Formation of improvement of personnel policy in the organization. Improvement of the personnel policy of the enterprise. Organizational and economic analysis of the personnel policy of the organization CJSC "Svyaznoy Logistics"

The main principles of the corporate system for the development of the Company's personnel potential will be the centralization of the processes of making strategic management decisions, the implementation of a unified personnel policy, incl. and for employees of subsidiaries and affiliates.

As a result of the implementation of the set of proposed measures in JSC "DRT" by 2010, a personnel management and development system should be formed, the main elements of which are:

1. The system of remuneration and social compensation, providing:

High level of personnel motivation for creative, effective work and unconditional fulfillment of the provisions of regulatory documents;

Stable position of JSC "DRT" in the labor market and flexible response to changes in its conjuncture;

Attracting and retaining highly qualified specialists and workers in the Company;

Effective targeted use of funds allocated for wages and social compensation.

2. The system of organization, working conditions and equipment, assuming:

Reducing labor costs due to the introduction of new technical systems for monitoring and diagnosing the state of rolling stock units, transition to its maintenance and repair according to the actual state;

Effective use of the achievements of scientific and technological progress and advanced technologies to increase the level of mechanization of work;

The maximum possible reduction in the volume of manual and low-skilled labor, labor with harmful and dangerous conditions;

Revision of labor costs standards as they improve or introduce new equipment, technology, organizational measures, as well as measures to reduce the loss of working time;

Execution of technological processes and work on mechanized and automated production lines, sites and workshops using industrial labor-saving technologies;

Strengthening divisions related to attracting and serving clients and passengers.

3. Implemented information technologies and automation systems that provide:

Creation of databases and networks of their transmission at all levels of management;

Full equipping of individual workplaces of managers and specialists with personal computers;

Fast exchange of planned and reporting information between management levels;

Quick access of management personnel to external and internal databases.

4. Human resources and social policy based on the following principles:

Highly qualified personnel is the main resource that determines the successful operation of the Company, its competitiveness and market value;

The company pursues an active policy aimed at attracting and retaining qualified personnel, ensures the effective use of each employee in accordance with his qualifications, abilities and individual traits;

The implementation of personnel policy by all managers is based on an economic assessment of the cost of personnel as the most important resource of the Company, including the costs of finding and training new managers and specialists;

The company creates conditions for the professional and cultural development of its employees, the growth of their well-being.

5. New corporate management system based on the following approaches:

All management activities are aimed at realizing the mission of the Company, its strategic goals and programs that are clear to all managers, specialists and workers;

Adjustment of strategic programs is carried out depending on changes in the situation in the country's economy and market conditions;

Annual plans and budgets are based on strategic goals and programs and ensure their unconditional implementation;

Managers performing the functions of strategic and current economic management should not be distracted by the functions of operational management of technological processes.

6. Corporate culture, which includes the following principles:

The presence of a system of values, standards and ethical norms shared by all employees of the company;

The employees of the Company create conditions for its efficient, stable work and increasing competitiveness as the most important conditions for improving their well-being and professional growth;

Employees of the Company by their behavior form an attractive image for clients and passengers;

The Company's management ensures a high moral climate in labor collectives on the basis of the formation of correct, benevolent relationships between all its employees.

Control parameters of the target state of the personnel potential of JSC DRT until 2010 are defined in two versions:

· Basic - meeting the needs for transportation in the case of an inertial version of the development of the national economy;

· Accelerated development - based on medium-term forecasts of the country's socio-economic development, developed by the Ministry of Economic Development of Russia, and their extrapolation.

The Company's development strategy is aimed at achieving target parameters corresponding to the range of values \u200b\u200bbetween the base case and the accelerated development option.

The benchmarks for the development of human resources of JSC DRT are based on the analysis of its current state and target indicators for the implementation of the strategic goals of JSC DRT until 2010 (Table 1).

Expanding the range and direction of development of the Company's human resources, equipping the relevant plans and programs with more universal indicators of the results achieved will require the development of new models and other indicators, which will be based on the principles and objectives defined in the Strategy, and, accordingly, management tools.

The strategic tasks for the development of human resources include:

one). Provision of human resources

This stage includes analyzing the situation in the regional labor market, building an effective system of interaction with its participants (educational and research institutions, professional associations and associations, specialized media, recruiting agencies, potential employees of the Company), organizing the attraction of job seekers and them a series of professional qualification selections.

The modern recruiting system involves the use of a wide range of criteria for making the final hiring decision. In addition to the traditional requirements - the level of education, qualifications and work experience - psychological testing data are used, separate tests in foreign languages, tests for the logic of thinking, etc. At the same time, the personnel management service ensures the organization of these activities according to a scheme that is uniform for use throughout the company. This requires the preliminary development of requirements (criteria for evaluating the applicant) for each professional qualification group.

The assessment of applicants, formed on the basis of objective criteria, will become a tool for effective selection of employees, fully corresponding to the nature of the tasks facing the Company. At the same time, it is advisable to focus not only on the sectoral system of vocational education, but on the best educational institutions in those areas where the shortage of qualified specialists is especially critical, given the beginning of the active phase of the formation of the Company (finance and credit, management, law, marketing and commerce, information technology) ... To attract specialists with the necessary work experience, it is advisable to cooperate with the most reputable recruitment agencies to attract the best, well-known specialists in their field from other companies in the market by offering them a more attractive compensation package and conditions for growth. Search and selection costs required staff can be significant, but if adequate personnel decisions are made, they quickly pay off.

The set of mechanisms for the Company's interaction with industry educational institutions, which represent one of the unique competitive advantages, should become much more meaningful. Interaction within the framework of contracts for training should expand in the direction of developing joint retraining and advanced training programs, creating joint training centers, selection of promising senior students, graduates and graduate students.

In general, taking into account the trends of the modern labor market, the Company must rebuild the style of work on it, move from waiting for job seekers to actively searching for them and objectively selecting and attracting the best potential employees. Human resource management services and departments should become an effective "expert intermediary" between the services and structural divisions of the Company, on the one hand, and the labor market, on the other, broadcasting the requirements for applicants to the external environment and ensuring staff recruitment according to formal criteria with the involvement of all available tools ... The general scheme of this process is shown in Figure 3.1.

Figure: 3.1. Strengthening the role of HR services in providing the company with qualified employees

2). Effective use of human resources

The main focus at this stage is on economic mechanisms - this is the wage system, and motivation, and labor productivity. The general direction of work directly related to personnel management should be to create a really working internal labor market within the Russian Railways Company with the active use of horizontal and vertical rotation of personnel. Elements of this approach should be implemented using all available information. The main component of this system should be a database publicly available for personnel management services (possibly located on the Intranet), containing comprehensive information on each employee. This will create conditions for the pre-selection of a significant number of candidates for vacant positions with an internal competition and reduce the time during which the vacancy will remain unfilled.

3). Personnel development, training, retraining and advanced training of employees of JSC "DRT"

Taking into account the scale of the forthcoming transformations in the management system of JSC DRT and the formation of the Company, this functional stage seems to be the most important. It includes training and advanced training of personnel, the formation of career planning mechanisms, including the improvement of work with the personnel reserve and young specialists.

The increasing requirements for the quality of training of specialists with higher education, the presence of specific features of doing business, which need to train specialists, as well as the widespread use of the concept of "continuous learning" have led to the fact that many large companies created their own corporate centers for continuing education (the so-called "corporate universities"). At the current stage, it seems to be a justified step to create a similar structure, the Corporate Center for the Development of Professional Training of Personnel, and in DRT JSC. The functions of this Center will include monitoring and analyzing the needs of the Company's structural divisions in training and advanced training of personnel and, based on in-depth knowledge of the market of educational services and technologies, offering advanced training programs, educational courses and trainings. The advantage of this approach will be the ability to develop personal plans for the development of competencies for a certain circle of managers and specialists of the Company.

four). Improving motivation and remuneration

In the field of ensuring the motivation of personnel for highly productive work, it is necessary to more actively apply existing developments in the field of mechanisms of material and non-material motivation. A practical step in this direction should be the development of several levels of compensation packages (for workers, specialists and managers), providing for their filling, including on the basis of the individual wishes of the employee. In the field of non-material motivation, further development should be given to ideological motivation, which includes the formation of a single corporate culture and values \u200b\u200bin the Holding.

When assessing the organization of managerial work, the author analyzes the forms and methods of interaction of managerial staff with management objects and among themselves. The staffing table, distribution of duties, document flow of the department are subject to analysis.

JSC "DRT" implements personnel policy through specially developed technologies and methods for recruiting and promoting personnel, exchanging personnel information, forecasting the need for personnel, assessing personnel, forming teams to solve certain problems, etc.

Action plan for working with the company's personnel

Based on the strategic objectives of the Company for restructuring, optimization of the number and improvement of work efficiency, the priority areas of work with personnel for 2010 will be:

Personnel planning;

Improvement of the labor organization system;

Administration.

Table 3.1

	Personnel action plan	Terms, days	Responsible executors
	Structural and functional improvement of the Company's personnel management: Development of personnel policy, the concept of personnel management and a plan for reforming the personnel department of the Company; Development, approval and improvement of the structure and staffing table that meet the development strategy, production program, and the tasks of the Company; Selection of a modern software product and creation on its basis of effective (according to the principle: here and now) personnel monitoring; Transformation of the personnel accounting system into a tool for diagnosing personnel and developing forecasts of the personnel situation for the medium and long term		Ladynina A.M.
	Rationing of the personnel management system: Development of the Regulation on the formation and work with the reserve of the Company's management personnel; Development of the Regulation on the training, retraining and advanced training of the Company's personnel; Regulation of the manager's actions in resolving issues in the personnel sector (development of the Regulations on the conduct of work with personnel - guidelines for admission, induction (adaptation), release of personnel); Development of the Regulation on certification of the Company's personnel; Development of the Regulations on the competitive selection for filling vacancies in the Company; Development of Regulations on remuneration and motivation of the Company's personnel; Development of the Program of career guidance and adaptation of the Company's personnel; Development and implementation of the Program for optimization of the number of the Company's personnel; Development of the Regulations on the rotation of personnel; Development of uniform principles of social partnership in the Company; Creature information system labor legislation; Creation of a unified base of internal regulatory documents of the Company for work with personnel		Ivanov R.M.
	Organization of staff remuneration and labor motivation: Development of uniform regulatory requirements for remuneration in the Company; Management of expenses for remuneration of the Company's employees; Organization of monitoring of the main labor indicators (number of employees, average wages, payroll fund, etc.) in the Company		Petrov S.M.
	Organization of accounting and selection of personnel: Planning and forecasting the need for personnel based on the strategic and operational goals of the Company Development of guidelines for conducting an audit of workplaces, the formation of criteria for personnel selection, assessment of candidates; Introduction of new methods of selection, selection and assessment of personnel; Implementation of a system for planning a business career and service and professional advancement of personnel, personnel rotation; Development of measures to manage labor discipline		Zhulina N.N.
	Involvement in the personnel management process of all senior levels: Creation of a management system for training the principles and methods of personnel management (seminars, refresher courses, training of the existing reserve, business games); Formation by the Personnel Management Department of a set of set tasks for managers for operational control over the work of personnel, their assessment, the formation of a personnel reserve, planning measures to ensure the level of qualifications of employees corresponding to their personal capabilities and production needs		Kirov D.Yu.
	Improving the personnel development process: Formation of a personnel training system; Development of short-term programs (plans) for staff training; Building a system of interaction with educational institutions in the region; Formation of a work transformation program from personnel training to personnel development (evolutionary transition from vocational training to planning a professional career); Determination of methods for implementing the function of psychological support		Khorosheva P.A.
	Creation of acceptable social conditions by the Society within the framework of social partnership: The possibility of obtaining free higher education; Opportunity to improve qualifications (including by creating new educational institutions or forming groups in existing ones); The possibility of obtaining qualified medical care; Purchase of comfortable housing for specialists and highly skilled workers; Creation of programs that allow young professionals to fulfill their professional growth expectations; Enhancing the image of the energy sector. Encouraging the creation of labor dynasties. Training of employees' children on a contractual basis; Development and implementation of a program to relocate workers to other regions upon retirement.		P.O. Kalinin

In our opinion, the practice of recruiting managerial personnel influences the success of the JSC "DRT" enterprise. The selection is carried out mainly according to criteria such as professionalism and competence. The employee's competence is a very dynamic and developing category. It can be significantly increased through continuous training, self-education, and the admission of individual workers from outside who have the required set of abilities and personal qualities.

And here the task of improving the performance of managers who make up the management elite of management comes to the fore depends on the level of professionalism and competence of managers, then, consequently, the principles of professionalism and competence, which are the basis for the development proposed by the author, become the main principles of forming a high-quality management team. models of career advancement to the highest level of management and the formation of a team of professional managers.

To assess the efficiency of the use of labor resources, it is important to analyze the ratio of growth rates of labor productivity and average wages.

If the growth rate of labor productivity lags behind the growth of average wages, then, other things being equal, the profit of the organization tends to decline.

It is advisable to calculate the ratio of the growth rates of labor productivity and average wages as the ratio of the growth rates of average wages to output per 1 employee of the PPP (see Table 3.2).

Table 3.1

From table. 3.2 it can be concluded that the growth rate of average wages by 1% of the increase in labor productivity decreased by 0.02 points (0.45 - 0.47), which indicates an improvement in the reporting period against 2006 in the ratio between the growth rates of labor productivity and average wages and the reduction of production costs due to this factor.

The analysis of the ratio of the growth rates of labor productivity and average wages ends with a generalization of the identified reserves of growth in labor productivity and savings in the wage fund. In this organization, the labor productivity plan for reporting period fulfilled, the actual salary is 1 rub. products below the established standard. At the same time, there are reserves for increasing the output and reducing its cost by reducing downtime, eliminating violations in wages, which caused an increase in average wages.

Consider only the bonus fund, since social economic role basic wages - reproduction and restoration of the working capacity of an employee, taking into account qualifications and practical experience.

There are two fundamental differences between the goals facing the base salary and the bonus:

1. The base salary stimulates the achievement of individual results, while the bonus stimulates the achievement of both individual and collective performance.

2. The basic wage stimulates employment, complexity and responsibility of the employee, and the bonus stimulates the increase in quantitative and qualitative indicators.

The social and economic role of the premium is to stimulate the quantity and quality of products (services) produced. Not at every workplace a specialist can have a direct impact on the volume of products produced and their quality. However, this is where the main potential for growth in labor productivity is focused. It is in this field that the object of incentives is located - the main (money-earning) personnel of the company.

At each stage of development, the firm defines specific goals to achieve which are directed material incentives. The following objects of awards are most often encountered:

Award object	Economic orientation of bonuses
Indicators	Result
Increase in the volume of manufactured (sold) products	Salary intensity of final products	decreases
Conventionally - fixed overhead costs per unit of final product	shrinks
Production cost	declines
Saving raw materials, materials and other material assets in comparison with the limits	Consumption of material assets per unit of production	shrinks
average salary	increases
Production cost	declines
Improving the quality of products (services)	Turnover	increases
average salary	increases
Production cost	does not change
Net profit	increases
Reducing product rejects	Volume of quality products	increases
Turnover	increases
average salary	increases
Production cost	does not change
Net profit	increases

In our opinion, one of the prerequisites for certification at the JSC DRT enterprise should be psychological testing, which allows to identify the potential of the employee, his personal, individual characteristics and determine the position and place in the management structure where the employee will be most useful for the organization. In other words, for each person as he moves up the career ladder, there is his own individual threshold beyond which his work will be ineffective. Consequently, the next problem that needs to be solved in the selection of managers is the development of guidelines for assessing their work.

Thus, taking into account the best world and domestic experience, in this area, it seems expedient to form compensation packages for each of the management levels (it is also possible to divide additionally by professional groups), including various social services (health insurance, fare, cellular communication, etc. etc.). A more significant compensation package must correspond to career advancement within the Company, and to ensure the maximum motivational effect, there must be an opportunity for the employee to choose certain components of it (with the cost of the package unchanged for the Company).

thesis

1.3 Methodological approaches to the formation of personnel policy

IN modern conditions, personnel policy should be focused on the priority of social values, social policy, since final goal the reforms being carried out are not the market as such, but the well-being of every person. As a rule, the basic principles of personnel policy are developed by the management of the enterprise, but in reality, the selection of personnel is carried out by each structural subdivision independently (table 1.3).

Table 1.3 Principles of formation of personnel policy

Principle name	Characteristics of the principle
Scientificness	the use of all modern scientific developments in this area, which could provide the maximum economic and social effect
Complexity	coverage of all areas of personnel activity and all categories of employees
Consistency	taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of an event on the final result
Efficiency	any costs for activities in this area should be recouped through the results of economic activities
Methodical	a qualitative analysis of the selected solution options, especially in cases where there are a number of mutually exclusive techniques

Of the several options for the proposed principles in relation to the conditions of a given organization, one should be selected. Such materials include the development of regulations on job descriptions, methods of hiring and placement of newly recruited employees, etc. The efficiency of the enterprise depends on the state. The age structure of the personnel determines the continuity of skills and abilities, the activity of mastering new technologies. It should be noted that the age of employees should not and cannot be a goal in personnel policy. Moreover, the experience of the employee appears after several years of work and the retention of the most valuable employees is the key to the successful operation of the enterprise. However, any enterprise must plan the internal process of self-reproduction of personnel and take the necessary measures to grow and attract the most qualified specialists.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing personnel and the direction of their change in the future, etc .;

Labor market situation (quantitative and qualitative characteristics of labor supply by occupation of the enterprise, terms of supply);

The demand for labor from competitors, the emerging level of wages;

The influence of trade unions, rigidity in defending the interests of workers;

Labor legislation requirements, accepted culture of work with hired personnel, etc.

The effectiveness of personnel policy is determined by an additional set of factors (Figure 1.2). ...

Figure 1.2- Factors of effectiveness of personnel policy

IN general view the formation of personnel policy goes through the following stages:

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, with the strategy and stage of its development.

It is necessary to analyze the corporate culture, strategy and development stage of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel.

For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation.

It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and necessarily taking into account both the current state and the possibilities for change.

An essential parameter influencing the development of such programs is the understanding of acceptable tools and methods of influence, their alignment with the values \u200b\u200bof the organization.

Stage 3. Monitoring of personnel. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to highlight indicators of the state of human potential, develop a program of continuous diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is advisable to assess the effectiveness of personnel programs and develop a methodology for their assessment.

For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation. solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

The effectiveness of personnel management, the most complete implementation of the goals set largely depend on the choice of options for building the very system of personnel management of the enterprise, knowledge of the mechanism of its functioning, the choice of the most optimal technologies and methods of working with people. The formation of personnel policy is based on the analysis of the structure of personnel, the efficiency of using working time, forecasts for the development of production and employment.

An active personnel policy is the key to the successful operation of the enterprise. An active personnel policy, in the ideal case, is formed and implemented according to the scheme, which involves the construction of a "tree of goals", with the goals of employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main goals of the enterprise. Consider a model of active personnel policy (Figure 1.3).

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Figure 1.3 - Formation of an active personnel policy.

Organizational and staffing policy is planning the need for labor resources, forming the structure and staff, assignments, creating a reserve, moving.

Information policy determines the creation and support of a system for the movement of personnel information (availability of vacancies, opportunities for professional and career growth, social issues, etc.)

Financial policy forms the principles of distribution of funds, ensures the effectiveness of the labor incentive system.

The personnel development policy is the provision of a development program, career guidance and adaptation of employees, individual promotion planning, team building, professional training and advanced training.

In order to attract and retain qualified specialists in our ranks, we must try to find the key factor motivating the choice of a job and offer it to potential candidates.

1. Students and young professionals who have just graduated from an educational institution. Usually young people do not clearly imagine the development of their careers, with rare exceptions, they are energetic and often do not think about any motivational moments. The opportunity to try yourself in various fields (rotation system within the company), the prospect of both personal and career growth, inclusion in activities slightly superior to professional skills, the ability to take initiative and, of course, recognition - these are a few simple points motivating young people to move forward.

2. Young professionals with up to 3 years of experience. This category of people is ambitious and aimed, first of all, at moving up the career ladder. After all, they have already gained some experience, received specific skills and are ready for more. They have an extremely high need for independence, a desire to try their hand, in project management, being fully responsible for the result. Therefore, delegation of serious tasks, involvement in decision-making, responsibility for a whole block of tasks, recognition of the result obtained at the management level will serve as a significant motivating factor for further activities.

3. Highly qualified professionals. These are people who have achieved serious professional results, who, in general, have satisfied their ambitions in promotion and do not strive for a constant change of activity. What becomes important to them? Stability, possibility of horizontal development, family. The company has its own pension program, special programs aimed at obtaining certain benefits for the employee's family members and other socially significant things help to attract and retain staff.

4. A separate group of young mothers. When planning and having a child in a family, a woman's priorities completely change, including in her career plan. The availability of a flexible schedule, the ability to work several hours a day or from home on a remote basis, medical insurance that provides full service for the child, the presence of organized kindergartens from the company, the organization of children's recreation, etc.

Naturally, this division into groups is extremely conditional, but in one way or another it is based on the psychological aspects of the development of the individual as a whole - needs, emotions, desires, interests, and after all, our general psychological state depends on the satisfaction of this.

Any motivation usually includes both material (salary, bonuses, bonuses) and “near-material” benefits (personal car, laptop, payment for mobile communications). A combination of both has recently been considered a good form, and the more the better. It is worth noting that many companies use the motivation system to attract and retain employees as the last chance to maintain loyalty - it's no secret that no employer can afford to constantly raise salaries. If you don't offer your employee an interesting package, then someone else will definitely offer it.

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Criteria and key performance indicators of personnel policy.

Directions for improving the efficiency of personnel policy.

Features of the implementation of personnel policy in various organizations.

Through the personnel policy, a systematic approach is implemented in working with the personnel of an enterprise, organization.

The criteria for assessing the activities of a manager in the field of personnel policy are competence in theoretical and practical issues related to the ability to select and effectively use employees at their enterprise, to organize and direct the work of the team to effectively achieve the goal. The peculiarity of the work of a manager is that his personal contribution to the results of production is assessed by the performance indicators of the enterprise he heads, that is, by labor indicators.

The system of labor indicators of the enterprise serves as the criteria for assessing personnel policy.

IK Bondar says that the system of labor indicators should be understood as a set of quantitative and qualitative indicators of the degree of effectiveness of the use of living labor in the production process.

The prerequisite and basis of the production process are people, personnel. Taking this into account, the first criterion for assessing the effectiveness of personnel management can be to determine the availability of an enterprise with labor resources. Particular attention is paid to the analysis of the provision of the enterprise with the most important professions personnel. It is necessary to analyze the qualitative composition of the workforce by qualification. To assess the compliance of workers 'qualifications with the complexity of the work performed, the average wage categories of workers' work are compared, calculated using the weighted average arithmetic. If the actual wage level of workers is below the planned and below the average wage level of work, then this can lead to the release of lower quality products. Due to the importance of this indicator affecting the effectiveness of personnel policy as a whole, it is necessary to constantly analyze and take into account when developing measures aimed at improving personnel policy.

The quality of management largely depends on the educational level of the administrative and managerial personnel. Therefore, it is necessary to check the administrative and management personnel for compliance with the actual level of education of each employee for the position held and to study issues related to the selection of personnel, their training and advanced training. Analyzing the dynamics and implementation of the plan for the qualifications of employees of the enterprise, it is necessary to study such indicators as the percentage of employees studying in higher, secondary specialized educational institutions, in the system of training workers at the enterprise. Fulfillment and overfulfillment of the plan for raising the qualifications of workers contributes to the growth of their labor productivity and positively characterizes the work of the enterprise.

In the system of measures aimed at improving the efficiency of the enterprise and strengthening its financial condition, an important place is occupied by the rational use of labor resources. You can assess this using the indicator - the use of working time. The balance of working time is compiled for the enterprise, shop, site, sometimes even separately for each group of workers who have the same work schedule and the same duration of the next vacation. This is due to the fact that the average duration of the next vacation in different divisions of the enterprise may be different. The planned balance of working hours is calculated for individual elements. The balance of working hours is compiled in three stages:

1. calculation of the average actual number of working days;
2. establishment of the average working day;
3. determination of the useful (effective) fund of working time in hours.

It is advisable to evaluate this indicator in the direction of clarifying the reasons for the frequency and size of losses of the fund of working time and the degree of compaction of the working day.

Labor productivity is an important indicator of the effectiveness of personnel policy.

To assess the level of labor productivity, we use a system of generalizing, partial and auxiliary indicators. Generalizing indicators include the average annual, average daily and average hourly output of one worker, as well as average annual output per employee in value terms. Private indicators are the time spent on the production of a unit of a certain type of product or the release of a certain type of product in physical terms for one man-day or man-hour. Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.

The most generalized indicator of labor productivity is the average annual output of one worker. Its value depends not only on the production of workers, but also on the proportion of the latter in the total number of industrial and production personnel, as well as on the number of days worked by them and the length of the working day.

The level and dynamics of growth in labor productivity depends on a number of factors:

Structural shifts in production (change in the proportion of certain types of products or industries in total production);

The technical level of production (complex mechanization and automation of production processes, modernization of existing equipment);

Improvement of management, organization of production and labor (reduction of losses of working time, increase in service areas, reduction of losses from rejects);

Commissioning and development of new facilities.

The influence of all the above factors on the growth of labor productivity is estimated in the relative savings of labor, which expresses the result of labor saving in the production of goods.

The importance of this criterion lies in the fact that labor productivity is in close interdependence with the number and composition of personnel, with the wage fund and average wages.

The system of labor indicators in the aggregate pursues the following goals:

Ensuring a steady increase in labor productivity and an excess of its growth rates over the growth rates of average wages;

Achievement of labor savings and payroll;

Compliance with the correct ratios in the wages of certain categories of workers in accordance with the quantity and quality of their work at a fixed size of the general wage fund;

Strengthening the material interest of each employee and the team as a whole in improving the technical and economic indicators of the production and economic activities of the enterprise;

Ensuring the need for personnel with the necessary qualifications, as well as improving the qualifications of employees of the enterprise;

Establishing the optimal ratio (proportions) in the number of personnel, according to the functions of production, service and management.

The development of a system of indicators for labor at the enterprise should be preceded by their thorough analysis, during which measures are planned to save living labor, to better use the labor force.

The task of the team is to develop such activities that would allow them to complete tasks with the lowest cost and greater efficiency.

The internal environment can be considered according to the following criteria:

Compliance of the composition of professionals with the needs of the organization;

Organization and location of workplaces;

Interacting with other people while working;

Competence, responsibility, cohesion of the work collective;

The experience of each employee;

Ensuring constructive interaction between group members;

Obtaining adequate information about employees.

The approximate composition of the system of criteria and indicators of the effectiveness of personnel policy are presented in Table 3.

Table 3- System of criteria and indicators for assessing the effectiveness of the organization's personnel policy

criteria	parameters	indicators
Organizational parameters	Construction principles	compliance
Compliance of personnel policy with the strategy and philosophy of the organization's development	power
Openness of personnel policy	power
Orientation of personnel policy towards external or internal personnel	power
Personnel management system and technology	Organizational procedures
Personnel reserve	Formation technique, composition and structure
Use of information technology	level
Business Career Management System	procedure
Information policy	Creation or existence of a system of information movement
Share of costs for the formation and development of personnel policy	Calculations and standards
Assessment of human resources	Personnel monitoring
Personnel structure	Quantitative composition, age structure
The structure of levels of education and professionalism	Qualitative composition
Assessment and selection of personnel	Methods for their effectiveness and efficiency
Selection	Criteria
Staff competence	General education and training level
The share of employees with high prof. level
Number of patents and rational. Offers per employee
Personel assessment	Organization, procedure and methodology
Compliance with prof. the competence of personnel to the requirements of the organization	Coefficient of compliance of employees with professional qualification requirements for positions
Coefficient of compliance of the level of complexity of the work performed with the level of qualification of personnel
The share of work performed (manufactured products) of inadequate quality
Personnel certification	Organization, procedure and methodology
Staffing	Planning need	Calculations and standards
Staffing	The level of quantitative and qualitative security
Availability of vacancies	Share in the number of staff
Personnel movement indicators	Acceptance and disposal rates
Fastening of frames	Turnover rate, turnover rate, staff retention rate
Personnel marketing	Forms and methods
Organizational and legal regulation	Collective agreement	Structure and content
Labor contract	Structure and content
Organizational staffing policy	Composition and structure of the staffing table
Regulation on remuneration	Structure and content
Personnel development policy	Investing in the professional development of staff	Cost per average annual employee
Professional training, retraining and advanced training	Availability of development programs and their compliance with the goals of the organization
Frame reproduction	System and degree of investment
Vocational guidance	Forms and methods
Labor adaptation	Availability of the system and its compliance with the goals of personnel policy
Staff motivation	Forms and methods of influencing labor motivation	Types and structure of motives
The level of motivation of employees and the compliance of their motivation with the needs of the organization
Motivational audit	Scorecard system
Assessment of labor results	Quantitative and qualitative indicators, methods of labor assessment
Socio-psychological climate	Assessment of the moral and psychological climate in the team	Level or type of moral psychological climate
Number of conflict situations
Team cohesion level
The level of social tension and conflict
Social development of personnel	Dynamics of social development of personnel	Assessment indicators
Payroll dynamics coefficient
Coefficient of dynamics of the level of wages of employees of the organization	Planned and actual calculations
Quality of working life	Quality of working life	Level assessment indicators
Job satisfaction	The level of employee satisfaction with work and its results
The system of remuneration for labor input	Providing an effective labor incentive system
Employee income, including wages	level
Coefficient of dynamics of the level (and / or fund) of wages
Bonus system	The level and conditions for their receipt
Effectiveness of HR policy (strategic level)	Competitiveness of the organization	Health level
Economic efficiency of labor	Flow rate
Ecological and psychophysiological efficiency of labor	Injury rate
Number of sick leaves
Environmental impact

Thus, for an effective personnel policy, it is necessary to take into account the above factors and criteria, that is, management will be effective if you promptly and rationally respond to any change in the factors and criteria discussed above.

It should be emphasized once again that personnel policy is an integral part of the strategic management of organizations, where the main goal is to achieve a stable position in the market. Therefore, the goal of personnel policy is to ensure
optimal balance of the processes of updating and preserving the numerical
and the qualitative composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the current legislation, the state of the labor market. Accordingly, the ways to improve the personnel policy are as follows:

1. Formation of a team of adaptive managers capable of developing and implementing a program for the preservation and development of the organization;

2. Identifying and maintaining the core of the organization's human resources
that is, managers, specialists and workers who are of particular value to her;

3. Restructuring of human resources in connection with:

with organized transformations in the course of enterprise restructuring;

with the implementation of innovative processes;

diversification of production;

with a complete reorganization.

4. Reducing social and mental tension in the team.

5. Provision of social protection and employment of laid off workers.

As already shown in previous lectures to the main stages development of a personnel management strategy and personnel policy of the organization should include:

1. Formulation of general principles and goals of work with personnel in accordance with the strategic goals and objectives of the organization.

2. Development of a system of personnel procedures, activities and technologies.

3. Implementation of specific measures for personnel management and assessment of the effectiveness of these measures (monitoring, personnel audit).

When developing a strategy for personnel management and personnel policy of the organization, it is necessary to take into account influence of external and internal factors.

External factors:

1. Labor market situation... The demand for personnel, its quantitative structure, the supply of personnel - the situation in the field of educational institutions, training centers, other employment agencies, dismissals from organizations.

2. Technology development... Determines the change in the nature of work, which entails changes in the requirements for specialties and workplaces, training and retraining of personnel.

3. Features of social needs... Takes into account the structure of motivation of potential employees of the organization.

4. Development of legislation... Labor legislation, its possible change in the near future, its features in the field of labor protection and employment.

5. Personnel policy of competing organizations... Studying the forms and methods of working with personnel in these organizations in order to develop their own strategy of behavior, a possible change in personnel policy.

Internal factors:

1. Organization goals... The goals and objectives of the organization form a strategy and policy, both in the field of core activities and in the field of personnel management.

2. Financial resources... Assessment of the organization's need and ability to finance HR management activities.

3. Human resources of the organization... Analysis of the age, educational and qualification structure of the organization's personnel. Assessment of the labor potential of employees.

What types of personnel policies can be implemented in modern economic conditions? Each organization has specific strategies for personnel. Differences in approaches and different situations in organizations should be considered the main arguments in favor of applying different strategies and policies observed in practice. A significant role in choosing a personnel management strategy is played, for example, by a certain sales market in which the organization mainly sells its goods and services, the specialization of the organization, a change in the type labor relations, technology development and other factors.

There are various approaches to classification of strategies and policies of personnel managementimplemented by modern organizations. The classifications of HR management strategies, as a rule, are based on various options for their dependence on a number of factors:

A type of competitive strategy;

The type of general strategy of the organization;

Stages of development (life cycle stage) of the organization;

Organization missions;

How the strategy is implemented in the organization;

Management philosophy.

TABLE OF CONTENTS

INTRODUCTION 4
1. THEORETICAL PART 7
1.1. Personnel policy of the organization: essence, goals, objectives, types 7
1.2. The principles of formation and improvement of the organization's personnel policy in modern conditions 16
1.3. Hiring, development and motivation as elements of personnel policy 26
2. ANALYTICAL SECTION 39
2.1. General characteristics of the organization and its labor potential 39
2.2. Analysis of the recruitment system 49
2.3. Analysis of the personnel training and development system 56
2.4. Analysis of the personnel incentive system 61
2.5. Conclusions on the results of the analysis and the task for organizational design 69
3. DESIGN SECTION 72
3.1. Development of a draft of a salary system for sales personnel 72
3.2. Improvement of the sales personnel selection procedure 80
3.3. Assessment of the economic efficiency of measures 82
CONCLUSION 85
LIST OF REFERENCES 88
ANNEXES 93

INTRODUCTION

The relevance of research. It is difficult to argue with the fact that the organization's people are the main resource of the company. Today, most managers are convinced of the importance of personnel policy issues, since no matter how good an idea is, employees of the organization bring it to life. And only a well-chosen workforce, a team of like-minded people are capable of realizing the serious tasks facing the company.
Personnel policy is an integral part of the entire management activities of the organization. The establishment and development of market relations in Russia largely depends on the successful operation of enterprises today. Nowadays, an enterprise wins and succeeds if it is well organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must possess the science of management, the ability to manage his personnel.
The relevance of personnel policy management has led to the interest of many scientists in them. Research in this area is carried out by T.Yu. Bazarov, V.R. Vesnin, M.P. Egorshin, P.V. Zhuravlev, A. Ya. Kibanov, E.V. Maslov, Yu.G. Odegov, V.V. Travin. Among foreign authors, a significant contribution to the development of the problem of improving labor relations was made by M. Weber, V. Vroom, F. Herzberg, D. McGregor, A. Maslow, M. Mescon and others.
In Russian times, personnel problems were traditionally given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the “human” factor in Russian organizations. Many leaders realized that the American, Japanese, German management experience is not suitable for the Russian people and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing management mentality. The specificity of the commercial structure has a particular impact on the work with personnel - the period of its existence and position in the market, the number of personnel, the composition of personnel services, etc.
Of particular interest is the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creative search for the most effective solutions, perfect methods, techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.
It is the personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but also ensure the possibility of career advancement and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups labor collective. The successful activity of any organization depends, first of all, on the well-coordinated and stable work of qualified personnel.
The purpose of the diploma project is to improve the personnel policy of the trading company Lenta LLC.
The object of the research is the trading company Lenta LLC.
The subject of the research is personnel policy in the trading company Lenta LLC.
The objectives of the thesis project:
- to reveal the essence, goals, objectives and types of personnel policy;
- to analyze the principles of formation of personnel policy;
- describe the activities of the trading company LLC "Lenta";
- to analyze the personnel policy of the trading company "Lenta";
- to identify problems and suggest directions for improving personnel policy in the trading company Lenta LLC.
The diploma project consists of an introduction, three chapters, a conclusion, a list of used literature, an application.
In the introduction, the relevance of this topic is substantiated, the goal of the thesis project is set, tasks that reveal the goal, the object and subject of research are indicated.
The first chapter provides theoretical aspects of the formation and improvement of the organization's personnel policy in modern conditions.
The second chapter provides a description of the trading company LLC "Lenta" and an analysis of personnel policy.
In the third chapter, the directions for improving the personnel policy of the trading company "Lenta" are developed.
The information base of the study was made up of legislative and regulatory documents Russian Federationregulating labor relations, the works of domestic and foreign scientists, as well as primary documents of the trading company LLC "Lenta", materials from periodicals, the Internet.
The theoretical and methodological foundations of the graduation project are the scientific works of domestic and foreign scientists. The study studied monographs and periodicals on the problems of improving the personnel policy of enterprises in modern conditions.

1. THEORETICAL PART

1.1. Personnel policy of the organization: essence, goals, objectives, types

Under the influence of the turbulent events of economic life in the late 80s - early 90s. In the past century, the interest of Russian managers in researching the factors influencing the development of their organizations in the long term has sharply increased. For many years, the focus of strategic management has been production, finance, marketing, innovation. At the same time, personnel planning was carried out, as a rule, in the medium and short term periods on the basis of extrapolation, i.e. transfer of the existing situation in the organization to the future (planned) period.
Recognizing human resources as key resources requires a strategic approach to their management.
IN last years in foreign and domestic science and management practice, the concept of "personnel policy" began to spread.
US scientists and Western Europe the term "personnel policy" is used extremely rarely. If, however, this phrase is found in the literature, then it is interpreted as the basis for building a personnel management system.
G. Dessler writes: “Policies are guiding principles for actions that guarantee the consistency of a specific set of circumstances within the framework of a company's strategic plan” 1.
Randall S. Schuler, highlighting the implicit ambiguity of HR (HR policy) and the potential for misinterpretation of the term, notes: “The term 'HR policy' as used here does not mean ' human resources policy guide. " Because a “policy manual” can provide a guideline, workers often think of it as a “rulebook” that prescribes specific actions in specific situations 2.
In this case, the human resources policy sets only general guidelines that help to develop specific programs and methods of practical work in the field of human resources. A human resources policy can be outlined for each activity in this area, for example, compensation and training policies. Perceiving such a policy as a guide to action, local divisions can carry out the corresponding concrete practical work. "
Table 1.1
Different points of view on the "personnel policy" of the organization

Author	Interpretation
1	2
F.W. Taylor	Personnel policy is the development of each individual worker to the maximum productivity available to him and maximum welfare; selection, training and placement of workers in those jobs and tasks where they can provide the greatest benefit, etc. 3
A. Fayol	“Personnel policy is one of the key elements of the management function,and which was the constancy of the staff. 4
SOUTH. Odegov, P.V. Zhuravlev,S.A. Kartashova, N.K. Mausova, E.A. Aksenova	In a broad sense, they understand the personnel policy of an organization as a system of norms and rules on the basis of which the main areas of activity (tactical steps) for personnel management are planned in advance and agreed upon with the general understanding offirs and tasks of the organization. Narrow interpretation - assumes a set of specific rules, wishes and restrictions in the relationship between a person and an organization(for example, "the personnel policy of our organization is to hire personnel only with a complete specialized education and possessing computer skills" - can be used as an argument when solving a specific personnel issue ").
AND I. Kibanov	D general direction of personnel work, a set of principles, methods, forms, organizational mechanism for the development of goals and objectives aimed at maintaining, strengthening and developing human resources, to create a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the development strategy organization 5 .
V.R. Vesnin	System theoretical views, ideas, requirements, principles that determine the main areas of work with personnel, its forms and methods " 6 .

The normative-methodological approach to the definition of personnel policy is typical for the works of J. Ivantsevich and A.A. Lobanova, S.K. Mordovin, A.P. Egorshina. So, in the well-known book by J. Ivantsevich and A.A. Lobanov "Human resources management" presents an American approach to this concept: "Personnel management policy - general guidance in decision-making in the most important areas in the field of personnel management" 7.
S.K. Mordovin believes that human resource policy is a set of rules, regulations, and standards for working with personnel 8.
The goal of the personnel policy is to ensure the optimal balance of the processes of renewal and maintenance of the number and quality of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of the labor market.
The main goal is concretized in the following tasks 9:
1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.
2. Compliance by all organizations and individuals with the provisions on trade unions, model internal regulations and other documents adopted in the framework of state personnel policy.
3. Ensuring the optimal balance of the processes of renewal and preservation of the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.
4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional qualifications.
5. Rational use of human resources available to the organization.
6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.
7. Development of principles for organizing the labor process.
8. Development of criteria and methods for the selection, training and advanced training of workers; staff remuneration.
9. Development of principles for determining the social economic effect of activities included in the personnel management system.
All goals of personnel policy can be divided into economic and social.
Economic goals are derived from the priority production principles of maintaining the organization's competitiveness and maximizing profits. Achieving the optimal balance between costs and results is an important achievement of personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs; more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.
Social goals are to improve the material and non-material situation of the employees of the enterprise. This especially applies to wages, social spending, reduced working hours, as well as equipping workplaces, requirements for greater freedom of action and the right to participate in decision-making.
The personnel policy is part of the general policy of the organization and must fully comply with the concept of its development 10. The place of personnel policy in the organization's policy is shown in Appendix 1.
Since the personnel policy covers a wide range of tasks in the field of personnel management of an organization, it is customary to single out its individual areas. The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, the directions of the personnel policy of a particular organization correspond to the functions of the personnel management system operating in this organization. As an example, consider the characteristics of the main areas of personnel policy (Table 1.2). eleven
Table 1.2
The main directions of the organization's personnel policy

Directions	Principles	Characteristic
1	2	3
1. Personnel management of the organization	The principle of the same need to achieve individual and organisolation circuits (main)	The need to look for honest compromises between management and workers, not departmentsgive preference to the interests of the organization
2. Selection and placement of personnel	Compliance principle	Correspondence of the scope of tasks, powers andresponsibility for human capabilities
	The principle of professional competencetions	Knowledge level, meeting the requirements positions
	Practical achievement principle	Experience required, leadership ability (aboutorganization of own work and subordinates)
	The principle of individuality	Appearance, intellectual traits, character, weerenia, leadership style
3. Shapes maintaining and preparing a reserve for promotion to managerial positions	The principle of competition	Selection of candidates on a competitive basis
	Rotation principle	Systematic change of positions vertically and horizontally
	The principle of individual preparation	Preparation of a reserve for a specific position according to an individual program
	The principle of verification by deed	Effective leadership internshipposes
	Position fit principle	The degree of eligibility of the candidate for the position at the moment
	The principle of the regularity of the assessment of the individualideal qualities and opportunities	Evaluation of performance results, interviews, identification of inclinations, etc.
4. Assessment and a personnel certification	Selection principle of assessment indicators	A system of indicators that take into account the purpose of the assessments, the criteria of the assessment, the frequency of assessments
	Qualification assessment principle	Suitability, determination of the knowledge required to perform this type of activity
	The principle of assessing the performance of tasks	Performance evaluation
5. Personnel development	The principle of continuing education	The need for periodic revision of the sharedetailed instructions for continuous staff development
	The principle of self-expression	Independence, self-control, influence on the formation of execution methods
	Self-development principle	Ability and opportunity for self-development
6. Motivation and stimulationstaffing, wages	The principle of compliance of wages with the volume and complexity of the performed pwork	Effective wage system
	The principle of an even combination of artimpulses and sanctions	Specificity of the description of tasks, responsibilities, etc.providers
	The principle of motivation	Incentives influencing the increaseimprovement of labor efficiency

The personnel policy of the company is differentiated into its constituent elements 12.
1. Employment policy - providing highly qualified personnel and creating attractive working conditions and ensuring their safety, as well as opportunities for promoting employees in order to increase their degree of job satisfaction.
2. Training policy - the formation of an appropriate training base so that employees can improve their qualifications and thereby get the opportunity for their professional advancement.
3. Labor remuneration policy - providing higher wages than in other firms, in accordance with the abilities, experience, responsibility of the employee.
4. Welfare policy - providing a wider range of services and benefits than other employers; social conditions must be attractive to workers and mutually beneficial for them and the firm.
5. Labor relations policy - the establishment of certain procedures for the resolution of labor conflicts. Each of these building blocks requires an efficient execution mechanism:
a) in the field of employment - analysis of jobs, hiring methods, selection methods, promotion, vacations, dismissals, etc .;
b) in the field of training - testing new employees, practical training, development;
c) in the field of wages - job evaluation, preferential schemes, rolling rates, accounting for differences in living standards, etc .;
d) in the field of welfare - pensions, sickness and disability benefits, medical, transport services, housing, food, sports, social activities, assistance in personal problems;
e) in the field of labor relations - measures to establish a better leadership style, relations with trade unions, etc.
There are several types of organizational policies. First, personnel policy can be active or passive 13.
An active personnel policy is distinguished by the fact that it is developed on the basis of a well-founded forecast and development strategy of the organization and personnel management, has means of influencing the predicted situation, the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the state and changes in external and the internal environment.
A number of scholars are of the opinion that an active personnel policy can be rational and irrational, or adventurous 14.
Rational personnel policy is carried out on the basis of a scientifically grounded forecast of the development of the situation and an arsenal of means of influencing it, having tools for diagnosing personnel, predicting changes in its main characteristics, the personnel management service has reasonable information about the quantitative and qualitative needs of employees in the medium and long term, develops options for implementation personnel work.
An adventurous personnel policy is distinguished by the desire of the organization's management to influence the work with personnel, without a diagnosis of the situation and a scientifically based forecast of its development in the future. Plans for work with personnel are formed more on an emotional than a reasoned foundation, which in some cases does not prevent them from being faithful and "guessing" their authors really important goals for the upcoming personnel work. The risk of an adventurous personnel policy is that it may turn out to be ineffective or erroneous if the external environment is not taken into account in its development, the appearance of “sudden” competitors, new goods or services on the market, for the production of which the organization is not ready due to the lack of specialists or unaccounted for. aging of personnel, retraining of which is irrational, etc.
Passive personnel policy implies the absence of a pronounced program of action in relation to personnel, a developed forecast of changes in its characteristics, information about future needs. HR work is reduced to the elimination of negative actual consequences through an emergency response to emerging problems or conflict situations, as a rule, "by any means", without trying to analyze the causes and possible consequences.
In personnel management, reactive and preventive personnel policies are also distinguished 15.
The peculiarity of the reactive personnel policy is in the implementation by the management of the organization of control over the symptoms of a negative state in work with personnel, the causes and situation of the development of the crisis: the lack of motivation of employees to work, the lack of attractiveness of the organization for young professionals, conflict situations, etc. problems, the current situation is diagnosed, adequate emergency assistance is provided.
A preventive personnel policy is called if the organization, having reasonable forecast data on the development of the situation in the future, does not have the means to influence it. The problem with such organizations is the development of targeted HR programs that can be used to influence the work with people in the organization.
Based on the orientation of the organization to the internal or external field of its interests in the formation of personnel and human resources, personnel policy can be open or closed (Fig. 1.1).

Figure: 1.1. The specifics of open and closed personnel policy in the organization 16

An open personnel policy is characteristic of organizations pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid advancement in their industry or region; it can also be a feature of an organization that already has a stable position in the market. Openness of the personnel policy means its transparency for potential employees, regardless of the status of the vacant position: it is almost equally possible to hire “from outside” for rank-and-file and managerial positions, this increases the likelihood of “new blood”, or modern directions in organizational strategy, and “new breath »- specialists, more often young, ready to implement innovations.
Closed personnel policy is a feature of organizations focused on the formation of a certain corporate culture, an atmosphere conducive to meeting the need of employees for involvement. The basis for a closed personnel policy can also be a shortage of suitable labor in the labor market. The replacement of personnel in organizations with a closed personnel policy occurs from the number of employed employees, the hiring of new ones - as a rule, mainly for ordinary positions.
Thus, we can conclude that the personnel policy is a kind of "core" on which all personnel work is based, and a reference point for the formation of personnel strategy.

1.2. The principles of formation and improvement of the organization's personnel policy in modern conditions

Both in Russia and abroad, the personnel policy, which consists of socially euphonious management principles, is usually drawn up in the form of a general corporate document that is open to public inspection. The corresponding personnel policy is posted on the company's website. It is given along with other documents to each new employee. Examples of personnel policy in domestic and foreign organizations can be found in the literature 17. Sometimes the relevant document is called "The concept of the personnel management system" 18.
The formation of the organization's personnel policy should take place in the following sequence: 19
1. Development of general principles of personnel policy, determination of priority goals.
2. Planning the need for personnel, the formation of the structure and staff, the creation of a personnel reserve.
3. Organization and support of the HR information system, HR controlling.
4. Formulation of principles for the distribution of funds, ensuring an effective system of motivation and labor incentives.
5. Provision of personnel development program, career guidance and adaptation of employees, planning of service and professional advancement, team building, professional training, advanced training and retraining of personnel.
6. Analysis of the compliance of the personnel policy and the organization's strategy with the management of its personnel, identification of bottlenecks in personnel work, assessment of personnel potential.
Table 1.3
Fundamental principles for the formation of personnel policy 20

Principle name	Characteristics of the principle
Scientificness	the use of all modern scientific developments in this area, which could provide the maximum economic and social effect
Complexity	coverage of all areas of personnel activity and all categories of employees
Consistency	taking into account the interdependence and interconnection of the individual components of this work; necessarythe preference for taking into account the economic and social effect (both positive and negative), the impact of an event on the final result
Efficiency	any costs of activities in this area should pay off through results xgreen activities
Methodical	a qualitative analysis of the selected solution options, especially in cases where theythere are a number of mutually exclusive techniques

Consider the main personnel activities, depending on the type of organization strategy and the level of planning.
For an open and closed personnel policy, different types of measures will be adequate to meet essentially the same personnel needs (Table 1.4).
Table 1.4
Personnel activities implemented in an open type of personnel policy 21

Strategy type bodyizations	Planning level
	long-term (strategistichic)	Mid-term (managerial)	short-term (operational)
1	2	3	4
Open personnel policy
Entrepreneurial	Attracting young promising professionalssionals. Active politics andinformation about the company. Formation of requirements for candidates.	Search for promising people and projects, creation of a bank of candidatesof candidates for work in the organization, holding competitions, issuing grants. Establishing contacts with the framenew agencies.	Selection of managers and specialists for projects.

Continuation of table. 1.4

1	2	3	4
Open personnel policy
Profitability	Development of new forms of labor organization for new technologies.	Development of optimal incentive schemes for troud linked to the profit making of the organization. Analysis and rationalization of jobs.	Assessment of personnel for the purpose of reduction. Consulting staff on issuesvocational guidance, training and employment programs. Use of part-time schemes.
Cycle	Assessment of the need for personnel for theimportant stages in the life of the organization.	Search for promising joint venturessocialists.	Consulting assistance to personnel (primarily psychological). Implementation of social assistance programsfeel.

The determining factor in the choice of personnel policy is the strategy (concept) of the development of the enterprise (firm) as a production and economic system. Moreover, a well-chosen and implemented personnel policy contributes to the implementation of the strategy itself.
Table 1.5
Personnel activities implemented in a closed type of personnel policy 22

Strategy type bodyizations	Planning level
	Long term (strategic)	Mid-term (managerial)	short-term (operaticlear)
Open personnel policy
Entrepreneurial	Creation of own (branded) institutions.	Search for promising articlesstudents, payment of scholarships, internship at the enterprise.	Attracting friends, porelatives and friends.
Dynamic growth	Career planning. Development of non-traditional ways of hiring (lifetime - Japan).	Carrying out in-housespecific training programs tailored to your personal training needs. Development of labor incentive programs depending on the contribution and length of service.	Recruitment of employees withhigh potential and learning ability. Conducting staff adaptation programs.
Profitability	Optimal schemes developmentization of labor, reduction of labor costs.	Implementation of programs ontraining of management personnel. Development of social programs.	Creating circles"Quality", active involvement of personnel in the optimization of the organization. Use of "internal recruitment" resources - overlapping.
Liquidation	Not considered.	Carrying out programs pertraining.	Search for jobs for relocated personnel. Dismissal in the first ochamong the new employees.
Cycle	Creation of "innovationthese "departments. Development of programs to stimulate the creative activity of employees. Conducting project competitions.	Development of cha programsin the main area with the ability to realize the activity of employees in areas useful to the company.	Cultivation of "philcompany profile ". Inclusion of personnel in the discussion of the prospects for the development of the organization.

So, some of the organizations that have been functioning for a long time (in the domestic market this is typical of enterprises that work closely with foreign partners and foreign representations) there is a documented idea of \u200b\u200bthe company's personnel policy, personnel processes, measures and norms for their implementation. For another part of the organizations, the idea of \u200b\u200bhow to work with personnel exists at the level of understanding, but is not documented, or is at the stage of formation.
If we are creating an enterprise and are interested in ensuring that the personnel policy is carried out consciously, then it is necessary to carry out the following stages of designing personnel policy 23:

rationing;
programming;
monitoring.

1. Rationing. The goal is to align the principles and goals of working with personnel with the principles and goals of the organization as a whole, the strategy and the stage of its development. Within this stage of work, it is important to analyze the essential features of the corporate culture, predict possible changes in the external and internal environment of the organization, concretize the image of the desired employee and determine the goals of human resource development.
2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and necessarily taking into account both the current state and the possibilities for change.
An essential parameter influencing the development of such programs is the understanding of the acceptable tools and methods of influence, their alignment with the values \u200b\u200bof the organization. For a corporate culture with elements of an organic organizational culture based on “family” values, it seems inappropriate to use strict psychological tests when recruiting personnel. Rather, in this case, more attention should be paid to interview procedures, group activities and simulations of real work situations.
3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. At this stage, it is important to identify significant indicators of the state of human resources, as well as to develop a comprehensive program of continuous diagnostics and development of skills and abilities of employees. In addition, it is advisable to develop and implement a methodology for assessing the effectiveness of personnel programs.
For enterprises that monitor personnel on an ongoing basis, many separate HR programs (at least such as assessment and certification, career planning, maintaining a favorable socio-psychological climate) can be included in a single system of internally related programs. Within the framework of such a mega-program, the organization can solve not only personnel tasks, but also implement methods for diagnosing the management situation, practically working out the methods for making and implementing managerial decisions. In this case, the organization's personnel policy appears as an enterprise management tool.
The presence of a developed personnel policy in the organization means that:

the approaches to the most important elements of personnel work and their relationship have been determined;
time is saved for making personnel decisions;
the risk of erroneous decisions that individual employees can potentially make is reduced;
constancy, stability of approaches is ensured when carrying out personnel work;
control over compliance with labor legislation is carried out;
the process of adaptation of employees to the conditions of the organization is facilitated;
the support of the personnel decisions made by the employees of the organization is provided.

The transition from a planned economy to a market economy that has taken place in Russia is a complex macro- and microeconomic process that generates a lot of changes that are fundamental for the personnel policy of organizations, such as the emergence of the labor market and changes in socio-cultural relations and value systems.
The most important business changes 24:
- the organization and its environment are becoming more market-oriented, the rigidity to production costs is increasing;
- the organizational structure is becoming more and more decentralized, which leads to the need for horizontal integration;
- “horizontal” management becomes more important than “vertical”, hierarchical, which increases the role of such values \u200b\u200bas initiative, risk, independence, foresight;
- management style, value system and qualification and behavioral profile of managers change from bureaucratic to entrepreneurial;
- the role of trade unions has changed, not protest comes to the fore, but social partnership;
- competition has sharply increased, in the light of which there is an orientation towards quality, speed and innovation, and not towards large volumes and low cost.
The most important changes in the field of human resources 25:
- from narrow specialization and limited responsibility for the assigned work - to broad professional and job profiles, since there was a need for a more flexible qualification, easily adaptable to new tasks;
- from the responsibility of managers for the development of personnel - to the responsibility of the employees themselves for their development;
- from controlling the problems that employees face - to creating opportunities for all-round professional growth of each employee and linking him with business goals;
- from evading feedback from subordinates - to its active search.
In the light of the ongoing changes, personnel management, including personnel policy, has undergone major changes. In the process of the formation of the personnel management system in the 20th century, there was a gradual transformation of the traditional system of personnel work, carried out by line managers of various levels, into a personnel management system with a clearly expressed staff function, and then (in developed foreign countries in the 80s, in Russia - to the beginning of the 21st century) - into an integrated system of strategic human resource management 26. Each of these phases of transformation is characterized by its own model of personnel management and the specific role of the personnel manager: guardian of employees; specialist in labor contracts; talent architect or business partner.
The mission of the emerging new personnel management system is to implement, among other priority strategic goals of the enterprise, the key goals of its personnel policy, which also does not remain unchanged.
In order for the personnel policy to contribute to an increase in the sustainability of the enterprise's development, it must be flexible enough.
This means that it should be, on the one hand, stable, since it is with stability that certain expectations of the employee are associated, on the other, dynamic, i.e. be adjusted in accordance with changes in the tactics and strategies of the enterprise, the production and economic situation, factors of the external and internal environment, take into account all scientific developments, regulatory and legislative requirements. Stable should be those aspects of it that are focused on taking into account the interests of personnel and are related to the organizational culture of the enterprise.
Thus, taking into account the above, it is possible to determine the main approaches to the formation of personnel policy in modern conditions, taking into account the changes that have occurred in business and the field of human resources. Understanding and using these approaches in the formation of personnel policy will increase the sustainability of the enterprise.
1. From the instrumentalism of the personnel function to the strategic role of personnel policy. Previously, “HR specialists” were often not even informed about the company's business strategy, the connection between production and personnel planning was very weak, but now the function of personnel management has an integrating character and is itself part of the company's strategy. The emphasis of personnel policy is shifting from the selection and placement of personnel to participation in the formation and implementation of business strategy. Personnel management within the framework of the developed new personnel policy becomes a strategic task of the organization. This makes the personnel policy more active, in contrast to the passive and reactive policy characteristic of traditional personnel management models.
2. From the performance of fragmented personnel functions to the involvement of line management in personnel management and assistance. Along with a number of previous HR functions, a new function is added to the HR specialist - to assist line management in the development and better use of his organizational potential, i.e. subordinate human resources. Responsibility for the implementation of a more active personnel policy is also assigned to line managers, which means that the personnel work of managers at all levels is integrated into the personnel management system, which alone is capable of effectively implementing such a policy.
3. Development of human resources is turning into an item of investment, not costs (which, as you know, need to be minimized), as it was until recently.
The modern approach to personnel as a human resource means that people are viewed as the company's assets in the competitive struggle, which requires capital investments in their formation, use and development, depending on economic feasibility.
The purpose of the investment is to attract the most professionally qualified employees, train them and maintain them at a stage of high working capacity, create conditions for their creative and professional development.
4. There is a reorientation to individual work with personnel, and as a result - from collectivist values \u200b\u200bto individual ones.
The staff works to achieve certain goals of the organization. But not only the organization has its own goals, each employee has its own individual goals. The effectiveness of his work is largely determined by how the goals of each employee are adequate to the goals of the organization. Modern personnel policy should adhere to the principle of combining the goals of the organization and the employee. In case of divergence of interests, stimulating and motivating levers of influence on a person are put into action in order for him to link his activities with the interests of the organization.
5. The emphasis in personnel management is shifted to the management staff, since it is the competence of managers that turns out to be a key element of the personnel potential of a modern organization.
6. Professionalization of personnel management functions. Previously, personnel management was interpreted as an activity that did not require special training, which any experienced manager could cope with on the basis of considerations of common sense, and, accordingly, the lack of specialized professional training reduced the authority of cadres. Today, the growing integrating role of personnel management, raising its status to the highest level of management, the complication of the technology of selection, placement, development, motivation, promotion and use of human potential require a high level of professional training and make this profession one of the most important for the survival and success of the company.
7. Greater emphasis on change management. Since flexibility and the ability to change are the key characteristics of a business today, and people are the main barrier, active change management and organizational development is becoming one of the most important functions of personnel management. Typically, the ability to change is associated with broader qualifications, the ability to retrain, the level of creativity and innovativeness of the staff.
8. Internationalization of the personnel management function. Business globalization, more active international ties, as well as international specialization and integration make it necessary to develop multinational teams with different systems of values \u200b\u200band cultures.
The undoubted achievement of the reform period was the openness of our society, the entry of Russia into the majority of international economic institutions. But at the same time, the inclusion of our country in the world financial and economic system increases the risk of the impact of possible negative phenomena accompanying the processes of globalization.
9. Expansion and deepening of social partnership is becoming an increasingly important function.
10. In the context of a shortage of qualified labor force capable of working in new conditions, it became necessary to take a broader account of motivational processes. The principles and system of motivation are changing significantly as the most important factors for the rational use and development of human resources. The system of motivation is evolving from the principles of payment for a position, for the appearance at work, to the principle of payment for the result, for a specific contribution to the achievement of the organization's goals.
11. From professional development to personnel development. The essence of the new concept of human competence, which is replacing the concept of human resources, is reduced to the need to expand the boundaries of knowledge, skills and abilities necessary for work and life in general; to focus on the formation and development of a creative personality.
12. The new personnel management system presupposes a strong and adaptive corporate culture that fosters an atmosphere of mutual responsibility between the employer and the employee, support for the initiative at all levels of the organization, constant technical and organizational changes, and open discussion of problems.
So, the key characteristics of modern personnel policy that ensure the sustainability of the enterprise's development are its flexibility, close connection with the goals and strategy of the organization, focus on long-term planning, the evolution of the motivation system, the importance of the role of personnel and personnel potential as one of the factors of the strategic success of the enterprise.

1.3. Hiring, development and motivation as elements of personnel policy

1.3.1. Recruiting personnel as an initial stage in the formation of personnel policy
Recruitment is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization. HR management begins with recruiting and hiring 27.
Selection is the selection of someone from the general number. Hence the expressions: "selection of candidates for a vacant position", "selection of employees for promotion", etc. In the selection process, the business and other qualities of the employee are compared with the requirements of the workplace.
According to A.Ya. Kibanov, personnel selection is part of the recruitment process associated with the selection of one or more candidates for a vacant position among the total number of people applying for this position 28.
Selection of personnel in HR work is part of the recruitment process associated with the selection of one or more candidates for a vacant position from the total number of people applying for this position. Screening interviews, testing, assessment center services and other methods are used to select personnel 29.
Hiring and selecting personnel for an organization solve the problem facing any enterprise - to meet the demand for the necessary labor force in quantitative and qualitative terms.
This process consists of matching the requirements of the employer and the qualifications of the candidate. Since the employer offers a job that guarantees a certain remuneration, it is necessary that the candidate meets certain requirements. If the requirements of the organization and the requirements of the candidate at least partially coincide, then they are selected for further selection of candidates of one or more people who are most suitable according to the available criteria for the vacant position.
Usually, in the vast majority of existing textbooks and books, recruitment sources are divided according to the place of search, namely: into external and internal recruitment sources 30. External sources are understood as such sources through which personnel are searched outside the organization, and internal - when the reserves of the organization itself are used.
In fact, with such a classification of recruitment sources, one can get an answer to the question: are new people involved in the organization, people "from outside", i.e. whether there is an influx of "fresh blood" into the organization or the vacancies are being filled by "own" employees, ie. members of their own organization 31.
The final selection decision is usually formed in several stages, which the applicants must go through. At each stage, part of the applicants is eliminated or they refuse the procedure, accepting other proposals. A typical personnel selection decision-making process is shown in Fig. 1.2 32.

Figure: 1.2. Personnel selection process procedure

Professional selection of personnel in an enterprise is one of the most important stages of recruiting personnel and includes the following 33 stages:

creation of a personnel commission;
formation of requirements for workplaces;
announcement of the competition in the media;
medical examination of candidates' health and performance;
assessment of candidates for psychological stability;
analysis of candidates' hobbies and bad habits;
comprehensive assessment of candidates by rating and formation of the final list;
conclusion of the personnel commission on the selection of a candidate for a vacant position;
approval in office, conclusion of a contract;
registration and submission to the HR department of the candidate's personnel documents.

1.3.2. Staff development
Professional development is the process of preparing an employee to perform new production functions, take new positions, and solve new problems. Personnel professional development activities can include marketing seminars for human resources employees, visiting a business school for a sales employee, learning English as a mechanical engineer, the work of a newly hired head of the planning department as an assembler on a factory assembly line, etc. Organizations create special methods and systems for managing professional development - managing vocational training, training a reserve of managers, and career development.
Professional development has a positive impact on the employees themselves. By improving their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for professional growth both within their organization and outside it. Professional training also contributes to the general intellectual development of a person, expands his erudition and social circle, and strengthens self-confidence.
Management of professional development of personnel is a system, the main subsystems of which are: business career; training; motivation and stimulation; work with a reserve; development monitoring and certification; resource provision of professional development; employee self-development management 34. From the procedural point of view of the functioning of this system, in our opinion, it is possible to distinguish the stages of forecasting, planning, management, organization, resource provision and examination of the quality of development of the professional career of employees, which consists in assessing the employees themselves.
The main goal of the development of employees from the point of view of the organization is to increase the efficiency (maximize) the results of using personnel through the implementation of the goals set by the organization, improving the production potential of the team and the socio-psychological climate.
From the perspective of the organization's employees, professional development consists in the formation and continuous enrichment of personal characteristics, professional knowledge, skills and abilities that they need to effective execution their official functions, rights and duties.
This means that professional development is the result of the interaction of the needs and requirements of the organization with the characteristics and interests of a particular employee - only in this case this process is purposeful and effective.
The formation and study of the employee's career potential consists in determining the ways of employee career development that satisfy the organization's need for personnel at the right time. Thus, we can represent the stages of management of professional development of employees as follows (Figure 1.3).

Figure: 1.3. Stages of personnel professional development management in the organization's personnel management system 35

In accordance with Figure 1.5, the management of professional development of personnel in the personnel management system of the organization as a whole is as follows:

Attraction, selection, selection, registration for work. When organizing events for the selection and selection of applicants for work, the content of the applicant's proposed work is analyzed, the job description is revised and drawn up, requirements for the applicant are formulated, the sources of attracting candidates are determined.
Questioning of young specialists in order to familiarize all employees in order to assess the socio-psychological climate and develop proposals for optimizing organizational culture.
Personnel certification every 3-5 years in order to determine the degree of correspondence between the competencies and personal characteristics of employees to the work performed and the intensity of the workload, which allows you to determine the most suitable candidates for promotion and form a personnel training plan.
Inclusion in the personnel reserve for various types of activities and time. The following stages of work with the reserve are distinguished:
making a forecast of changes in the composition of management personnel;
preliminary recruitment of candidates for the reserve;
obtaining information about the business, professional and personal qualities of candidates for the reserve;
formation of the personnel reserve.
Criteria for selecting candidates for the reserve: age, level of education and professional training; personal qualities; health status. Working with the reserve consists in training, rotation through internships, studying psychological characteristics, planning a professional and / or intra-organizational career. For those enrolled in the reserve, it should be envisaged: an increase in the volume of workload, demanding work, a higher material remuneration. The planning of the professional and intra-organizational work of reservists can be carried out for a period of 3-5 years to 20-25 years, while it is necessary to rely on the wishes of the reservist himself, his vision of himself in the future and focus on the indicators of successful professional activity that he needs to achieve in order to take some higher position.
Psychological diagnostics in order to characterize the personal qualities of workers.
Planning the professional development of employees based on the results of their questionnaires and certification, which allows building a time perspective, including long-term planning and adjusting medium-term and short-term professional goals.
Training of employees of the organization in order to transfer and assimilate the necessary knowledge, skills, skills and methods of cognitive activity necessary for the effective performance of their job duties or production tasks in the future. Annually implemented training programs should contain general lectures and discussions in small groups, analysis of specific business situations and case studies, reading literature, business games and role-based trainings on production efficiency, personnel management, economic and legal disciplines. By type, these classes can be: individual / group; part of daily work / carried out outside the workplace.
The rotation of reservists consists in their transfer within the organization from one position to another of the same level without an increase in salary for a period of three months to one year, thus, the organization acquaints the prospective leader with many aspects of its activities. As a result, the reservist learns the problems of many departments, understands the need for coordination, informal organization and the relationship between the goals of different departments. This knowledge is necessary for successful work in higher positions, but is especially useful for leaders at lower levels of the management hierarchy. Objectives

Professional development of managers and specialists is a process, as a result of which both employees and the organization are interested 36. In general, training is organized with the aim of providing trainees with the knowledge and skills necessary for their work. And development includes long-term learning that goes beyond the actual work being done.
For an organization, managing the professional development of its employees means coordinating the achievement by employees of the levels of content of competencies and personal characteristics that meet the requirements of the organization. The management of professional development of managers and specialists is a factor in the successful functioning of an organization, since, on the one hand, it indicates its interest in improving the quality of its personnel, and on the other hand, it determines the future success of the entire activity of the organization. Human resources are currently becoming the main component of all business processes of an organization and are the key to its success.

1.3.3. Motivation and stimulation of staff
Labor motivation is a conscious motivation of a person to work by influencing the motives of labor inherent in him. These motives are based on interest as a form of realization of needs. Science defines needs as the need for something objectively necessary to maintain the vital activity and development of the organism, human personality, social group, society as a whole. All this boils down to a more laconic definition: needs are the inner stimulus of activity. 37
Needs realized by society, socio-economic groups and individuals act as interests. Purposeful formation of interests is of great importance in the processes of upbringing and education, because the realization of the interests of the individual, his needs lies at the basis of the motives of work orientation.
Stimulus is an incentive to action, the cause of which is interest as a form of realization of needs. Economic and sociological science distinguishes in the system of incentives, as well as in the system of interests, material and non-material, personal, collective and public interests and incentives 38.
It is customary to distinguish three main types of labor motivation 39:

material;
social (moral);
organizational (administrative).

Motivation includes incentives, which are commonly referred to as positive motivation, and sanctions, usually referred to as negative motivation. Among the motives of labor, it is customary to attach decisive importance to motives associated with material interest. It is they who mainly influence the choice of profession, place of work, and determine the attitude towards work.
Material motivation is implemented through a number of channels: a system of remuneration, a system for differentiated accounting of types and productivity of labor, a system for the implementation of funds received for labor (development of the sphere of spending earned labor income). To additional incentives, which are practically also material, world practice (as evidenced by the policy of firms in countries with developed market economies) includes: payment at the expense of the company for transport costs, subsidies for food, assistance in paying for education costs, medical examinations paid for by the company , tourist trips on weekends and during holidays, employer's expenses for life insurance of employees and their dependents, accident insurance, etc.
Social, or moral, incentives are based on the moral values \u200b\u200bof a person, the employee's awareness of his work as a duty to society, and the understanding of the value and usefulness of this work. This category includes incentives associated with the creative saturation and content of work, its relatively favorable conditions, relationships in the work collective, the relationship between the employee and his manager, the possibility of professional and qualification growth, self-improvement and self-expression.
The system of labor incentives is shown schematically in Table 1.6.
Table 1.6
Material and non-material incentives to work 40

Material incentives	Intangible incentives
Cash: salary incentive payments one-time bonuses, etc.	Social: prestige of labor understanding the value and usefulness of work opportunity for professional and qualification growth
Material incentives	Intangible incentives
Non-cash: transportation food medical assistance insurance rest, etc.	Moral: rewards respect for colleagues
	Creative: possibility of self-expression and self-confidenceschensting

According to the famous Russian researchers V.V. Travin and V.A. Dyatlov, stimulation is the use of incentives in relation to a person to influence his efforts, efforts, dedication in solving the problems facing the organization and the inclusion of corresponding motives. 41
There is no doubt that the greater the number of various needs a person realizes through labor, the more diverse the benefits available to him, and also the lower the price he has to pay in comparison with other types of activity, the more important is the role of labor in his life, the higher it is. labor activity. From what has been said it follows that stimuli can be any benefits that satisfy significant human needs, if their receipt involves work. In other words, the good becomes a stimulus for labor if it forms the motive for labor. The essence of the concepts "labor motive" and "labor incentive" is identical. In one case, we are talking about an employee who seeks to obtain a benefit through labor activity (motive), in the other, about a management body that has a set of benefits, necessary worknick, and providing them to him on condition of effective labor activity (incentive). Therefore, we can say that labor incentives are a way of rewarding an employee for participation in production, based on a comparison of labor efficiency and technology requirements.
Stimulation of labor involves the creation of conditions under which active labor activity, which gives certain, pre-recorded results, becomes a necessary and sufficient condition for satisfying the significant and socially determined needs of the employee, the formation of his motives for work.
The system of motives and incentives for labor should be based on a certain base - the normative level of labor activity. The very fact of the employee entering into labor relations implies that he must perform a certain range of duties for the previously agreed remuneration. In this situation, there is still no room for stimulation. This is the sphere of controlled activity, where the avoidance motives associated with the fear of punishment for failure to comply with the requirements are at work. There can be at least two such punishments associated with the loss of material wealth: partial payment of the stipulated remuneration or breakdown of labor relations. 42
The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Discipline always carries with it elements of compulsion; limiting freedom of choice of behavior options. However, the line between controlled and motivated behavior is arbitrary, since an employee with strong labor motivation has self-discipline, a habit of conscientiously fulfilling requirements and treating them as their own norms of behavior.
The system of labor incentives, as it were, grows out of administrative and legal methods of management, but in no case does it replace them. Labor incentives are effective only if the governing bodies know how to achieve and maintain the level of work for which they are paid. "The purpose of incentives is not to induce a person to work at all, but to induce him to do better what is conditioned by the labor relationship."
Thus, summing up the results of the theoretical study, it should be noted that personnel policy is an integral part of the entire management activity of the organization.
It is the personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but also ensure the possibility of career advancement and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the work collective are taken into account in the daily personnel work. The successful operation of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel. Personnel policy in any organization should be given great attention.

2. ANALYTICAL SECTION

2.1. General characteristics of the organization and its labor potential

October 21, 2006 . The opening of the first shopping center LENTA outside St. Petersburg took place. The store was opened in Novosibirsk at 64 Gusinobrodskoe shosse. The area of \u200b\u200bthe store is 12,000 square meters. m, more than a third of food products presented in the assortment of the shopping complex are produced by local producers. The entire staff of the shopping complex consists of residents of Novosibirsk.
At the beginning of 2011, 4 hypermarkets were operating in Novosibirsk.
Table 2.1
Financial results of the trading network "Lenta", Novosibirsk for 2008-2010.

The company's turnover in Novosibirsk is increasing annually, so in 2008 the turnover amounted to 5210.26 million rubles, in 2009 - 5702.56 million rubles, in 2010 - 7241.03 million rubles. Labor productivity has an uneven dynamics (2008 - 5205.26 thousand rubles, 2009 - 4808.23 thousand rubles, 2010 - 4919.18 thousand rubles).
Today, Lenta, Novosibirsk, employs over 1600 employees. They are energetic, proactive, qualified specialists and managers.
The personnel and social policy of Lenta LLC is a structural link of the general concept of the company's development and is based on the following basic principles:
etc.................

Introduction

The relevance of research. One of the fundamental factors of economic growth in modern conditions of development of Russia is an adaptive, flexible, mobile personnel policy and processes of forming a personnel reserve modern organization... Therefore, the relevance of research into the formation of the personnel reserve of an organization is dictated by the need to improve its development in an innovative economy.

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

The success of the work of the institution (organization, firm) is ensured by the workers employed on it. That is why the modern concept of managing an institution involves separating from a large number of functional areas of management activities that associated with the management of the personnel component of production - the personnel of the institution.

With all the variety of existing approaches to this problem in various industrial developed countries the main most common trends in personnel management are the following:

formalization of methods and procedures for personnel selection;

development of scientific criteria for their assessment;

scientific approach to the analysis of needs for management personnel;

promotion of young and promising employees;

increasing the validity of personnel decisions and expanding their publicity;

systematic linking of economic and government decisions with the main elements of personnel policy.

At present, the importance of the activities of civil servants, the civil service of Russia, who solve complex problems of public administration, is growing. Therefore, the problems associated with personnel management in the bodies providing social support to the population have acquired particular urgency. Personnel management issues concern every manager, regardless of what tasks and functions he performs in institutions and organizations in Russia.

Personnel management should be less and less based on administrative methods and more and more focused on a deliberate personnel policy based on the system of interests of the civil servant and government bodies. Therefore, the latest scientific knowledge and effective technologies in the field of human resource management, methods of forming and managing the workforce, and mastering innovative technologies for working with personnel are needed.

New approaches are needed to such problems as: personnel planning, professional selection and employee assessment; formation of the reserve and career planning; leadership and training of personnel in the process of labor activity; regulatory framework for personnel management; style of personnel management and optimization of the work of managers; control in the personnel management system; business ethics and etiquette; the formation of a healthy moral and psychological climate in the team and more.

The solution of these problems will increase the efficiency of staffing, replenish government bodies and organizations with highly qualified specialists who can work effectively in a democratic, information society, as well as form a modern system of government personnel in the civil service.

Consequently, the formation of an effective system of personnel policy is one of the most important tasks of modern management.

The degree of elaboration of the problem. The regional aspects of the formation of personnel policy, the principles of its implementation in the executive authorities are practically not studied. In the last decade, Western theorists, especially Anglo-American ones, have been actively involved in the reform of civil service and personnel work. A fundamental contribution to the development of civil service systems and their reform, determination of the interaction of political power, administrative apparatus and civil society was made by such scientists as M. Weber, K. Marx, M. Crozier, F. Riggs, E. Page, G. Petere, K. Sixston, S. Eisenstadt, et al.

Afanasyev V.G., Atamanchuk G.V., Vishnyakov V.G., Tikhomirov Yu.A. were engaged in theoretical issues of selection and placement of public administration personnel in the Soviet Union. The fundamental principles of selection and placement of personnel were developed by V.I. Lenin and were considered as the most important prerequisites for the implementation of the political line of the party.

At present, research on the problems of building personnel work with civil servants at the level of both public administration and subjects of the federation is carried out by teams of scientists from the Russian Academy of Public Service, regional academies of public service Vasilenko I.A., Egorov V.V., Lobanov V.V. , Nozdrachev A.F., Obolonsky A.V., Okhotsky E.V., Peregudov S.P., Timofeeva L.N., Turchinov A.I., and others) and scientists from other higher educational institutions (Starilov Yu. N., Chikanova L.A.). In their works, mainly the problems of personnel policy at the federal level are considered, the main attention is paid to the selection of personnel, training systems, advanced training. In recent years, much attention has been paid to the problem of corruption, bribery, the parameters of the code of ethics of civil servants, which correct their behavior, are considered. The conclusions about the relationship between personnel policy and managerial culture in the civil service made by such authoritative scientists as A.V. Obolonsky, A.I. Turchinov were of great importance.

The object of the research is the activities of the State Committee of the Republic of Bashkortostan on Tariffs.

The subject of the research is personnel policy in the system of executive authorities of the subject of the federation.

The purpose of the study is to analyze theoretical approaches to the formation of personnel policy and the development of methodological foundations for the formation of personnel policy in the executive authorities of the subject of the federation.

The chosen research goal determined the solution of the following tasks:

consider the essence of personnel policy: structure, methodology, functions;

study the legal and regulatory framework governing the selection, study, assessment and training of civil servants;

give a brief description of the activities of the State Committee on Tariffs of the Republic of Bashkortostan;

conduct a study of personnel policy and the practice of implementing the formation of a personnel reserve of the state civil service of the State Committee of the Republic of Bashkortostan on tariffs;

to assess the personnel policy system. Main problems;

to characterize the information support of the state personnel policy of the State Committee of the Republic of Bashkortostan on tariffs;

to determine the procedure for organizing rescue operations in the centers of destruction during an emergency in the State Committee of the Republic of Bashkortostan on tariffs. Attracted forces and means.

In the process of researching the personnel policy system, various methods are used: analysis, economic and statistical methods, analogy methods, as well as the method of expert assessments.

The final qualifying work is fully consistent with the priority of the tasks.

The first chapter presents theoretical studies of the personnel policy system, examines: the concepts of the personnel policy system, its goals and functions, legal support and technological support.

The second chapter is presented with an analysis of the existing system of personnel policy in the executive body of a constituent entity of the Russian Federation using the example of the State Committee on Tariffs of the Republic of Bashkortostan.

The third chapter discusses ways to improve the system of personnel policy of the Committee.

The structure of the final qualification study is predetermined by the goals and objectives, according to which the work consists of an introduction, five chapters, a conclusion, a list of used literature.

Chapter 1. Legal regulation of issues of personnel policy in the system of state civil service of the Republic of Bashkortostan

.1 The essence of personnel policy: structure, methodology, functions

The development of the Concepts: the system of the civil service of the Russian Federation, the state personnel policy of the Russian Federation, the state personnel policy in the system of federal executive bodies of the Russian Federation has been repeatedly carried out by teams of scientists from the Civil Registry Office and other higher educational institutions. It should be noted that the conceptual foundations of reforming the civil service have acquired serious importance in the Russian Federation. To date, only the civil service has emerged as an independent type of public service. There is a growing need to develop a concept for the development of civil servants' activities that would reflect not only modern, but also predicted social and state needs.

In the course of reforming the civil service, according to S. Savchenko, a legal mechanism has been introduced for testing and introducing modern management technologies, which include new methods: planning and financing the activities of federal government bodies and stimulating professional service activities of civil servants; improving the system of training and professional development of civil servants; achieving other goals related to increasing efficiency and professional performance. The activity of the state is a process of formation and implementation of the relevant state policy, which is provided by the system of state bodies.

New "challenges" of life require changes in the system of power and government. Legal forms state activities under the influence of objectively dialectical and volitional factors, they develop in meaningful and specific senses, which gives grounds to single out along with the traditional new approaches to systematization. A vivid example is the situation with personnel processes and relations in the system of the state civil service.

Despite the positiveness of the process of improving the civil service, its integral institution has not yet been created, based on the formation of a highly qualified civil service personnel, ensuring the efficiency of public administration (federal program "Reform and development of the civil service system of the Russian Federation (2009-2013)" ). In the field of public civil service, more than 80% of specialists have higher professional education. However, one cannot say that they are all poorly prepared, although highly effective work is not observed.

Modernization makes increased demands on human capital, which is its main resource. The priority direction in the formation and implementation of the state personnel policy should be the improvement of professionalism, the fullest use of the knowledge and abilities of civil servants in the interests of society and the state. In addition, an increase in organizational culture in government bodies will stimulate labor efficiency and demand for professionalism.

Policy refers to the development of direction or the direction of management. The regulation of personnel processes should be embodied in the state personnel policy, including in the system of public administration. Scientists note that the theoretical and methodological basis of modern personnel policy is made up of several groups of concepts.

The most significant of them:

the concept of personnel (theory of personnel management, theory of human capital, theory of personnel potential);

the concept of politics (issues of the relationship between liberalism and state paternalism in the personnel sphere, interaction of the state with business and organizations of the "third sector", overcoming personnel and social pathologies of public authorities);

the concept of the development of society.

Analysis of the theory and practice of personnel policy allows us to single out several well-established approaches to the regulation of personnel processes and relations: corporate, ideological, activity. Particular attention is paid to the activity approach in the implementation of personnel policy. In this regard, politics appears as an activity related to leadership and regulation, as a specific management activity. These concepts are considered, first of all, in sociology, management theory and other sciences that do not belong to the field of jurisprudence. Innovative transformations carried out by the authorities in the form of management decisions are based on a specific regulatory framework, in particular on the concepts of transformation in a particular area of \u200b\u200bmanagement activity.

It is the activity-based approach that gives priority to professionalism, business and moral qualities of personnel in personnel policy; limiting the functional structure of the subject of personnel policy; control in the field of public administration through law enforcement agencies, mass media, public organizations.

Personnel policy as an integrated system of work with personnel potential in government bodies of the constituent entities of the Russian Federation. Scientists offer a number of concepts of personnel policy. Yu.P. Surmin under the personnel policy means the most important direction of public administration, focused on meeting the needs of society in personnel. It should be noted that the recognition of the huge role of personnel policy in the modernization of the civil service has occurred in many countries. Strengthening the system of institutions responsible for the implementation of personnel policy in the civil service and complementing the relevant legislative framework is even becoming a national priority.

Accordingly, the personnel policy is a set of reasoned and objectively necessary measures taken by the state authorities of the constituent entity of the Russian Federation in relation to personnel potential in order to form, develop and improve it. The personnel policy should ensure the implementation of the state policy of the constituent entity of the Russian Federation as a whole. The concept of personnel policy in the system of public administration of a constituent entity of the Russian Federation assumes a long implementation period. The adaptation of its provisions is possible within 5-15 years. Personnel policy, for example, in commercial organizations is calculated for a five-year period.

In order to avoid formalization of the mechanisms for the implementation of personnel policy, it must be carried out in stages. The gradual implementation of the directions of personnel policy should be supported by monitoring the effectiveness of their implementation. The effectiveness of personnel policy in the constituent entity of the Russian Federation will be facilitated by legal monitoring, especially on the corruption-generating nature of regulatory legal acts in the field of the state civil service.

Personnel policy necessarily has a certain structure. In the theory of law, structure is understood as meaningful relations between the elements of the system, that is, relations that connect the elements of the system in such a way that it achieves its goal and, on this basis, preserves the quality of the system. The legal structure is an expedient legal relationship that makes subjects of law legally dependent.

The structure of personnel policy in science is considered controversial. According to some scientists, the personnel policy should include:

values \u200b\u200band principles of personnel policy;

promising (strategic) goals and objectives;

the main stages of the implementation of strategic goals and objectives;

subjects of personnel policy;

effective means and methods of organizing social forces to achieve the goals of personnel policy;

resource support for the activities of subjects of personnel policy;

political activity on the use of resources of personnel policy;

the main directions of political activity in the field of personnel policy;

political culture.

Professor A.I. Turchinov refers to the basic elements of personnel policy: psychology professional activity, labor economics, economic sociology, management theory, theory of state and law, civil service. These are the views of scientists on personnel policy from the point of view of sociology and political science.

Other scholars understand the content of personnel policy in the civil service as a system of mechanisms for motivation and social protection of personnel. In management science, the content of personnel policy is:

object and subject of personnel policy;

basic principles of personnel policy;

goals and objectives of the implementation of personnel policy;

Personnel policy is the activity of government bodies, which are simultaneously subjects of personnel policy. Since any activity consists of certain elements, the object under study should be studied taking into account these elements. Activity should be viewed from two sides - as a subject of objective scientific study and as an explanatory principle. From the point of view of D.Ya. Maleshin's undeniable thesis is that any activity is a system: it is a complex of interacting elements that, together with connections, form a systemic quality, and all activity has a certain structure. The structure is defined as a relatively stable way of connecting the elements of the system.

Let us examine the stage of the formation of human resources in the state authority of the constituent entity of the Russian Federation. This area of \u200b\u200bwork with personnel is a whole block of actions by subjects of personnel policy and, accordingly, personnel processes. It includes:

development of draft acts of the state body related to entering the state civil service;

the use of personnel technologies in organizing and holding competitions for filling vacant positions in the state civil service;

organization of verification of the reliability of personal data and other information submitted by a citizen when entering the state civil service of a constituent entity of the Russian Federation;

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