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Audit, consulting in the field of personnel is already a familiar thing: heads of companies, large corporationsunderstand that it is necessary. In the context of a change in the general scientific, business, management paradigm, the performance indicators of an enterprise are determined not only by productivity.
Among the parameters by which business efficiency is assessed are the characteristics of personnel, total human potential, the level of training of employees (whether it corresponds to the strategic goals of the organization). The intellectual capital of a company is the most important value, therefore its diagnostics, development of measures to improve the motivation system, staff assessment requires priority attention. Personnel audit is necessary in conditions of serious competition, limited resources, situations associated with the merger, division of business.
In Russia and in the world, it has become a common tool for monitoring the work of organizations. Includes assessment procedures:
· The existing structure of personnel management, its effectiveness;
· Compliance of personnel with the development goals of the company;
· Correctness of documentation - from the standpoint of legal requirements, the basics of office work.
In order for problems and their causes to be correctly diagnosed, and recommendations for management to be specific, valuable, accurate, it is necessary to follow the principles of personnel audit and consulting. This is the foundation for the activities of specialized experts involved in the work. The principles are divided into:
· Related to the audit itself - they must be observed by the experts on inspections;
· Concerning the construction of personnel processes - they are associated with functional interdependencies, the need for intra-firm coordination;
· Aimed at achieving consulting tasks (principles of joint problem solving).
PRINCIPLES OF CONDUCTING A PERSONNEL AUDIT
In order for the personnel audit to be effective, carried out with the minimum possible, sufficient expenditure of time and effort, it is necessary that specialists adhere to the following principles:
· Professionalism - the opinion of the auditor should be supported by specialized education, "freshness", relevance of knowledge. In order to meet the requirements, a specialist constantly needs to improve his qualifications, practice, and solve more and more complex problems.
· Objectivity, independence from outside opinions, private judgment or private assessments. The auditor must be impartial, be able to make decisions on his own, be resistant to unreasonable data, and not accept characteristics that are not supported by data on faith. This is expressed in the need to develop self-control - to be free from situational factors (mood, success or failure, well-being).
· Honesty - fraud, deliberate (even accidental) distortion of facts and data must not be allowed. The auditor guarantees the truth of the conclusions, the fact that they are based on correctly collected, complete, complex primary information.
· Credibility. When assessing, it is necessary to take into account only the real level of knowledge, possession of the "subject", skills. The key factor is the completeness of the performance of duties by the employee.
· Work in accordance with international law. In addition to national legislative acts, it is necessary to ensure compliance with international standards.
HR audit and consulting should be comprehensive, agreed between the participants in the procedures, take into account the strategic goals of the client company, and other factors. This will allow an analysis of the organization's work.
PRINCIPLES FOR BUILDING HUMAN RESOURCES
Consultants, auditors should evaluate the quality of documentation (make recommendations for correcting problems), build a hierarchy, work processes to improve the efficiency of personnel management. Due to the increasing specialization, division of duties, and the increasing complexity of organizational structures, it is necessary to precisely coordinate operations in time, to "link" all employees and their activities with each other.
The principles of HR audit and consulting in assessing work processes are as follows:
· Interdependence - not a single workflow should take place in isolation from others, it is necessary to ensure integration, smooth "flow" of operations into each other;
· Rationality - "necessity and sufficiency" of the process, it should not have unnecessary procedures, each employee, action serves a clear purpose;
Economy - the format is minimal necessary costs, temporary, financial, any others;
· Interchangeability - in order for work processes to be carried out continuously, it is worth excluding their stoppage due to the disposal of individual "elements";
Communication - you need to ensure continuous feedback, taking into account the reaction, opinions of employees, management.
The latter principle defines additional tasks for consultants. They must ensure that staff work together, otherwise the return on their work will be less than expected.
PRINCIPLES OF WORKING TOGETHER ON TASKS
HR consulting among all tasks solves the issues of joint work on the situation, the positive perception of changes by the staff. In order to correct the shortcomings and problems identified by the auditors, to be “painless”, the following principles must be observed:
· Reality - orientation to work in specific conditions. For each action, the existing restrictions, the interests of all parties (parallel departments, contractors, etc.) are taken into account. Thus, the ideas of the participants must be “grounded”.
· Controllability - the process of movement towards the result must be controlled. All participants need to accept the changes, understand how they happen, why.
· Attractiveness - each participant should strive to achieve the set goals. This means that staff need to be encouraged to change, to encourage initiative, the willingness to "work on mistakes."
It is important to develop mechanisms for motivating, informing staff, legal support... Management should have indicators for assessing the quality of employees' work and personnel policy.
BDO Unicon Outsourcing offers HR audit and consulting services. Industry experts adhere to fundamental principles. The quality of work is confirmed by more than 350 successfully completed projects. BDO Unicon Outsourcing - 25 years of experience and expertise to protect your interests.
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1 BULLETIN OF BELGOROD UNIVERSITY OF COOPERATION, ECONOMY AND LAW UDC Agaeva A.N., Cand. econom. Sci., Associate Professor of the Department of Marketing and Management Belgorod University cooperation, economics and law Ledovskaya M.E., Ph.D. econom. in Economics, Associate Professor, Chair of Marketing and Management, Belgorod University of Cooperation, Economics and Law APPROACHES OF PERSONNEL CONSULTING TO ADVANCING THE TRAINING AND TRAINING OF THE PERSONNEL OF THE ORGANIZATION which should be adhered to when implementing a consulting project. The classification of HR consulting services according to the degree of their need for clients with examples specific types consulting. Keywords: HR consulting, personnel, professional development and training, consulting project. The Russian HR consulting market has been actively growing for more than 20 years, Russian consulting companies prefer to provide services in many areas, while maintaining specialization in two or three types of services. The specifics of HR consulting, focused primarily on the tasks of the client organization, leads to the fact that most consultants provide non-standard services, therefore it is not possible to evaluate HR consulting services by simple comparison, there is no way to compare the prices of various consultants, since this will require a significant time from the client and information disclosure. In this regard, the quality of personnel consulting as a service is often perceived depending on its price. On the other hand, personnel consulting, like no other type of consulting, in its effectiveness is associated with the level of involvement and interest of the staff of the client organization in the successful implementation of the consulting project. It is appropriate to pay attention to the fact that the quality level of personnel directly affects the competitive capabilities of the organization and is one of the most important areas for creating competitive advantages. Certainly, the range of tasks solved in the framework of the consulting approach to improving the efficiency of the organization includes maximizing the use of the potential of employees, developing, supporting activities aimed at creating conditions for their fullest return in the labor process and intensive development of their abilities. Let's give in the table the classification of HR consulting services provided by various firms, distributing services according to the degree of their need for clients. The consulting approach to the process of professional development and training of personnel, as a reflection of the organizational philosophy of management, should be closely interconnected with all other areas of the organization's work and provide their support. However, the learning process itself creates a prerequisite for
2 Actual problems of economics links for solving urgent management problems due to the fact that personnel master both new approaches to performing work and the knowledge and skills required for work. Classification of consulting services according to the degree of emerging needs of clients Table Degree of need for consulting Necessary High Medium Low Conventional name Consulting required regulations Consulting that helps to avoid the "problem" Consulting aimed at increasing profits and developing production and reducing costs Consulting aimed at developing production and increasing the degree of enterprise manageability Personnel testing, improving product quality, reorganizing the production and management system Examples of types of consulting HR record keeping audit, appraisal consulting of the entire subsystem of personnel management or individual sub-processes, confirmation of compliance of personnel processes and documentation with legislation, industry rules (certification, standardization) Consulting services in the areas of selection, recruitment, assessment, personnel training, team building, socio-psychological climate management, conflict resolution, assessment work and motivation, transfer and dismissal Services for the assessment of human resources, personnel assessment procedures (assessment center). Determination and planning of personnel needs, the formation of profiles of specialties and professiograms, taking into account the characteristics of the customer's activities. Assessment and optimization of processes, structure and technologies of personnel management. Development of corporate culture Development of programs aimed at preserving the health of personnel, increasing the level of work safety Innovative personnel consulting Analytical personnel consulting In addition, activities during the implementation of a consulting project related to professional development and personnel training are designed to convey important information about the culture and values \u200b\u200bof the organization to students , contribute to the formation of the required attitudes to work in this organization, to strengthen the desired patterns of behavior and increase the degree of commitment of personnel. One of the key principles for the implementation of personnel consulting for personnel training is the transfer of employees to training, which has both planned, structured, systematic and intra-company characteristics. At the same time, it is important that on the part of the organization's management, the costs of professional development and training are not perceived from the standpoint of personnel costs, since in this case they must be minimized. Training costs should be perceived in terms of human capital investments that add value to assets. Like any investments, they pay off within a certain period, and investments no longer require reduction, but effective management, including through the use of personnel consulting. 2012, 4 225
3 Agaeva A.N., Ledovskaya M.E. For the processes of personnel development and training, an erroneous approach to the formation of a request for personnel training is common. It manifests itself in the fact that the head of an organization, turning to a consultant to conduct staff training, orders a final service, most often associated with one or another type of training or audit and certification of managers and specialists. From the point of view of personnel consulting, first of all, before signing documents on conducting advanced training and personnel training, within the framework of the received request, the HR consultant needs to work with the client's request, develop it. At this stage, it is appropriate for the consultant to ask the customer a question of the following content: "What organizational problem do you want to solve by conducting this type of training?" As a result, at this point of preparation for the implementation of a personnel training project, as a rule, the customer is worried about the low level of achievement of organizational goals, the inconsistency of the actions of departments, employees in them, their inability and unwillingness to work for a common goal. In this regard, one of the fundamentally important stages in the preparation and implementation of a project within the framework of personnel consulting for advanced training and personnel training should be preliminary organizational diagnostics in the form of in-depth interviews with heads of departments. The results of diagnostics will help to reveal the prerequisites for misunderstanding by many managers and employees of the goals and objectives of their activities, as well as their insufficient motivation to cooperate with each other. Based on the formed and structured training goals and objectives, it is necessary to determine the desired result as accurately as possible and fix it in the project documentation. At the same time, to determine the outcome criteria, it is possible to use common methods, for example, such as key performance indicators, within the framework of the balanced scorecard methodology. Detailing the cyclic training of the organization's personnel and the work of the consultant at each of the stages of this process, in our opinion, it is appropriate to adhere to the following algorithm (Fig.). At the diagnostic stage staffing problems the organization aims to highlight the problem of professionalism (for its solution through subsequent training), in the future it is necessary to set training goals for the entire block-modular system and coordinate them with the management in order to ensure the achievement of the training goals by the participants with the subsequent identification of the achieved and unattained goals and understand reasons that prevented the achievement of some goals. From the point of view of personnel consulting for professional development and personnel training, the content of training programs for different categories of personnel is largely determined by the goals and strategy of the organization as a whole, as well as by the analysis of the professional activities of employees, during which work functions are identified and knowledge, skills and abilities are established. necessary for the successful fulfillment of the relevant professional tasks. In the process of developing a consulting project for personnel training, in our opinion, it is necessary to take into account the following principles: 1. Explaining information to students about the mechanisms and channels that provide complete and timely feedback on the assessment criteria, on the intermediate and final effectiveness of their training. 2. Practical development of the acquired knowledge and skills both during training and in the immediate future after it. 3. Ensuring the transfer of acquired knowledge and skills into working conditions, the possibility of their full use. 226 BUKEP Bulletin
4 Actual problems of the economy Stage 1 Diagnostics of the organization's personnel problems 1. clarification of problems associated with an insufficient level of professional training; selection of the highest priority personnel problems Stage 2 Coordination of learning objectives and design of a block-modular educational process Algorithm of personnel consulting Stage 3 setting goals for a block-modular training system; coordination of learning objectives with management; planning intermediate learning objectives (objectives for modules); staging learning objectives (within each module); analysis of the characteristics of the composition of the participants in the context of the planned goals; selection of training forms (methods, technologies, etc.) for tasks, taking into account the characteristics of the students; development of a specific training program (for the next module in more detail, for the next more abstract); linking the program of the first module to dates and terms Conducting training; creating motivation for training among participants in this module; implementation of the main part of the curriculum of this module; summing up the training results in the first module together with the trainees; self-analysis the results of this module; creating motivation for the participants to learn in the next module of the block-modular system (return to the first point of this stage) Stage 4 Analysis of learning outcomes comparative analysis of goals and learning outcomes together with the participants; development of recommendations to participants for further professional development; independent analysis of the learning outcomes of participants in a block-modular system Fig. Algorithm of cyclical stages of personnel consulting in training the organization's personnel 4. Actual demand for learning outcomes in the process of work. 5. Formation and maintenance of high motivation for learning, the creation of an intra-organizational norm to learn. 2012, 4 227
5 Agaeva A.N., Ledovskaya M.E. 6. Comprehensive accounting of the initial level of knowledge of students. Applying HR consulting approaches to professional development and training in planning a project and training processes, its further implementation and diagnostics of the results obtained, in our opinion, it is necessary to constantly compare and verify the available data on the following levels: the level of professional skills (skills management system) does training lead to the practical development of the business processes of a given organization, how concrete and technological it is, whether it becomes the result of an employee's “can”. “The great purpose of education is not knowledge but action,” wrote Herbert Spencer. However, high-quality training only at the level of professional skills, without a motivational component, has a dangerous effect as its consequence: training of personnel for competitors; the level of interesting activity (knowledge management system) does the training support the interest, “want” the employee, his motivation for involvement, for the readiness and ability to solve business problems. If a person is interested in an activity, it makes him acquire knowledge and develop skills. Here it is important for the manager to understand the simple idea that the motivating force for the employee should first of all have the very activity that the person is engaged in in the organization, and that maintaining this basic motivation is the concern of the management; alignment with corporate goals and strategy whether training strengthens the employee's “trust”, whether it strengthens corporate ties, whether it works to strengthen the company's image. By positioning the knowledge generation process as the basis for organizational learning, giving it a cyclical or spiral nature, an organization is able not only to open up new activities, effectively using the existing resource base, but also to significantly increase its competitiveness in the long term. 7. However, we have found that in most projects implemented by Russian companies, consulting through training is undeservedly ignored. The use of this form affects directly the subject of management and allows not only to help in solving managerial problems, but also to train top management in methods of solving managerial problems. Moreover, this approach will increase the ability of personnel to adapt to changing socio-economic conditions and market requirements, reduce staff turnover, maintain and disseminate among employees the core values \u200b\u200band priorities of corporate culture. References 1. Agaeva A.N. Integration counseling as an adoption tool management decisions // Bulletin of BUPK S Magura M.I. Organization of training for company personnel / M.I. Magura, M.B. Kurbatov. Moscow: ZAO Business School Intel-Sintez, p. 3. Rozdolskaya I.V. Knowledge management as a complex process of identification and development of intellectual key competence of business entities and increasing their competitiveness / I.V. Rozdolskaya, K.V. Likhonin // Bulletin of BUPK S Forsif P. Development and training of personnel: per. from English SPb .: Neva, p. 5. Shane E.G. Consulting process. Building a mutually beneficial client-consultant relationship. SPb .: Peter, p. KAF_MM 228 BUKEP Bulletin
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