HR work plan. Work plan and first steps of a manager in a new place. Work plan for the HR department: practical skills for optimizing HR work
Posted On 10/31/2017
Appendix 2
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Work plan for the HR department: practical skills for optimizing HR work
Activity planning is a mandatory requirement for organizing the work of any structural unit of a company, including HR management (personnel management practice).
In large companies, the implementation of personnel policy is entrusted to the personnel management department. The general work plan of the HR department is developed and approved, as a rule, for a year, and can be detailed in quarterly or monthly plans.
The plan reflects the most important areas of the department’s activities and the tasks facing the HR management of the company’s personnel management practice. It includes activities to implement the company’s HR strategy in the following areas:
- Organizational design and management of interactions between company departments;
- Personnel document flow and maintenance of mandatory personnel documentation;
- Personnel assessment and development of competencies and increasing the performance of key employees;
- Management of rewards, compensation and benefits;
- Search and selection of personnel;
- Adaptation and control of the probationary period;
- Training, personnel development and formation of a personnel reserve;
- Internal communications.
Effective planning of hr management (personnel management practices) is impossible without effective control.
WORK PLAN of the HR Department for 2016.
This fully applies to the work plan of the HR department. The head of the department bears full responsibility for organizing work to implement planned activities. It is he who reports to the company's management on the progress of the work plan of the HR department, explains the reasons for the non-fulfillment of one or another planned event, and makes reasoned proposals for its addition or change.
A template for the work plan of the HR department for organizing effective HR management (HR practices) in the company can be found in the set of methodological materials “HR Director’s Bag”.
Additional professional educational programs (advanced training) in the amount of 16-250 hours.
Document- certificate of the established form.
For managers, specialists and civil servants of regional tourism administrations
- Advanced training for managers of accommodation facilities and other tourism industry facilities
- Advanced training of tour guides and guide-translators on the specifics of working in conditions of mass events
- Ensuring safety during mass events
- Methodological basis for developing a regional tourism development program.
- Software products in design.
- Business administrator.
- English in tourism.
- Spanish in tourism.
- German language in tourism.
- Internet application development.
- School for a young guide.
- Formation of image and branding of tourist territories.
- Design of regional tourist routes (domestic and inbound tourism).
- Management of tourism activities in the region: strategy and tactics.
- Event tourism as a tool for regional development.
- Information technologies in public administration.
- Computer design technologies in the field of service and tourism.
- Formation of tourist Internet resources based on electronic cartography: methodological and practical aspects.
- Museum marketing.
Development of ethnocultural tourism to the centers of the Russian Federation with the use of modern information technologies.
- Image making.
- Personnel Management.
- Sociology of tourism.
- Development of domestic and inbound tourism.
- Business protocol and business etiquette.
- Assessment and certification of personnel in the tourism and service sector.
- Barrier-free tourism is a social direction in the development of tourism services.
- Tourist market in Russia: state and development problems.
- The transition to a customer-centric model is an effective change management in tourism and hospitality industry enterprises.
For managers, specialists and employees of hotels and other accommodation facilities
- Advanced training of hotel reception staff
- Advanced training of hotel security personnel
- Advanced training of staff at catering establishments or catering services of accommodation facilities
- Improved qualifications of room service staff
- Classification of hotels and other accommodation facilities.
- Classification of ski slopes.
- Classification of beaches.
- Management accounting of collective accommodation facilities using modern information technologies.
- Energy saving, increasing energy efficiency and conducting energy surveys of buildings.
- Modern trends in the functioning of housekeeping services in a hotel.
- Modern technologies for organizing service in hotels.
- 1C: Accounting 8.0.
- Interior Design.
- Foreign languages for special purposes: English, German, French, Spanish.
- The latest technologies in organizing restaurant services.
For managers, specialists and employees of travel companies
- Advanced training of personnel of organizations engaged in tourism activities
- Modern marketing tools in the work of tourism industry facilities
- The use of modern information technologies in the operation of tourism industry facilities
- Technology and organization of tourism activities.
- Psychology of the modern consumer of tourism services.
- Effective use of competencies in the tourism sector.
- Guided tour.
- Performance management of tourism and hotel industry enterprises.
Vocational training programs
Vocational training programs.
Document- certificate of the established form.
- Funeral service agent.
- Bank agent.
- Insurance agent.
- Advertising agent.
Additional professional educational programs (professional retraining) in excess of 250 hours.
Document - standard diploma.
- Apartment building management
- Tourist office management.
- Personnel Management.
- Management of the tourism and hospitality industry.
- Hotel business.
- Opening and managing a small hotel business.
- Technology and organization of tourism and hotel activities.
- Basics of interior decoration.
- Fundamentals of landscape and environmental design.
- Image consulting and fashion-styling.
- Modern technologies in the work of an image maker: personal and corporate style.
- Translator in the field of professional communication.
.
Training for working professions:
Document – certificate.
- Hotel administrator.
- Accountant.
- Bartender.
- Bartender-sommelier.
- Housemaid.
- Floor duty officer.
- The castellan.
- Confectioner.
- Concierge.
- Head waiter
- Reservation operator.
- Visa operator.
- Dispatch operator.
- Organizer of travel (excursions).
- Waiter.
- Cook.
- Receptionist.
- Manager of a catering establishment.
- Hostess.
- >Doorman.
Additional educational programs (trainings, seminars, courses)
Document – certificate.
- Technology of organization and implementation. MICE events.
- Imageology.
- Etiquette.
- Animator school.
- Guide school.
- The use of geographic information technologies in the field of service and tourism.
- Slogan in text and advertising.
- School of Entrepreneurship.
- Computer graphics and animation.
- Information Security.
- The art of sketching.
- Head drawing.
- Nude model.
Plan of the leading HR specialist for 2014
| I APPROVED Head of Education Department Administration of the Municipal Municipality "Zvenigovsky" municipal district" “_25__”______12_________2013 N.V. HR Department Annual Action PlanLabutina leading HR specialist for 2014
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At this stage, the same PROFESSIONALISM and COMPETENCE will be required, the ability to negotiate, and perhaps even NLP techniques will also help. With middle management, the plan of action is the same as with the director. The only difference is that line managers often perceive the HR manager as a rival who is encroaching on their domain - their subordinates. It is very difficult for a personnel manager, especially a beginner, to be a commander without a large army: after all, he has only two employees directly subordinate to him. Therefore, he needs to be able to manage personnel without directly managing employees, that is, manage processes, not people. This is one of his fundamental differences from middle managers. Successful relationships with line managers require the support of the director.
HR Department Annual Action Plan
That is, the person beautifully “sold himself and his plan” to everyone, but there seemed to be no meaning behind him. Where to start writing a work plan for a new manager If you have clearly defined your goals for the new position, you understand that there is serious work ahead, and, at the same time, you intend to write a plan that will be useful for the company, we suggest starting with the following:
- Analysis of predecessor's management accounting documents
- Meeting the employees (public presentation, plus personal interviews with each)
- SWOT analysis of the company
- Description of the first 10 steps that will seem logical to you
Then, with these sketches, you go to the owners, discuss, and receive feedback.
Sometimes owners involve business coaches, who help them look at the developments from the outside and draw the right conclusions for each of the parties.
HR budget planning for personnel
At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial.
When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:
- mandatory conclusion of employment contracts (Article 57 of the Labor Code of the Russian Federation);
- maintaining a time sheet (Art.
Forms
They must present the HR manager in such a way that employees perceive him as an “important player in the business”, and not as a “six” of management. The HR manager, in turn, needs to remember that the purpose of his work is to increase the profit of the enterprise, and not to “extort” funds from the employer for employees.
Important
The authority earned by professionalism is much more reliable than the authority gained by “bending” to the team. An HR manager should be the standard of corporate standards for employees; his loyalty to the company is a prerequisite for his professionalism.
Employees evaluate the usefulness of an HR manager by how their problems are solved and whether managers hear their opinions and requests.
HR department action plan
However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project.
It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.
1500 articles about hr
The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column.
Based on such an analysis, it will be possible to adjust and stabilize actions in the next reporting period. HR planning is only fully effective if it is consistent with the overall work process in the organization. In this case, its positive impact is obvious.
- Hiring procedures are being improved, because
Work plan and first steps of a manager in a new place
Attention
Appendix 2) and the efficiency of personnel use, the company’s provision of employees in accordance with its goals (in terms of quantity and quality). — image of the enterprise (external and internal). To evaluate it, you can use: surveys of clients and employees, as well as information from the labor market.
It is advisable for clients to be interviewed by uninterested third parties (for example, potential clients). Employees can be interviewed in writing (Appendix 3) or orally (using a sample interview), or in both ways.
You can ask recruitment agencies for information about the company’s image on the labor market. It is also necessary to conduct in-depth interviews with each senior and middle manager. To collect information systematically and quickly, it is advisable to use special forms.
Current tasks of the HR service and assessment of the effectiveness of its work
It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year. The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column.
Recently, in many organizations, the question has arisen about planning the current activities of departments in accordance with the overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas of personnel work.
A list of future events can be compiled for a certain period - month, quarter, year. Well, one of the departments is, of course, the HR department. Conventionally, the process of developing operational measures by the HR department can be divided into three stages.
Labor Code of the Russian Federation);
- drawing up a vacation schedule for the next year (Article 123 of the Labor Code of the Russian Federation);
- development of local regulations (Articles 40, 86, 189 of the Labor Code of the Russian Federation);
- maintaining a time sheet (Article 91 of the Labor Code of the Russian Federation);
- accounting for work outside the established working hours (Articles 97, 99 of the Labor Code of the Russian Federation);
- guarantees to the employee in case of temporary disability (Article 183 of the Labor Code of the Russian Federation);
- guarantees and compensation for employees sent by the employer for training for advanced training (Article 187 of the Labor Code of the Russian Federation);
- drawing up written agreements on the full financial responsibility of employees (Articles 244, 245 of the Labor Code of the Russian Federation);
- Conducting medical examinations of employees (Art.
HR director's plan for the year
He must explain to them what the place and tasks of the HR manager are and show them the importance of these tasks for the enterprise. The HR manager himself must show the benefits of cooperation with him, and also defend his position as a leader, since many managers will want to “crush” him under themselves, making him their freelance secretary. In order to have authority among managers, it is important for an HR manager to clearly understand his position in the organizational structure, know the boundaries of his responsibilities, and take responsibility for the results of his work. The result of activities at this stage is support for middle managers when working with employees of their departments. SIXTH STEP. Building relationships with the enterprise team. At this stage, leadership skills and support from the director and department heads will be required.
HR department action plan
Recently, in many organizations, the question has arisen about planning the current activities of departments in accordance with the overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas of personnel work. A list of future events can be compiled for a certain period - month, quarter, year.
Well, one of the departments is, of course, the HR department.
Conventionally, the process of developing operational measures by the HR department can be divided into three stages. At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of the staff, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information on the average salary and the social package provided.
At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - day and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:
- mandatory conclusion of employment contracts ();
- drawing up a vacation schedule for the next year ();
- development of local regulations (,);
- maintaining a time sheet ();
- accounting for work outside the established working hours (,);
- guarantees to the employee in case of temporary disability ();
- guarantees and compensation for employees sent by the employer for training to improve their skills ();
- drawing up written agreements on the full financial responsibility of employees (,);
- Conducting medical examinations of employees (,).
Some events can be planned in any month of the calendar year, for example, checking the availability of documents in a personal file, training, development of local regulations of the organization. However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project. It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services.
The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.
The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column. Based on such an analysis, it will be possible to adjust and stabilize actions in the next reporting period.
HR planning is only fully effective if it is consistent with the overall work process in the organization. In this case, its positive impact is obvious.
- Hiring procedures are being improved, because planning is a source of information about the organization's personnel needs. This allows you to minimize costs and avoid crisis situations associated with labor shortages.
- The use of personnel is optimized, since the unclaimed potential of workers is revealed through the expansion of job responsibilities and the reorganization of production processes based on new technologies.
- Careful development of training and professional development of personnel allows us to ensure the necessary qualifications of employees and achieve results with the least loss.
- The overall labor costs are reduced thanks to the organization’s well-thought-out, consistent and active personnel policy in the internal and external labor markets.
APPLICATION
SAMPLE EVENT PLAN FOR THE HR DEPARTMENT FOR THE FIRST QUARTER
In a dynamically developing organization, it is necessary to plan the current activities of departments in accordance with the overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas of personnel work. A list of future events can be compiled for a certain period - month, quarter, year.
Conventionally, the process of developing operational measures by the HR department can be divided into three stages. At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of the staff, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information on the average salary and the social package provided.
At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:
- mandatory conclusion of employment contracts (Article 57 of the Labor Code of the Russian Federation);
- drawing up a vacation schedule for the next year (Article 123 of the Labor Code of the Russian Federation);
- development of local regulations (Articles 40, 86, 189 of the Labor Code of the Russian Federation);
- maintaining a time sheet (Article 91 of the Labor Code of the Russian Federation);
- accounting for work outside the established working hours (Articles 97, 99 of the Labor Code of the Russian Federation);
- guarantees to the employee in case of temporary disability (Article 183 of the Labor Code of the Russian Federation);
- guarantees and compensation for employees sent by the employer for training for advanced training (Article 187 of the Labor Code of the Russian Federation);
- drawing up written agreements on the full financial responsibility of employees (Articles 244, 245 of the Labor Code of the Russian Federation);
- conducting medical examinations of employees (Articles 69, 185, 213, 266 of the Labor Code of the Russian Federation).
Some events can be planned in any month of the calendar year, for example, checking the availability of documents in a personal file, advanced training, and the development of local regulatory acts of the organization. However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project. It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services.
The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.
The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column. Based on such an analysis, it will be possible to adjust and stabilize actions in the next reporting period.
HR planning is only fully effective if it is consistent with the overall work process in the organization. In this case, its positive impact is obvious.
- Hiring procedures are being improved, because planning is a source of information about the organization's personnel needs. This allows you to minimize costs and avoid crisis situations associated with labor shortages.
- The use of personnel is optimized, since the unclaimed potential of workers is revealed through the expansion of job responsibilities and the reorganization of production processes based on new technologies.
- Careful development of training and professional development of personnel allows us to ensure the necessary qualifications of employees and achieve results with the least loss.
- The overall labor costs are reduced thanks to the organization’s well-thought-out, consistent and active personnel policy in the internal and external labor markets.
Application
Approximate plan of activities of the HR department for the first quarter
Tatyana Skorobogatova, Moscow
How to formulate, and most importantly - lead to action HR-strategy companies? Should an HR manager be sent to a desert island to find the right words that will express the HR strategy as accurately as possible; how to analyze the state of the company before starting to formulate?
- Tatyana, how to prescribe an effective oneHR-strategy: what will be needed for this, who to involve?
In order to write an effective HR strategy, it is very important build on the strategic objectives of the business. If a company has a global business development strategy for 5-7 years, then when formulating an HR strategy, it is very important to refer specifically to the strategic business plan.
Why? Because business objectives in areas such as finance, organizational structure, marketing, and, in particular, the key success factors that must be formulated in any strategy, also determine the company’s HR policy. HR strategy very much depends on the specifics of the business.
For example, there are companies that put the following message into their strategy - employees must be highly professional. This is where the HR strategy of this company comes from, which is aimed at attracting high-quality specialists from the market and growing them within the company. The company invests heavily in the professional and career development of its employees.
As part of other HR strategies, other businesses and other companies, completely different aspects may be taken into account, both in terms of the professionalism of employees, their remuneration and other criteria.
Bottom line: It is extremely important to look at the business objectives.
- What is the best formulation mechanism, in your opinion?HR-strategies? Brainstorm as a team or provideHR manager one day holiday on a desert island?
It is best if the HR director does this together with the head of the company and top managers. It is this group that should jointly prescribe the HR strategy, again based on business objectives. In order to moderate, systematize and structure this process, you can attract external providers and consultants who will help in this process and provide their, often deeper, expertise. The main value of external consultants who help prescribe an HR strategy is their ability to start from business objectives and structure and systematize everything that top managers and the HR director create, and most importantly, " will bring strategy down to earth", that is, they will make it more viable, give practical recommendations both for its improvement and for its implementation.
As I already said, it is best to do this together with the head of the company, top managers and HR director. In this composition, it is extremely important to identify key points that relate to HR strategy, people, HR processes, and those things that will be a priority within the HR strategy of the company. As for the details and mechanisms, the HR director can describe this on his own.
- How to analyze the status of a company before formulatingHR-strategies, what key points should you pay attention to?
Before we begin the analysis, we answer the following questions:
1. What level of people do we hire in terms of their experience and professional level? Are we focusing more on newcomers with no experience whom we will develop, or on professionals whom we need to take from the market and who will be more expensive?
2. How much emphasis will we place on induction and further development?
3. What are the features of the company’s corporate culture?
How the company really lives, what norms, rules and values, this will also lead to a whole series of questions related to HR strategy.
1. The issue of personnel, compensation and benefits.
To what extent are real job responsibilities spelled out in the company, and not copied from the Internet;
How clearly they reflect the picture of solving business problems;
How well are key performance indicators defined and is the employee bonus system tied to them?
These are the issues that relate to personnel, and the area that should be systematized, adjusted or, if it does not exist, spelled out during the formulation of the HR strategy. Here it is extremely important to determine where the company is in terms of the labor market, pay, and other things.
For example, one of the companies we worked with identified the following key point in its HR strategy: keep employee wages at market level or even higher, in order to ensure an influx of specialists, and considers this a priority part of its HR strategy.
2. An important aspect of HR strategy is questions personnel selection, recruiting.
There are a few key things to clarify here:
1) How streamlined the company’s recruiting procedure is.
2) To what extent have unified standards for selecting employees based on competencies been implemented? Can all those involved in the selection process conduct quality interviews based on competencies and select the “right” employees.
3. Employee induction and development management. To what extent does the company have written knowledge and skill profiles for all employee positions, how employees are assessed and whether an individual development plan is formed based on this assessment, and whether plans for employee training activities are drawn up. This is a very important point, and we need to pay attention to it, especially when we talk about HR strategy.
4. The last point that has already been mentioned is corporate culture.
Are the key elements of corporate culture written down in the company: mission, vision, company values.
To what extent are they actually implemented in life, that is, employees really bring them to life.
These are the key points to consider before formulating an HR strategy. It is important to remember that the general line is the business objectives, the specifics of the business and the market of this business, because, for example, the HR strategy of a pharmaceutical company will be very different from the strategy of a large retailer or an IT startup.
Watch the video: Beeline's HR strategy has become "younger and advanced"
- What are some examples of effectiveHR-can you give us strategies?
Such an example. One of the large FMCG companies is a brand, so it hires inexperienced employees, usually even from their student days, but selects highly potential candidates. At the same time, employees first come for internships on minimum wages, and when they grow into specialists, they receive wages either at market level or lower. Those. the company is known for not paying high salaries, does not promise huge profits. But at the same time, she invests very seriously in her employees., develops them, so one of the motivating factors why staff come here and don’t leave for a long time is that the company really invests in the professional development of employees and there is an opportunity, among other things, to make a career. This organization has built a system of training and personnel development, which is implemented 99% by the company without the involvement of external providers.
This is one of the strategies, and it is effective in cases where the company is a brand and having the name of this company on your resume is truly prestigious.
Another example. A large international pharmaceutical company has based its strategy on concept of "team stability" despite the fact that the pharmaceutical market is characterized by a very high turnover, especially among sales teams. All HR strategy actions were aimed precisely at this.
1. A very clear recruiting system was set up in order to attract truly high-potential employees.
2. The system for managing the performance and development of employees was very clearly set up. Employees were evaluated, the bonus system was tied to their performance, the salary was in the market and even a little higher. Also, employees regularly underwent a procedure for assessing their knowledge and skills, regularly received appropriate training, which allowed them to grow their knowledge and skills, increase their level of professionalism, and achieve professional success, which was also reflected in their bonus fund.
One of the important components of the strategy was the creation of comfortable working conditions within the existing corporate culture. As a result, once an employee joined the company, he had virtually no need to leave. He received a pleasant atmosphere, a good team, the opportunity to grow and develop both professionally and careerwise, and he understood that he could influence his income because it very clearly depended on the results of his work. Thus, the company guaranteed key things. As a result, as a result of a competent HR strategy and its consistent implementation, today the company has only 4% turnover, which is a very good result for any company in general, and especially within the pharmaceutical market, and it should be noted that this figure is 4%. relate to cases where an employee leaves not because of dissatisfaction with the employer, but for personal reasons, such as moving to another country due to the relocation of a spouse.
- How to bringHR-strategy to action?
Here are 4 points that form the backbone of an HR strategy:
Personnel, compensation, benefits;
Recruiting and selection of personnel;
Employee induction and development;
Corporate culture.
As for their implementation, in our experience, the key to successful implementation of an HR strategy is several key points:
1. The HR director must be very business-oriented; he must understand that despite the fact that he deals with people, he does this in the name of business, not in the name of people and psychology. Because by building up HR processes, the HR director first of all helps solve business problems.
2. The fact that the adjustment of HR systems affects people and business results should also be understood by the head of the company, the first line of top managers, and those managers who influence processes related to HR strategy.
Now, if these 3 key groups of people understand the importance and necessity of implementing all HR systems, from the recruiting system to the system for creating a personnel reserve, then this happens very effectively. Which in turn really results in a successful HR strategy, the key indicators of which are:
Low turnover
Employees work for a long time in the company
Employees are highly effective within their positions
Therefore, the effectiveness of implementation depends on the unity of understanding and coordinated work of the above-mentioned employees.
HR managers at the time of implementing an HR strategy must understand that when they convey information to the heads of various departments of the company, they must sell the idea of each system, explaining it clearly. By conveying the benefits that each component of the HR strategy and HR systems brings to specific managers of specific departments. An example: when a recruiting system is implemented, the company receives many times more “high-quality” employees, who are easier to recruit and who ultimately produce results faster.
4. Within each component of the HR system there should be very clear and specific, and most importantly, simple and understandable tools. When they exist, then the implementation of elements of the HR strategy occurs quite effectively.
- How often should you update?HR-strategy, in your opinion?
Since the HR strategy is, in fact, part of the global business strategy (and it is usually written for 3-5-7 years, but is reviewed annually because the market situation changes), the HR strategy should be written for 3-5- 7 years. But its recommended review annually, what needs to be changed in it, and what to leave and do an audit and check whether we are following the right course, and whether any features have been imposed by external factors of the labor market and the market in which the company operates.
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