The main functions of HR. HR binding role. The role of the HR division in ensuring the smooth operation of the company. Attitude to business

The more expectations connect with the activities of the HR manager, the leadership, the greater a set of knowledge and competencies he must possess.

The HR manager is the human resource manager. He expresses the interests of the company and leadership, and not a team, as many people now consider.

In this article I decided to write controversial issues related to the responsibilities and competencies of the HR manager, namely:

• What is part of the HR manager?
• Psychologist - Effective HR-manager?

To respond to these questions, turn to practice, as it is customary to consider the manager in Russian organizations.

Coming to work as a HR manager, a specialist receives a list of its professional duties. As a rule, their number includes:

• personnel office work
• recruitment, recruiting,
• personnel motivation,
• personnel adaptation
• staff development,
• trainings
• development of corporate culture,
• maintaining psychological microclimate, etc.

The question arises: is one person with a sufficient degree of productivity perform all these functions?

In good way, these duties must execute people different professions: personnel office work - lawyers and accountants, staff development and trainings - coaches, psychological component - a production psychologist, recruiter.

In fact, the data of the profession carry different results of labor, and the requirements for the competence of specialists are completely different. And most importantly - the inclination, the ability and psychological characteristics of specialists of these professions differ in the root.

I will explain. Personnel records can with a large degree of productivity to engage in a person with the following competencies: attention to detail, scrupulous work, a tendency to monotony (the ability to work with monotonous information, process a large flow of information). It is quite clear that a person with a choleric and sanguine type of temperament is unlikely to enjoy the performance of these functions. Practice shows that it is such people who come to work at the manager's bet - a person who needs to work quickly, to change its area of \u200b\u200bactivity is hourly, based on rapidly changing conditions in the company, the requirements of the leadership and the changing environment in the team.

The selection of personnel is able to engage in the person, as opposed to the personnel, energetic, striving for a rapid result, which understands that its percentage of payment depends on the number of hired and its percentage of payment, it is also necessary to make decisions necessary for the leadership, and not the team. He sometimes needs to forget about morality and ethics. However, psychologists are mainly in HR-RLs - people, in whose code of honor includes the first rule - do not harm! Personnelists work more with papers, with documents, with information, and recruiters work with people, both by telephone and in person. They quickly need to cut off unnecessary information, to process something necessary, which suits the management and quickly (almost instantly) to make a right decision to enroll (or on refusal) to the staff.

The training and development of the staff can be engaged in a person who looks at human potential, develops it, promotes the development of qualities and skills. However, by developing a person, the coach may not look at the fact that a certain degree of development may prevent the development of the entire company. For example, developing initiative, it can develop and aware that a person can choose. And the companies sometimes do not need it! Companies need a result, the coach can lead from this result. HR-manager is a companion not people, but a companion of the company. He is designed to work on a corporate result, and the coach works for a person's result.

The psychological component provides a production psychologist - here I am answering the second question, which put at the beginning of the article. Psychologist - Processing person, HR-manager - man of result. The psychologist is often constantly interpreting the results of tests, observations, and the manager makes decisions. The psychologist is aimed at ensuring the comfort of people, the HR-manager is a leadership associate and the performer of his tasks. The psychologist does not put the categories "suitable" / "not suitable", the manager must say exactly - whether a person should continue to work in a company or need to say goodbye to him, without taking into account the fact that he has seven children and a disabled father. The psychologist always looks at the moral side of the decision.

They will respond to two essential questions:

So who is not a HR manager?

• Psychologist!
• Kadrovik!
• Trainer!
• Recruiter!

So who is such a HR manager?

Executor

• First of all, he must be an expert in his field, know well required tools and staff management technologies.
• Very important competence for the HR specialist - an orientation on the internal client (supervisor, linear manager, an ordinary employee) and the desire to respond as much as possible to its needs.
• He needs to have a developed competence of "Execution Management", in which organizational skills are manifested: planning, delegation and the like.
• The competence of the "Work on Projects" and "The ability to establish and manage is becoming increasingly important. business relationship With partners, "recruiters, training companies, organizers of corporate events, and so on.

• The HR manager fulfills the role of an internal consultant in his company. He, together with the head, solves the issues of internal conflicts sometimes non-standard methods. At the same time, the HR manager could not do without excellent communicative skills, the ability to write the written and interpretation of their thoughts, the ability to lead group discussions.
• Consulting competencies are also needed: for example, identifying the needs of internal customers or the ability to set the "correct" questions.
• As a HR-manager consultant must own certain personal qualities, which can also be attributed to such competencies as a sense of tact, efficiency, positive attitude towards people, openness and others.

Equal partner

• The role of the HR-manager at the present stage of business development was supplemented by the role of strategic partnership. The manager has the ability to position itself as a member of the management team and have an effective impact on the company's business through the introduction of timely HR instruments.
• David Ulrich, Guru in the field of HR, in his book "Human Resource Champions" notes that the purpose of HR today is the creation of an additional cost in opposition to the traditional approach "Work with costs". However, this feature of HR managers do not execute, and descend before the execution of learning and development functions.
• As a strategic partner of the HR-manager must have knowledge and skills inherent in each top manager: the company's business is perfect in business and understand the essence of the main problems faced by linear leaders - to help them solve operational issues.
• The role of the business partner requires teamwork skills and communication with people, good analytical abilities and strategic thinking to see the connection between the company's business goals and their tools so that he speaks with the management team in one language, owning the necessary concepts.
• HR manager as a business partner must have a set of leadership qualities and competencies: perseverance, self-confidence, the ability to risk and take responsibility for the introduction of any new technologies, to be an expert in its field and understand how the HR- The toolkit will work on the company's business, to be a creative person who can go beyond the limits of standard solutions, and efficiently use a variety of domestic and external resources.
• Important competence for the HR partner is the ownership of changes management technologies, be able to prevent these problems associated with the implementation of changes.
• The required competence of the HR partner is the ability to position itself in the management team so that it seriously perceived his recommendations: to have a flawless reputation as an expert in its field, to develop marketing competencies to be able to state and promote new decisions and approaches in human resource management.

I want to mention, the current HR managers lack the following knowledge:

• the economic necessary for the implementation of the function "Creating an additional value", as well as to promote new technologies in the field of human resources designed to make a profit, and not just develop the potential;
• legal - not only the knowledge of the Labor Code, but also an administrative, criminal, family, civilian, to be true and quickly make decisions;
• strategic to understand the significance of the tasks set for the company, it is correct to express their thoughts focused on an economic result for the company, clearly sets the tasks and goals, as well as formulate them in economic indicators, future profits.

Elena Afanasyev - Sociologist, business consultant, founder of the "Center for Learning and Development"

"Consultant", 2010, N 23

Speaking about the position of the HR-Director in modern organizationIt should not be noted that the personnel management institute itself in Russia is quite young. In fact, the formation of an approach to the personnel management process as a strategically important element of the company's management began relatively recently.

Another 30 years ago, there were planned economics in Russia, uniform tariff nets throughout the territory of Russia, the problem of activity, universal mandatory employment. Under these conditions, personnel specialists in companies have supported the work of office work, administering prescribed by the general rules of standards and personal affairs of employees. The isolation of the state from other countries, along with the above factors, has led to smoothing understanding of personnel management among enterprise managers.

In the early 90s, when the old system was practically destroyed due to the transition of the country from a planned market economy, foreign companies came to the Russian market and the organization began to organize a significant number of joint ventures. Foreign companies opened in Russia brought their specialists, and not only in the field of personnel management, but also in other functional areas, inviting Russian "tops" only to the lower position. Together with foreign experts, Western practices, corporate politicians and procedures came. Thus, in our country, at one point, the newest approaches to personnel management were appeared, which operated in Western companies, and began the formation of the Russian HR-Management Institute.

Related technologies

Now the companies have developed a fairly clear understanding of the HR-Director's functionality and personnel management services. This functionality can be divided into the following blocks:

• planning, selection and adaptation of personnel;
• evaluation of personnel, training, development and formation of personnel reserve;
• personnel administration; compensation and benefits;
• formation of corporate culture.

This set of functional directions remains almost unchanged in any organization: Russian or Western. Differences are observed only in accents on a particular direction, depending on the stage of the company's development, its place in the market and strategic goals facing it.

Today, the market has a sufficient number of functionally targeted specialists in managing personnel who own modern technologies of work in one or several directions and capable of solving specific tasks quickly and efficiently, such as: personnel workshop, ensuring the needs of the company in the selection of employees and their training.

Moreover, depending on the scope of work and tasks facing the company, these functions are almost without prejudice, and often it can be transmitted to outsources with profit.

Note. Council for century

The most striking example of "streamlock" is the system built by Henry Ford: conveyor production, reduction of costs and a minimum of dependence on the "human factor". If russian business It was as sequentially developed as American and European companies, the passive role of HR experts would be very popular and would meet the main needs of the management - providing a company with the necessary number and quality of personnel, definition and improving its performance.

Adult games

A somewhat different situation is observed in determining the role of the HR-director. Under the role, we understand the situation in the organization (social environment), which occupies a specialist, the degree of its influence on the company's internal processes, the formation of corporate culture, the definition of the HR-strategy.

Speaking about the role-playing disposition of the HR-Director, we see a huge variety of models used by specialists in organizing or expected from them owners of a business: from the role of "performer" to the role of "strategist". It is worth understanding the differences between the roles and the degree of their influence both on the direct HR functions and on the business as a whole.

You can typically select passive and proactive role groups. The passive group includes roles: performer, supplied, representative of the interests of the company / employees, massive-core, etc.

Often the HR-Director is a carrier of passive role. He clearly follows the instructions of the leaders of the organization: owners, top management, linear managers, arranging priorities in hierarchical signs. Depending on the size of the organization, it may be the only employee or lead narrow-profile service specialists or management.

In the second case, the distribution of responsibilities between specialists is most often occurring exclusively according to the functional basis, and the work is built on the conveyor type. Depending on the style of the guide, adopted in the company, as well as the presence or absence of a transparent system of setting goals and control results, in this role the HR director can be quite effective. However, in any case, its division will be costly, and the activities built on the principle of "hurrying" will be formal - design, posting ads and other current affairs. Programs implemented by the employee or unit, in this case are short-term and satisfy only the need for "here and now." All powers to determine the vector of movement and decision-making belong to linear managers.

This position is quite widespread in small and medium-sized Russian companies. This is due, on the one hand, the weakness of the Russian educational systemPrereduciving specialists in personnel set, and on the other - the system of managing these companies and the orientation of owners and management on "streaming management", quite successful during the period of growth and saturation of the consumer market.

Taking into account the rapidly changing technologies, information availability and constantly changing social and economic situation, the main competitive advantage of companies becomes the ability to quickly change internal processes and technologies. Thus, the issue of employees as a key competence of the Company, its main competitive advantage and the basis of the formation of the added value of the enterprise is still sharper.

From liability to asset

HR specialists who adhere to passive role become unable to meet the needs of the business and are forced to move into proactive. The participation of personnel in management, recommendations on the most relevant high level According to strategies that are developed on the basis of the analysis and diagnosis of strategic problems, as well as human, organizational factors and socio-economic environments.

Participate in management in the above areas means to take on the role of a business partner, a strategist, an interventory, innovator, an internal consultant and advisor.

The role of a business partner

To ensure the enterprise, success, HR specialists should share responsibilities and responsibilities with their colleagues among linear management.

Being business partners, HR specialists should understand the business strategies, favorable opportunities and threats to the organization. They should be able to analyze the strengths and weaknesses of the organization and evaluate the problems facing it (for example, Pest analysis), as well as understand the meaning of their division. They should know the decisive success factors and be able to bring convincing arguments in favor of innovations.

The role of strategist

As strategists, the personnel solutions solve key long-term issues related to the management and development of workers and labor relations. On the one hand, they are guided by the organization's business plans, and on the other, they participate in writing them. This is possible, provided that the highest leadership in these plans puts human resources in chapter.

Director of the HR Department, developing a strategic plan, should convince top management as needed to maximize the basic human resources of the organization. The strategic orientation of methods for the selection of personnel emphasizes that employees are a "starting point" to achieve the company's competitive advantage.

The role of intervention

Implement intervention means making a change in the course of events or facilitating this process. In other words, it can be said that the modern HR specialist must perform the function of the mediator in the company, i.e. Play the role of an intermediary and an amplifier needs in changes.

The position of the HR specialist allows you to observe and analyze what is happening in the organization. It can independently evaluate what is happening with the organizational processes and how they affect employees.

Linear managers do it harder, as they are inevitably immersed in working problems. The role of a personnel specialist is to adapt the global approach to understanding organizational problems and their influence on employees.

They can see problems related to efficiency, performance, level of qualifications or loyalty, and find a relationship with managing labor indicators and motivation systems, features of the training system. In the same way, they must study the level of "teaching" frames, the presence and frequency of conflicts, cases of unfair dismissal and other indicators of low morality, to establish causes and then make proposals on the necessary changes within their competences.

Equality on the best

The proactive approach to HR means that personnel should strive for innovation - to introduce new processes and procedures that, by their conviction, will increase economic efficiency Organizations.

To establish whether innovations are needed, analysis and diagnostics should be carried out that will help identify the needs of the company and associated tasks.

You can spend "check on the reference test" to reveal " best practitioner"From among those that are applied in other organizations. However, innovations should meet the specific objectives of a particular organization that will differ from the needs of other companies applying a successful model.

It is necessary to show that innovations are needed, profitable, feasible in these conditions and their introduction will not be associated with too much difficulties, such as resistance from stakeholders or unreasonable use of resources - finance and time.

Eustion of power

The danger is that the director of HR can be captivated by the "control of the influence" - that is, their goal will be the impact on management and colleagues and they will have the opportunity to proclaim an irreconcilable position on innovations. Often, personnel who seek to attract attention, promoting the "innovation of the month" despite the fact that it is relevant and feasible. However, the idea does not solve the problem often, and may aggravate it.

The role of an internal consultant

As internal consultants in the process, experts act as well as external management consultants: detect and analyze the problems, offer their decisions. Problems that they help resolve are related to improving processes or systems, such as managing labor indicators, personal development planning, new wage systems or "process consulting". The last of the listed allows you to create a command, to systematize the functionality, to put clear goals and objectives, manage in the future quality of the built system and its changes.

Consulting on the process is the most difficult area of \u200b\u200binternal consultants, because it requires high qualifications.

Note. Accurate explanation

W. external form The implementation of the tasks for a set of personnel have limitations: the company cannot fully use employees of an external organization, increases the risk of some reduction in the intensity of activity in the performance of the functionality. However, these restrictions can be avoided if the management can clearly convey to the attracted experts of the goal and the task and has effective tools Implementation of the controlling function, i.e. It is necessary to have a clear idea of \u200b\u200bthe tools for assessing the activities of HR divisions or an external organization.

The role of the controller

The role of the controller is perhaps the most delicate and complex. HR specialists should ensure that strategies and procedures are carried out in this area at all levels of management, as well as to which the loyalty of employees to the values \u200b\u200bof the organization. The HR directors take this position not to "supervise", as linear managers do, but still they must ensure that the goals set are carried out quite consistently.

Although there is a tendency to transfer more and more powers in personnel management issues, they cannot accomplishly follow the company's strategy. Linear managers can increase the authority to increase wages Within the budget, but HR specialists must control their proposals and be endowed with the authority in order to issue a solution to doubt.

Here, the personnelists comply with the organizational values \u200b\u200bassociated with employees. They indicate when the actions of individual people enter into a conflict with these values \u200b\u200bor which alleged actions will correspond to them. To some extent, they need to be a "conscience" of the manual - the role is necessary, but not easy for execution.

HR High Flight

The above roles requires from HR specialists not only professional skills and organizational abilities, but also understanding the deep business processes, the ability to quickly offer effective and implemented options for optimization.

The position of the HR-Director requires well-developed management skills and a systematic approach. It is understood that the director of the selection department should predict changes within the organization and outside it, be able to flexibly rebuild the work of its division and at the same time foresee the consequences that this restructuring will entail.

for exampleThe company's strategy involves the positioning of its services as exclusive and high quality. At the same time, it is planned to be active seizure of the market and the slot of the share of competitors. With an insufficiently high level of qualifications of existing employees, the company can choose a differentiated HR strategy, i.e. attract key positions In the company of experts with high qualifications and offer them wages on the upper quartile of their market value. Most likely, such a tactic will entail demotivation and reducing the loyalty of other employees, and the full flushing out of their company will be destructive for it. Accordingly, simultaneously with the change in the strategy to attract personnel should change the system of promotions for the entire team, the training system, which should be sharpened to raise the qualification level of old employees and help implement the competence of the experts involved in the company. However, this is not enough. It is necessary to take into account possible changes in the company's business processes, organizational and official structure, and also calculate economical effect From the introduction of a new position.

Obviously, such skills have a limited number of specialists and the cost of them can be extremely high. If large companies can afford to attract similar frames, it is almost impossible for small and medium-sized businesses, and the need is often vital. This is especially true of companies whose fundamental investment is: high-tech business, consulting and financial services.

In this case, the optimal solution may be the full transmission of the HR division tasks along with the strategic objectives of the external organization. Thus, the company receives savings on the fulfillment of standard HR-functional with improving the quality of its execution, on the one hand, and on the other, it receives a specialist who can fulfill the role of a business partner for less than its real market price, money. This is obtained due to the parallel work of such a specialist with two organizations as a consultant and coach. This form of work has other advantages: Linear managers and top management are deeply involved in the process of making changes, which means that they are better perceived, become more committed and loyal both by the changes themselves and the organization as a whole.

O.Kotlyarenko

Consulting partner

"Eichar is doing anything and does not answer for anything" - every at least once came across such a point of view.

Do job instructions need for those who usually write them? What does the HR manager actually be responsible for? Examples of effective instructions are divided by labor market experts.

Shoemaker without shoes?

The labor market experts relate differently to job descriptions as such. "Official instructions in the form in which they exist in most companies are useless, and everything," says Elena Talkn, a leading consultant and the managing partner of the CFS Group. "Why? Because they say that the official should do. However, everyone knows what to do in real life You have to do so many, and you will not list the instructions. As a result, job descriptions are dusting on the shelves, "the expert argues.

"If we are talking about working job descriptions (I prefer to call them" descriptions of position "), then the description of the post manager's post is needed, perhaps more than everyone else," Elena Talkne continues.

Another look at job descriptions - Elena Yakovlev, Director of the Department personnel consulting Group of Companies "WBO Consulting": " Labor Code The Russian Federation does not contain standards providing for the obligation of the employer to compile and conduct job descriptions. But in my opinion, without correct and competently compiled job descriptions, it is impossible to effectively personnel Management, regardless of the profile and size of the business. "

The farm is useful

Experts converge on the fact that the job description of the personnel manager is still needed. What is the goal of it?

There is no opinion that the responsibilities and responsibility of the HR manager cannot be clearly defined. According to Helena Talkov, most managers have a very vague idea of \u200b\u200bthe organization. Many people think that the functionality of the personnel manager is to engage in personnel document flow, a selection of personnel and, possibly, training. Often, even the personnel specialists themselves find it difficult to answer the question of what their role is. Therefore, the job instruction is designed to specify the goals and objectives of the recruiter.

"In a letter of Rostrud dated October 31, 2007 No. 4412-6, an important place is given an important place in determining the employment of the employee, its official duties, liability limits as well qualification requirementsAfter posting positions, "reports Elena Yakovlev.

"Due to the lack of a clear distribution of powers and responsibilities, situations may arise when performing some functions is duplicated, and for certain important responsibilities No one answers, "says the expert of the Consulting Group. The post description not only defines the functions of the employee, but also solves the problem of duplication.

"The key aspect of management in the organization is to create its structure and the distribution of functions between its elements. The job description is a simple and convenient tool, with which you can build and consolidate the company's structure or division, "Elena Yakovlev continues.

The job instruction helps to solve other problems. "Among other things, the availability of instructions facilitates the adaptation of new employees, allows you to evaluate the company's internal personnel reserves, optimize regular schedule, Identify an adequate post of wages and even avoid conflicts when dismissal, "says Elena Yakovlev.

From duties - to tasks

What should be included in the HR manager's job description? According to Elena Talkov, the description of the post solves its tasks only under the condition that there are several necessary elements in it. They must draw up the instruction structure:

1. The purpose of the existence of the post.
2. The main areas of responsibility (from 4 to 8) for each area.
3. Main performance indicators.
4. Scale position (on which financial and non-financial indicators Position is influenced).
5. Requirements for the candidate (knowledge, experience, competence).

Usually, the HR manager has so many functions that, with a simple listing, the job instruction may become difficult to perceive, and therefore - and for execution.

"In order for the description of the post to work, and did not lay on the shelf, it should not be reflected in it that the official does, but for what is responsible, and what the contribution will contribute to the organization's goals. And for this, in the document, first of all, the purpose of the existence of position should be accurately formulated, "Elena Talkn comments.

The CFS Group managing partner proposes to proceed from the fact that HR do in other companies, and from what this position exists in your. In accordance with this, a goal may be formed, for example: "Improving the efficiency of human human resources."

Eichar is responsible for ...

What the employer is entitled to ask the manager, the expert calls areas (or zones) of responsibility. The description of the area of \u200b\u200bresponsibility consists of:

1. Goals to be achieved within each of the zones.
2. Tasks aimed at achieving these goals.

The setting of goals and objectives, in turn, facilitates the definition of performance indicators. With their help, the leader will always be able to appreciate the work of his personnel manager.

Elena Talkne gives an example of a description of the zone of responsibility: "Many are surprisingly of such a zone of responsibility as" profitability of investments in human resources. " An indicator of efficiency for this zone of responsibility can be clear measurable indicators. " The responsibility zone itself can be described in the job description in this way:

"In order to facilitate the increase in profitability of investments in human resources, responsibility is responsible:

1. For tracking, analysis, assessment of certain indicators, such as the profitability and number of customers per employee.
2. For providing recommendations to the Company's management to implement initiatives aimed at improving these indicators. "

Naturally, each of the directions of HR is difficult to respond to one manager. Therefore, zones of responsibility in large company Usually distributed among HR Department employees. At the same time, the zones of responsibility helps to fight with duplicate functions.

Internal communication and organizational climate:

"In order to create conditions for the prevalence of a positive working climate in the company provides:

1. Processes to maintain efficient internal communication, monitoring.
2. Evaluation and reverse communication of the level of satisfaction and opinions of employees on working conditions in the company.
3. Development of diagnostic tools necessary for research.

These are real fragments of the description of the personnel manager position, which we are developing for our customers, "Elena Talkne is divided into our readers.

"In modern progressive organizations, the role of the personnel manager is changing dramatically. From an administrative expert to a strategic business partner. However, it is difficult to formulate what this role is concluded. The description of the post or effective job description of the personnel manager is designed to decide this task, "says Elena Talkna.

Evolving from the personnel department, which previously performing the serving, secondary function, at present, the HR division increasingly assumes the full role of a business partner, initiating strategic changes involved in their implementation, directly affecting the company's financial performance indicators. In accordance with this, the circle of responsibilities of the HR specialist, the scope of its responsibility, toolkit, status within the organization and external perception are changed.

Yulia Sanina, SAS RUSSIA / CIS Human Resources:

In SAS, for more than five years, the HR service has been considered more as a strategic business partner, and not just an administrative unit. Business today dictates special requirements for HR specialists, and more and more often, an industrial specialization is required for the correct selection of personnel, an understanding of the specifics of the business processes of the industry and the market on which the company has functions.

Top management expects HR to understand what expectations live key employees And the team as a whole.

Changes are related to the fact that the usual ways to attract and hold personnel (social package, a clear career growth system) are no longer decisive, this is now surprising. The role of each employee (and not only technologies) increases, therefore, a thoughtful, personal approach to each specialist is required of the competent HR manager. You need to know both the company from the inside and competitive environment, understand what unique opportunities the company can offer its employees. The HR manager should work on ahead, disclose opportunities for further development Workers through conversations, often informal, so that they do not even have thought about considering the proposals of other employers.

Currently, the HR department is very important to be a business partner for the company's top management, which is often needed. professional advice. And not from the point of view personnel workmanship, namely, the Board on Business and Managing Persons (for example, it is better to send resources). At the same time, the HR specialist should have a high level of confidence in the employees themselves. Top management expects HR to be a certain carrier of "average temperature in the hospital" knowledge, will understand what expectations are key employees and a team as a whole, which is a typical object of concern for them.

We use different KPIs to assess the effectiveness of HR. These are certain quantitative indicators (by retention, fluidity, the number of people who have left in the first year of work, etc.), and indicators associated with the level of involvement. Separately, much attention is paid to such an indicator as the amount of funds spent on learning each employee.

The work of the HR-Department is also assessed by budget indicators: how many people we took on our own, and how much - through specialized agencies. We also have an indicator in the number of recommendations implemented - it demonstrates how many employees we took on the recommendation of colleagues. This is a rather important parameter that is simultaneously loyalty index. Here we proceed from the fact that the employee would not recommend a friend a bad company, and the company is a bad employee.

Practice has shown that such an approach justifies itself: the team is very friendly, cohesive, and most importantly, professional - he is able to solve any complex task that the business puts.

Today, the company's HR division is perceived as a strategic partner.

Olga is taken, HR-director of the Russian division of the pharmaceutical company MERZ:

Today, the company's HR division is perceived as a strategic partner. Techniques and technologies of work, adopted norms, programs and systems - all this certainly systematizes the workflow and allows you to achieve the results. But then personal, that a person, a team of people bring to work, cannot be overestimated. You can take a recipe for the success of another company, add bright practices from another industry to it and a system of working with high efficiency, but all this loses its meaning if people who will be responsible for the implementation of the project are incorrectly selected. Or are absent at all. Proper selection, adaptation, setting goals and evaluation of the result, the involvement of each employee, holding its loyalty at a high level ... There is a lot of nuances that ultimately affect the result and which are in the hands of the HR division. The more we appreciate professional employees (And it is inevitable, because even the soulless systems are developing people), the higher the value of HR will be. Today, they are talking about this much within the framework of the professional training of future managers, in retraining courses, in professional literature and business media, so the top managers often do not need to explain how important the HR-direction of work is. It is only worth an agreement about the evaluation system, where, in my opinion, a significant place should occupy a HR brand. But from the tool, you can already choose.

Gleb Sakhrai, General Director, PRT:

Nowadays, the HR specialist has to be sought and fighting for truly ideal candidates, turning HR-activities to innovation.

HR unequivocally ceases to be a "boring" discipline simply due to the growth of competition. HR can no longer simply close the positions and arrange the "run in bags". Instead, you have to search and fight for truly ideal candidates, often rather unusual ways (for example, the embodiment of the search for infographic format, specifically for social networks). It is necessary to "carve sparks", coming up by non-standard forms of thimbilding. And one more thing: the desire to turn HR-activity into innovation. So that it stops to be simply a "process", but would also become "news" and "sensation", as the famous Google offices, which only lazy wrote. That is, HR policy becomes one of the living marketing and PR tools.

In our company, we evaluate the quality of the work of HR in two parameters: quality of closed current vacancies(speed, satisfaction of business units, etc.) and number of strategic initiatives. Under the latter, we mean actually internal HR projects, directed not only to the cohesion of the team, but also on the development of self-identifications. In other words, our internal HR initiatives should in no case be banal, ordinary. We want our own internal projects Waking in the staff creative, bold thinking. If we invite to a party in the midst of a high business season, then call her Live Fast, we invite people on behalf of the dead rock stars, etc. Separately, we strive for our initiatives to stimulate a response in the blogosphere.

Natalia Yurievna Khanina, Head of Human Resources Department, FSUE NPO "Microgen" Ministry of Health of Russia:

The Dynamics of the HR role is currently possible as increasingly affecting the financial result of the company's activities. Among the most relevant KPI HR services can be allocated as follows.

• Financial returns for personnel costs, that is, how many products produce a company for each ruble spent on employees. The European meanings of this indicator are about 2, in Russia, it is usually usually higher in Russia - about 2.5. This indicator is calculated by the formula:

• The level of labor productivity, that is, the actual labor efficiency, which is defined as the ratio of revenue to the average number of personnel. When evaluated, the dynamics are analyzed in accordance with the target performance indicators established by regulatory acts RF and development strategy.
• The level of attractiveness of the company as an employer. This is a complex indicator in which several components are distinguished:

The Dynamics of the HR role is currently possible as increasingly affecting the financial result of the company's activities.

1. involvement / employee satisfaction (calculated according to polls; the number of loyal workers / number of respondents * 100%);
2. personnel fluidity (number of workers abolished / average number * 100 %);
3. the recognition and attractiveness of the company in the labor market (for evaluation, surveys of applicants' opinions are used, the closing time of vacancies, the ratio of the number of responses to the number of vacancies, the adoption ratio, etc.).

Love Korpachev, HR Director, Headhanting Company "Agency Contact":

The current economic conditions entail the necessary transition of HR departments from the state of the back office into business initiating units. It is on the shoulders of HR specialists who are tasked with the development and development of the effectiveness of each employee of the company. Thus, the role of HR departments from usually supporting us becomes exclusively strategic, able to bring business to a qualitatively new level. The human resource is one of those that in a short time period can be transformed and obtaining maximum efficiency. Therefore, all policies of attracting and adapting, learning and developing, stimulating and building corporate culture are aimed at improving the efficiency of each particular employee. As for assessing the effectiveness of the HR-Department, it is formed by the following indicators: Performance and salary, satisfaction, loyalty and staff commitment, as well as its stability.

Larisa Bukanova, Deputy Director of Personnel Management, Elar:

Evaluation of efficiency is formed by indicators: performance and salary, satisfaction, loyalty and staff commitment.

I still have people of Stalin's quenching, which in the old manner call the HR division of the personnel department. Yes, I agree that it was from personnel administration that the development of the HR function began, and on the example of working with staff in our company, this dynamics can be traced. Another seven years ago, our personnel service included three divisions: the personnel department, the department for the selection and development of personnel and the training center. Now the front of the tasks of the HR division expanded significantly, and this is due primarily to the fact that in modern society it is difficult to keep a competitive advantage only at the expense of innovative technologies. Huge attention is paid to investment in human resources, because it is people invent and ensure the introduction and development of these most technologies. In connection with the current tasks of the corporation's business, our management structure has changed. The educational center grew up in a corporate university, and now in its area of \u200b\u200bresponsibility, more global tasks that are associated not only with internal and external learning, but also with comprehensive assessment and the further growth and development of employees of any level - from the production personnel to the leading composition. The solution of the operational issues related to labor protection was added, a separate division was created for this purpose.

I also want to focus on the development of the HR-brand - this direction is now one of the most priorities in the situation of great competition in the labor market. Therefore, two years ago, as part of the department for working with personnel, we created a direction for internal communications, whose tasks include the development of the internal and external HR brand of the company. You can say with confidence that today in modern company The HR division should play the role of a navigator that understands the main global trends in the development of personnel and the emerging course in the direction that will be favorable to distinguish the company from competitors.

Regarding the evaluation of efficiency, I can say that in our corporation, indicators are prescribed for each unit and each position, including personnel management, and they are tied to key tasks performed by employees. For example, for the recruitment manager, the effectiveness of the work is measured by such parameters as the implementation of the selection plan, its quality (employee passage test period and assessment of the initiator of the selection), as well as the timeliness of closing vacancies. The assessment is carried out quarterly and directly reflects on the variable part of the remuneration of employees.

Olga Balitskaya, Director of Hands Holding Avilyl Automotive Group:

The first step that was made on russian market And now passed by almost all companies - the transition from the classical personnel function to the service. Business quickly appreciated the convenience of business partnership when the conversation is based on equal and HR is involved in solving business tasks. A number of companies went further: there HR is already considered as a strategic partner, not just decisive tasks, while direct participation in their formulation, formation of business development plans. As a result, there is an offset of the expectations of the tops from the satisfaction of standard scattered functions (selection / training / compliance of the TC) towards what added value of the business adds HR (standard value, I understand the increase in performance efficiency).

On the shoulders of the HR specialist, the tasks of motivation, retention, creating a comfortable climate in the team and the construction of a successful HR brand.

Maya Pegushina, PR-manager Virtoway:

Currently, a change in the labor market is observed in the labor market: in addition to the financial component, an equally important factor for applicants is also the company's reputation and a favorable work environment. Therefore, on the shoulders of the HR specialist, in addition to the recruitment of the recruitment, tasks on its motivation, retention, creating a comfortable climate in the team and the construction of a successful HR brand.

At the same time, recently, the personnel market is experiencing a certain crisis: the demand for talented employees is not ensured by an existing education system. The survey recently conducted by the Workforce Solutions Group has shown that more than 60% of employers indicate not only the weak technical training of young professionals, but also the lack of candidates of the necessary communication and interpersonal skills. Thus, among employers there is a tight competition for qualified specialists.

In the IT company, the personnel manager plays one of the main roles, and the selection of IT professionals is considered one of the most difficult areas of recruitment. The HR specialist is charged with a large range of tasks, it assumes a serious responsibility due to the fact that the creation of intellectual property is entirely dependent on the team he will collect. Among other things, the HR specialist serves as a link between top management and other employees. His task competently broadcast the command of management interests, track moods in the company and adjust them if necessary. For this not enough professional skills; A good HR specialist should have charisma, be a sensitive psychologist and partly a marketer, to understand which mechanisms need to be used to search for specialists of a different profile, and be able to use them.

HR- Management - This is a set of events that allows you to develop and implement an effective system of retention, management and control of personnel, while creating a positive image of the company.

Hr.from English Human Resources.literally - human resources, pronounced eich-Ar.) Enterprises - a set of specialized divisions in the structure of the enterprise (with employed in them officers - leaders, specialists, technical personnel), designed to manage the staff of the enterprise in the framework of the chosen personnel policy.

HR target - Acceptance of work, retention, motivation, improvement and vocational training of competent and interested employees who effectively and effectively help implement the goals of the enterprise. In personnel management systems, employees are assets of the enterprise, human capital that needs to be increased. The policy of the personnel management system and its development came to shift views on employees as a source of expenses and difficulties that were previously distributed.

In the personnel management system, you can allocate:

· Operational management level (personnel work dominates),

· Tactical control level (dominates personnel management),

· Strategic level of management (dominates human resource management),

· Political management level of the corporation (development and control over the implementation of personnel policies).

Each level of HR-management meets its own model of personnel management.. At the political level there is a shift from the "reactive" personnel policy and motivation to active, which is integrated into general Policy Companies.

HR-Management models:

1. The personnel manager acts as a trustee of its employees, helping the linear leaders to conduct an effective policy of the Corporation in relation to employees;

2. Personnel Manager - Specialist in Labor Contracts (Contracts), including collective agreements responsible for the implementation of administrative control for compliance with employees of conditions labor contract, accounting of job displacements, as well as the regulation of labor relations in negotiations with trade unions;

3. HR Manager - "Architect of Personnel Capacity" Organization, which plays a leading role in the development and implementation of a long-term strategy of the Corporation. His mission is to ensure the organizational and professional unity of the components of the personnel potential of the organization.

Basic Theoretical Personnel Management Methods Personnel management has been formed in the process of historical development of organizational forms of public cooperation and showed that motivation as a function of managing a very effective way to manage personnel. These include:

1. Doctrine scientific organization Labor - striving for rationalization labor processesThe desire to get the most out of all resources (including human) and minimize possible losses and downtime. The emergence and development of scientific management is associated with the name of F.Telora. Characteristic for this method Organization of labor relations is a clear separation and detail of tasks. Remuneration in this case directly depends on the performance of the employee, which leads to the introduction of piecework wages.

2. Doctrine human relations - The tendency to humanization of labor relations, the involvement of workers in the discussion of issues relating to their production activities, the use of positive effects of group self-organization (a great contribution to the development of personnel management was made by Hawthorn studies E. Mayo).

3. Doctrine of contracting individual responsibility - Individual stimulation professional development Due to the inclusion of personal interest and personal responsibility mechanisms.

4. Command Management Doctrine - Implementation of the principles of self-organization and self-management, mutual control, mutual assistance and interchangeability, clarification of common values \u200b\u200band goals that determine the behavior of each team member, the development and use of individual and group potentials, collective responsibility for results.

2. HR-approaches to solving staff problems

Specialists in the field of hospitality work in the field of hospitality, as well as many authors dealing with personnel management, well know that there are a number of terms that each researchers treat in their own way. Among them are common as personnel management, personnel administration, personnel and production relations. It must be, apparently, to say that the term "footage" came to the sphere of management from the professional dictionary of the military, where he means a group of professional military ordinary, team composition and reserve. This word came to the Russian language from German or French, and it means it is in direct translation "Frame". In English-language countries, the term "personnel" and the word derivatives are usually used in such a sense.

In HR-Practice there are two main approaches To solve the problems of personnel behavior.

The first emphasizes Attention is that management human resources include strategic aspects Solving problems, including issues of social development. Personnel management is more relate to operational work with personnel.

Second approach It comes from the fact that control human resources are engaged in regulating issues of state regulation labor and employment relationships, and personnel management is focused on labor Relations At the enterprise level.

In this way, management of human resources - This is a macro level, and personnel management is a micro level of management relations and subordination.

Differences of these two levels are presented in Table. one.

3. H. R-Management: Technology, Functions and Work Methods

IN modern world There is a tendency towards rapprochement and integration of two concepts: work with personnel and managing staff of organizations. However, these two essential spheres Have both their own specifics.