Modern technologies in personnel management. Modern technologies for enterprise personnel management

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Modern technologies of personnel management.

Introduction.

Personnel management is a vital strategic function, which during the 20th century formed into an independent structure in the course of the evolution of diverse forms of management.

In the context of the emergence of a market economy in our country, issues of practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

Since all the goals of an organization are achieved through people, personnel management should be in first place among other components of enterprise management. However, despite the colossal importance of the correct selection of personnel for each specific enterprise, management is often faced with the choice, on the one hand, to hire an experienced and qualified employee, on the other hand, through family ties.

Thus, in modern conditions, many managers underestimate the importance and principle of decisions related to the selection and placement of personnel, giving preference to narrowly personal interests.

The importance of improving the technology of the management process to increase the efficiency of the management apparatus.

The efficiency of the management apparatus increases significantly when the company's management takes care of people; as a result, their vitality and psychological climate in the team increases. Effective personnel management should help the company by providing it with competent employees who are interested in the results of their work. Hence, the human factor must be constantly taken into account in both tactical (short-term) and long-term strategies of the company. In a market economy, survival is a very important task of any economic and commercial company (enterprise, organization). Personnel management is an activity designed to serve as an important guarantee that the enterprise will operate efficiently. One of the problems of senior management in the field of strategic planning, planning concerning people, is that all resources can be valued in monetary terms, and human resources “cannot be translated into money.” The task is to combine the assessment of the financial, material and human resources of the company, which is solved either by the human resources department or by individual managers (in smaller firms). Human resource management goals:

1) providing the organization with well-trained and interested (motivational) employees;

2) communicating to each employee the intentions (plans) of the personnel management department;

3) active use of qualifications, practical experience, skill and efficiency of employees.

The goals of personnel management can be achieved if we rely on each employee, and painstaking work must be carried out with each employee.

Elements of the control process and its technology

The constituent elements of the management process are an appointed (self-selected) group of specialists, the purpose of which is to increase the production, creative output and activity of personnel, the development and implementation of a personnel development program for the organization. The organization is developing a human resource management strategy: long-term guidelines for the use of personnel, their renewal and improvement, and the development of motivation are determined.

World experience in the use of modern personnel technologies

Practical management acts as a product of the natural historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.

The laws of management are the same, but each country implements them specifically, based on the mentality of the people, within the framework of established traditions, in line with the national culture and psychology of people. As a result, many shades of management arise, but the main factor is ideology - the main ideas and fundamental positions, goals and value orientations that determine the course and outcome of management.

The philosophy of personnel management is an integral part of the philosophy of the organization, its backbone. The philosophy of an organization should be understood as a set of intra-organizational principles, moral and administrative norms and rules of personnel relations, a system of values and beliefs perceived by all personnel and subordinated to the global goal of the organization. The philosophy of the organization is based on the philosophy of personnel management.

Table 1

Characteristics of varieties of personnel management philosophy

Competition	Hardly ever	Strong	Hardly ever
Guarantees for the employee	High (lifetime hire)	Low	Average between high and low
Making decisions	Down up	Top down	Top down
Delegation of power	In rare cases	Distributed	Distributed
Relations with subordinates	Family	Formal	More often family
Hiring method	After finishing studies	By business qualities	By business qualities
Salary	Depending on experience	Depending on the results	Mixed

According to Western experts, the personnel service at the present stage is the same professional work as other services in production.

Thus, in the conditions of the emergence of a market economy in our country, issues of practical application of modern personnel technologies for personnel management, which make it possible to increase the socio-economic efficiency of any production, become of particular importance.

In the system of measures for implementing economic reform, special importance is attached to increasing the level of work with personnel, placing this work on a solid scientific foundation, and using the domestic and foreign experience accumulated over many years.

Since all the goals of an organization are achieved through people, personnel management should be in first place among other components of enterprise management. But if we take into account that incorrectly set goals doom the company to failure regardless of personnel, priority should be given to strategic management.

New technologies for personnel management - outstaffing and outsourcing.

outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (organization or individual) who is a specialist in this field and has the appropriate experience, knowledge, and technical means. For example, in the Russian Federation today accounting outsourcing and outsourcing of IT services are common. When outsourcing, employees work on the staff of the performing company, and the provision of services to the customer company is only part of their function. Most often, the customer has nothing to do with the choice of those who will directly perform the work, nor with the organization of their work. A recruitment agency offers the services of its employees to perform work for the company. The employee is on the agency staff and receives all necessary payments from the agency in the manner prescribed by law. Outsourcing has become widespread recently, more and more companies are resorting to its services, especially since it is more or less regulated by law. This is especially true for companies with foreign capital, since outsourcing is a typical phenomenon in the West.

Companies in different fields of activity resort to outstaffing services: manufacturing, service industries, banks. Outstaffing is often used by wholesale and retail trading companies. The choice of this service is determined by the goals that the company wants to achieve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has “entered” virtually every company, especially if this company is a trading and manufacturing company. In order not to overstaff, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is being implemented, which is an integral part of outstaffing. Outstaffing is convenient when you need to save money on your HR department or “unload” it when dealing with large volumes of work. Some companies use this service to attract a high-quality specialist who is vying for a large “white” salary, for example, a good specialist in working with corporate clients. A large salary against the backdrop of the official small salaries of employees of an enterprise that conducts double-entry bookkeeping arouses the legitimate suspicions of tax officials. Outstaffing was initially created as a personnel technology that presupposed full compliance with local legislation. A new highly paid specialist is added to the provider’s staff and sells goods or services of the actual employer to corporate clients. Many companies use outstaffing to reduce administrative risks and costs associated with personnel.

For the effective functioning of any organization, a properly constructed personnel management technology is necessary, which includes the selection of personnel, methods of stimulating them to work, organizing their professional and personal growth, as well as a set of punitive measures. The development of this system is carried out by personnel services employees or invited specialists. The purpose of these events is to increase the level of staff interest in their own activities and improve their results for the benefit of the company.

Formation can be divided into 3 blocks: organization of staff, their development and rational use of human resources. The first group of issues, solutions for which are developed by personnel management technology, includes planning the needs for employees, their recruitment, assessment, selection and identification of the competitive advantages of personnel. Employee development occurs through their periodic training, advanced training courses, and personal and professional growth training. The third group includes measures for planning staff working hours, vacations, drawing up work schedules, recording the work time of each employee, respecting rights and monitoring the performance of duties.

In large enterprises, personnel management technology is carried out by several specialized departments, which are divided depending on which group of functions they perform. In addition, there must be a supervisory body that monitors the legality of actions on the part of management regarding their subordinates, and vice versa. Typically, this is done by trade unions, of which employees can become members independently. We can say that the essence of enterprise personnel management lies in the rational use of human resources. If the company is small, then this task is carried out by the human resources department, which assumes the functions of a supervisory authority.

In order for personnel management technology to be effective, management must provide the people developing it with good material, information, and technical bases. This need is due to the fact that constant changes are taking place in the world, which are causing the emergence of new requirements for the organization of work. Information and technical hunger can lead to the development of ineffective solutions that will be unprofitable for the enterprise.

In order to build a control system, it is necessary to use 2 groups of methods:

Characterizing requirements for the creation of the system itself
Determining the direction of development of the entire employee management system.

The first group includes system analysis, the decomposition method, when complex elements are decomposed into simple ones, and the method of structuring goals. The second group includes the method of sequential substitution, the experimental method, the method of creative meetings and much more. The development of a methodological base can be carried out by both individual specialists and personnel department employees.

When forming a management system, it is very important that the measures are consistent, logically connected and explainable, do not contradict existing legislation, are the result of analysis, mistakes made, both at a given enterprise and by borrowing the experience of other organizations. It must be remembered that personnel management technology must be long-term and fully consistent with the goals and corporate policies of the company.

As explained in the encyclopedic dictionary, technology is an art, skill, skill, a set of methods of processing, manufacturing, changing the state, properties, form of raw materials, materials or semi-finished products in the production process. The task of technology as a science is to identify physical, chemical, mechanical and other patterns in order to determine and use in practice the most effective production processes.

Under technology in production activity we understand the content, method and sequence of interaction between personnel and working machines in the process of manufacturing products, performing work and providing services, taking into account market requirements. In modern production, personnel management technology is the science and art of managing people, the mechanism of the relationship between the subject and the object of personnel management, the system of interaction between the manager and the employee, the strategy for developing solutions and the tactics for their implementation in the field of effective employment of workers in the management of the personnel of the enterprise.

From a general scientific point of view, personnel technology is a mechanism for interaction between managers at all levels of management and their personnel with the aim of making the most complete and effective use of the limited economic resources available in production, and primarily the labor force, the labor potential of all categories of workers.

In modern personnel policy, personnel management technology, or personnel-technology, is characterized by multilateral functional-organizational relations.

Functionally personnel management involves the implementation of the following activities:

Determination of the overall personnel development strategy;

Planning the needs of employees at the enterprise;

Recruitment, selection and evaluation of personnel;

Improvement of qualifications of workers and their retraining;

Professional movement of personnel in the enterprise;

Managing the business career of employees;

Release of company employees, etc.

Organizationally personnel management covers ensuring labor relations and interaction of all employees and all structural divisions of the enterprise in the process of production and sale of products, which includes:

Personnel planning and placement of personnel;

Optimization of the number and structure of personnel;

Rationing of personnel labor;

Organization of payment and material incentives;

Formation of labor culture, etc.

In personnel management there are several types personnel technologies: multi-level, communication, individual, etc. Multi-level personnel technologies involve the implementation of a series of sequential interrelated tasks, communication - the establishment of labor relations between individual employees and production departments of the enterprise, individual - the specification of management actions in relation to a particular employee.

The managerial impact of personnel technology can be directed at an individual employee, a group of workers united by a common labor task, as well as at factors of the internal and external environment in which the enterprise operates and the labor process is carried out.

When developing personnel technology aimed at improving the organization’s personnel policy, it is necessary to take into account the following external and internal factors:

Market requirements for production development;

Strategic and tactical goals;

Available financial capabilities;

Professional and qualified personnel;

The situation on the labor market in the region;

Staff employment level;

Employee productivity;

The current level of staff salaries, etc.

The development and implementation of personnel technology for working with personnel in an organization usually includes seven typical stages:

Diagnostics of the personnel situation;

Making adjustments to existing provisions;

Preparation and approval of the technology project;

Approval of the developed technology;

Dissemination of the mechanism for implementing activities;

Personnel training of new technology;

Establishing those responsible for implementing the technology.

Methods for developing and evaluating applied management personnel technologies depend on specific production conditions and external factors. As a rule, personnel technologies are developed for the current period and, more often, for the future development of the enterprise. The further the planning horizon for technological solutions, the higher the uncertainty of the results. That is why the process of developing modern personnel technologies is complicated both by the presence of elements of uncertainty and the lack of accurate socio-economic information.

Federal State Educational Institution of Higher Professional Education

RUSSIAN ACADEMY OF NATIONAL ECONOMY AND PUBLIC SERVICE UNDER THE PRESIDENT OF THE RUSSIAN FEDERATION

Branch in Vologda

DEPARTMENT OF PERSONNEL MANAGEMENT

COURSE WORK

Discipline: Fundamentals of personnel management

Topic: Human Resources Management Technologies

4th year students

Specialty 080505 “Human Resources Management”

Levicheva Natalia Sergeevna

Teacher: Sheburakov Ilya Borisovich

Introduction

The concept of management, recruitment, selection and placement of personnel

Characteristics of the enterprise, analysis of personnel policy

1 Characteristics of the enterprise

2 Analysis of the use of personnel management technologies using the example of JSC "VPK"

Conclusion

Literature

Annex 1

Appendix 2

Appendix 3

Appendix 4

Introduction

Management in general terms can be defined as a system of economic production management, which includes a set of principles, methods, forms and techniques of management. Management includes management theory and practical examples of effective leadership, which refers to the art of management.

The strategy for the functioning and development of any enterprise (organization) is unthinkable without addressing the staff. In order to ensure the effective functioning of an enterprise, it must have a strong team capable of maintaining its high professional authority.

Until recently, the very concept of “personnel management” was absent in our management practice. True, the management system of each organization had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.

The main structural unit for personnel management in an organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To perform the latter functions, personnel training departments or technical training departments are often created.

HR departments are neither a methodological, nor an information, nor a coordinating center for personnel work. They are structurally separated from labor management and wages departments, occupational health and safety departments, legal departments and other departments that perform human resource management functions. To solve social problems, social research and service services are created in organizations.

Human resource management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks to manage personnel and ensure normal working conditions. The most important among them: socio-psychological diagnostics; analysis and regulation of group and personal relationships, management relationships; management of industrial and social conflicts and stress; information support of the personnel management system; employment management; assessment and selection of candidates for vacant positions; analysis of human resources and personnel needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of workers; management of work motivation; legal issues of labor relations; psychophysiology, ergonomics and aesthetics of work.

Purpose of the work: improvement of personnel management in the organization.

Objective of the work: analyze activities related to personnel management; make calculations, build diagrams; improve personnel management.

As an object of study, we will take the production and commercial organization CJSC VPK.

As the subject of the study, we will take the selection of personnel of the enterprise ZAO VPK.

1. The concept of management, recruitment, selection and placement of personnel

1 The concept of management, the essence of management

Management is a complex human intellectual activity that requires special knowledge and experience.

Quality of an effective manager:

knowledge of theory;

having energy and a healthy psyche;

ability to apply knowledge;

desire to manage effectively.

Management - management in a market economy means:

· orientation of the company to the demand and needs of the market;

· desire to improve production efficiency;

· economic independence, freedom of decision-making;

· constant adjustment of goals and programs depending on market conditions;

· the final result of the activity is revealed on the market during the exchange process;

· the need to use modern technology when making decisions.

Currently, a process approach to management is widespread in management thought, which considers management as a process consisting of a number of specific sequential steps - management functions. All management functions are interconnected; Each function also represents a process, because consists of a series of interrelated actions.

Planning is the process of preparing for the future decisions about what should be done, how, when, what and how many resources should be used. The planning function answers 3 questions: where the company is currently located; where she wants to go; how the organization is going to do this.

Stages of organization:

Structural organization (includes authority structure and communication structure;

Organization of the production process (includes organization of personnel work, work in time, work in space).

Motivation is the maximum satisfaction of the needs of the organization's employees in exchange for their effective work.

Stages: determining the needs of employees; providing the opportunity for the employee to satisfy these needs through good work.

Control is the process of ensuring that an organization actually achieves its goals.

Stages: setting standards; measuring what has actually been achieved and comparing what has been achieved with intended standards; identification of sources of discrepancies and actions necessary to correct plans.

The concept of the management process is applicable to all types of organizations, since the process approach defines only the main general steps in management and provides the opportunity to use them and select content depending on the conditions of each specific company.

Management is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of an organization.

Principles, goals and functions of management.

The principle of scientific management:

management activities must be objective in nature;

use of the latest methods and tools;

management activities develop and improve under the influence of science;

The principle of economy.

The main management costs are remuneration of management personnel.

The principle of cost-effectiveness of management activities.

High profitability of the enterprise must be ensured. Costs and results must be balanced.

The principle of complexity.

Accounting for management activities of all factors.

The principle of systematic management.

In addition to complexity, it requires taking into account the influence of all factors on each other and on the result of management activities.

The principle of plasticity.

Flexibility, easy adaptability to changing external conditions.

The principle of self-correction.

The management system itself must identify its imperfections and develop countermeasures.

The principle of efficiency.

Quick response to changing situations.

The principle of common sense.

Goals are the end states or desired results that an organization seeks to achieve in its business process. Goals must be realistic (based on the capabilities of the company itself) and implementable from the point of view of the company’s personnel.

General goals arise from the fundamental principles of management and consist in the implementation of these principles for the benefit of society and each person.

Specific goals are determined by the scope and nature of the business.

Strategic - determine the nature of the activities of firms for a long period of time. Implementation requires large resources. This requires an in-depth study of possible strategy options and a thorough justification of the chosen alternative. Strategic goals reflect the essence of the company's management, its social significance, and the degree of focus on meeting the needs of the company's personnel and society.

Current - determined based on the company’s development strategy and implemented within the framework of strategic ideas and current settings.

Strategic goals express the qualitative parameters of the company’s functioning, while current goals express quantitative parameters for a certain period. An organization always has at least one common goal. During the planning process, organizational management develops goals and communicates them to organizational members. This process is not one-sided because All members of the organization participate in the development of tactical goals.

Management functions are a specific type of management activity, which is carried out with special techniques and methods, as well as the corresponding organization of work. General, or universal, functions are inherent in the management of any business or facility. They divide management activities into a number of stages or types of work, classified according to their order of execution over time in order to obtain a result. General functions: goal setting, planning, organization, coordination (regulation), stimulation, control (accounting, activity analysis).

2 Technology of selection and recruitment

management personnel personnel selection

Recruitment consists of creating the necessary reserve of candidates for all positions and specialties, from which the organization subsequently selects the most suitable employees for it. This work is carried out in literally all specialties - office, production, technical, administrative. The amount of recruitment work required is largely determined by the difference between the available labor force and the future demand for it. This takes into account factors such as retirement, turnover, dismissals due to the expiration of the employment contract, and expansion of the organization’s scope of activity.

Recruitment is usually carried out from external and internal sources. External recruitment means include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and firms supplying management personnel, and sending contracted people to special courses at colleges. Some organizations invite the public to apply to the human resources department for possible future vacancies.

Most organizations choose to recruit primarily within their organization. It costs less to promote your employees. In addition, it increases their interest, improves morale and strengthens employees' attachment to the company. A possible disadvantage of approaching a problem exclusively through internal reserves is that new people with fresh views do not come into the organization, which can lead to stagnation.

A popular method of recruitment using internal reserves is to send out information about an opening vacancy and invite qualified workers. Some organizations make it a practice to notify all employees of any opening, giving them the opportunity to apply before outside applications are considered.

One of the main problems when recruiting employees is related to the desire of the employer to “sell” his company more profitably. He may exaggerate the positive aspects or underestimate the difficulties of working in the company. As a result, the potential candidate may have unreasonable expectations. Research shows that raising these types of expectations during hiring leads to increased job dissatisfaction and increased employee turnover. To solve this problem, some companies have developed programs called “Realistic Introduction to Your Future Job”, which allows the hirer to see both the positive and negative sides. The introduction of such programs has significantly avoided frustration and reduced staff turnover.

There are many external sources of recruitment, but employers typically use only a small number of them when recruiting workers for a particular profile.

Recently, the State Employment Service has been very active, but along with it, private employment agencies have also been created. This is a fairly effective way of recruiting personnel, since selection is immediately carried out based on professional qualities.

Recruitment in educational institutions. Using this method, an organization sends a worker, called a “recruiter,” to educational institutions who interviews candidates while describing to them the life of the organization. After preliminary conversations, the recruiter invites selected candidates to visit the companies at a later time. Next, the student is dealt with in the same way as with regular candidates.

In managing workforce planning, management selects the most suitable candidates from the pool created during recruitment. In most cases, the person who is best qualified to do the actual work of the position should be selected rather than the candidate who appears best suited for promotion. An objective decision on selection, depending on the circumstances, may be based on the candidate’s education, level of professional skills, previous work experience, and personal qualities.

For a selection program to be effective, the employee qualities required for the relevant type of activity must be clearly formulated. The criteria should be formed so that they comprehensively characterize the employee: education, experience, medical characteristics, personal qualities.

The selection decision usually consists of several steps that applicants must go through.

Preliminary selection conversation. Work at this stage can be organized in various ways. Most often, a HR specialist speaks with the candidate. At the same time, enterprises apply some general rules of conversation aimed at finding out, for example, the education of the applicant, assessing his appearance and defining personal qualities.

Step 2. Application form application form and autobiographical questionnaire. The number of questionnaire items should be kept to a minimum and they should ask for information that has the greatest impact on the applicant's future job performance. To use a questionnaire as a selection method, the HR professional must compare each item on the questionnaire with established criteria for effective selection. The questionnaire must be compiled separately for each type of work and organization.

Stage 3. Hiring conversation. The purpose of the hiring interview is to review the applicant for employment. Information is exchanged in the form of questions and answers. It is best to prepare a list of questions in advance; in the future, you can deviate from the list, or you can go strictly according to the list.

Stage 4. Hiring tests. This is one of those methods that makes selection decisions easier. A test is a tool that measures some indicator of a person. Psychologists and human resource specialists develop these tests to assess the ability or mindset necessary to effectively perform tasks in the proposed position.

Step 5. Checking reviews and recommendations. When submitting job applications, candidates may provide references from previous supervisors and other similar documents. It is advisable to check them. This can be one of the most objective types of information for predicting an applicant's future behavior in the workplace.

Stage 6. Medical examination. The reasons for conducting a medical examination are as follows: In the event of workers' compensation complaints, knowledge of the applicant's physical condition at the time of hire is necessary; the employment of carriers of contagious diseases must be prevented; it is necessary to determine whether the applicant is physically able to perform the proposed work.

The three most widely used methods for collecting information required to make selection decisions include tests, interviews and assessment centers.

One type of selection test involves measuring the ability to perform tasks related to the proposed job. Examples include typing or shorthand, demonstrating the ability to operate a machine. Another type of test assesses psychological characteristics such as intelligence, interest, energy, candor, self-confidence, emotional stability and attention to detail. Management must evaluate whether people who perform well on tests are actually better performers than those who score lower.

Interviews are still the most widely used method of personnel selection. Even non-managerial employees are rarely hired without at least one interview. The selection of a high-ranking manager may require dozens of interviews, taking several months.

Before starting the interview, a program should be drawn up, which depends mainly on the number of candidates and on what types of interviews will be used.

Once the program has been drawn up, personal references and references from previous employers have been received, and candidates have been invited, the interview process can begin.

However, research has identified a number of problems that reduce the effectiveness of interviews as a personnel selection tool. The basis of these problems is emotional and psychological in nature. For example, there is a tendency to make decisions about a candidate based on first impressions, without considering what is said in the rest of the interview.

Assessment centers were first established in the states during World War II to select and evaluate agents for the Secret Service, the forerunner of the CIA. I&T was the first private company to use the center for the selection of management and commercial employees.

3 Placement and adaptation of personnel

The placement of personnel in an organization means the expedient distribution of available employees among departments and jobs in accordance with the system of division and cooperation of labor adopted in the organization, on the one hand, and the abilities of workers, on the other.

The placement of personnel should ensure the coordinated activities of the team, taking into account the volume, nature and complexity of the work performed based on compliance with the following conditions: uniform and full workload of employees of all services and departments; use of personnel in accordance with their profession and qualifications; ensuring the necessary interchangeability of workers based on their mastery of related professions; ensuring everyone is fully responsible for doing their job, i.e. accurate accounting of its quantitative and qualitative results. Assignment to the performer of work that corresponds to the level of his knowledge and practical skills.

When placing personnel, the following principles must be observed: compliance; prospects; turnover.

The principle of conformity means the compliance of the moral and business qualities of applicants with the requirements of the positions being filled.

The principle of prospects is based on taking into account the following conditions:

· establishing age limits for various categories of positions;

· determination of the duration of the period of work in one position, in the same area of work;

· the possibility of changing a profession or specialty, organizing systematic advanced training; health status.

The principle of turnover is that better use of personnel should be facilitated by intra-organizational labor movements, which are understood as processes of changing the place of workers in the system of division of labor, as well as changing the place of application of labor within the organization, since the stagnation of personnel associated with a long stay in one and the same position, has negative consequences for the activities of the organization.

The placement of personnel in an organization, first of all, presupposes the correct distribution of workers into categories of industrial production personnel (workers, students, engineers, employees). At the same time, it is necessary to achieve the most optimal ratio between the number of these categories by establishing standards for the number of workers, engineers and other categories of personnel.

Rational placement of personnel implies compliance with the proportions determined for given conditions in terms of qualifications, social activity, age, and gender.

The placement of personnel in jobs (positions) must be carried out not only in accordance with the quantitative, qualitative, time and territorial requirements of the production process, but also taking into account the interests and inclinations of workers.

The placement of personnel in an enterprise is associated with the solution of two main problems: the problem of adaptation and the problem of distribution.

The first problem has two sides:

Firstly, we are talking about the adaptation of labor to a person, i.e. on the organization of workplaces in accordance with ergonomic requirements, new distribution of work tasks, technological changes that contribute to improving working conditions.

Secondly, we mean a person’s adaptation to work, which finds concrete expression in measures to improve the skills or retraining of workers.

The goal of rational personnel placement is the distribution of workers among jobs in which the discrepancy between a person’s personal qualities and the requirements for the work he performs is minimal, without excessive or insufficient workload.

Adaptation of an employee in an organization is a multifaceted process of his adaptation to the content and conditions of work, to the immediate social environment, and improvement of the employee’s business and personal qualities. This is a process that requires both the employee and the team to be mutually active and interested in each other.

The formation of adaptive connections and relationships covers all aspects of an individual’s activity: professional, organizational, material, everyday, social, socio-psychological. The establishment of these connections determines the employee’s status in the team. He must master a profession, be organized and disciplined, become a good friend, learn the traditions of the team, etc., in other words, fully realize his labor potential.

The following types of adaptation are distinguished:

Professional: main professions; retraining; professional mobility.

Psychophysiological: sanitary and hygienic conditions; operating mode; comfort, convenience of the workplace; content and nature of work.

Socio-psychological: entry into a class, social group, layer, settlement structure, etc.

All these types of adaptation act as inseparable aspects of a single process, with professional adaptation being the determining and leading one. Its peculiarity is that adaptation connections are directed mainly from production to the employee, who is forced to adapt to the requirements of production.

Social adaptation of an individual in a team is a process of interaction between an individual and a team, which is carried out on the basis of coordination of their interests and ensures the normal functioning and development of the “collective-personal” system, as well as the achievement of collective and individual goals.

From the above definition it follows that in the course of such interaction, not only the adaptation of the individual to the collective (social environment) takes place, but also the adaptation of the collective to the needs, interests, and goals of the individual. This is a process in which the individual and the team simultaneously act as the subject and object of adaptation.

2. Characteristics of the enterprise, analysis of personnel policy

1 Characteristics of the enterprise

Closed joint stock company production and commercial organization "VPK" (hereinafter referred to as the organization) was created to meet the needs of the population for various services, goods, scientific and technical products.

The subject of activity is:

· construction of residential and non-residential premises, both for our own needs and by order of outside organizations;

· design of residential industrial buildings;

· capital construction of social and cultural facilities;

· and others.

The highest governing body of the organization is the meeting of its participants.

The executive body is the administration of the organization, headed by its director. The powers of the company's workforce are exercised by the general meeting and its elected body. Relations between members of the organization and the workforce are regulated by a collective agreement.

Each service and employees operate on the basis of regulations on departments and job descriptions of employees, according to which the place, role in the company’s management system, main tasks, duties, rights, and responsibility for the work performed are determined.

The main tasks of services and departments can be briefly summarized as follows:

Production and technical department - ensuring the flow organization of work, rhythm and increasing the efficiency of construction production, commissioning of construction projects on time, timely provision of construction projects with technical documentation, improving the quality of construction, execution of construction contracts.

Let's consider the organizational structure of JSC "VPK". See: Appendix 1

The executive body is headed by the director. The duties of the director include managing all structures and divisions of the company, organizing the functioning, setting goals, disposing of property and funds, concluding and terminating contracts, opening bank accounts, stimulating subordinate managers, making decisions, and everything that is necessary for the effective functioning of the organization.

The organization defines the following functions of human resources services:

Administrative activities. Application in practice of basic legislative provisions in the field of organization and remuneration of labor, collective agreements.

Employment. Hiring, familiarization with the workplace and working conditions, issues of transfer to another job within the enterprise, promotion to higher positions, dismissal.

Training, retraining, advanced training of personnel. This includes all issues related to identifying the potential capabilities of the company’s employees, determining the paths for their advancement along the production or service line.

Material reward. Certification of jobs and positions, wage structure taking into account social benefits, study of the labor market, development of individual articles of the collective agreement.

Social issues. Contacts with trade union organizations, assistance in holding public events, analysis and identification of the causes of social tension.

Working conditions and safety precautions.

The tasks of the HR service are as follows:

Personnel planning;

Reduce staff turnover;

Create good working conditions;

Provide each employee with a permanent job;

Stimulating staff;

Education and advanced training of interested personnel;

Career advancement;

Reward for good work, etc.

Customer service, work with suppliers, sales volume analysis - these are the main functions performed by the sales manager, who occupies a middle position in the management structure. The number of clients, sales volumes, quality of service, and expansion of the client base largely depend on it. This is no less responsible position than the director of the company, so he must have all the necessary qualities for successful work.

Chief accountant - ensures the rational organization of accounting and reporting at the enterprise on the basis of progressive forms and methods of accounting and control. It also organizes salary settlements with the company’s employees, the correct calculation and transfer of payments to the state budget. Takes measures to prevent illegal spending of funds and inventory items, violations of financial and economic legislation. Ensures timely preparation of financial statements.

Leading economist - manages and coordinates the activities of all departments of the enterprise in drawing up long-term plans for economic development. Ensures strict adherence to the regime of saving material, labor and financial resources in all areas of the enterprise’s economic activities. Organizes the development of methods for economic evaluation of activities aimed at improving the organization of production. Controls the timeliness of reporting on the results of economic activities to higher authorities.

Chief engineer - manages the development of long-term plans for the development of the enterprise, reconstruction and modernization, measures to prevent the harmful effects of production on the environment, careful use of natural resources, and the creation of favorable and safe working conditions. Organizes scientific research and experiments, testing of new equipment and technology. Ensures continuous improvement of training and advanced training of personnel in accordance with the requirements of the scientific and technical process.

When organizing material incentives for the labor of enterprise employees, the following factors are taken into account:

wage level and payment system for similar work at other enterprises;

level of qualifications for work related to the artistic part of the product;

lead time factor;

factor of uninterrupted operation of equipment and technology ensuring the production process.

It was decided that it would be advisable to develop a combined remuneration system:

time-based bonus for equipment and machinery maintenance work;

piecework bonuses for jobs where labor rationing is possible;

salary and bonus for engineers and other categories of workers.

2.2 Analysis of the use of personnel management technologies using the example of JSC "VPK"

When pursuing the personnel policy of JSC VPK, priorities are given to the interests of production, while the interests of the employee are almost not taken into account.

In primary work teams, in addition to the manager, the leader influences the behavior of workers. Leadership is the process of spontaneous, spontaneous leadership of a team from the inside, by the most authoritative members of the team. The most proactive, energetic, sociable, and informed employees become leaders. In different situations of the life of a team, different workers can be leaders.

Leadership occurs only when the team has employees with a penchant for leadership. If there are no such workers in the organization, the team is left without a leader. Leaderless teams are less effective and have lower levels of cohesion. The greatest work efficiency and cohesion are achieved by those teams where the manager is also a leader. In this case, he can influence the team not only through administrative measures, but also use socio-psychological sanctions. However, the combination of a manager and a leader in one person is not always possible to achieve.

Specialists in economics and sociology of labor, studying the socio-psychological structure of the team, must identify leaders in order to rely on them when organizing collective activities. The team should be influenced, first of all, through leaders. However, managers who, for some reason, do not correspond to their positions, are afraid of the appearance of leaders in their teams, considering them their rivals. The opposition and hidden confrontation between the manager and the leader can lead to conflicts in the team.

The peculiarities of interaction between team members regarding the adoption, implementation of decisions and control over their implementation form the leadership style.

Leadership style is determined by the characteristics of power-administrative relations and consists of a number of elements. Among them: distribution of powers between managers and subordinates, giving them independence, participation in informing the team; the manager’s attitude towards advice, statements and criticism from subordinates; the tactics used to influence subordinates; predominant forms of addressing subordinates; features of social control in a team; the nature of interactions with public organizations, including the labor council; leader's position in conflict situations.

Depending on the combination of these elements, three main types of leadership styles are distinguished: administrative; democratic; conniving.

The administrative style of leadership is characterized by the exclusion of subordinates from participation in the development and adoption of decisions, the lack of opportunity for subordinates to show initiative and independence, and the lack of mutual understanding between the leader and subordinates.

Democratic leadership style is the complete opposite of administrative style.

The permissive style means that the manager, in essence, withdraws himself from the leadership process, lets it take its course, and basically all the work is carried out by his deputies.

The combination of conniving and administrative styles gives rise to bureaucracy, i.e. disorganization of work, irresponsibility of workers, discrepancy between word and deed.

At ZAO VPK, the preference for management aimed at production was made due to the authoritarian nature of the head of the enterprise.

3 Analysis of methods used in recruitment and selection of personnel

Based on a comparison of the human resource plan with the number of personnel already working in the organization, the HR function identifies vacant jobs that need to be filled. If such positions exist, the hiring process begins, consisting of several stages: detailing the requirements for the vacant job and the candidate for its occupation, selecting candidates, selecting candidates and hiring. See: Appendix 1.

Scheme for hiring new employees.

Hiring begins with a detailed definition of who the organization needs. The basis of this process in the military-industrial complex organization is the preparation of job descriptions, i.e. a document describing the main functions of the employee occupying this workplace. The job description is prepared by the personnel management service together with the head of the department in which the vacant position exists: the head of the personnel management service contributes his knowledge of the process of creating a job description, and the head of the department contributes the requirements for a specific workplace.

To facilitate the selection of candidates, a qualification card has been created that describes the main characteristics that an employee must have to successfully work in this position. The card is prepared by the head of the department and employees of the personnel management service on the basis of the job description and represents a set of qualification characteristics (general education, special education, special skills - knowledge of foreign languages, computer skills, ability to draw, etc.) that the “ideal” person should have. » employee holding this position. Example: see Appendix 2.

The use of a qualification card makes it possible to structured assessment of candidates (for each characteristic) and compare candidates with each other.

Having determined the requirements for the candidate, HR employees begin to attract candidates using several methods:

Search within the organization. Before entering the labor market, they first try to search among their employees by posting vacancy announcements on the company’s stands, asking department heads to nominate candidates, and analyzing personal files in order to select employees with the required characteristics.

Advertisements in the media. To attract candidates, places advertisements in specialized newspapers and columns. The advantage of this method is wide coverage of the population at relatively low initial costs. But the disadvantage is the other side of the advantage: a huge influx of candidates, most of whom do not have the required characteristics.

But there is no universal method for selecting candidates, so HR employees use different methods depending on the vacant position.

The selection of candidates is the basis for the next stage - the selection of future employees of the organization, which begins with an analysis of the list of candidates in terms of their compliance with the organization's requirements for future employees.

The purpose of the initial selection is to identify a limited number of candidates with whom the organization could work individually. At this stage, HR personnel conduct individual interviews with selected candidates. The purpose of these interviews is to assess the degree to which the candidate matches the portrait of the “ideal” employee, his ability to fulfill the requirements of the job description, his ability to adapt to the organization, etc.

Based on interviews (with the HR employee and then with the head of the department), the candidate who is most suitable for this position is selected.

After this, the selected employee is hired for a probationary period (from 1 to 3 months), giving management the opportunity to evaluate the candidate directly in the workplace without assuming obligations for his permanent employment. If, after the probationary period, management has no complaints against the new employee, he is accepted for permanent employment.

Let us analyze the results of the implementation of the concept of personnel policy of the organization "VPK". First of all, let's analyze the use of labor resources in the enterprise.

We are analyzing changes in the number and structure of industrial production personnel of JSC "VPK" for 2010 - 2011. in the table.

Indicators Average headcount (persons) Previous period Reporting period Deviation (+, -) 1. Workers1014+42. Leaders9903. Specialists1821+3Total3744+7

As can be seen from the presented data, the number of industrial production personnel at JSC "VPK" increased from 37 to 44 people, that is, by 7 people, which is explained by the growth of the enterprise and an increase in the volume of work. The structure of industrial production personnel changed during the reporting period - the proportion of workers increased, the proportion of specialists decreased slightly, and the number of managers remained the same.

The personnel policy of JSC VPK can also be assessed using HR performance indicators.

The state of personnel at the enterprise can be determined using the following coefficients:

) Attrition rate. Kvk is determined by the ratio of the number of employees dismissed for all reasons for a given period Ruv. to the average number of employees for the same period P:

Kvk = Ruv/ P * 100%

Using the available data, we calculate the retirement rate for 2011:

Ruw=4 people

Kvk = 4/44*100 = 9.1%

This figure of 9.1% indicates that the attrition of personnel is not significant.

) The recruitment rate of Kpk is determined by the ratio of the number of employees hired for a given period of Rpk. and the average number of employees for the same period P:

Kpk = Ppk/P*100%

Kpk = 37 people at the beginning period - 4 layoffs = 33 people; 44-33=11 people

Kpk =11/44*100=25%

The recruitment rate for 2011 was 25%.

Ksk = 1 - (Ruv/R) * 100%,

where Rv = 4 - the number of employees who left the enterprise at their own request and due to violation of labor discipline during the reporting period;

P = 44 - average number of employees at this enterprise in the period preceding the reporting period;

Ksk = 1 - (4 / 44) * 100 = 90.91%

The stability coefficient was 90.91%. This coefficient indicates a fairly high level of enterprise management organization. Ideally, the personnel stability coefficient should be close to 90-95%.

In general, at ZAO VPK the situation regarding personnel is normal, the retirement rate was 9.1%, the hiring rate was 25%, which are good indicators.

The enterprise has also developed measures to develop personnel and improve their qualifications.

4 Improving the personnel policy of the organization ZAO "VPK"

To improve the personnel policy of JSC VPK, namely recruitment and selection, it can be proposed to more widely use the whole variety of methods used in recruitment and selection. You can expand those already in use and apply new methods such as:

Combination of professions. In these cases, it is advisable to use a combination of positions by the company's employees themselves (if the performer is required for a short time, to perform a small amount of work).

If an employee is required for a position temporarily, then there is no need to begin operations related to the recruitment and selection of personnel, spending precious time and financial resources on this. By combining a profession, an employee can help his organization save money associated with not performing the necessary work until a new employee is hired. For this purpose, it is proposed to appoint a person from your organization, especially since if the place becomes completely vacant and the employee proves himself well, he can be retained to occupy this position permanently.

For some organizations, especially those in the stage of intensive growth, the use of internal sources of management personnel, such as the relocation of managers, is considered very effective. The following options for relocating managers are possible:

promotion to a position with an expansion (or decrease) in the range of job responsibilities, an increase (decrease) in rights and an increase (decrease) in the level of activity. A promotion motivates a person to perform his duties more thoroughly and efficiently, gets him interested, and he may have a desire to achieve greater heights in his position;

an increase in the level of qualifications, accompanied by the assignment to the manager of “more complex tasks, which does not entail a promotion, but is accompanied by an increase in salary. It never hurts to have a high level of knowledge and good qualifications in an organization;

a change in the range of tasks and responsibilities that is not caused by advanced training and does not entail a promotion or salary increase (rotation). Changing the range of tasks can increase productivity due to the fact that a person gets tired of his daily, repetitive, monotonous work.

This type of rotation, as a rule, leads to broadening one’s horizons, increasing managerial qualifications and, ultimately, is accompanied by career growth of the organization’s employees.

The expansion of external sources of recruitment contributes to a faster recruitment of the required personnel, covering all places where people necessary for the organization can apply and, finally, will allow selecting from a larger number of people those whose level of qualifications, education, experience, etc. is necessary.

External sources of personnel selection include all that indefinite number of people who are able to work in the organization, but are not currently working in it. Among them may be people with whom the organization’s managers and personnel personnel have previously met on the issue of employment (from the so-called waiting list), as well as specialists with whom such meetings are yet to come.

Employment centers. Many firms and companies use local employment centers as a source for hiring people. These services can help you find less qualified personnel (for simple, routine work, perhaps requiring part-time work). As a rule, specialists who lost their jobs due to the bankruptcy of their previous enterprises and were forced to undergo retraining (retraining) to master a new specialty are hired through the employment service.

Recruitment agencies (recruitment agencies). Many HR managers use the services of recruitment agencies to save time and avoid difficulties when searching for new staff. The agency is presented with an application for specialists indicating the position, salary, content of activities, indicative search and selection criteria. As a rule, a well-functioning agency presents several candidates so that the employer makes his own choice. The represented specialists may be given a “guarantee”, which comes into force in the event of dismissal of the specialist at his own request or incompetence within the agreed period. In this case, the agency is obliged to introduce other candidates for this position free of charge.

The informational ad must be worded correctly to attract the attention of the most qualified candidates. It is advisable to note in the advertisement some features of the personnel you are interested in (recruitment restrictions), for example, education, special work experience or, conversely, lack of practical experience.

Travel to institutes and other educational institutions. HR officials often use this method to attract young professionals. To illustrate the effectiveness of using the methods, see Appendix 3.

To improve the quality of personnel in the organization of ZAO VPK and reduce staff turnover, competitive recruitment of personnel can be used.

A competition usually means a competition between two or more candidates to fill a vacant position. Competitive procedures contribute to: raising the prestige of the position; attracting more candidates; increasing the objectivity of hiring decisions; democratization and openness of the sphere of personnel management; introduction of new HR technologies; intensifying the collection of personal information for planning work with hired candidates; team formation.

The necessary elements of the competitive procedure are:

). Availability of applicants nominating themselves for the competition;

). The competition commission, which is given the right, based on the regulations on the competition, to choose the techniques and methods of its conduct;

). Mechanisms for assessing the merits of competitors and making decisions based on the results of the competition;

). Mechanisms for informing participants and other interested parties about the progress and results of the competition.

There have been several approaches to organizing and conducting a competition for hiring and filling a vacant position.

Elections are the simplest and most traditional method, most often used when holding a competition to fill a vacant managerial position. This procedure takes into account the opinion of the majority and does not conduct special preliminary tests of candidates. Their suitability or non-compliance with the vacant position is determined by the competition commission based on the study of official and unofficial documents. Information about the candidates is communicated to the team, before which the applicants speak with their messages. Preference is given to one candidate or another by voting, the procedure of which is pre-agreed.

The advantages of the selective method are its speed and the ability to take into account the opinions of team members. Disadvantages include subjectivity and the inability to insure against error, since the voting majority has to trust information obtained from the characteristics of the candidate or, at best, their subjective opinion based on observation of the candidate’s behavior, his speech and answers to questions, if the speech is organized.

Selection - the decision on the suitability of a candidate is made by a personnel commission headed by a directly superior manager or a person appointed by him. The selection method is also used for high-level management positions, where, along with professional competence, great importance is attached to the candidate’s ability to establish relationships with partners at different levels and to be compatible with senior management and subordinates.

When evaluating selected candidates, the competition commission, in addition to analyzing documents and characteristics, conducts interviews, sometimes structured interviews and psychological testing of candidates.

The advantages of the selection method are an individual approach and the opportunity to obtain more reliable information about the professional and personal qualities of candidates; the disadvantages are relative slowness and a high degree of subjectivity, which is of an emotional and psychological nature. The mistake often occurs due to the subjective desire to evaluate the candidate in comparison with the impression left by the previous candidate. Affects a person’s assessment and appearance, his social status, manners, etc.

Selection is a method that allows, in any conditions, to carry out the most democratic and largely free from subjectivity competitive procedure.

The advantages of the selection method are a comprehensive, thorough and objective study of the individual characteristics of each candidate and the possible prediction of its effectiveness; the disadvantages are the duration and high cost of the procedures used.

Conclusion

The specific task of any analysis of an enterprise’s labor resources is to find weaknesses associated with the use of labor, and its goal is to develop recommendations that will not allow the enterprise to reduce the volume and quality of its commercial products.

Having analyzed the methods and principles of maintaining the personnel policy of JSC VPK, we can conclude that not all methods of recruitment and selection of personnel are used at the enterprise.

The personnel composition of the enterprise is stable, which is clearly seen from the calculation of the indicator (coefficient) of personnel stability, which amounted to 90.91%.

Focus on high-quality work with the personnel of the organization of JSC "VPK" will lead to an increase in labor productivity, an improvement in the moral and psychological climate in the team, and contributes to better adaptation of new employees in the team.

However, it is necessary to take measures to activate staff and motivate them to work, because The interest of each employee in the common cause of the enterprise is little noticeable. The organization needs to conduct personnel certification to determine the suitability of employees for their positions in order to determine the reserve within the organization for the ability of employees to combine professions. One of the subtasks of personnel policy is the selection of the most effective methods of motivating personnel. To motivate means to touch upon their most important interests, to give them a chance to realize themselves in the process of work.

To effectively manage personnel, an enterprise needs a holistic system of working with personnel that allows them to be managed from the moment of hiring to the end of their career.

Literature

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Kibanov A.Ya. Personnel management of an organization: Textbook / Ed. Prof. AND I. Kibanova. - Ed. 3rd, add. and processed - M: INFRA-M, 2005.

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Psychology of Management: Textbook / edited by G.S. Nikiforov. - St. Petersburg: St. Petersburg University Publishing House, 2000.

14. Pugachev V.P. Personnel management of an organization: Textbook. - M.: Aspect Press, 1999. - 279 p.

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Personnel management in the public service system / Comp. IN AND. Danilov, E.A. Kitin, E.A. Nekhvyadovich; edited by V.P. Verschel. - St. Petersburg, 1997.

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Personnel management: Textbook/Ed. T.Yu. Bazarova. - M: UNITY, 2005.

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Annex 1

Organizational chart.

Appendix 2

Layout of an interview form for the position of manager

Comments ________________________________________

Conducted by _______________________________________

For the vacant position ___________________________________

Full Name. Date of Birth

Address, phone number

Are you working now? If yes, how soon can you begin your duties? What is your relationship with the company where you currently work?

Why do you want to take this vacant position? (what is the main causal factor - prestige, security, earnings?)

Experience.

LAST OR CURRENT PLACE OF WORK:

Company.

From ____ to ____ (working hours)

How did you get the job? (Has the applicant expressed confidence in obtaining employment?)

The essence of the work at the beginning? (Is it possible to use the candidate’s work experience in previous places of work to work in this position?) What salary were you paid at the beginning?

How has work changed over time? (what progress did the applicant make at that job?)

What were you doing at work at the time of your dismissal? (What responsibility did the applicant have?) Salary at the time of dismissal?

Chief __________ His position__________ What is he like? (how was the candidate’s relationship with his superiors?) How closely did he watch you? What power did you have (do you have)?

How many people were under your leadership? What were they doing? (is the applicant a leader?)

To what extent were you able to use your initiative and judgment? (did the candidate actively seek responsibility?)

Appendix 3

Professional profile of HR manager

Job title: HR and labor productivity manager.

General description of the work process. The manager performs responsible administrative work to manage the activities of the personnel of the organization ZAO VPK. He is responsible for planning and managing personnel programs, which include hiring, competitive interviews, employee evaluation and placement, promotion and transfer to positions, making recommendations for changes in the status of employees of the organization, and creating a system for distributing information to employees. The manager works under the general supervision of line management, while he can take initiative and have an independent opinion on the implementation of the tasks assigned to him.

Actions inherent in the manager’s workflow:

Participates in overall planning and decision-making to create a unified and effective HR function.

Explains the policies of the organization at various levels through the distribution of newsletters, the organization of meetings and personal contacts.

Conduct interviews with candidates for positions, evaluates their qualifications and compliance with applications.

Confers with superiors on issues related to his activities, including problems of appointment; hires employees who have completed a probationary period to positions; transfers and dismisses permanent employees.

Organizes testing of employees.

Develops personnel training systems.

Develops a performance appraisal system and trains managers in methods for assessing the performance of subordinates.

Maintains personnel documentation.

Performs other duties related to his activities.

Manager's workplace specification

As an example, here is a workflow specification for a HR manager:

Training and work experience. Must have extensive experience in this profession. Minimum six years of work experience.

Education. A four-year college or university majoring in human resources, business management, or industrial psychology.

Knowledge, skills and abilities. Must have knowledge of the theory and practice of personnel management, including selection, appointment and evaluation of employees.

Degree of responsibility. Manages a department consisting of three employees specializing in human resources management.

Appendix 4

Recruitment sources used by HR departments and their efficiency percentages.

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Modern technologies of personnel management.

Introduction.

Personnel management is a vital strategic function, which during the 20th century formed into an independent structure in the course of the evolution of diverse forms of management.

The importance of improving the technology of the management process to increase the efficiency of the management apparatus.

1) providing the organization with well-trained and interested (motivational) employees;

2) communicating to each employee the intentions (plans) of the personnel management department;

3) active use of qualifications, practical experience, skill and efficiency of employees.

The goals of personnel management can be achieved if we rely on each employee, and painstaking work must be carried out with each employee.

Elements of the control process and its technology

World experience in the use of modern personnel technologies

Practical management acts as a product of the natural historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.

Table 1

Characteristics of varieties of personnel management philosophy

According to Western experts, the personnel service at the present stage is the same professional work as other services in production.

New technologies for personnel management - outstaffing and outsourcing.

Companies in different fields of activity resort to outstaffing services: manufacturing, service industries, banks. Outstaffing is often used by wholesale and retail trading companies. The choice of this service is determined by the goals that the company wants to achieve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has “entered” virtually every company, especially if this company is a trading and manufacturing company. In order not to overstaff, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is being implemented, which is an integral part of outstaffing. Outstaffing is convenient when you need to save money on your HR department or “unload” it when dealing with large volumes of work. Some companies use this service to attract a high-quality specialist who aspires to a large “white” salary, for example, a good specialist in working with corporate clients. A large salary against the backdrop of the official small salaries of employees of an enterprise that conducts double-entry bookkeeping arouses the legitimate suspicions of tax officials. Outstaffing was initially created as a personnel technology that presupposed full compliance with local legislation. A new highly paid specialist is added to the provider’s staff and sells goods or services of the actual employer to corporate clients. Many companies use outstaffing to reduce administrative risks and costs associated with personnel.

As already mentioned, the main task of a manager is to make the business effective, i.e. bringing maximum profit at an optimal level of costs. This study examined two very effective and popular ways in Western countries and the United States to reduce the largest expenditure items in an enterprise's budget - employee wages and administrative expenses. These methods are outstaffing and outsourcing.

These methods not only simplify the process of activity of a particular organization, but are also cost-effective, as they allow one to avoid many risks associated with integration. And, even if in the current period of a not entirely stable economy, outstaffing and outsourcing take place, we can conclude that with its further development they will become an integral part of the financial and economic activities of economic entities.

Conclusion.

The transition to market relations, the priority of product quality issues and ensuring its competitiveness have increased the importance of a creative attitude to work and high professionalism. This encourages us to look for new forms of management, develop the potential abilities of personnel, and ensure their motivation for the work process. Human resource management is one of the most important areas in an organization’s activities and is considered the main criterion for its economic success, even ahead of technical process improvement (in importance). You can have excellent technology, but with unqualified personnel the work will be ruined. Thus, a key component of business is personnel management, personnel management technology.

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