and minors on vacation or at the workplace, employed in the central office or branches.

To conduct a qualitative analysis, employees are distinguished by education level, work experience, qualifications, and so on.

The degree of staff turnover is considered the most valuable indicator by which the success of adaptation measures and the “freshness” of the existing team are assessed.

In order to assess the flexibility of a strategy, its characteristics are studied: stability or dynamism. A successful HR strategy must be developed, that is, dynamic in order to adapt to existing external factors.

Improvement of personnel policy

In order to improve the work of personnel officers, several activities are carried out:

1. Strengthening consistency in the selection of employees. Optimization of the nomination procedure - information about vacancies, candidates, the procedure for selecting candidates, their appointment and induction.
2. Long-term planning - allows you to achieve the stabilization of the enterprise as a whole.
3. Monitoring and study of environmental factors.
4. Forecasting supply and demand in the labor market.
5. Optimization of training and development systems for employees, relationships within the team, as well as between managers and subordinates.
6. Improvement of the systems of motivation and remuneration.
7. Formation of a reserve of labor resources.

The main object of the entire personnel policy is the personnel or employees of the enterprise. They are considered the main and decisive factor of production, the main productive power. Based on this, we can say with confidence that the successful work of personnel officers and their competent policy is the main factor in the development and prosperity of the entire organization.

The current stage of economic development in most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Each enterprise faces the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is the strategic line in HR. Its basic principles, which are subject to implementation by the personnel department, are as follows:

• development of each employee to the maximum productivity for him and the highest welfare;
• selection, training and placement of personnel in such jobs where the human resource is able to bring the greatest benefit.

The personnel policy of the organization is a purposeful and conscious activity, the purpose of which is to create such a work collective that will maximally combine the goals and priorities of the enterprise. Undoubtedly, the irreversibility of economic reforms and the emergence of competition make business leaders pay special attention to long-term aspects of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the available human resources in line with the direction of the company's development. At the same time, personnel selection and training, certification and staffing are subject to planning. All these tasks are solved based on a common understanding of the goals of the organization.

Scope of personnel policy

Successful work with employees is possible only with constant analysis of the impact of various aspects of the surrounding world, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy, there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• staff reduction;
• informational, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• guidance and incentive policy.

Objectives of work on personnel management

Personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, it is possible to apply a certain type of punishment.

The goals of personnel policy are the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of an economic entity with qualified personnel in the amount required for the enterprise should be solved.

The goals of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for selection, training, selection, as well as the placement of employees.

The goal of the personnel policy, the achievement of which will allow an economic entity to successfully conduct its activities, is to improve the qualifications of all employees on the staff. Successful solution of all available tasks will allow to get the maximum not only economic, but also social effect from the measures taken.

Thus, all the goals pursued by the organization for the implementation of personnel policy can be divided into economic and social. The achievement of the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between labor costs and labor productivity.

All social goals in personnel management are to improve the material as well as the non-material position of employees. This is possible by increasing wages and social costs, giving employees more rights, freedoms, etc.

HR principles

Personnel policy is an important aspect of the company's success. That is why it is important to choose the basic principle in the work of personnel management, which will be most effective in the conditions of a particular economic entity. This could be:

1. Scientificness. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel services employees cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of recoupment of any costs of the enterprise in the field of personnel issues.
5. Methodical. It consists in a qualitative analysis of the selected options for a particular solution in the case of a number of mutually exclusive techniques.

The organization should consider all the available principles of personnel policy and choose only one for itself, fixing it in job descriptions, developed regulations, hiring methods, etc.

Personnel policy at the present stage

The changes caused by the development of market relations have also affected the sphere of personnel management. Enterprises today need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work as before, of an administrative type. It seeks to ensure the unity of such measures as:

• creating motivation for the employee for effective and highly productive work;
• ensuring the efficiency of production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is today carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, all of them are obliged to comply not only with the regulations of the enterprise, but also with the general provisions found in labor legislation.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee the citizens of the Russian Federation the freedom of personal development and give guarantees of property. According to these documents, the entrepreneur is prohibited from arbitrary actions in relation to the hired worker. This also applies to issues of dismissal. But hiring is only the competence of companies and firms.

HR strategy of the organization

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the HR strategy, which is based on:

• using the achievements of scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts, on the basis of which the strategy of personnel policy is developed. The first of them is designed to perform a service function. Moreover, its main directions are determined by the general strategy of the company. This type of HR policy provides the organization with the necessary personnel and keeps them operational.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees who are part of the company's staff are seen as a resource that allows them to solve the problems that arise in the market.

The third concept synthesized the previous two. It is based on a comparison of available as well as potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the conditions for personnel management existing in the organization, you can determine two reasons for dividing them into groups. The first of them is associated with the degree of awareness of the norms and rules that form the basis of personnel activities, as well as the level of influence of the company's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the bases for programs and predictions may be conscious or difficult to describe and algorithmic. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subtypes of active personnel management.

The second basis, underlying differentiation, is the principled orientation towards internal or external personnel, and also reveals the degree of appeal to the external environment in the process of recruiting employees of the company. Based on this, such types of personnel policy as closed and open are distinguished. Let's consider the above types in more detail.

Passive politics

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The company's management is only concerned with eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of personnel requirements. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to every now and then emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active politics

The management of an organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. It is possible to speak of its presence even when the personnel service is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive policy

One can speak about the presence of this type of personnel management at the enterprise only if the management has reasonable forecasts of the development of the situation. But it should be borne in mind that an organization in whose work a preventive personnel policy is used does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, at the same time, the organization does not have the ability to develop targeted programs.

Reactive policy

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situations of the development of the crisis and its causes and takes measures to eliminate it. At such enterprises, there are tools for diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational policy

It takes place in those enterprises where the personnel services are able to reasonably predict the further development of the situation with the personnel, carry out a high-quality diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan for maintaining a rational personnel management policy is the work program. In addition, there are various options for its implementation.

Adventurous politics

In some enterprises, the management does not have a reasonable and high-quality forecast of the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the HR department does not have forecasting tools, but the enterprise development program certainly contains plans for managing human resources. All compiled documents are based on an emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not able to withstand the test when the influence of factors that are not included in the consideration of the compiled documents increases. For example, when a new product appears or there is a significant change in the market.

Open policy

In its implementation, the organization is transparent to people seeking to fill the vacant positions in it. In it, you can get a job not only for the lowest, but also for a leading position. The principles of the personnel policy of such an organization allow accepting any specialist with the necessary qualifications into its staff. This does not consider the potential employee's previous experience with that or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are tuned in to aggressive struggle aimed at rapid growth and rapid conquest of the market. Indeed, for the implementation of grandiose plans, they need a large amount of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its own employees to replace, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is carried out to create an efficient and effective team of civil servants. The state personnel policy of the governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to perform the assigned tasks.

The state personnel policy is designed to:

• work out strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• to provide governing bodies and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the performance of official duties;
• to maintain a moral and psychological climate that would facilitate the performance of a team of civil servants of their official duties at a high level;
• to create and ensure the functioning of the system of advanced training and training of the personnel of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity to grow creatively;
• to develop a system of vocational guidance for young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy is engaged in the solution of all these, as well as many other tasks in the Government of Russia. He is a member of the staff of the President of the Russian Federation. There are similar services in various structures of state bodies.

How to improve personnel policy?

Any enterprise strives to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What measures are being taken to address this issue? First of all, they relate to the strengthening of consistency in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussing, as well as appointing to the position. Each of these points separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the services responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will make it possible to replenish the staff with highly qualified personnel and to make the correct placement of employees.

Through the personnel policy, the goals and objectives of personnel management are realized, therefore it is considered the core of the personnel management system. Personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the following regulatory documents:

• house rules
• collective agreement.

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

1. a system of rules and norms (which must be realized and formulated in a certain way) that bring human resources in line with the company's strategy (it follows that all activities for working with personnel: selection, staffing, certification, training, promotion are planned in advance and are consistent with a common understanding of the goals and objectives of the organization);
2. a set of specific rules, wishes and restrictions in the relationship between people and the organization. In this sense, for example, the words: "The personnel policy of our company is to hire people only with higher education" - can be used as an argument in solving a specific personnel issue.

Types of personnel policy

First foundation may be associated with the level of awareness of those rules and norms that underlie personnel activities and, associated with this level, the direct influence of the management apparatus on the personnel situation in the organization. For this reason, the following types of personnel policy can be distinguished:

• Passive personnel policy. The management does not have a program of actions in relation to personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, diagnostics of the personnel situation, etc.
• Reactive HR policy. The management of the enterprise monitors the symptoms of a negative state in work with personnel, the causes and situation of the development of the crisis: the emergence of conflicts, the lack of qualified workforce, lack of motivation to work. HR services are developed, but there is no holistic program for forecasting the development of personnel.
• Preventive personnel policy. The management has reasonable forecasts for the development of the personnel situation. However, the organization does not have the means to influence it. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem is the development of targeted personnel programs.
• Active personnel policy. Divided into rational and adventurous.

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

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a well-grounded forecast of the development of the situation, but seeks to influence it. The personnel department of the enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, however, the plans for the development of the enterprise include plans for personnel work, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little reasoned, but, perhaps, correct idea of ​​the goals of working with personnel.

The second reason for the formation of personnel policy is a fundamental orientation to their own personnel or to external personnel, the degree of openness in relation to the external environment in the formation of the personnel structure.

• An open personnel policy is characterized by the fact that the organization is transparent for potential employees at any level, the organization is ready to hire any specialist of appropriate qualifications without taking into account work experience in other organizations. Such a personnel policy may be adequate for new organizations pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid advancement to the forefront of their industry.
• A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the employees of the organization. This personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement.

Correlation of the concepts of "personnel policy" and "personnel management"

Speaking about personnel policy, one cannot equate it with personnel management. The concepts of "personnel management" and "politics" by themselves are far from identical. "Management" is a much broader term, one of which is politics, in this case personnel policy.

The main content of personnel policy

• provision of high quality workforce, including planning, selection and recruitment, release (retirement, layoffs), analysis of staff turnover, etc .;
• development of employees, vocational guidance and retraining, certification and assessment of the level of qualifications, organization of career advancement;
• improving the organization and stimulation of labor, ensuring safety, social benefits. Personnel management divisions are actively involved in negotiations with trade unions when concluding collective agreements, in the analysis of complaints, claims, and exercise control over labor discipline.

Personnel policy goals

1. unconditional fulfillment of the rights and obligations of citizens in the labor field provided for by the Constitution; compliance by all organizations and individual citizens with the provisions of labor laws and trade unions, the Labor Code, model internal regulations and other documents adopted by the highest authorities on this issue;
2. subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional and qualification composition;
3. rational use of the personnel potential at the disposal of the enterprise, organization, association;
4. formation and maintenance of efficient, friendly production teams, development of principles for organizing the labor process; development of intra-industrial democracy;
5. development of criteria and methods for the selection, selection, training and placement of qualified personnel;
6. training and advanced training of the rest of the workers;
7. development of the theory of personnel management, principles for determining the social and economic effect of the activities included in this complex.

Fundamental principles for the formation of personnel policy

• scientific character, the use of all modern scientific developments in this area, which could provide the maximum economic and social effect;
• complexity, when all areas of personnel activity should be covered;
• consistency, i.e. taking into account the interdependence and interconnection of the individual components of this work;
• the need to take into account both economic and social effects, both positive and negative effects of an event on the final result;
• efficiency: any costs of activities in this area should be recouped through the results of economic activities.

The main characteristics of the personnel policy in the company

• Link to strategy.

• Focus on long-term planning.

• The importance of the role of staff.

• The philosophy of the company in relation to employees.

• The range of interrelated functions and procedures for working with personnel.

All of these five characteristics of an "ideal" HR policy are hardly to be found in any particular firm.

Stages of personnel policy

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, concretize the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the understanding of the acceptable tools and methods of influence, their alignment with the values ​​of the organization.
Stage 3. Monitoring of personnel. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to highlight indicators of the state of human potential, develop a program of continuous diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is expedient to assess the effectiveness of personnel programs and develop a methodology for their assessment. For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation. solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Personnel policy evaluation criteria

1. The quantitative and qualitative composition of the personnel. For the convenience of analysis, the quantitative composition of the organization is usually divided into three categories: management, management and service, into men and women, retirees and persons under the age of 18, working and on leave (for example, childcare, without pay etc.), as well as working in the central department or branches, etc. In turn, the qualitative composition of the organization is usually subdivided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, professional development by employees, and other factors.
2. The level of personnel turnover is one of the most indicative criteria of the personnel policy of an enterprise. Of course, staff turnover can be viewed as both positive and negative. First, the employee's capabilities expand, and his ability to adapt increases. Secondly, the staff of the enterprise is "refreshed", there is an influx of new people, and, consequently, new ideas.
3. The flexibility of the policy pursued is assessed on the basis of its characteristics: stability or dynamism. Personnel policy should be dynamically restructured under the influence of changing conditions and circumstances.
4. The degree to which the interests of the employee / production are taken into account, etc. The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. The presence or absence of an individual approach to the employees of the enterprise is investigated.

see also

Literature

• Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremina. - 2nd ed., Rev. and add. - M: UNITI, 2002.-560 p. ISBN 5-238-00290-4

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• What types of personnel policies exist.
• What elements are included in the personnel policy system.
• How to evaluate the effectiveness of personnel policy in your company.
• How well-known companies implement personnel policy.

Personnel policy- general line in interaction with employees.

The personnel policy of the organization forms:

• requirements for employees when hiring (to the level of knowledge, length of service, etc.);
• making "capital investments" in labor resources. Attitude to systematic influence on increase in the level of qualifications of employees in the right area;
• measures to stabilize the team (completely or a certain structural unit);
• the specifics of training the company's labor reserves and retraining of specialists.

The directions of the personnel policy of the organization are determined taking into account the possibilities of increasing the potential of the company within the framework of the existing trends in the development of the market.

The purpose of personnel policy- improving the professional level and maintaining the number of specialists, which is necessary for the effective work of the company. It must address the challenges of creating a team atmosphere and building capacity for career growth .

What is the personnel policy in your organization

Passive politics

It is difficult to imagine, but there are managers who are not interested in the development of their personnel. Most often, this type of personnel policy is typical for companies that do not have formed personnel programs. As a rule, the leader intervenes in the team only when there is a threat of a serious conflict. In such companies, there is no understanding of what employees want; managers do not develop criteria for evaluating personnel. The managerial role is reduced to the rapid elimination of the consequences of conflicts.

Reactive policy

The implementation of personnel activities involves constant monitoring actions to identify policy shortcomings. This is necessary to detect potentially dangerous situations, to understand their causes. Crisis processes in organizations are often the result of a lack of sufficient human resources to meet production goals or low staff motivation.

To overcome such trends, the organization's policy is based on diagnostic tools and medium-term planning.

Preventive policy

We can say that adequate policy takes place where the manager receives objective data on forecasts in various aspects. But in order to appropriately influence such a situation, it is necessary to carry out preventive personnel measures. The list of main questions with this approach to business should contain the tasks of professional development and analysis of the potential need for employees at regular intervals.

Active politics

If an organization has not only medium-term forecasting tools, but also ways of influencing personnel policy based on a well-thought-out anti-crisis program, then the manager gets the opportunity to make the necessary adjustments in a timely manner.

In such a situation, there are grounds confirming the conduct of active measures in relation to personnel. To make effective decisions, rational (conscious) and irrational forecasting methods can be used (in this case, factors that cannot be described and structured according to understandable algorithms serve as the basis for drawing up a picture for the future). This experience allows us to assert that there are two subspecies of active personnel policy: rational and adventurous.

With a rational policy, the leader conducts the formation of tools of influence on the basis of objective conclusions and reasonable forecasts. To develop measures, the HR department must have at its disposal diagnostic tools to extrapolate the situation to the medium term. With the use of such a mechanism, development programs are formed, forecasts are made on the quality and quantity of personnel reserves that may be needed in the future to achieve the set tasks. One of the most important aspects of a rational approach is thoughtful options for the implementation of the planned personnel programs.

With an adventurous policy, personnel issues are resolved without an objective analysis of the situation and a real forecast of its development in the medium term. This is due to the lack of the human resources department of the necessary tools for an accurate diagnosis and drawing up sound development programs. Here, although measures in relation to employees are carried out taking into account the organization's strategy, but not according to forecasts of changes in the external and internal situation. The development of personnel policy takes place on an emotional level, without taking into account objective factors.

Adventurous work with personnel can lead to crisis situations within the organization, which will be caused by changes in the external environment. For example, the appearance of a more competitive product on the market can reduce the turnover of an enterprise. Rejuvenation of personnel, training of personnel, advanced training of employees will help to correct this situation. It is quite difficult to implement such a program in an organization staffed by experienced specialists.

It is much easier to solve such a problem in a young ambitious team, albeit with a less qualified personnel resource. This example indicates the importance of taking into account all factors in the formation of a policy for working with personnel, including such a criterion as the quality of specialists.

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Elements of personnel policy

The personnel policy and personnel work of the organization is a single system that includes seven critical components.

1. Personnel accounting

The accounting policy for the organization's personnel is based on the norms of the current legislation and internal regulations. The implementation of the stipulated workflow is entrusted to the personnel department. To regulate this unit, the Regulation on the personnel records of the organization is being developed. The relevant department of the enterprise draws up the following list of documentation: the structure of the company, management scheme, instructions for employees of different positions, norms for departments, etc. All these provisions should be unified.

2. Recruitment and adaptation issues

This component of the personnel policy is responsible for the recruitment and adaptation of employees in the organization. For the normal operation of this direction, a clear regulation of all processes is needed. All structural units of the enterprise must be guided by the standards of recruitment and adaptation, which are formed by the personnel department in the form of an appropriate document. In addition, it is also necessary to develop the following internal regulations: "Passport of the position", "List of requirements for the job seeker", "Script for interviews with the applicant", "Plan for preparation and induction".

3. Assessment and attestation issues

The recertification system should be linked to plans for the training and professional development of employees. Such dependence should be built taking into account motivational programs. If there is no motivating component, and the personnel assessment system is not linked to the issues of professional development, then the procedure for confirming the level of specialists itself risks becoming a mere formality. The standards on which the procedure for attestation of personnel is based should be prescribed in the Regulation on the assessment of the activities of employees.

4. Personnel training system

This element of the organization's personnel policy includes measures to formulate the tasks of professional training, determine the need for such actions, as well as the implementation of specific educational programs and training. There are several types of training activities: an adaptation course, mentoring systems, advanced training in a specialty, team-building trainings, measures to introduce professional culture. The tasks of organizing a continuous planned training process are assigned to an internal training center (ECL). The work of the VTsO is regulated by a special Regulation on the training of specialists.

5. Personnel motivation system

The ancient carrot and stick technique has not lost its relevance today. In addition to these two interrelated tools (motivation and stimulation), experts also note the importance of such a means as showing interest in the work being done. A person who is passionate about their occupation does not need to be forced to productive work. He does his job with pleasure. All motivational tools can be used in the personnel policy of the organization. At the same time, it is necessary to maintain a balance of different methods (material and moral). As a financial incentive, a bonus system based on the assessment of key indicators of employees can be introduced.

You shouldn't ignore such intangible motivators as internal contests. For example, you might run an Employee of the Month competition in an organization. For the winners, it is worth preparing not only diplomas, but also a certain amount of bonuses.

Such an incentive complex for employees is regulated within the framework of the company's personnel policy by a special Regulation on the system of motivation and incentives for employees.

6. Corporate culture

An efficient enterprise has its own corporate culture, which includes a set of regulations for the relationship of employees within the organization. In order to form the desired microclimate and level of communication, it is necessary to clearly understand the mission of the enterprise and determine its main goals. There are examples when different types of corporate cultures were formed in separate structures of one company. This situation can lead to contradictions in the relationship between employees of different departments. The systematic implementation of the desired corporate culture strengthens the organization, increases employee loyalty, and reduces the number of conflicts in the team.

7. Monitoring

Effective personnel policy of the company is impossible without constant analysis of the situation inside the company and in the external environment. The obtained research data makes it possible to adequately respond to a changing situation and take effective measures in connection with personnel. This element of the organization's personnel policy is regulated by the Monitoring Regulation, which includes a full set of descriptions of the methods used. To study the situation, tools such as an analysis of the level of salaries, the demand for specialists in the right areas, questionnaires of employees in order to determine their attitude to the organization, interviews with the manager, etc. can be used.

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What should the personnel policy be based on?

The Labor Code is the legal act that defines the most important aspects of personnel issues in organizations. It sets standards for labor relations and wages. Regulatory provisions on personnel policy in organizations are developed on the basis of the main document. In such regulations, conditions cannot be present that make it possible to reduce the amount of wages below the level specified in the code.

Organizations with regard to personnel policy form three main documents.

1. Inner order rules

The main task that this document is designed to solve is to establish a regime for hiring / dismissing, granting leave, bonuses, fines, etc. in accordance with the requirements of the code. The norms that are introduced into the Internal Regulations must be approved by the director of the organization and are mandatory for employees. This document often acts as an annex to the collective agreement of workers. One of the defining sections of the Rules is the clause on working hours, which includes the following provisions:

• the length of the working week;
• about the start time and duration of the working day;
• overtime and night work;
• on the exit of employees on weekends and holidays.

According to the norms included in this document, each specialist is obliged to perform the tasks of the organization throughout the entire working time.

2. Regulations on remuneration

A separate document regulating some aspects of personnel policy is the Regulation on wages. This code of practice is drawn up taking into account the interests of the company and the wishes of the employees, after which it is certified by the director.

The development of the Regulations on wages is carried out taking into account the standards enshrined in the Labor Code, as well as the specifics of the industry in which the company operates.

In the Regulation, the organization must prescribe the regulations calculation of remuneration and employee incentive rates. It is necessary to provide for additional charges for overtime hours, for going to work on holidays, etc. The regulations of the personnel policy in matters of wages should be drawn up in such a way that its provisions do not lead to a decrease in the level of remuneration provided for by labor legislation.

Wage rates in the organization are formed on the basis of the staffing table and the qualification level of a specialist. A separate clause in the remuneration regulation is necessary to prescribe the technology for changing the cost of labor depending on fluctuations in the prices of goods and services on the national market. The director of the organization should set clear parameters of the increased salary for situations that differ from the standard ones.

The minimum wage is determined by the legislation of the Russian Federation. The minimum wage cannot fall below the level of the living wage, which is enshrined in article 133 of the Labor Code of Russia. This means that monthly payments of remuneration to a specialist who, in fulfilling their duties, has worked the prescribed time limit, should not be less than the minimum wage.

In order to increase the level of motivation of employees in the interests of increasing labor productivity, a bonus system is formed in the organization.

The issues of accrual of incentive remuneration are regulated by separate norms of the Regulations on the salary of the organization. In some cases, it will be appropriate to develop two different Provisions - on contractual rates and on material incentives. In this way, the manager can distinguish between the costs of salaries and bonus payments in the organization.

Another point that should be highlighted in the document on wages concerns the description of the basis for deprivation. Here it is necessary to outline the issues of reducing the size of incentive payments, as well as the complete deprivation of such charges as an individual specialist, and the entire structural unit of the organization. Personnel policy provides for the establishment of the dependence of such measures on the level of impact of employee omissions on the welfare of the enterprise and the effectiveness of solving production problems.

3. Staffing table

An important factor in the personnel policy system is the staffing table. This document is formed and approved at the initial stage of creating an organization, even before hiring specialists. At the same time, there are often cases when a formal approach is applied to the development of the staffing table or is completely forgotten. This can have serious implications for debugging an organization's production processes. Despite the fact that the Labor Code does not contain provisions on the mandatory staffing table, a number of factors can be cited that indicate the importance of such a document for personnel policy:

• The 57th article of the code speaks of the need to include information on the position of a specialist and his professional qualifications in the labor contract. Moreover, it is indicated in accordance with the information on the staffing table;
• in personnel policy, the staffing table plays the role of a regulatory provision that fixes the required number of employees for the successful solution of production tasks, as well as determines the amount of costs for the maintenance of specialists;
• direct indications of the need for such a document are presented in acts that establish the norms of fiscal policy. The staffing table acts as a confirming fact in matters of benefits for mandatory contributions to the budget, as well as in calculating the cost of goods and services. Given this situation, during a tax audit, inspectors have the right to demand the provision of a document regulating the structure and number of personnel.

The staffing table is a form that does not include specific names and other information about employees. Only data on the number of positions and salaries for each of them are indicated here. The appointment of a certain specialist to a particular position is carried out by order of the director on the basis of the existing staffing table.

This document can be drawn up separately for each branch or structural unit, or for the entire organization as a whole. For divisions of companies, situations are typical when their head works on the basis of a power of attorney from the general director of the corporation. In this case, the written authority of the chief should contain the possibility of resolving issues of personnel policy and drawing up a staffing table in the subordinate enterprise.

Another point on working with the organization's personnel, related to the staffing table, concerns the layoffs of specialists. One of the grounds for such actions can be precisely this regulatory document. In the course of the proceedings in the courts of labor disputes on dismissal, it is necessary to provide the court with the staffing table. If it is absent or inaccurate information is entered in it, then the likelihood of losing the case increases.

The form that is used in the organization to draw up the staffing table is designated number T-3. It was approved by a special resolution of the State Statistics Committee. The document is developed and accepted for execution by order of the director of the organization.

Personnel policy methods

Organizations use separate methods for each element of personnel policy. Let's list the most important of them.

Method 1. Optimization of the personnel structure of the organization

The qualitative and quantitative composition of the enterprise is established according to the following scheme.

1. Based on the existing scope of work and long-term tasks, the required number of personnel of the organization and its structural units is calculated.
2. The required level of qualification of specialists in different positions is established.
3. Staffing takes place based on the data described in the previous paragraphs.

The principles of the organization's personnel policy in relation to specialists for vacant positions should not include criteria such as friendship or family ties, personal sympathies, etc.

Method 2. Creation of an effective system of labor motivation

The tasks of the organization's personnel policy for building an effective motivation system are associated with creating a situation in which each employee will be interested in achievements that correspond to the goals of the enterprise, as well as in increasing the planned performance.

The most important element of the incentive mechanism for employees of the organization is a well-thought-out system of financial rewards for labor success. It is based on the principle of equal pay for employees in similar positions and performing the same tasks.

The main component of the company's personnel motivation system is the mechanism of monetary remuneration for labor. Its main principle is equal pay for equivalent occupations, which means the same level of rates for specialists occupying positions (jobs) of similar complexity and importance and showing comparable levels of performance. Material wages include two components:

• constant. This is a guaranteed rate or salary corresponding to the position held;
• variable. It is calculated on the basis of the results of the activity of a specialist, structural unit, organization as a whole.

Thus, we can conclude that the personnel policy provides for the formation of Regulations on remuneration and incentives for employees of the organization, which will determine the algorithm for calculating remuneration.

Method 3. Creation and maintenance of a rigid organizational order in the company

In order for the organization to successfully solve its tasks, each individual employee is obliged to strictly observe labor discipline, to accurately perform their official functions. This moment should be provided for by personnel policy aimed at strict obedience of personnel to the orders of management and increasing the efficiency of each specialist.

Diligence of employees is the basis of the organization's success. Each employee is supposed to know exactly and fully carry out within the framework of his position the duties that are spelled out in the relevant personnel instructions. At the same time, all representatives of the management level of the organization are responsible for the decisions made, the implementation of measures to control and plan the activities of structural divisions and individual specialists.

The above norms are included in the Internal Labor Regulations. In addition to them, the practice of personnel policy of various companies uses the provisions of the Code of Corporate Conduct, as well as such regulatory documents as job descriptions of the enterprise.

Since a rigid organizational order is the basis of a company's efficiency, all its violations can be regarded as serious disciplinary offenses and should lead to severe penalties (financial penalties, reprimands, dismissals).

Method 4. Creation and development of a training and professional development system in the organization

The training system aimed at maintaining the required level of qualifications of personnel and the growth of professionalism of specialists should become an integral element of the organization's personnel policy. A special role in this aspect is assigned to internal training, which can take different forms: mentoring, trainings, refresher courses, etc. To increase the motivation of employees to develop the level of competence, methods of moral and material incentives are used. The organization, within the framework of its personnel policy, compensates for the costs of training and acquisition of skills that contribute to increasing productivity and quality of work.

Method 5. Formation and strengthening of the business corporate culture of the organization

A successful HR policy involves holding company-wide events that foster corporate culture. In the course of such actions, employees' loyalty to the company, team qualities and common production interests are developed. This allows you to improve the image of the organization and creates a positive psychological atmosphere in the personnel environment.

Responsible for the development of measures for the formation of corporate culture are HR specialists, who must interact with the heads of departments and the management structure of the entire company.

Formation of the organization's personnel policy: 2 levels of development

The personnel policy of the organization is developed at two levels.

1. Regional. This plan of interaction with personnel is built taking into account the territorial and national characteristics in the field of legislation and research and development. The organization of personnel activities at this stage is complicated by the absence of a clearly expressed subject of activity.
2. Intra-production. Here, work with the team takes place taking into account the industry characteristics and the specifics of the company's activities.

When developing a personnel policy, factors of the external and internal environment of the organization are taken into account

1. Material support of the enterprise, which determines the acceptable level of funding for personnel management;
2. Quantitative and qualitative parameters of the organization's human resources and the need to increase the level of the potential of the team in the medium term;
3. Labor market activity in specialties that are included in the range of interests of the company (quantitative and qualitative parameters of proposals for representatives of the required professions);
4. The level of demand for human resources from enterprises operating in a similar segment;
5. The activity of trade unions in the context of protecting the interests of industry specialists;
6. Legislation regarding personnel policy and work with employees.

The system of relations with personnel must also meet certain requirements.

1. The development of the organization's personnel policy must be carried out taking into account its strategic directions of development. We can say that decisions on personnel should be aimed at the implementation of economic and economic programs of the enterprise.
2. Reasonable flexibility must be maintained in personnel decisions. The organization's policy in this matter is structured in such a way as to combine seemingly contradictory characteristics, such as stability and dynamism. Consistency must be ensured in terms of working conditions that must meet the expectations of employees, and the active side requires timely adjustments to take into account the economic situation and production needs.
3. The selection and training of specialist reserves requires a certain amount of funding from the organization, so the personnel policy must be economically sound.
4. In the process of implementing HR programs within the company, it is important to be guided by the principle of an individual approach to each employee.

Summing up the above, it can be noted that the goals of the organization's personnel policy should be determined on the basis of obtaining the required economic and social effect, taking into account the current legislative standards.

The process of developing an organization's personnel policy consists of several sequential stages.

1. Monitoring the situation with the preparation of forecasts regarding the development of the organization. Formation of its strategic objectives.
2. Formulation of the basic principles of personnel work with the definition of the most significant aspects.
3. Approval of the provisions of the personnel policy by the management of the organization.
4. Informing employees about the tasks and directions of the principles of interaction with the team, receiving feedback.
5. Analysis of the available material resources that can be focused on the implementation of the goals of the personnel management system. Preparation of a methodology for the distribution of finances and procedures for incentivizing employees.
6. Planning of measures for the implementation of personnel policy: development of the structure of the organization and drawing up the staffing table, determination of the main criteria for the formation of the personnel reserve of the company.
7. Carrying out the planned operational activities: creating conditions for the successful implementation of the personnel management system, recruiting and adapting employees, training and education in order to increase the level of competencies.
8. Analysis of the results obtained: a study of the compliance of the planned measures of personnel policy with the main directions of development of the organization, identification of problem areas and assessment of the potential of human resources.

4 criteria for evaluating personnel policy in your company

To carry out an objective analysis of the effectiveness of personnel policy, it is necessary to use the following evaluation criteria.

Criterion 1. Quantitative and qualitative staff

In order to simplify research, the workforce of a company can be divided into several categories.

1. Leading, managerial and service personnel;
2. Male and female employees, retirement age;
3. Working professionals and vacationers (including those on unpaid leave or parental leave);
4. Employees of the central office and branches.

A high-quality workforce can also be divided according to some criteria.

1. Specialists with higher / secondary / special education;
2. Experienced staff;
3. Employees who have completed advanced training courses, etc.

Criterion 2. Staff turnover rate

Assessment of staff turnover is the most informative indicator of the organization's policy in this area. This aspect can be viewed both positively and negatively. The outflow of labor force increases the potential of specialists and increases their level of adaptation to corporate culture. In addition, the arrival of new employees contributes to the flow of fresh ideas, which also has a positive effect on the development of the organization.

Criterion 3. Policy flexibility

Criteria such as agility and stability are used to assess flexibility. Personnel policy should be carried out in such a way that there is an opportunity for rapid restructuring under the changed external circumstances without losing stability in strategic directions.

Criterion 4. The degree to which the interests of the employee / production are taken into account, etc.

Analysis by this criterion involves identifying the presence of a methodology for an individual approach to employees. The depth of consideration of the priorities of specialists should be considered in the context of the interests of the development of the organization.

Personnel policy problems

The problems of personnel policy can be divided into four groups.

1. Difficulties in the process of drawing up a personnel plan.
2. Organizational complications.
3. Questions in the field of management and incentives.
4. Problems of the organization of control.

As practice shows, if the complex issues that arise at the beginning of the implementation of personnel policy are not immediately resolved, then over time they only get worse and can cause completely unexpected results. It is necessary to eliminate contradictions from their very inception in such a way as to ensure stabilization of the development of the situation with personnel by the stage of controlling, especially in matters of increasing professional competence.

Reasons for the emergence of problems in personnel policy

1. Carrying out changes in the structure of the organization without the corresponding personnel restructuring.
2. Consolidation of several divisions of a company or takeover by another firm.
3. The transition to remote work, the creation of Internet groups or virtual teams.
4. Unprepared execution of measures to change the payroll technology or bonus program.
5. Personnel management and administrative decision making without taking into account changing external socio-economic factors.
6. Backward information support of the organization's personnel system.
7. Low level of care and inattentive attitude of the administration towards employees (the most striking form of such a tendency may be a manifestation of discrimination against personnel).
8. Low level of awareness of human resources.
9. Ill-conceived staffing table.
10. Lack of a mechanism for the competent allocation of resources, responsibility and task setting.
11. Changes in the structure of the administration.

To solve and prevent problems, changes are made to the personnel policy... Transformations in the personnel management system are carried out in the following sequence.

1. Collecting the necessary information for planning personnel policy measures, taking into account the existing problematic issues.
2. Development of a new scheme of actions in the field of work with personnel or to reform the existing system of human resources management in accordance with the planned plan to overcome difficult moments.
3. Motivational and incentive measures in relation to personnel specialists, as well as those employees who can influence the positive solution of problematic issues.
4. Strict control over the implementation of anti-crisis measures, as well as the use of feedback methods to improve personnel policy.

An effective system of interaction with the team serves as a reliable tool for adapting the company to socio-economic transformations and minimizes the negative consequences of problem situations.

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HR policy of the organization: examples from foreign practice

Acting as one of the most important tools for managing an organization, the system of interaction with personnel is influenced by socio-economic conditions, market processes, regional characteristics, etc.

Example 1. UK corporations believe that the professional organization of HR policies helps to strengthen their image and provide additional competitive advantages. To achieve a compromise between the administration and employees of the companies, Investors in People (IiP) was developed here. It appeared in 1991 and was under the control of the Ministry of Employment until the formation of Investors in People (1993), which certifies and implements franchises in many countries.

Investors in People's quality standards include:

• standards for the quality of employee management, contributing to an increase in the level of implementation of business processes;
• the degree of integration of personnel policy into the enterprise management system;
• quality indicators of developmental and training processes that take place in the framework of solving business problems.

Example 2. Most examples from textbooks on HR policy regarding organizations that have created the best conditions for the development of specialists demonstrate the extraordinary charisma of managers. This row includes such firms as Google, Microsoft, etc. Thank you?