External factors affecting personnel. External and internal factors of personnel management. B. Economic characteristics of the enterprise

Influence of external factors

• 1. The economic state of the country. In the conditions of economic recovery, characterized by the growth of production, personnel is considered as the main resource, for the implementation of the functions of which a large amount of financial resources are allocated. In an economic downturn, HR activity is more likely to be based on the enthusiasm of HR employees.
• 2. Scientific and technical progress. In the context of the introduction of new technologies into the organization, the personnel management service of the organization must take into account the changing needs for human resources.
• 3. The level of development of labor legislation. The need to monitor the implementation of labor legislation requires the consolidation of these actions within the framework of one of the functions of personnel management.
• 4. Increasing requirements from consumers for the quality of goods and services of the organization forces managers but personnel to look for new methods to improve the professionalism and motivation of employees in the organization.
• 5. The state of the labor market. In connection with possible change the qualitative and quantitative composition of personnel, depending on the state of the labor market, the management of the organization has the problem of developing approaches to managing different types labor force(workers different ages, nationalities adhering to different religions, lifestyles, etc.) and the implementation of the function of organizing work and regulating social labor relations.
• 6. Competition in the labor market, the market for goods and services. This factor activates the functions of personnel marketing and adaptation of employees to changes in the external environment. An organization needs to maintain its competitive edge with highly qualified staff and strive to retain it.

Influence of internal factors

• 1. The goals, strategy and policy of the organization. The need to achieve the goals of the organization requires the integration of the personnel management system into internal processes, as well as the coordination of actions with other subsystems of the organization's management.
• 2. Industry specificity of production. It calls for the development of personnel management procedures that take into account the specifics of the organization.
• 3. Stage life cycle organizations. The stages of development of the organization require the development step by step change personnel management systems in accordance with the level of development of the organization.
• 4. The size of the organization and its organizational structure determine the scale of the personnel management system, the number of personnel in the personnel management service.
• 5. Social policy of the organization should be reflected in the principles, methodological regulations, programs and plans for personnel management.
• 6. Corporate culture affects the effectiveness of the implementation of personnel management functions, for example, the quality of communications between departments, etc.

Using the example of one of the banks, we will show how external and internal factors affect its personnel policy (Table 2.8).

As is obvious from the table. 2.8, depending on the specifics of the activity, certain factors may manifest themselves to a greater or lesser extent in the development and implementation of the bank's personnel policy. Taking into account the influence of external and internal factors, the personnel policy of a commercial bank should be:

closely linked to the bank's development strategy. This implies staffing the implementation of the strategy, i.e. personnel development and improvement come to the fore

Table 2.8

Factors affecting the bank's personnel policy

organization of labor, and not high commissions on banking operations;

• flexible and dynamic due to functioning in a sector that is difficult to predict, which requires a quick response to changes in the external environment;
• stable, to meet the specific expectations of the staff;
• economically sound. The formation of the bank's personnel structure is associated with certain costs, providing an individual approach to employees, taking into account their social and psychological characteristics.

Talking about the impact of internal factors on personnel policy, the following circumstances must be taken into account.

• 1. Features of modern Russian companies:
  • complex management structure;
  • territorial dispersal of divisions;
  • variety of business relationships with partners.
• 2. Increasing dynamism of business processes caused by:
  • changing market needs;
  • the orientation of the production of goods and the provision of services to the individual tastes of the consumer;
  • constant technological improvement;
  • high competition.
• 3. The transition of enterprise management from the management of individual resources and functional units to the management of business processes, linking together the activities of all structures of the enterprise.
• 4. Enhancing the role of the quality of management processes, since it depends on them economic efficiency enterprises.

Any organization does not exist in a vacuum; its life is influenced by various external and internal factors.

External factors. Such factors influencing the formation of the practice and policy of personnel management include legislation and economic conditions.

1. Legislation. Russian legislation regulates the relationship between the employer and the employee, establishing:

Guarantee of observance of human rights;

Equal employment opportunities;

The size of the minimum wage; the length of the working day and working week; duration and procedure for granting vacations;

Labor conditions;

Occupational safety standards;

Functions of trade unions;

2. Economic conditions. Three macroeconomic components influence HR management practices:

The level of social labor productivity. At present, the level of social labor productivity in Russia is at a very low level in comparison with developed countries. According to some reports, it is 18 times lower than the corresponding figure in the United States and 14 times lower than in Europe. The general decline in production from 1990 to 2000, changes in the economic policy of the state (first of all, the reduction in costs for education and health care), the new taxation system have not yet contributed to its growth;

The nature of competition. It is usually measured by the degree of competition. The high level of competition forces the organization to reduce costs. Consequently, wages and additional benefits are also subject to reduction;

The nature of the labor market. It directly affects HR programs. If the supply of labor significantly exceeds the demand, the cost of hiring employees is minimal.

The state of affairs on the labor market in Russia is not uniform. Five years ago, there was a clear preponderance of supply over demand among engineering and technical personnel, and, on the contrary, there was a catastrophic shortage of specialists in the main business areas: marketing, sales, public relations specialists, personnel management, strategic management, and financial management. Today the situation has changed radically. Economic growth, attraction of foreign investment, expansion of domestic production have led to a manifold increase in the demand for engineers, technologists, and blue-collar workers.

Internal factors. Internal factors affecting personnel management include the following components: the mission and goals of the organization; corporate culture; the nature of the Pile; working groups; leadership style.

1. Mission and goals of the organization. M. X. Mescon, M. Albert and F. Khedouri define the mission as the main common goal of the organization - a clearly expressed reason for its existence1.

Each organization, regardless of the field of activity, form of ownership (private, public or their combination ) starts with a mission. It is about the purpose of the organization's existence as an independent autonomous unit. Since its inception, the organization has been a living organism that exists and develops. The purpose of the organization's existence should not be confused with the personal interests of its owners or other groups of influence (stakeholders). As a child, having been born, begins to develop, so an organization, having acquired an identity, begins a free existence, although it depends on the decisions made by the owners.

The lack of a clear goal statement negatively affects management, increasing the workload of line managers, and requires additional control from the employees.

Sometimes, when answering the question about what is the mission of typing, you can hear that the mission is making a profit. This is not true. Making a profit is not goal, a condition the existence and development of the organization. The purpose of its existence is the production of a unique product (service, technology) that distinguishes this organization from others and helps to attract a client who can use this product.

2.Corporate culture. Corporate culture is a value system that is shared by the majority of employees. It influences the behavior, productivity and expectations of employees, sets a set of standards for all important areas of the organization's life.

The degree of physical activity;

The degree of aggressiveness of working conditions;

Location of the place of work;

Labor intensity;

The intensity of communication at work;

The degree of autonomy and the level of responsibility of employees different levels;

The degree of completeness of labor (share of the social division of labor) and the structure of labor.

All of them are the object of special attention from the personnel service. World practice shows that investments in improving the position of workers for all these factors are repaid many times over by an increase in productivity and quality of labor.

4. Working groups. A group is an association of three or more people who see themselves as a group who are independent from each other in terms of purpose and communicate and interact on a more or less constant basis. A friendly climate in the team, close informal (friendly) relations between employees have a positive effect on the attitude of employees to their work, on their commitment to the organization, and significantly reduce staff turnover.

An effective group is characterized by:

Group members exist and behave like a team (work for a common result, as opposed to achieving, first of all, their goals);

All members are involved in the decision-making process;

The goals of the group are clearly stated;

The resources available are consistent with the group goals;

The members of the group care about its prosperity.

5. Leadership style. Leadership style is understood as the prevailing stereotype of relations between the leader and subordinates. This is a set of unique techniques and methods of management inherent in a particular type of leader. Traditionally, authoritarian, democratic and conniving leadership styles are distinguished. Leadership experience and style have a huge impact on HR management because most, if not all HR programs are implemented by managers at the business unit level. The leadership style leaves an imprint on the organizational culture, forms stereotypes of working and informal relations within the organization.

conclusions

The progressive development of production is due to the emergence of a special direction in the management system of the organization. Icii- personnel Management. The dramatic changes that took place in the global economy and the development of means of production changed the view of the organization's personnel. From a separate"Screw" in the production system, personnel has become a key resource and capital modern organization, on which its success and prosperity depends. The cost of labor both in relative (share in the cost of goods) and in absolute terms has increased.

The labor market is undergoing serious changes that require appropriate adjustments in areas such as attitudes towards employees, their recruitment policy, retention and motivation.

Human resource management turns into a powerful tool professional work with him. Allocation of personnel management into a special function helps the organization to achieve its goals, contributes to the growth of competitiveness and efficiency.

During its existence, personnel management services have significantly expanded the areas of their activities, the degree of their participation in the affairs of the organization has increased. Modern methods HR management helps the organization to use the potential of each employee most effectively against the background of increasing employee satisfaction with their work.

Self-test questions

1. Formulate a definition of the science of personnel management.

2. List the main stages in the development of the science of personnel management.

3. Describe the main features modern stage personnel management.

4. What is Human Resource Management?

5. Define human capital.

6. List the external and internal factors affecting the management of personnel.

7. What is the place of the function of personnel management in the management system of the organization?

8. What is the division of labor between HR and line managers?

9. List the most important areas of personnel management.

In accordance with the functions and tasks performed, two large groups of theories are distinguished:

- explanation , that is, the comprehension of reality through descriptions, classification of types, explanations and predictions, meaning that relationships are cognized through theories (the theoretical goal of science);

- transformation , that is, the creation by theories of the prerequisites for changing or transforming reality (the pragmatic goal of science).

As an autonomous subsystem of management activity, personnel management is a well-established and developing area in American and Western European scientific schools, and in relation to them, it is a relatively new area, devoid of a long-formed, objective knowledge base, in domestic science.

Depending on the importance that is attached to the explanation and transformation, one can distinguish three main areas of personnel management as a science :

1) personnel management with theoretical orientation focuses on theoretical scientific goals. This means, first of all, the need to provide an explanation of the reasons, factors, specific content, evolutionary expectations of certain aspects of working with people. Judgments of a transformative or organizational nature are permissible in this direction as a likely collateral outcome. The study of personnel management from the standpoint of theory is most effective with the involvement of related disciplines - psychology, organization theory, history;

2) personnel management as technology with a focus on a pragmatic scientific goal. The theoretical scientific goal in this direction is losing its dominant role; the focus is on developing recommendations for practical transformations while deliberately disregarding deep theoretical research;

3) personnel management as applied Science... Pragmatic (from the ancient Greek. Pragma - deed, action) scientific goals are at the forefront here, while pursuing a theoretical scientific goal, since theory serves as the basis for the qualified development of recommendations for organization and transformation.

The theory of personnel management can be built in various ways: with the help of deduction - the transition from the general to the particular, or through the formulation of general provisions; through induction - the ascent from observation and description of the phenomenon that takes place in reality, to concepts and judgments, from the individual, the particular to the general.

It is important for the formation of the theory of personnel management to take into account the factors influencing its construction, including taking into account the circumstances that the theory of personnel management presupposes a certain spatio-temporal area of ​​action, where the spatial limitation is due to different norms and socio-cultural environment in different countries, as well as the stage business internationalization.

In addition to the main function - a certain (from the standpoint of personnel) explanation and forecasting of the impact on the development of the enterprise, the theory of personnel management performs a number of other, no less important functions, distinctive feature which is not a direct, but an indirect connection with the original problems of the theory. We are talking about heuristic and socio-political functions.

According to this, personnel management factors - these are the most significant by their nature, significance and strength of the circumstances and reasons that are sources of influence on the formation, organization and implementation of the process of influencing those employed in the organization, capable of determining its nature and becoming a driving force.

Conditioning the need for cognition of factors, one can be guided by different research models, each of which in its own way explains the approaches to their identification, classification and the specifics of their manifestation. Historical Science monitors the formation of factors, taking into account the retrospective of their appearance; economic theory treats factors as a result of the evolution of industrial relations, at the forefront sociologists and psychologists the individual is presented as a "summary expression" of physical strength, intelligence and mental characteristics that affect the scale of values ​​and behavior of candidates for employment, employed in the organization of workers and the employer. From the standpoint of public authorities and government controlled reflecting the social system and the economic structure of the state, the activities of social classes and parties studies the factors of working with people political science, from the point of view of influencing the recruitment and recruitment of new workers, certification, dismissal, etc. laws on the regulation of the activities of trade union organizations, the establishment of working hours, discrimination by gender, age, belonging to national and racial minorities - jurisprudence... Demographic factors that determine personnel policy, the age and gender composition of employees, their natural and mechanical movement, are included in the field of science population etc.

The range of scientific disciplines describing and explaining the reasons and circumstances of different approaches and models of personnel management shows that there is a threshold cascade of factors with a scheme of relationships and subordination that are capable of directly or indirectly, long-term or simultaneously, with a greater or lesser degree of objectivity, to influence the process under study.

The emergence of a heterogeneous factor field is due to the impossibility of carrying out personnel work in isolation, its main visible participants - an enterprise, an employee and a candidate for hiring - act as counterparties for the implementation of their own target attitudes, whose positions to a certain extent form a multi-level living space, in the literature most often referred to as "external environment".

“Enterprise”, “person” and “external environment” form, according to the OSTOM model, the “force field” of personnel activity (Fig. 2.2), which is perceived as an object of influence of four systems:

a) historical accumulating retrospective aspects of the formation of a given society, including its attitude to the labor factor;

b) order systems prevailing in society;

v) knowledge systems and intellectual potential accumulated and possible for implementation in practice;

G) value systems and installations, including the work performed.

The characterized systems formed under the influence of long-term evolutionary and rapid revolutionary changes in society, interacting and being in definable interdependencies, form aggregate "synthetic" factors affecting all aspects of life, including the specifics of working with people, forms and methods of human resource management.

This approach not only consists in identifying the "force field" of personnel activity, but also allows one to differentiate the "external environment", which can be represented as a two-level one.

The first, "external" level, in accordance with the architecture and logic of the model, can be considered formed by four characterized systems, which are the nature of occurrence, respectively, external factors of the I-level ... Acting on the “force field”, they concentrate in the zone of each of its constituent elements and thus “continue” in the factors of the following level, which, despite the specifics of the sources that generate them, are not “free” from the influence of history, orders, values ​​and knowledge ...

Focusing on enterprise- the initiator and place of the formation and implementation of personnel policy, external factors contribute to the introduction of their "macro-specificity" in the architecture, organization and methodology of this work, which at the same time depends on factors that have an endogenous - organizational nature of occurrence, or internal factors.

Human formed and brought up by the institutions of the surrounding “living space” and at the same time guided in the behavior, preferences and attitudes of its own “ego”, is a product of an environment exogenous in relation to the enterprise - the initiator of this or that model of personnel management - and therefore can be a source of influencing it external factors.

Environment as a system integrating “ecology”, “society”, “economy”, it is also external in relation to the enterprise (and to the person), respectively, and the factors caused by it can be qualified as external factors of the II level .

Thus, under the “umbrella” of external factors of the I level, revealed above the “force field” of personnel activity and creating a special social “macroclimate”, two groups of factors influencing personnel management are formed, respectively (Fig. 2.3).

Factors are often interpreted as "elements that give rise to this or that phenomenon or determine the successive stages of the action of the mechanism." The identification and analysis of external factors affecting the personnel management mechanism is, therefore, one of the initial stages of describing or explaining the reality of what is happening, taking into account the elements that generate this reality.

A complex of external factors affecting personnel management is presented in the literature in a limited number. This is explained not by a really small range of non-organizational reasons influencing this activity (initiated by a person and depending on the environment surrounding the enterprise), but by the fact that each of them originates in the depths of the system and reaches personnel management in an integrated expression, absorbing the specifics of levels more high order... The most significant external factors include the labor market, demographic specificity of society, economic and technical development, politics, socio-cultural and personal factors.

Determining the need for personnel, each enterprise is forced to decide whether it is possible to satisfy this need at all, to what extent and in what market. If, in accordance with the philosophy of hiring, external candidates fall into the focus of interests, then information about them is obtained primarily through the study of the labor market. The analysis of the volume of proposals "is not just a task of individual events, but should be carried out constantly in order to have a complete picture of a potential proposal in case there is an unforeseen need to attract personnel."

As a significant external factor, the labor market can be viewed in generalized and concretized versions. In the first case, its influence on personnel management (hiring, motivation) is characterized by the indicator of labor insufficiency or labor surplus. In conditions of a shortage of labor resources, employers, firstly, more often use more expensive channels for searching for candidates, paying more attention to attracting candidates than to selecting them. Second, with a small number of participants in the selection, employers are forced to set lower qualification requirements than “necessary to achieve the desired efficiency”. Thirdly, there is a need to increase their wages.

With a significant number of applicants, the organization sets higher requirements for hiring a job than in the case when there are few applicants. "The chances of making the wrong admission decision, according to the study, fall in proportion to the size of applicants with deep qualifications." However, high requirements significantly reduce the number of potential applicants and at the same time lead to a reduction in the organization's costs for the selection procedure. The choice of methods for the selection of candidates becomes more complicated.

Labor market research also provides an objective view of the quality and quantity of job offers from job applicants.

From point of view quality labor supply can be differentiated according to abilities, motivations and attitudes. Ability data provide data about the profession and education, which should be complemented by their own experience or the experience of other organizations in the field of working with individual professional and educational groups(for example in the area of ​​educational requirements educational institution). The analysis of motivations can be correlated with the expectations of the profession and professional experience, which often provide information about the reasons for the turnover of the workforce. From the analysis of attitudes, it is likely that data will be collected on the image of the employing enterprise and its potential competitors, from which recommendations can follow for the formation of the internal image of the enterprise, as well as the perception of it in public circles.

The attractiveness of the workplace, as shown by a survey by German scientists of 1,100 respondents (graduate students of economic and engineering fields of higher educational institutions - potential young managers and already employed young specialists, who have worked in a particular organization for about four years on average) consists of a number of factors (Table . 2.2).

According to the results of the study, the attractiveness of a workplace for representatives of the external (students) and internal (young specialists) labor markets differs somewhat. Working “from the outside” seems attractive with such dominant signs as the opportunity to realize oneself, “challenge” by performing the work individually, the chance of professional development and the absence of directive management from the head. “From the inside” labor activity is seen as attractive, first of all, when it is possible to perform work individually (independently); self-actualize - in cooperation with the manager, and not under his strict control, build a career and have "decent content." Reliable information about the attractiveness of jobs can explain the behavior of employees and job seekers. In addition, the data of this kind of research can be used in the segmentation of the labor market. Subsequent processing of information on each of the segments is the basis for the formation of a personnel policy specific to each of them.

By quantitative Aspects of job offers can be classified into relevant (for example, for the unemployed) and latent (for example, for those employed in other enterprises). Absolute value such proposals are unimpressive in order to take specific measures for employment. It is necessary to take into account the simultaneous need for personnel from other organizations, which affects the dependence of the labor force on the emergence of employers in the market offering jobs.

Temporal the aspect involves researching the supply in accordance with seasonal fluctuations (eg in construction) or flexible working hours (eg shift work). Spatial Labor market restrictions provide information on “standard-based” employment and recruitment issues such as the value of free time, transport situation, competition in recruitment or social structure.

Importance of taking into account demographic factors due, firstly, to the fact that "the supply of aggregate social labor is clearly correlated with changes in the population." Secondly, it influences the choice of a replacement strategy, the development of induction programs, including overcoming the reality shock for university graduates, women after leaving maternity leave; staff development. The population size depends on the influence of two quantitative factors - natural and spatial (mechanical) movement. The first factor is well predicted, since the balance of the number of births and deaths is an indicator subject to evolutionary development; its changes can only occur as a result of "extreme structural breakdowns" - wars, large-scale natural disasters, etc.

Exogenous factors play a significant role in the spatial movement of the population: national decisions in the field of politics and economics (strengthening the country's economic potential, granting the right of asylum), events in countries with a lower level of development and belonging to the so-called "third world" (poverty, wars, poaching labor, etc.).

The demographic problem employers of many European states taken as very serious. First, the usual "national" ideas about applicants and employees are being violated: in their structure, an increasingly significant share is made up of foreigners - applicants for managerial and engineering positions, and not just workers, as it was before, positions. Secondly, modern workplaces require from candidates, in addition to professional competence, language knowledge and skills of interaction with modern technical systems. Candidates from "third countries", where a consistently high birth rate guarantees an influx of young labor force abroad, most often do not pass the mock hiring exam. Thirdly, when hiring foreign managers and working with them, classical selection methods are unsuitable, which guaranteed the relative accuracy of the selection of this category of applicants, as well as further development and motivation.

Demographic data indicate that the situation with the natural and mechanical movement of the population leads to fierce competition for the acquisition of a better labor force. The chance of a competitive victory is available only for those enterprises that timely develop innovative strategies providing personnel and implement attractive forms of taking care of it (Table 2.3).

Influencing the state of the labor market, organizing the search, attracting and selecting candidates of various hierarchical levels, demographic factors demonstrate the ability to direct or indirect "prolonged" action.

Definition economic and technical development as the basis of a social formation that forms a superstructure - an interconnected system of social phenomena, reveals the sequence of analysis of its impact on work with personnel. Macroeconomic indicators - economic growth rates, inflation and unemployment rates, structural changes(development of one sector of the national economy by reducing others) - they influence the situation on the labor market (labor supply) and the strategy of individual companies. Sustainable economic growth, as a rule, leads to an increase in effective demand and, thus, gives the company the opportunity to increase sales volumes. Simultaneously with this, there is an increase in the demand for labor and, accordingly, wages.

If economic development assumes, depending on the conjuncture, relatively short-term fluctuations in supply in the labor market, then technical development and the associated growth in labor productivity causes changes in this market (supply growth) long-term character. An example of this is personal computers, "Who have replaced millions of bookkeepers around the world."

As a catalyst for the growth of requirements for competencies, technical development contributes to a change in the profile of professional and personal aptitude of employees, the formation of an open personnel policy, employers use non-traditional methods of promptly attracting “multifunctional” specialists: “headhunting”, agency work - outsourcing, outstaffing, leasing. By creating the possibility of a faster search for candidates, technically advanced communication tools allow the employer to save time on contactless communication with them during the selection (for example, receiving missing information by e-mail), expand the possibilities in the application of methods of indirect study and assessment of applicants. Implementation of modern technical means in the practice of selection and recruitment involves retraining or advanced training of participants in the selection committee, as well as reducing their number.

Technical development involves the development of new programs for training and advanced training of personnel, making adjustments to the system for assessing the success of employees, their motivation and career building.

A significant factor in the external environment is politics, formed in the external labor market by the state, trade unions and employers' unions. Such groups in personnel marketing are usually called "system partners", which in relation to the employer can be external or internal.

From the side governments labor law and regulation of labor relations cover the following areas:

- the legislative establishment of equal opportunities for recruitment, selection of personnel, their assessment, promotion and training;

- guaranteed job provision (employment) of marginal groups of the population of working age;

- regulation of wage conditions, working hours, unemployment, etc .;

- regulation of benefits, impact on pension provision;

- health protection;

- laws governing labor relations.

When vacancies are published, an employer may be required to notify applicants that it represents an equal opportunity. This is done to comply with government agreements. In addition, employers may be required to use so-called non-traditional sources of employment in order to increase members of national minorities and women for employment at various organizational levels.

The state also influences the type and scale of long-term supply in the labor market through its policy in the field of education - both school and “advanced” - for adults. At the same time, with the help of infrastructure policy (for example, measures in transport policy or facilitating the organization of free time), mediation in finding a job, investment policy, etc., it can change the situation with the attraction of labor for enterprises.

Most of the state activities are carried out with the participation of trade union... Recruitment and selection, performance assessment, promotion, remuneration and incentives for workers are carried out in accordance with trade union requirements. Sometimes union membership is one of the factors influencing the selection decision, and contact with the union is the only or one of its main criteria. The combined influence of trade unions and employers is largely outlined in “tariff and working time policies”.

It has been confirmed by practice that "the reality of managerial actions is not absolute, but socially and culturally determined, that ... it depends on a specific culture how problems are perceived and resolved, and socialization determines the boundaries of this perception." This provision also applies to personnel management, the specifics of which have been introduced sociocultural factors. Their study is important from the point of view of the formation and improvement of national models of attracting and selecting candidates, from the standpoint of developing a strategy and tactics for working with foreign applicants, preparing their own personnel of enterprises and organizations for foreign employment.

Social factors can, for example, cause changes in the methods of attracting candidates for recruitment. For example, the exposure of “sexophobic” hiring advertisements in the US press led to a gradual change in their content. However, according to experts, social impact leads to a restriction rather than an increase in access to vacancies. A good example - after the Second World War, thousands of women in the United States, Germany and a number of other countries were laid off in order to free up jobs for men who returned from the war.

As a summary expression of the values, mindsets and norms that guide employees and that make up the impression of the enterprise, the culture, affecting the style of everyday life, influences the organization and conduct of selection and recruitment, training, certification and motivation of personnel.

Personality factors, characterized in the context of the proposed model as external factors of the II level, are formed by the society and therefore “absorb” the specifics of the society, the group, combined with the leading values, abilities, motivations and attitudes of a particular person.

At present, with the remaining necessity and importance of labor, the changed values ​​and orientations of the labor force, mainly young people, have become most prominent. Time and external factors have shaped new type a candidate for a vacancy and a busy employee who are aware of their importance, who are critical of the employer, who are not limited to meeting their material needs. The main personal dominants in the choice of work and its implementation were the desire for self-development and work "with a challenge", life satisfaction, a decrease in readiness for submission and perception of work as a duty, an increasing assessment of free time, a desire to preserve nature and physical health.

Some of the specificity of internal factors is explained by the origin of the word "internal", explained by etymological science as "insides, womb". Internal factors formed in the "womb" of the enterprise, in accordance with this, can be the subject of greater influence on the part of organizational management than external ones, the features of which should only be taken into account, taken into account, or the need to adapt to them.

Internal factors generated with direct or indirect participation of the external environment are therefore not free from its influence and represent the next threshold of the factor cascade, or an element of the system.

The importance of studying internal factors comes from the results of the analysis of the content of the dialectical categories of possibility and reality. In the process of the development of a given phenomenon, philosophy states, only that which is contained in it as a possibility can become valid. Accordingly, development is an endless process of the emergence of possibilities and their transformation into reality. Reality itself is something that changes and develops. With regard to personnel management, the reality is that rigid constraints of the external environment force the enterprise to look for the "optimal point" where its cumulative influence is most favorable, and through the "parallel" formation of internal factors to influence the selection, development, motivation and certification of employees to achieve "opportunity" - synergistic effect and transition of the enterprise system to a new quality.

The needs of organizations in the workforce depend primarily on the goals, for the implementation of which human resources are required. As “specific end states or desired result that the group strives to achieve by working together ”, the goals of the organization can be expressed in the form of a long-term strategy, business strategy or business plan. The more specific organizational goal, the easier it is to determine the labor requirements required to fulfill it. For a company with a stable long-term strategy, the workforce requirements do not undergo major changes from year to year, and planning of human resources is not particularly difficult. And, conversely, if an organization changes its strategy - it moves to the release of new products, the development of new markets, the elimination of certain segments of the business - the needs for both the number and qualifications of the workforce can change significantly.

Unlike business strategies and business plans, reflecting the greater specificity and individuality of the enterprise in the formation of its market positions, the strategic goal or general strategy can for most of them have a general orientation and, being a reaction to the cumulative influence of external conditions and circumstances , to characterize the features of the next stage of market development.

Thus, the strategic goal of modern market organizations is customer orientation, that is, "broad and systematic identification, analysis and assessment of his expectations related to the service, and their implementation by the company into a real service in order to establish long-term relationships with the client." Assuming the transition in HR work from management to consulting, new strategy directs the enterprise to the formation of in-house marketing, or the simultaneous focus on an external client and its own employees. In the area of ​​selection and recruitment, this implies the search and recruitment of a highly motivated, client-oriented candidate. His professional suitability includes such characteristics and qualities as independence, initiative, reactivity of thinking, knowledge of the basics of risk management, skills of prompt decision-making.

Dependence of personnel management on enterprise specifics often associated with cases of protectionism in the implementation of personnel activities: recruitment, promotion, motivation.

Cases of "nepotism" in hiring indicate that the factor of "specificity" in the meaning interpreted by the authors is relevant for employers who operate in conditions of unsettled market relations, imperfect legal framework and slowly transforming traditional approaches to work with personnel. As you enter the “civilized” market, this factor, while remaining dominant for some enterprises, will lose its relevance.

Important factors affecting personnel management are enterprise size and his technological variability... The presence of a personnel service or a specialized manager, which is possible at large and medium-sized enterprises, implies a greater opportunity for them, in comparison with small ones, to form a scientifically grounded system of work with employees. Reliable and efficient selection methods are costly, so only large organizations can most often use them. In addition, the formation of a complex and expensive selection mechanism is justified in case of frequent recruitment, a large number of vacancies, and an excess of candidates. Innovative change presupposes a balanced approach to employee development. The choice of an alternative - constant training of already employed specialists or the involvement of professionals from outside depends on the results of assessing one's own potential, analysis of the labor market in the desired segment, the image of the organization, etc.

Dismissals by on their own, retirement, maternity leave, etc. form intra-organizational dynamics personnel, which affects the changing needs of the organization in the workforce, the development of a scenario for its search, attraction and selection, as well as the introduction of new employees into the position and their subsequent adaptation, the formation of measures for monitoring the psychological climate in the team.

The success of HR policy may depend on image organizations. As a rule, the image is formed by the quality, competitiveness and popularity of products or services. On the one hand, the logic of involvement in the well-known and sustainable, embedded in the formula for the success of large companies, is explainable. Examples of this in the Russian personnel market are Gazprom, large oil companies, banks. The situation is similar in foreign markets. For example, the Lufthansa company, known all over the world for the quality of air transportation, located in large cities and using a well-thought-out mechanism for motivating employees, has no serious problems with attracting and developing specialists and managers. The car giant BMW is also not distinguished by an active policy on the labor market: every day, the personnel service of the enterprise receives a large number of application letters about the desire and readiness of external candidates to fill the vacant vacancy or wait for it to appear.

At the same time, another German company "Brose", known for the electronic modules produced for most of the world's giants of the automotive industry, due to difficulties in hiring the designated categories of personnel, is forced to search for them in neighboring France, which requires additional costs and adjustments to the usual effective selection methods. The prestige of the trademark, guarantees of high income, well-thought-out labor motivation are not dominant for graduates of German universities when choosing Brose as a place of work. The main reason is the location of the enterprise in a small town that does not have a large Center within a radius of 180 km, which lowers the bar for young people on the value of vacancies announced by Brose. Trade company Wuerth is a giant with 10,000 employees, on the contrary, it has a constant influx of people who want to get a job, despite its remoteness from settlements. The average one-way distance traveled by personnel on a daily basis ranges from 50 to 80 km. The high image of the enterprise is explained, in particular, by an effective personnel policy, low staff turnover, points awarded for "recruits", etc. According to the manager's estimates, another large company- "Messerschmidt-Bölkov-Blom", this defense enterprise as a place of possible work was assessed by only 10% of young people graduating from higher educational institutions, considering it the basis for possible rapid growth, 80% of them completely rejected the prospect of such a job.

The new term "staff-image" means the opinion that develops among people, job seekers, about the enterprise in the labor market. This means that the image is a collective factor, and each of its components is a variable capable of influencing the decision of candidates in different situations, acting as a catalyst or a brake (Table 2.4).

In accordance with this, the formula for the success of work with personnel is not standard, the complexity of relationships and their development in perspective can be traced as a result of a multivariate forecast carried out by each enterprise individually.

Consideration of the factor is also relevant for the organization of work with personnel goal optimization when attracting, developing, evaluating and motivating personnel. The subject of the analysis of the conflict of intentions of the employer and the applicant for hiring can serve as their target settings (Table 2.5).

Differing goals indicate that selection and recruitment are accompanied by serious social conflict. The employer's standard interests are the search and selection of a highly effective and loyal employee in relation to the organization, who, however, should be "tied" to himself "only as long as his activities are beneficial in the form of profit. Despite labor protection laws, the so-called “weak” categories of employees (foreign labor, pregnant or untrained women, persons with disabilities) are at risk of being fired or squeezed out when hired by “stronger” applicants when the equipment load decreases.

With the increasing economization and rationalization of labor, fewer and fewer jobs remain for those who rely on dependent occupations to support their livelihoods. Increasingly, a person is in demand who depends on a “difficult” job, who, in order to increase the chances of getting one, must specialize in “a certain combination of qualifications”.

Conflicts of goals, as practice shows, are resolved to a greater extent in favor of the organization's positions. At the same time, the question of the formation of an alternative practice of selection and hiring, corresponding to the goals of both participants, remains relevant, and not only for applicants. According to the Lofqvist and Davis model, the achievement of performance standards is related to the degree of employee satisfaction with their workplace: satisfaction contributes to the implementation of performance standards and, conversely, depends on the experiences associated with achieving success in the workplace. In turn, satisfaction also has a clear effect on employee loyalty, thereby reducing their willingness to change jobs.

From strategies to ensure staff and displacement its organization depends on the content and course of the recruitment campaign, employee development, and turnover expectations.

In-house coverage of staffing requirements can be achieved without relocation and through relocation of employees. In the first case, additional labor is not involved, the problem is solved by intensifying the labor efforts of those already employed, so there is no question of selection here. Job transfers are a form of internal recruitment, which implies in the future either "saving" a vacant job or filling it from outside.

External staffing can, in turn, take place with passive or active behavior of the enterprise. In the passive form, recruitment activities are almost never used; the company either considers available information about job seekers, applications sent on the personal initiative of applicants, or resorts to the services of other institutions (labor exchanges). With a high level of unemployment, an insignificant and non-urgent need for personnel, such behavior is more justified than an active appearance on the labor market. A relatively new option for staffing is the so-called agency labor, which can be represented by leasing, outsourcing and outstaffing.

The enterprise carries out active measures in the labor market in case of a tense situation on it, urgent need or a great need for personnel. The design of recruitment ads and the choice of advertising medium depend on the goals and type of attraction.

The implementation of strategies for providing an enterprise with personnel presupposes a deeper understanding of the features of the main segments accumulating candidates to fill vacancies. The importance of this factor lies in the fact that the fields of interests of the enterprise are characterized by a set of features that can subsequently significantly affect the performance of the enterprise and therefore require a balanced approach.

The success of work with personnel depends to a large extent on from the HR manager and the attitude of the organization's top management to the solution of personnel issues.

Research shows a fairly close relationship between the opinion of the candidate and the employee about the company, the decision to choose it as a place of work, training, career development, and the manager - the subject of work with personnel. The professional suitability of a personnel manager is formed depending on the size, industry affiliation of the organization, the specifics of its prospects, features of personnel policy, the degree of progressiveness of views on working with top management personnel. A number of organizations give preference to professionally trained "personnel officers" who have received higher education in the field of personnel management, law, psychology, social pedagogy, others - "grow" personnel managers from engineers capable of working with people through additional education. This path is justified by the fact that the search, attraction of candidates, their selection, induction, development, assessment and motivation will be more adapted to organizational realities.

The logical and actual consequence of the expansion of the entrepreneurial field of activity beyond national borders is the internationalization of personnel activities. Penetrating the markets of other countries, implementing strategies of participation, connection or absorption, the company adapts to the partner or influences him, while carrying out the necessary exchange of personnel.

National personnel management is guided by the system of labor relations adopted in the country, enshrined in the relevant legal norms, and understood as planning, implementation and control of personnel strategies, a tactical set of measures and operational single actions, through which, in conjunction with other functional management, the enterprise must achieve economic and social goals. Such an approach in the new international economic conditions turns out to be ineffective and requires the formation of new concepts, operating taking into account the factors of the external environment, culture, and the historical characteristics of the population's life.

An essential task of environmental research is the identification of the culturally oriented features of the partner country, which can affect the organization (methods) of work, decision-making (Table 2.6), and measures to form the image of the organization. The knowledge gained from this can limit the ability to pursue individual strategic alternatives.

For example, an ethnocentric HR strategy is not suitable for countries with a strong tendency to avoid uncertainty. Such avoidance can manifest itself in ensuring greater stability of one's career, establishing more formal rules, rejecting deviant ideas and behavior, and accepting the version about the existence of absolute truths. According to G. Hofstede's research, the group of countries with a low level of uncertainty avoidance includes the United States, Great Britain, Canada, Norway, South Africa, and India. Calling such cultures "village market" and "family", the scientist explains that their characteristic feature is the desire to create less hierarchical structures and closer interaction between people, expectation and encouragement of the ability to take risks. Countries with a high level of uncertainty avoidance include Austria, Germany, Finland, Mexico, Brazil, France, Japan, South Korea, Spain. In Austria and Finland, staff work in organizations that are highly predictable and do not need a strict hierarchical structure. Brazilians and Mexicans view their organizations as pyramids. Roles and procedures are clearly defined in these cultures, and clear directions from the manager are expected. The behavior of leaders who expect high commitment and independence from their subordinates is interpreted in such cultures as weak leadership, while managers, on the contrary, attest to employees with insufficient commitment to perform unstructured work.

The distribution of the surveyed countries according to four indicators of cultural differences: individualism (IND), uncertainty avoidance (IDA), power distance (DI), masculinity (MN) are given in Table. 2.7.

***** - indicator with a high value of the attribute;

* - indicator with a low value of the characteristic.

Acquaintance with a particular subculture includes an analysis of the structure of the population, the labor market, legal and educational systems, including the specifics of specialized training of specialists in the field of personnel management.

There are pronounced features in the implementation of personnel management functions.

V Of Japan hiring is carried out for the enterprise as a whole, and not for a specific place and position; obligatory application documents are, among others, a free-form “oath of allegiance” and a recommendation from an employee already employed here. Hiring for life. As in China, there is more emphasis on the group than the individual.

For enterprises USA characterized by the transition from direct subordination to freedom of action of the individual, the selection of a candidate for a strictly defined vacancy, most often urgent hiring, about 70% of applicants "weed out" at the stage of contactless communication. When hiring managers, it is allowed to use a lie detector. There is a strong link to the requirements of the law on racial and gender discrimination. No preference for national or foreign candidates is expressed.

V German and English hiring versions give priority to "their" candidates, in the selection procedure, a transition from direct to indirect methods is noticeable. The cult of the national language is characteristic. In Germany, personnel services illegally use "code languages" for transmitting information about personnel. Priority in the selection is given to young managers who have the practice of independent work at enterprises in Africa and Latin America.

French employers guarantee a 10-15% bonus to the salary of candidates - graduates of elite domestic and foreign universities, for whom personnel officers arrange a "hunt". There is a tendency in the country to have a negative attitude towards testing - a “harbinger” of stress, but this method is used here more widely than in other countries.

V Spain and Portugal Along with job advertisements, the most common and accepted selection methods are "patronage", "nepotism" and "oral opinion". Applicants who have received an MBA degree from foreign universities are especially appreciated - they are hired, they have a higher remuneration. The main constraints on the mobility of candidates in this market are:

– a family: the close relationship of family members, typical for the European Mediterranean, makes it difficult for a leader who has received an offer for a new position to move to another city;

– infrastructure: moving from major centers to less significant and developed cities is often impossible due to serious differences in social infrastructure;

– labor market for a spouse: Due to the lack of transparency and flexibility in the labor market, it is not easy to find a suitable institution for a marriage partner, as a result of which many managers are forced to turn down attractive offers;

– language and culture: the predominance of local languages ​​in the educational and legal system, which are difficult for outsiders, restrains the mobility of the workforce and causes a critical attitude of managers to the integration of the family into an unusual local culture and language.

V South Korean monopoly group "Samsung" in addition to tests in English and Chinese languages ​​are required to submit a document on donation or other humanitarian activities. According to orientalists, they follow the Japanese personnel policy, which is based on the fact that blood type represents the key characteristic of an individual in such positions as dedication, adherence to strict order, caution, patience, creativity and organizational skills, etc. "

On many African enterprises, when hiring a manager, in addition to an educational and experienced one, there is an age qualification: an African applicant must not be younger than 40 years old.

World experience shows that an equally high-quality education of a personnel specialist can be achieved through the implementation of different approaches and methods. Thus, in addition to Japan, the countries with established and developing concepts of personnel management traditionally include the United States and Germany. Equally effective, organizational formats of training to work with people, at the same time, have pronounced features introduced by cultural differences.

Researchers tend to believe that the basis of a scientific understanding of the characteristics of people management in enterprises Of Germany- religion, more precisely, the social doctrine of Catholicism. The idea of ​​community of interests preached by the Catholic doctrine, in this case - the entrepreneur's responsibility for the physical and mental health of workers - was accompanied by the institution of fidelity imputed to him as a countermeasure. The homogeneous structure of the population of Germany, the weakly traced problem of minorities and discrimination against ethnic groups, mostly related to the labor force from the Mediterranean countries, discussions about the need to promote women - the specificity of the country from the standpoint of its population. Traditionally, a feature of the labor market in Germany is the rapidly growing proportion of specialists with higher education and skilled workers. Each specific specialization is intended, as a rule, for a specific professional field and is consistently "supervised" by various educational authorities. There are practically no so-called elite institutions. The identification of specialists occurs primarily through subject specialization, and not the university in which it was obtained.

National specificity of personnel management in USA, unlike the German one, is based and develops on constitutional and legal norms. The demographic changes in American society are the subject of constant debate here. The cohort of national minorities with the heightened attention required in this case includes women, immigrants, immigrants from Asian countries, Hispanics and African Americans, and even older workers. Along with the state, enterprises are making efforts to create an infrastructure that is fair in relation to these categories of employees, establishing flexible schedule work, after-school groups for children, etc.

The labor market in the United States is characterized by a heterogeneous level of qualifications of employed workers and job candidates.

On the one hand, the educational status of a significant part of the population is rather low; on the other hand, statistics register growth specific gravity graduates of higher educational institutions.

In contrast to the German one, the education system in the United States is characterized by elitism. Specialists are identified through elite universities. Admission to these is governed by "transparent, achievement-oriented" exams. The practice-oriented, self-made worker is valued over the standard-oriented university graduate.

National framework differences in the conditions affecting human resources management in Germany and the United States are also accompanied by significant differences in curricula training of specialists in the designated area of ​​management (Table 2.8).

The significant difference in the positions of Americans and Germans is often explained by the unequal framework conditions of the analyzed educational systems. Qualified by specialists as an "internationally high" level of education in Germany is regulated by the state, that is, students of higher educational institutions receive almost the same knowledge and skills.

Education is different in elite and conventional universities in the United States. Therefore, organizations undertake significant efforts to "complete training", paying great attention to the training and advanced training of young specialists.

1. Give the rationale for personnel management as a science. Comment on the three main areas of human resources science from the perspective of theories of explanation and transformation.

2. Why is an interdisciplinary approach expedient in the knowledge of personnel management as a science? What disciplines are we talking about in this case?

3. What is meant by the concept of personnel management? Argument its necessity and possibilities from the standpoint of the enterprise, human capital, macrolevel.

4. Comment on the structure and content of the system of principles for the formation and development of personnel management

5. Give a definition of the factors of personnel management, justify the need to take them into account when shaping the work with personnel in the organization. List the main external and internal factors affecting personnel management.

6. What are the main conflicts (contradictions) between the goals of the employing organization and the applicant for a vacancy (personnel employed in the organization)?

7. What is meant by the internationalization of work with personnel and why is it necessary to study foreign cultures?

8. Comment on the main cross-cultural features of the HR concept.

9. Name and comment on the main differences in the training of personnel management in the United States and Germany. What, in your opinion, are the elements from these scientific schools borrowed in Russian practice?

10. Compare attitudes towards the "image" and the profile of the HR specialist in the US, Germany and Russia.

History of development of personnel management

The first written government document is the Bible, which describes the passage of the Jews from Egypt to Israel under the leadership of Moses.

In the Middle Ages, production was supervised by a master craftsman, who carried out all management issues:

1.set of students

2.evaluation of personnel

3.motivation and stimulation of staff

4.training

5.mentoring

The industrial revolution of the 19th century changed the nature of production. The skilled labor of artisans was replaced by the meaningless labor of the proletariat.

Growing dissatisfaction with working conditions forced managers to hire specialists in relation to workers. They were called secretaries-welfare or public secretaries. They set up hospitals and schools, controlled working conditions, and resisted attempts to form a union.

Developed in the early 20th century by Frederick Taylor, The Theory scientific organization Labor ”argued that there are management methods that are acceptable for each organization, as well as the emergence of trade unions, government interference in the relationship between the employer and the employee.

Trade union strikes led HR specialists to sort out workers' claims, negotiate and represent in courts.

State intervention led to the creation of national social insurance systems, unemployment compensation, the establishment of a minimum wage, the length of the working day.

State structures for labor control and personnel departments were organized.

Personnel Management Is a complex applied science of administrative and managerial, organizational and economic, technical and technological, legal, group and personal factors, methods and methods of influencing personnel in order to achieve the goals of the organization.

Organization personnel management.

finance raw materials

people technology, information

buildings, equipment

The concept of human resources - personnel is the most valuable asset of the enterprise.

Human capital theory.

Human capital is a measure embodied in a person, capable of generating income.

It includes: abilities and talents, physical strength and health, and skills, knowledge and experience acquired during life.

Workers are a special form of capital.

Chek requires investment, i.e. attachments.

Direct costs- This is the payment of tuition, employment costs, change of residence and place of work.

Lost earnings- this is when employees did not work for a good reason.

Moral damage- the work is not in full force for objective reasons.

Model provision on the personnel service.

The personnel department is an auxiliary independent structural unit.

Human Resources Department - Human Resources Department - Human Resources Department - Human Resources Department.

HR tasks- this is to ensure the personnel policy of the enterprise.

The structure depends on the number of employees in the organization. Positions can be chief, deputy chief, inspector.

Personnel service functions:

1.participates in workforce planning

2. selection and development personnel reserve

3.work with young professionals

4. registration of admission, transfer and dismissal

5.keeping statistics on personnel

6. Issuance of certificates about the present and past labor activity

7.control over placement and correct use by the leader

8.organization of the personnel certification procedure

9.storing and filling out work books

10.preparation of materials for awards

11.preparation of documents for pensions

12.the study of the reasons for the movement of personnel

13.employment of redundant workers

14. control over the state of labor discipline.

Relations with other units - interact with all services on personnel issues.

The rights of the personnel department: responsibility (for violation of labor legislation, the personnel department bears administrative responsibility).

External and internal factors affecting personnel management.

I. External factors

Legislation Russian laws regulates the relationship between employer and employee

o respect for human rights

o the same opportunities when hiring (girls of Slavic appearance are not allowed)

o the minimum wage, the length of the working week, the duration of the vacation provided

o standards of working conditions

o labor safety standards

o functions of trade unions

Economic conditions

o labor market

o the nature of competition

o the level of social productivity of labor

II. Internal factors

· Mission and purpose of the organization.

Mission as the goal of the organization. Each function, regardless of the form of ownership, has a purpose. The purpose of the function's existence should not be confused with the unnecessary goals of its owners. The goal must be clearly articulated

Corporate culture is a system of values ​​that is shared by the majority of employees, affects the behavior of labor productivity, employee expectations sets a set of standards for all possible areas of life

Management system - the established stereotype of the relationship between the employer and the employee is understood

pluses: in case of an error, all responsibility lies with the boss

o democratic management style - all decisions are made jointly by all pluses: develops creativity, the opinions of all are taken into account

cons: a lot of time for discussions and no decision

o liberal (semi-stable) do what you want, just do

pros: for creative people it gets better

cons: for lazy rest

unfair style

o compromise style - mutual concessions between the employer and the employee

pluses: less conflict, allows you to work calmly

cons: breaking the law

o emergency style - come on, come on, then we'll figure it out; there will be a problem, there we will solve

mobilization of forces occurs in exceptional situations

cons: force to work in labor mode, conflict, disorganized

pluses: mobilizes in an emergency the team rallies

o business style- offers work on calculated and optimal

pros: fit or work is going according to plan

cons: if a surprise happens

o situational

o the co-facilitator enters the position

o inconsistent, etc.

Personnel management processes:

1.workforce planning

2. selection and selection of personnel

3.Vocational guidance and adaptation of personnel

4. professional development of personnel

5.evaluation and certification of personnel

6. career planning of staff

7.motivation and incentives for staff

8.control over the actions of personnel activities

The system of staffing the organization.

Consists of 4 stages:

I. definition of vacancies.

Vacancy Is a position approved by the staffing table that is not occupied by an individual

Staffing table- This is one of the main documents of the organization, which indicates the names of all positions that exist in the organization, qualification requirements, the number of units, monthly wages, additional payments and allowances assigned by order and the annual payroll.

It is approved for the financial year (must be drawn up in 3 copies), signed by the general director and the chief accountant, kept by the general director, chief accountant and head of the personnel department, and extracts from the staffing table for their structure are kept by the heads of structural divisions.

Form of the staffing table No. T-3.

Conclusion procedure

1) all posts are written in accordance with the classification

2) the number of units can be indicated in fractions of 0.25; 0.5; 0.75; 1.5 and so on

At the end of the staffing table, the annual payroll for the organization is written (indicated).

During the financial year in staffing table can be shortened staff units or introduce new ones only upon written justification and order of the General Director.

II. Attracting staff

Experts advise to always start searching for personnel within the organization.

Use at least two ways to attract staff

Attraction methods:

1.search within the organization

a. search among employees is an advertisement on the walls, at meetings

pluses: does not require financial costs, career development, motivation for good results, you can quickly find

cons: limited search circle, part managers hide good employees for themselves

b. search among friends and relatives

pluses: does not require any costs, staff adaptation is facilitated

cons: we are not objective about the business qualities of relatives, employees do not always own the requirements vacant post

2.search outside the organization

a. travel to educational institutions - the manager travels to a professional educational institution in order to select personnel

pluses: does not require financial costs, you can find a "fresh stream", the manager conducts an initial interview, freeing up the personnel department

cons: in an educational institution you can only find an employee (no work experience), not a top manager

b. state employment services, center services

pluses: employment in accordance with the specialty and qualifications, free retraining for a demanded profession with further employment, supports young professionals, free of charge and a wide choice

cons: bad places, weak specialists apply

c. private recruiting agencies

pluses: very high quality selection

cons: a limited range of specialties, very expensive, requires financial costs

d. self-identified candidates

pluses: does not require financial costs

cons: no immediate solution

e. media announcement

pluses: for mass hiring, you can find good specialists

cons: expensive (newspaper), a lot of people interested

III. Staff selection

There are primary and secondary. The personnel service conducts the primary selection (study of documents), the secondary - an interview with the line manager

The selection of personnel is carried out in accordance with 3 documents:

1) job description: a document indicating the main functions, rights and obligations of the employee. Drawn up by an employee of the personnel department and line manager and approved by the CEO. It is advisable to re-sign the instructions every 2 years. Each employee is obliged to familiarize with the job description.

Sources for development - a qualified directory of positions of managers of specialists and other employees - M .; Ministry of Labor of Russia, 2000.

Unified system of organizational and administrative organization. Unified forms. Guidance and materials on their application - Mu; 1980.

To improve the quality of selection, the HR department creates additional documents for which an image of a portrait of an ideal employee is created.

2) the "competency map" allows you to overcome the technical shortcomings of personnel selection

Competence is the knowledge and skills and personality traits of an employee (Louis Armstrong)

Competence is a personality characteristic of a person, his / her human ability, his / her ability to perform certain functions, types of behavior, social roles.

The competency map is usually drawn up with the assistance of professional consultants.

Competence types:

1. professional (technical) competence - the preparedness of an employee to perform professional functions.

2. job competence (scientific-positional) is the quality of an employee that ensures the effective fulfillment of the requirements of the position

3.social competence - reflects the relationship between people in the process of work and characterizes the ability of a specialist to work in a team, in a team and interactions with people (the ability to influence other people, the ability to persuade, to establish communications, the ability to explain, the ability to adequately perceive a communication partner , the ability to read intonation, facial expressions, views, the ability to adapt to the interlocutor, tolerance, the presentation itself, knowledge of effective conversation techniques)

4.methodological competence - the ability to generalize, prioritize, the ability to structure, classify

5. temporary competence (time competence) - allows you to effectively manage time, the ability to allocate time, use it for organizational and personal purposes. Adequate attitude to the past, present, future, clear establishment of time expenditures for certain costs, control over the time for completing tasks.

6.organizational competence - the ability to work in a schedule, in a mode for work, to bring the matter to the end, to be accountable for the completion of tasks

7.Individual competence - your knowledge, skills, methods of communication and interaction, skills, personality traits, behavioral aspects, abilities, opportunities)

8.specific competence - leadership qualities, the ability to manage people, the ability to understand the goals and activities of management

3) Qualification card - being prepared personnel service and line manager and is a set of qualifications.

Acquaintance with documents.

Documents required for employment, article 65 of the Labor Code:

1.document proving identity (passport of a citizen of Russia or temporary identity card, issued for up to 2 months, can be extended up to 3)

2. employment history(except for the first time job) is stored and issued only by the employer

3. insurance certificate of state pension insurance. State City Pension Fund

4.Individual tax number obtained in tax office at the place of registration

5.the educational document (certificate, certificate, diploma) is stored as a copy, stored for a long time

6.document of military registration (and for girls - doctors, teachers)

Optional documents:

1.medical book (obligatory for some)

2.characteristic

3. passport

Acquaintance with autobiography and resume.

Kept in a personal file. It is written only by hand, it always begins with the word autobiography.

1) identification - full name strictly according to the passport

2) date of birth (month in words)

3) place of birth (according to the certificate of birth)

4) home address (with zip code) SPb write

5) telephone, contacts for communication

6) education

7) prof. goal: looking for a job as a hall administrator (ready to start gaining experience with a waiter)

8) work experience (I have experience as a trainee waiter)

9) additional education (year of graduation, educational institution (center), course name, certificate number)

10) personal and personal characteristics are indicated if required in the vacancy announcement

13) IOF and the date at the end is written again

1) full name of the organization

2) full name of the qualifier of the required positions

3) job requirements (education) qualifications and experience

4) wages (from 15t or 15t + bonuses)

5) work schedule

6) requirement for the candidate

7) who to contact and where

Reasons why candidates are refused:

1.insufficient qualifications, insufficient work experience, lack of formation of habits for independent work

2.miserable appearance

3.the manner of a know-it-all

4.not ability to express

5.Lack of a career plan

6.insincerity and imbalance

7.Lack of interest and enthusiasm

8.inability to work additionally

9.excessive focus on money

10.low academic performance during studies (special subjects)

11.reluctance to start at the bottom

12.looking around while relaxing (lazy)

13.unhappy family life

14.Lack of sense of humor

Interview stages.

Conversations are divided into 4 stages:

1. a greeting and a small conversation (look at manners, appearance, questions not related to the topic "how did you get there?")

2.the main part (questions about everything)

3.concluding part (story about working conditions)

4.reception (filling out the document or "we will call you", or "call back in 3 days)

Selection criteria.

1.education

2.experience (from 6 months)

3.medical, physical characteristics

4.personal characteristics and personality types

Types of interviews.

1.1 on 1 (representative of the company with the candidate)

2.1 employee with multiple candidates

3.several representatives of the company with 1 candidate

The purpose of the interview is to assess the candidate's compliance with the portrait of the ideal employee, his ability to fulfill the requirements of the job description, the potential for professional growth and development, the ability to adapt in the organization to working conditions, etc.

The interview is a two-way process, where the organization assesses the employee, and the employee assesses the organization. Both must be satisfied.

There are 2 types of prof. suitability:

Absolute (must have special professional knowledge and abilities)

Relative (professions, the development of which is accessible to any person)

The information about the profession is summarized in the professiogram: it indicates the features of the given professional activity, the main actions, their sequence, the necessary special training, knowledge and skills, the mode of work and rest, sanitary and hygienic conditions, characteristic psychophysiological states (monotony, fatigue, emotional orientation), the volume and nature of the processed information, the physically intellectual severity of work, the equipment used , algorithms and psychological structures of actions performed by a person, psychological characteristics of a person in professional activity).

Interview:

To be carried out in a specially equipped normal place

The results of the interview are necessarily recorded

During the interview, professional and psychological testing is possible, carried out in accordance with the TKRF

Psychological testing:

1) the differential diagnostic questionnaire of Klimov E.

2) determination of temperament (for a waiter, sanguine, choleric)

3) accentuation of character (for a waiter, the interlocutor with traits is a practice)

4) test to determine communication and organizational skills

Parent, adult, child

1.do not reschedule the date

2. create a favorable climate

3.if a person asks to transfer, then only 1 time (psychologically not ready)

Optimization of the number of employees.

In some cases (seasonality of the enterprise), an excess of personnel is formed at the enterprise. Ideally, it is necessary to have 75% of them officially registered, and the rest to be drawn up under an employment contract.

In the event of an overabundance of personnel, it is necessary to reduce the number of employees (think very carefully, according to the law, carefully)

1.allow everyone to quit their job of their own accord

2. to stop hiring for any position

3.transferring employees to temporary work elsewhere

4.translation into abbreviated form work time

5.training from production (personnel certification)

6. vacation at your own expense

7. reduction in the number of staff (in strict observance of the TKRF)

8.to develop clear and most objective criteria for the selection of redundant

9. organize a communication (information) company

10.to provide maximum assistance to the dismissed

Requirements for candidates - job descriptions.

Efficiency of personnel selection.

It means the speed and quality of achieving the selection goals, determined by the following factors:

1) labor market (labor force). The quality of selection depends on the state and state of affairs in the renal labor market (law on employment of the population)

If there are a lot of applicants in the Republic of Tatarstan, then the selection is more difficult, but it will be much more indirect, if there are fewer, then you may not find

The selection process is influenced by the conditions that the organization has to offer

The selection coefficient is equal to the number of selected applicants, from which selection is carried out

The labor market is the sphere of the formation of supply and demand for labor. Through it, the sale of labor for a certain period is carried out. A specific feature of the market is the right to use labor, knowledge, qualifications and abilities. Market relations are regulated by law. The demand depends on the salary.

2) the demand of the trade unions

3) the location of the organization (determined by demographic and geographic factors)

4) parameters of the immediate environment (length of service in the organization, low accident rates)

Participation of managers in the selection of personnel.

An employment contract must be concluded in 2 copies. There is an article in the Labor Code "conclusion of an employment contract." Concluded on behalf of the CEO. The minimum wage is obligatory, the duration of the vacation, the work schedule. It can be urgent and indefinite. Signature and seal required. If a photocopy, then be sure to certify - a blue seal.

Vocational guidance and staff adaptation.

Prof. orientation is a system of events that helps a person to find a prof. activity in accordance with individual psychological characteristics. Socially significant (this profession is needed, prestigious) and interests and physical. human condition.

Prof. orientation consists of professional information prof. consultations, prof. selection, prof. kit.

Prof. information is information about where and under what conditions you can get a profession or specialty.

Prof. consultation is the definition of prof. suitability for typological (temperament) characteristics, personality traits (character) and cognitive functions (for inclinations and abilities).

The role of individual psychological characteristics for prof. suitability.

Individually psychological personality traits are made up of hostile and acquired characteristics.

Inborn: temperament, inclinations, abilities (partially)

Acquired: character, ability (partially)

For the waiter - a sanguine person with phlegmatic features.

1) Temperament - to typological characteristics

In the dynamic characteristics, 3 spheres are distinguished:

General activity (the most active choleric person)

Features of the motor system

Emotionality (choleric people are emotional, phlegmatic people are not)

2) Character (personal characteristics)

3) inclinations and abilities (IQ test, communication skills test)

Classification of professions.

The most famous classification is the Klimov classification.

The study of professions and the compilation of professiograms is carried out in order to identify the key requirements that the profession imposes on the performer.

Studying professions, Klimov divided all professions into 5 groups according to objects of labor:

PE (human nature - microbiology, florist, veterinarian, agronomist)

CT (man-technician - mechanics, cooks)

HH (man-man - waiter)

CHZ (man-sign - work with information, programmers, accountants)

CHH (human-artistic image - sculptors, architects)

1) gnostic professions (quality inspectors - conductor)

2) transformative (cook, waiter)

3) exploratory (creating new)

1. manual labor

2.machine-manual labor (cook)

3.s automated systems control (computers)

4.with predominant functionality

By the principle of working conditions:

1.work in a room with a normal microclimate

2.work outdoors

3.Unusual conditions (astronaut, diver)

4.increased responsibility (teach, doctor)

Professional selection is the selection of a limited number of candidates with the best characteristics

Professional recruitment is a massive recruitment of people to perform a production function at various levels.

Staff adaptation.

It is a dynamic process of human adaptation to environment... The process is two-way. Occurs throughout life: health status, change of housing, changes in family life.

There are production and non-production:

1. production adaptation includes all aspects of an employee's adaptation to a new job in an organization:

1.1. professional adaptation - familiarization with the intricacies and specifics of the profession, the formation of the necessary personal qualities for a successful professional activity.

3 stages of professional adaptation:

a. choice of profession and training of the profession. Depends on the educational institution, team, etc.

b. the first steps into the profession - good luck inspires, and in case of failure 1.the person leaves the profession 2.mobilization of forces to overcome difficulties

c. recognition as an equal among equals - approximately 3 years.

Professional adaptation is assessed by objective (1) and subjective (2) indicators

(1) compliance with norms, sufficiency of qualifications, knowledge and skills

(2) motives for choosing a profession, emotional assessment and future plans

1.2 psychophysiological adaptation (psychological) - adaptation to work activity at the level of mental and physical forces of the body (daily regimen)

1.3 socio-psychological adaptation - adaptation to the team

1.4 organizational and administrative adaptation - getting used to corporate culture, leadership style, etc.

1.5 economic adaptation - getting used to social security and salary

1.6 sanitary and hygienic adaptation - getting used to the requirements of labor, production and technological discipline

Adaptation is active and passive.

2. Non-production adaptation

2.1. adaptation during the rest period

2.2. adaptation to non-production communication

2.3. adaptation to everyday life

The success of adaptation depends on:

1) high-quality professional adaptation

2) objectivity business appraisal

3) organizational management mechanism

4) the prestige and attractiveness of the profession and organization

5) motivation

6) continuous training of personnel

7) socio-psychological climate of the team

8) personal characteristics of the employee

Management adaptation:

Adaptation of the head to a leading position, there is primary and secondary. During this period, the lack of life, experience is more felt. The presence of a mentor on the side influences well, delegation of powers is the transfer of the functions of the leader.

Introduction to the course of new employees.

Involving a newcomer in a team is a set of procedures aimed at accelerating the development of a new job, shortening the adaptation period, establishing contact with the team.

Introduction to the position: is one of the stages of adaptation. The introduction to the position contributes to:

1.providing information

2.making the rules and regulations

3.the mastering of new working techniques

Job introduction may coincide with probationary period... The line manager is personally responsible for induction.

The best induction option is to appoint a mentor.

When hiring, a new employee must be given detailed information about the company: development history, top and middle management, goals and mission, job content, job descriptions, limits of authority and responsibility, quality system (how is checked), interaction with other departments, labor protection, list of documents required by the employee.

In large organizations, courses and lectures can be held, trainings (at the discretion of the administration) for successful adaptation, a system of benefits and competencies is possible (serve 2 tables, instead of 4)

Personnel assessment and certification

Personnel certification is a process as a result of which the suitability of an employee for the position held is checked.

Personnel assessment problems:

1) unclear norms - arises because the leader cannot give an exact definition of some characteristics

2) the halo effect - the assessment given for one characteristic affects others (personal antipathies and sympathies should not influence)

3) the central tendency - in order not to spoil relations with the team, the head gives average marks

4) softness or speed - all scores are low or high

5) bias - when the assessment is influenced by such indicators as nationality, gender, age, race.

Personnel assessment methods:

2. The forced distribution method is the distribution of workers from the best to the worst at the discretion of the line manager. During distribution, all employees are classified into groups. For example: worst, outstanding, best

3. Method of standard assessments - the manager fills out the form by assessing certain aspects of the work on the established scale (5 points each). Disadvantages of the method: subjectivity, one-sidedness, personal relationships; the standard scale does not always take into account personality traits

4. Portfolio method - when organizing certification by this method, it is necessary to develop requirements and structure. Pros: objectively, there is a document, the person has achieved

5.critical incident method - it is more used for managers when they are asked to solve several production problems

6. method of management by setting goals of MBO - applies only to managers. When on certain period for the leader, key goals are determined, then their fulfillment is checked. For a period of 6-12 months. Goals should be: specific, measurable, achievable (50%), but challenging; meaningful, time-oriented (specific time frame)

7.pair comparison method (comparison between foremen, shifts, departments, etc.)

Unconventional assessment methods:

1.psychological testing, may be additional to the main certification procedure

2.Method 360 about attestation is an assessment of an employee from various angles

Personnel assessment based on computer and internet use

There are several low-cost performance appraisal programs on the software market

The "Employee Appraiser" program is a menu that includes more than 12 evaluative dimensions, such as: foreign language, leadership, etc. As well as other internet sites.

Conducting an appraisal interview.

The culmination of the attestation process is the appraisal interview

1.the interview should be held in a specially designated place (comfort) for this case

2.It's better not to postpone the interview

3.It is necessary to start the interview with a discussion of the positive aspects

4. it is customary to start with self-esteem ("tell us about yourself in 5 years of success ...")

5.Discussion of shortcomings (if he does not go over) and ways to solve them

6. end the interview on a good note

3 stages of the interview

There is no perfect. You can do it your way

1) satisfactory with promotion - a form for successful employees for promotion

2) satisfactory without promotion - a decision can be made about moral and material motivation or professional development and training

3) unsatisfactory corrected assessment - it should always end with a plan to eliminate problems (motivate, force)

1.precision and specificity

2.do not offend employees

3. encourage employees to talk ("what do you think")

4.do not wait around the bush

5.admit a defensive attitude of subordinates

6.do not attack

7.Criticize the behavior, actions, deeds, not the personality of the employee

Evaluation paper.

It is drawn up by the administration based on the results of certification, the form is developed by the administration, the organization is drawn up in 2 copies, 1 is stored in the employee's personal file, and the second is stored in the employee's personal file.

The employee must be familiarized with the certification results by signature. Approximate content: Title, full name of the person being certified; Date of Birth; workshop, department, site; delivery of work by profession or work experience in the organization; composition in the attestation commission; assessment (decision of attestation); date of certification; signature of the attested.

Drawing up a report on the assessment.

Be sure to create a report based on the results and issue an order. The report may contain recommendations on encouraging transfers to other positions, recommendations on professional development and career development, as well as characteristics of the quantity and quality of certified personnel. All certification documents include a report stored in the personnel department.

The role of personnel assessment in management and performance.

1.qualification of all employees in the ratio of the position held

2.certification enables fair salary

3. certification is an opportunity to reward the best

Legal and aesthetic aspects of the assessment

Aesthetic norms:

1.do not use to settle personal accounts with an employee

2. remember that certification is a painful procedure for a specialist. Observe etiquette during certification

Legal aspects:

1.According to the results of certification, a person can be transferred to a lower position or dismissed

1. establish clear criteria and standards (for assessment) use clear definitions, familiarize employees with the standard

2.prepare a written justification for the assessment

3.be sure to re-assess, allow an appeal

5.introduce detailed and high quality documentation

6.Observe etiquette when conducting

Professional Development.

The process of preparing an employee to perform new production functions, taking up new positions, solving new problems, aimed at overcoming the discrepancy between the requirements for an employee and the qualities of a real person.

Primary training in accordance with the objectives and specifics of the enterprise.

Any organization does not exist in a vacuum, its life is influenced by various external and internal factors.

External factors... Such factors influencing the formation of the practice and policy of personnel management include legislation and economic conditions.

1.Legislation... Russian legislation regulates the relationship between the employer and the employee, establishing:

guarantee of respect for human rights;

equal employment opportunities;

the size of the minimum wage; the length of the working day and working week; duration and procedure for granting vacations;

standards of working conditions;

labor safety standards;

functions of trade unions;

2. Economic conditions... Three macroeconomic components influence HR management practices:

the level of social labor productivity. At present, the level of social labor productivity in Russia is at a very low level in comparison with developed countries. According to some reports, it is 18 times lower than the corresponding figure in the United States and 14 times lower than in Europe. The general decline in production from 1990 to 2000, changes in the economic policy of the state (first of all, the reduction in costs for education and health care), the new taxation system have not yet contributed to its growth;

the nature of competition. It is usually measured by the degree of competition. The high level of competition forces the organization to reduce costs. Consequently, wages and additional benefits are also subject to reduction;

the nature of the labor market. It directly affects HR programs. If the supply of labor significantly exceeds the demand, the cost of hiring employees is minimal.

The state of affairs on the labor market in Russia is not uniform. Five years ago, there was a clear preponderance of supply over demand among engineering and technical personnel, and, on the contrary, there was a catastrophic shortage of specialists in the main business areas: marketing, sales, public relations specialists, personnel management, strategic management, financial management. Today the situation has changed radically. Economic growth, attracting foreign investment, and expanding domestic production have led to a manifold increase in the demand for engineers, technologists, and blue-collar workers.

Internal factors. Internal factors affecting personnel management include the following components: the mission and goals of the organization; corporate culture; nature of labor; working groups; leadership style.

1. Mission and goals of the organization. The mission is defined as the main overall goal of the organization - a clearly expressed reason for its existence.

Every organization, regardless of the field of activity, form of ownership (private, state or a combination of them) begins with a mission. It is about the purpose of the organization's existence as an independent autonomous unit. Since its inception, the organization has been a living organism that exists and develops. The purpose of the organization's existence should not be confused with the personal interests of its owners or other groups of influence.

The lack of a clear goal statement negatively affects management, increasing the workload of line managers, and requires additional control from the employees. Sometimes, when answering the question about what the organization's mission is, you can hear that the mission is about making a profit. This is not true. Making a profit is not a goal, but a condition for the existence and development of an organization. The purpose of its existence is the production of a unique product (service, technology) that distinguishes this organization from others and helps to attract a client who can use this product.

2.Corporate culture. Corporate culture is a value system that is shared by the majority of employees. It influences the behavior, productivity and expectations of employees, sets a set of standards for all important areas of the organization's life.

3.The nature of labor. Most consider the nature of work to be the main factor influencing HR management. The factors that determine the nature of labor are as follows:

the degree of physical activity;

the degree of aggressiveness of working conditions;

location of the place of work;

labor intensity;

the intensity of communication at work;

the degree of autonomy and the level of responsibility of employees of various levels;

the degree of completeness of labor (share of the social division of labor) and the structure of labor.

All of them are the object of special attention from the personnel service. World practice shows that investments in improving the position of workers for all these factors are repaid many times over by an increase in productivity and quality of labor.

4.Working groups. A group is an association of three or more people who see themselves as a group who are independent from each other in terms of purpose and communicate and interact on a more or less constant basis. A friendly climate in the team, close informal (friendly) relations between employees have a positive effect on the attitude of employees to their work, on their commitment to the organization, and significantly reduce staff turnover.

An effective group is characterized by:

members of the group exist and behave like a team (work for a common result, as opposed to achieving, first of all, their goals);

all members are involved in the decision-making process;

the goals of the group are clearly articulated;

the resources available are consistent with the group goals;

the members of the group care about its prosperity.

5. Leadership style... Leadership style is understood as the established stereotype of the relationship between the leader and the subordinate. This is a set of peculiar techniques and methods of management inherent in a certain type of leader. Traditionally, authoritarian, democratic and conniving leadership styles are distinguished. Leadership experience and style have a significant impact on HR management because most, if not all HR programs are implemented by managers at the business unit level. The leadership style leaves an imprint on the organizational culture, forms stereotypes of working and informal relations within the organization.