Problems of personnel policy in domestic organizations. Council. HR problems: what and how to solve them? Control system in ancient Israel

It should be borne in mind that even 15 - 20 years ago in Russia there was no public civil service that would meet the criteria of efficiency, professionalism and compliance with the needs of civil society. Since the task of its formation has not been solved to date, a thorough analysis of world experience is necessary in order to adapt and comprehensively take into account when developing a national concept of public administration. At the same time, reforms in different countries are carried out according to different scenarios, taking into account national and regional characteristics. Since the set of factors that form the content and determine the effectiveness of the functioning of the civil service cannot be copied, borrowing the appropriate foreign experience must be approached critically.

The state civil service is a specific area of \u200b\u200bprofessional service to ensure the functions of state authorities and administration. This brings the utmost certainty to the structure of priorities and values \u200b\u200bin the civil service system. Among the main problems of the personnel policy of the modern civil service of the Russian Federation, most researchers identify such a basic problem as incompetence.

The law of self-growth of managerial incompetence was discovered by the American scientist L.D. Peter (1919-1989) of the University of Southern California. His book "The Peter Principle", written in collaboration with R. Hull, went through more than 30 editions and was, for example, a bestseller in 1969. Peter does not use the concept of "law" in his works, and calls all stable norms of the activity of management personnel "principles" ... "In the hierarchy," he writes, "every employee seeks to achieve his own level of incompetence."

Indeed, if there is enough time and steps in the governing subsystem, any state and municipal employee will be able to rise to the level that precedes the level of incompetence and stay there. The general trend in the development of managing subsystems is such that over time, each position can be replaced by an employee who is not competent enough to fulfill his duties.

However, in practice, such states of control subsystems, when all employees simultaneously become incompetent, do not occur. In most cases, these subsystems perform the bulk of their functions to achieve the officially declared goals. Obviously necessary work performed by those civil servants who have not yet reached their level of incompetence. Peter divides all employees into five groups: super-competent; competent; limitedly competent; incompetent; super incompetent. For most management organizations, he notes, "overcompetence is seen as a greater evil than incompetence." Ordinary incompetence is not a reason for dismissal, it is only a barrier to promotion. Meanwhile, super-competence "undermines the hierarchy, violating the first commandment of any hierarchical system - the hierarchy must be preserved at any cost." Officials belonging to the two extreme groups, the super-competent and the super-incompetent, are equally exposed to exile. They are usually fired shortly after they are hired, and for the same reason: their activities undermine the management subsystem.

What are the ways to neutralize the negative effect of the law of self-expansion of managerial incompetence? According to L. Peter, this is, first of all, a constant and purposeful work of personnel services at all levels and all bodies to form a career strategy and service tactics both for all employees of a given level or a given body, and for each employee individually. If a manager shows himself well in his last position, and a promotion can provoke a COEX system, then, apparently, it is more correct not to raise him, but to periodically teach him so that he does not lose his competence. If the employee has already lost competence, and retirement is still far away, such methods of personnel transfers as "passing to the side" (moving horizontally to another position), "shock sublimation" (moving upward vertically), etc. can be used. in any case, the employee cannot be simply "thrown" out into the street, and at the same time, being left in the state, he must not harm the control subsystem.

The most acute personnel problems in the civil service are also:

• · Uncontrolled growth of the apparatus of regional representative offices of ministries and departments, as well as the apparatus of executive authorities of the constituent entities of the Russian Federation;
• · Division of typologies of "career" and "political" positions in the civil service according to formal criteria, quantitatively and qualitatively not detailed;
• · The presence of a background dip in the experience of the main contingent of employees of ministries and departments: their experience is either more than 15 or less than 5 years. The average, most productive age is washed out of the civil service due to a person's dissatisfaction with his position, growth prospects, wages;
• · Widespread background gap in education: almost zero percent are persons with higher education in the specialties provided for the execution of the civil service; short-term refresher courses significantly prevail over diplomas in the second higher education; in the overwhelming majority of ministries and departments (with the exception of the Ministry of Education of Russia and the Ministry of Science of Russia), employees with scientific degrees in the specialization of these institutions make up a very small percentage or are almost absent;
• · Clearly unsatisfactory state of the system of training and retraining of management personnel;
• · Staff turnover;
• · Reduction of the functions of personnel departments to the management of personal affairs, the absence of a personnel vertical and a single federal mechanism for selecting personnel;
• · Lack of a mechanism for attracting experts and "side entry" for talented representatives of other spheres of activity in the civil service system. Based on the foregoing, it follows that when implementing personnel policy in the civil service system, the main attention must also be paid to solving the following tasks:
• · Management of the development of professional qualities of civil servants;
• · Renewal and rotation of their staff;
• · Formation of a personnel reserve and its effective use;
• · An objective assessment of the performance of civil servants.

Development of civil society in our country is important in optimizing personnel policy. Today, a rethinking of the role of the state in the life of society in general and of the individual in particular is required. If earlier the priority of the interests of the state over the interests of the individual was considered acceptable, then in the era of the formation of civil society, the interests of the individual are placed above the interests of the state. Actually, this is what G. Spencer called social progress - the transition from a state when a person serves society to a state when society serves every person. Citizens of the state act as customers of various kinds of public services, paying for the activities of state bodies through the payment of taxes. The state and society are responsible to each other. Under these conditions, the functions of the staff of the apparatus change. Gradually, from officials who follow instructions from above, they turn into analysts, specialists in social marketing, possessing information about the needs and interests, as well as the material capabilities of the local community, and they serve, because the management impulses come from the sovereign of power - the population.

Actual problems of personnel policy: strategic and practical tasks in the systematic personnel management, attracting, selecting and retaining personnel. (On the example of the Social Insurance Fund of the Russian Federation)

The modern transition period is characterized by several features that the managers of the Social Insurance Fund have to take into account, even without their wishes.

First, the extreme limited budgetary resources, which narrows the range of measures and tools for managing the organization as a whole and its personnel in particular.

Secondly, the constant development and complication of new technologies, information and communication systems affects the work of specialists of all levels, presenting new professional requirements to them, complicating their mentality, affecting their emotional and mental spheres.

Third, finally, the instability of the Russian economy, the incompleteness of the processes of the formation of society and state apparatus management does not always allow making stable forecasts and therefore taking effective preventive measures, including in solving such personnel problems as the fight against staff turnover, personnel aging, and the outflow of young promising workers.

It should be especially noted that the time for the active use of purely financial instruments (salary increases, bonuses and all kinds of social payments) to attract, stimulate and retain personnel of budgetary organizations has irrevocably gone. In material terms, the employees of the Fund today are significantly behind employees of the private sector of the economy, which cannot but affect the prestige of their work. Hence, the task of defining a strategy, a systematic approach to work with personnel, and searching for other, not only material, methods of attracting and retaining, and therefore developing professional personnel, is urgent for the Fund and its regional branches.

What are the current staffing problems of the Fund, visible from within? The overall picture is as follows:

• A significant part of the heads of the regional branches of the Fund (about 25%) are in the age group of 55 years and older. According to forecasts, by 2005, 40% of heads of regional offices will have achieved retirement age... Specialists of executive bodies in the age group of 55 years and older make up about 30%.
• In connection with the clearly manifested tendency of rapid aging of personnel, in the near future, complex problems of their replacement should be expected. However, this becomes a problem not tomorrow, but today, when a number of regional branches of the Fund, whose staffing understaffing reaches 30% of the staff, face acute problems in attracting and selecting qualified personnel.
• The influx of young people (under the age of 30) does not yet solve the problem of replacing outgoing specialists due to the high turnover of young personnel. In general, young people have not stayed in the executive bodies of the Foundation for more than two years.

In connection with the personnel tension in the Fund, which is typical for many other budgetary organizations, the analysis and practical use of the rich foreign experience of working with personnel in state organizations and institutions accumulated over many years, the existing domestic historical experience and developments made over the past decade, the use of rules and methods developed by world science and tested by practice seem to be urgently needed. At the same time, we should not forget that in Western countries the problems of employees of budgetary organizations, highly professional civil service are somewhat similar to our current problems (increasing the prestige of labor, the image of a government official, its insufficient material remuneration compared to other sectors of the economy, etc.) and therefore are constantly being addressed through new methods of working with personnel, improving old and searching for new technologies for attracting, selecting and retaining personnel. This work has its own history, which we will dwell on later.

Here, we just note that the improvement of work with the personnel of budgetary organizations, institutions that are part of the system of public administration in the developed world is largely happening - and this can no longer be ignored today - by increasingly borrowing experience and methods of working with personnel at industrial enterprises and services belonging to the private or mixed sectors of the national economy. Against the background of the general transition "from the state (in the West, it is often called public in the sense of being in the service of society as a whole) to state management", there is a private process, noted by foreign experts and increasingly taken into account by domestic specialists in the field of management, of replacing the concept of working with personnel in state institutions the concept of "personnel management".

Moreover, this is not just the replacement of some words with others, but a fundamentally new approach to personnel management. In Great Britain, for example, the formerly used "institute of administrators" of one or another civil service is increasingly being replaced by the term "institute of managers", and courses on public administration, public personnel policy, and others taught in universities in the country are increasingly using the categories of management, previously inherent only to the market production area.

Thus, the term "management" entered the lexicon of businessmen and the lexicon of government officials. Behind it are now common characteristic features inherent in both the sphere of entrepreneurship and the sphere of public administration, "striving for excellence" in terms of the effectiveness of management, including personnel (in both cases, the emphasis is on such postulates as: "personnel are the most a valuable resource of a firm (institution) "," personnel is the main source of productivity (efficiency "), etc.). What are these common characteristics identified by Western researchers? To illustrate, it is worth citing some of them, since analysis and understanding of foreign experience without taking them into account is hardly possible.

Commitment to Action. An effective organization, be it private or public, immediately gets down to business, while the traditionally habitual official analyzes, advises, but does not make decisions until he is forced to do so. Therefore, state organizations must become more flexible, ready to quickly enter unfamiliar soil. They must move away from the traditional formal response, from rigid, fixed organizational structures that limit their activities.

Desire to be closer to the client (population). An effective organization is sensitive to and responsive to its client's needs. For example, if a private organization (firm, corporation, enterprise) does not do this, then it loses its clients and goes bankrupt. The main part of state institutions and organizations is not threatened, since they often monopolize the services they provide. Hence, it often happens, Western experts note, that civil servants are more concerned with their own problems than with the problems of their clients.

Self-reliance and enterprise. It is necessary to stimulate the manifestation of responsibility and initiative among employees of state institutions, their refusal from routine and from obediently following instructions.

Efficiency through employees. Every employee of a private firm is encouraged to be innovative in order to improve its performance. Here (ideally) the atmosphere reigns when employees make high demands on each other. In the administration, the emphasis is often placed on reducing labor and material costs, rather than on improving the quality of services. The level of professionalism of the staff begins to suffer from this.

Getting the job done despite changes in the value system. Employees of a private firm or corporation share a common system of values \u200b\u200binherent in it and have the goals of this corporation as work motivation. Political goals, and hence the goals of state institutions, as you know, can change over time. So what if officials share the ideas of one party, they will not be able to work if another party comes to power? And will they have to make dramatic value choices? This situation can be avoided if we proceed from such guidelines as the developed professionalism of the personnel, the concentration of work on the specific requirements of the client (population).

The combination of "hardness" to "softness". The implementation of the main goals is controlled from above, but at the same time, each hierarchical level is independent in actions, provided that they contribute to the achievement of common goals. Thus, a balance must be found between centralized management and local discretion.

So, foreign specialists offer updated approaches to organizational culture, including work with personnel of government institutions, while emphasizing the importance of certain values. A different set of values \u200b\u200band goals is proposed, which replace the historically existing ones in the public administration of many countries. It seems that they are quite applicable to Russian conditions, to most of our institutions, in particular, they are applicable to the Fund.

Interrelation of strategy and practice of personnel management, attraction, selection and retention of personnel - an urgent task of personnel policy.

It is necessary to proceed from the fact that the Fund's personnel policy should be focused on sustainable development, on attracting professionally trained, enterprising people with innovative creative aspirations and motives to the central and regional structures. Therefore, in its basic settings, it should be:

• an integrated, based on the unity of goals, principles, forms and methods of working with personnel, taking into account various aspects of solving personnel issues (economic, social, political, moral, socio-psychological, etc.);
• united and at the same time (due to specifics) multilevel(central and regional), covering the entire personnel corps, many personnel processes with various mechanisms and the degree of impact on them;
• promising , which has a proactive and anticipatory nature, designed for the formation of personnel taking into account social progress, including changes in the content and nature of workers' work;
• democratic by goals, social base and mechanism for solving personnel problems;
• spiritual and moral , fostering in every employee philanthropy, honesty, conviction of righteousness and civil responsibility for the assigned work and personal behavior;
• legal carried out within the framework and on the basis of the law, which creates legal guarantees for an objective and fair solution of personnel issues.

It is these features - realism, creative focus, complexity, democracy, humanism, legality - that should become not only declared, but also meaningful principles of the Fund's personnel policy. They will give it unity, integrity and essential certainty in working with personnel, will act as the basis for the interaction of all subjects of personnel management.

Personnel management of the Fund as a government financial and credit institution should act as an active, consciously organized social action, characterized primarily by a clearly expressed purposefulness, which is formed on the basis of the implementation of certain goals and priorities. The goal appears in the form of a planned image, achieving the desired result. Hence the importance of mastering the so-called. program-targeted method work with personnel, which becomes decisive in the management of personnel of the apparatus of the institution in conditions when the country does not yet have a centralized system (as a single state structure) of personnel management of federal, regional and local authorities.

At the same time, we will assume that the personnel policy of the Fund and its important component - personnel management, including attraction, selection and retention of personnel - pursues the following main goals:

• the formation of high professionalism and culture of managerial and technological processes, the achievement of staffing of all areas of labor activity with qualified, active and highly moral workers;
• the most effective use of the intellectual and personnel potential of employees, its preservation and development;
• creation of favorable conditions and guarantees for the manifestation of each employee of their abilities, the realization of positive interests and personal plans, in every possible way stimulating his professional growth and career advancement, increasing labor efficiency.

It is obvious that the implementation of such a personnel policy is hardly possible without the use of appropriate procedures, the introduction of new personnel (personnel management) technologies, and responsibility for their formal and bureaucratic application. Effective personnel technologies existed before, but they were used for different purposes, filled with different content. Today's management science understands them as a set of methods, techniques, organizational procedures aimed at optimizing work with personnel. The choice of technologies and the corresponding specific mechanisms for their implementation at a certain stage is the organization of personnel work in an institution, the essence of its long-term personnel strategy (policy).

Domestic science and practice, based on the study of foreign experience, distinguishes the following as management principles for its implementation:

• a comprehensive and objective assessment of the professional level, business and personal and moral qualities of employees and the results of their activities in the selection, placement and promotion of personnel;
• openness and equal access of citizens of the Russian Federation to public service in accordance with their abilities and professional training, without any discrimination by gender, age, confessional, ethnicity, etc.;
• democratic, as a rule, collegial solution of personnel issues, taking into account public opinion while maintaining the principle of appointment to the position, with the necessary confidentiality; at the same time, it is important to develop and approve a procedure for preparing decisions on personnel issues, which is mandatory for all departments;
• systematic rational renewal of personnel while maintaining continuity, qualitative strengthening due to a constant influx of fresh, preferably young forces, while simultaneously using the capabilities and abilities of personnel of all ages;
• instilling personal responsibility for all employees without exception for the assigned work;
• ensuring the rule of law, compliance with regulatory requirements and procedures in resolving personnel issues.

In the analysis and assessment of the state of staffing of the Fund, it is possible and structural-functional approach. The organization of staffing, as a special system of measures implemented in practice, is the integrity of three components.

1. A clear definition of the functions and competencies of the subjects of work with personnel; delineation of powers and responsibilities of management and their personnel services;
2. Determination by each subject of the personnel policy of its priorities, specific tasks of working with personnel for the near future and in the long term, which finds expression in targeted and comprehensive personnel programs, in action plans, etc .;
3. The use in the Fund (taking into account the specifics of the formation of its structures and functions) of its technologies for working with personnel. This is important when selecting for service, forming a reserve, ensuring professional growth and career advancement, stimulating labor, etc.

In the course of personnel management, it is important to debug stable, reliable mechanisms and technologies for working with personnel, while paying attention to both the creation of new and creative use of old forms and procedures that have already been tested in practice. This applies primarily to:

• forecasting, programming and planning of work with personnel;
• determining the needs for personnel and the stages of their satisfaction; creation of a system for the selection of new employees;
• formation of a reserve and selection for managerial positions;
• vocational guidance, adaptation and correction of hired employees;
• planning and implementation of career advancement, career of promising employees;
• retraining and advanced training of employees, especially those hired for the first time;
• formation of an employee assessment system, taking into account not only the abilities and professional competence of a person, but also the quality of work, the effectiveness of his official activities;
• formation of a new social status of workers, a new system of incentives for their work, social and legal protection.

The choice of HR technology is largely a matter of HR practice. This process cannot be dogmatized, since the choice of technologies largely depends on specific conditions, resources and capabilities, on the tasks at hand and on the stages of achieving the main goals. Moreover, one and the same technology can contain different content, use it to achieve different goals.

Creative and purposeful use of old and new personnel technologies, including those borrowed from foreign experience, will allow:

• more rational use of specialists in accordance with qualification and job requirements, optimize the structure of the Fund's staff, limit the use of highly qualified specialists in non-creative performing, and often organizational and technical work;
• overcome the still lingering authoritarianism in dealing with personnel issues, which significantly complicates the formation and development of the new apparatus and the introduction of democratic personnel technologies.

Democratic personnel recruiting mechanisms are able to resist such negative phenomena as authoritarianism, protectionism, secrecy, parochialism, nepotism. At the same time, where possible, open competitions (internal and external), qualification exams, attestations, probation and others. They are an effective means of guaranteeing the advancement of employees, taking into account the abilities and effectiveness of practical activity, an objective limiter of the career advancement of professionally insolvent employees, and even more so random people.

In the selection of personnel, it is necessary to take into account the fact that it is important for a leader to have an intelligent and sharp opponent, and not only like-minded people, associates who are always ready to support their leader. The search for the most profitable and well-grounded solution requires a competitiveness of ideas and positions. Therefore, it is impossible to see only an "enemy" in every speaker who disagrees with you, since it is the justification of an alternative approach that can prevent possible negative consequences of the decision. In addition, you can only rely on a stable, solid, and not on "obsequious", easily amenable to external influence. It is most useful to have unity in the main thing, mainly, with different approaches in the search for mechanisms, technologies for the implementation of a single course.

Considering the issue of personnel management in the personnel policy system, one should pay attention to the relationship between the power and influence of the leader and the leader in working with personnel. In the apparatus of the Fund, there is an administrative-imperious management style, including personnel, where the "power" of the head is the main tool for coordinating the efforts of the staff and maintaining official discipline. The management process proceeds mainly from top to bottom with the help of instructions, regulation and even "coercion". The management of a leader becomes more effective if he is at the same time an informal leader of the team, capable of exerting influence not only by virtue of formal powers and official hierarchy, but also by virtue of authority, personal qualities, and professional competence. Such influence is most productive. It is able to shape the personality of a subordinate, uplift him spiritually and professionally, since the leader becomes an example to follow.

It is important to achieve an organic unity of power and leadership influence in personnel management, a well-thought-out distribution of delegated powers and responsibilities, so that the subordinate is aware of himself at the same time serving the state and a free individual. Therefore, the employee successfully fulfills his duties not only by virtue of job regulations, but also the conviction of the need for this, awareness of his responsibility. After all, even the official power to a certain extent is based on the active needs of the performer, the purposefulness of his behavior. Power based only on coercion, on the fear of losing a job, wealth, and respect is not very effective.

Personnel management cannot, as is often the case, be regarded as a ready-made set of steps and actions for the selection of specialists, their professional and qualification development and career advancement of employees. This is a complex, constantly renewing, creative process in which many factors interact - organizational, socio-psychological, legal, economic, moral and various problems are solved.

Let's dwell on one of them - on the formation of employees' motivation as a social basis for personnel management. It is no secret that many of them are characterized by a distorted labor consciousness, in which the desire to have a guaranteed job position and a salary with a constant increase in motivation prevail, without caring about how professional training corresponds to the position, what is the socially useful meaning of his work. The employee sometimes lacks the desire and need to intensify his performance and increase its efficiency. The limited and one-sidedness of motivation, the underdevelopment of the needs satisfied by work activity, make it difficult to control. It is difficult to identify socially useful interests and traits that are advisable to stimulate. Hence, especially among older workers, conservatism, psychologically difficult perception and sometimes even rejection of new ideas and technologies, reluctance to retrain and acquire new professional knowledge remain. This is largely due to the objective lack of promising creative potential in many of them. Taking these aspects into account in the Fund's personnel policy is important in practical terms: as we have already mentioned, the share of specialists from the FSS executive bodies over 55 years old is today about 30% (for comparison: the number of federal civil servants employed in the central office and who have reached 50 years of age, accounted for more than 42% according to the data at the end of the 90s).

Therefore, it is important to analyze and take into account the motivations of workers' work activities, to determine the balance between individual and group motivations, taking into account radical transformations in the social sphere. The introduction of proportional surcharges, which is already underway, is becoming a fairly effective method of personnel management.

That is why it is important to take into account the need to develop socially significant needs of workers and improve their structure in personnel policy and in the mechanism of its implementation at the collective level. Developed needs allow better stimulation of motivation. As you know, need gives rise to motivation - a feeling of lack of something, a desire to achieve a certain goal. This stimulates the person to take action. It is important for a manager to timely identify the needs of an employee or a group of employees, establish what they consider valuable for themselves, and determine the proportions of the use of internal (formation of a sense of self-esteem, job satisfaction, expansion of informal communication between the manager and subordinate, etc.) and external incentives (salary, bonus, praise, awarding with diplomas, honorary signs, additional benefits, etc.). For some employees, it is especially important to satisfy their requests that are not related to additional monetary remuneration, and to show respect for them as individuals.

However, a satisfied need, as a rule, loses its motivating role and does not determine human behavior. In this regard, the theories of well-known foreign scientists (Maslow, Vroom, D. Mac Gregor, etc.) on the problem of motivation deserve attention. Undoubtedly, striving for success, for a career is the main one among the other needs of the employee. It determines his readiness for conscientious and effective work, his tendency to critically and accurately assess what has been achieved. Within a team, where it is difficult to satisfy the diverse needs of all employees, an important task of a leader is to develop in a particular subordinate the need that is most necessary for the apparatus, limiting the development of others without prejudice to the employee. Ideally, if the needs of individuals coincide with the needs of the entire apparatus of the institution; this increases the efficiency of aggregate labor, but in practice it is very difficult to achieve. As many sociological studies have shown, most workers do not want to be just "cogs". They want to be involved in making managerial decisions, have versatile social communication, friendly support, respect .

Consequently, in personnel management of the FSS and its regional branches, it is important, despite the service-hierarchical nature of the relationship, to use to a greater extent the change in motivations based on the regulation of meeting the needs of employees. In the presence of general goals and principles of activity on this basis, internal incentives are included, which often become more effective than external (administrative - force, disciplinary).

Information economy (knowledge-based economy)

The emergence of the world market is associated with the development of classical capitalism, but in the second half of the twentieth century. in its functioning, dynamics and system-forming principles, fundamental innovations have been outlined. Prior to this period, the world market developed in the system of interstate economic interactions. Both large and small business acted within the framework of certain national-state structures. The period from about the last quarter of the 20th century, that is, after the invention of the microprocessor and the personal computer, is considered a transitional one, bearing in mind that the values \u200b\u200band structures of the new civilization began to replace the main features and signs of the industrial era from life: standardization, specialization, concentration, centralization, maximization. , representing the coding system of the earlier industrial era.

According to sociologists' forecasts, this transitional period will end somewhere in the middle of the 21st century, when a new global civilization will begin to develop on its own basis and, possibly, will acquire a more definite self-name than a post-industrial one. "This is the most difficult period in the history of mankind for the last millennium, because it reflects a general crisis, the agony of an industrial society and the" birth pangs "of a post-industrial society, which, having emerged from the womb of a departing civilization, is still too weak to have any definite influence on the fate of mankind. Many researchers dealing with the problems of post-industrialism hastened to call this transitional society informational. J. Nasbitt and P. Eburdin in the book "Megatrends: Year 2000. Ten New Directions for the 90s", published in the US in 1990 and published in Russian in 1992, characterized the "wickets" open to mankind for entry into the new millennium as a transition a) from an industrial society to an informational one; b) from conventional technology to high technology; c) from the national economy to the global one; d) from a short-term strategy to a long-term one; e) from centralization to decentralization; g) from representative democracy to participatory democracy; h) from the domination of the developed countries of the "North" to an increase in the role of the "South" in international relations; f) from a choice between two options to a pluralistic choice, etc.

Computerization and the emergence of virtual space have become an important aspect of debate in economic sociology. Problems of property, appropriation, theory of late capitalism are touched upon. Some scholars talk about qualitatively new mechanisms of socialization in all subsystems of society, which characterize modern capitalism as a departure from the classical private mode of appropriation.

The key areas of the modern scientific and technological revolution - computer science and electronics, new materials and biotechnology, machine intelligence and robotics, genetic engineering and superconductivity, flexible automated production - lead not only to the emergence of new types of goods and services, not only to a radical transformation of technological processes, but they also form a new technological mode of production that replaces the industrial one. The fifth technological order since the beginning of the industrial revolution began to develop in the mid-70s of the XX century and is based on electronics, computing, telecommunications, low-waste and high-tech industries, has features of both industrial and post-industrial modes of production, that is, it is essentially transitional. Apparently, only the next, sixth technological mode, the core of which will be nanoelectronics, genetic engineering, unconventional energetics, already existing in their embryonic state, will be fully adequate to the post-industrial technological mode of production. D. Bell in the Russian edition of the book "The Coming Post-Industrial Society" noted: "The post-industrial or information era is coming as a result of a long chain of technological changes. Not all countries - and by now only a few - are ready to join it."

Naturally, informatization, designed in Western countries to serve primarily the needs of the state, business and defense, and then the interests of the individual, was carried out at the early stages in the national-state borders and forms. But from the moment transnational corporations (TNCs) began to emerge, spread and turn into independent economic empires, the economic geometry of the world has changed a lot. In its very special multidimensional non-Euclidean space, parallel lines of economic and informational development began to intersect and interact many times not according to the laws of national-state structures, but according to the laws of transnational global development.

The power of multinational corporations and concerns operating in the field of finance and services has reached such a level that it is beginning to undermine the traditional functions of the state. These corporations, acquiring a multinational and even planetary character, cease to obey government control and increase their power over the resources and environment of the entire world. The globalization of technology, economics and information is not a completely new phenomenon. For more than a hundred years in many sectors, the process of internationalization of production, the integration of knowledge, resources, goods and services has been quite active. But only in the post-war period this process is realized in the form of the creation of transnational corporations (TNCs), which carry out their production and economic activities in a large number of countries through a network of numerous enterprises and branches on the basis of direct investment or the purchase of firms.

At present, the main features of the globalization of the economy are clearly manifested. First, the production and consumption of goods and services, including information services, goes beyond national borders. The world market ceases to be a collection of national markets, acting as a single whole, regulated by national world standards and norms. Secondly, the process of globalization is carried out within the framework of the world economic space with the use of supranational organizational structures, which determine specific strategies for business development.

Zonal market segmentation creates the need for constant high-speed transmission of huge streams of commercial information. These flows, together with political, everyday, scientific, technological and transport information, generate a kind of informational atmosphere of the planet. Further, globalization manifests itself in a huge increase and multiple interweaving of flows of exchange of finished products, the most rapid spread of methods of production, its organization and management, the formation of a global business worldview. Globalization is also related to the fact that the extremely rapid spread of technological innovations on a global scale harms the environment and leads to the transformation of an environmental problem into a global one.

The globalization of economic activity has called into question the principles, rules and methods of organizing production and commercial activities that were characteristic of an industrial society and a nation state. Internationalization has led to increased interaction of individual states, economies and cultures and has given new forms to the process of introducing innovations into production. It denationalized decision-making centers, as a result of which completely new relations began to form between the state and enterprises, between the economic and political authorities... In essence, TNCs are reshaping the world in accordance with their own interests, penetrating into all new areas of activity, including the development of global telecommunication networks, the most striking example of which is the Internet.

In the post-industrial economy, its own problems arise. Two tendencies collide: one related to the development of information and financial and legal technologies, the process of "cataloging" the world, the formation of a global governance system; and another, the basis of which is the acquisition of new knowledge. The "managerial" trend is closely related to the institution of giant TNCs. These economic organisms, possessing colossal economic power and controlling the economic space, jointly build the complex structure of the global economy. An alternative trend is manifested, for example, in the growth of the number and qualitative development of various venture capital medium, small and micro-enterprises (up to the phenomenon manterprise: "man-enterprise"). Its specificity lies in the fact that the center of gravity of the enterprises of the new economy is gradually becoming not fixed assets or even management resources, but directly human capital, and more and more often - a certain critical number of creative personalities, on the presence or absence of which the fate of the most powerful organization sometimes depends.

Both tendencies, however, do not exist in economic reality as autonomous and openly opposed. Rather, it is still two strategic guidelines for domination in the new world. This situation is also reflected in the permanent competition of two types of activity at all levels of the economic universe.

The modern globalization of the economy is bringing closer the coming end of the "nation state" as a central strategic space for the functioning of the economy and the development of technology. However, at present it is not about establishing the superiority of the state over TNCs or vice versa, but about the formation of a system of allied relations between them. In the new dynamic system, TNCs are beginning to turn into development and management bodies for the global economy, which rely on the support of national governments. The purpose of such a commonwealth is clear: the state supports its corporations in their quest for world domination, since it regards their activities as the main condition for maintaining the independence of their country. Another factor pushing TNCs to cooperate with the state is a decrease in the service life of goods, which requires an expansion of the sales market. Under these conditions, the role of obtaining government orders, which TNCs are beginning to see as the main strategic goal. TNCs acquire a new historical role as they take over the economic functions of the state to protect and improve the welfare of the nation.

Thus, at present, it is TNCs that are the guarantors of the best use of all available material and intellectual resources of the planet. TNCs are beginning to play the role of a world economic organism. The states turn out to be economic and political agents of their TNCs. There is an active process of technological development, which also eludes the state. It is obvious that it is the global business that in reality controls both technology and the world economy, turning into a world state, but due to the inadequacy of the political structures existing at the present time, it does not yet bear any responsibility for the consequences of its activities. Thus, new forms of regulation and satisfaction of the corresponding interests of the world community are needed.

Over the past decades, paper money as an intermediary of exchange, communication and trade and a means of fixation has gradually disappeared, because this form makes it difficult to manage and control capital. Electronic intermediaries offer great economic benefits as a means of controlling information, wealth and power, both in the marketplace and throughout economic system... However, all these changes are due to the transformation of the functions of the state, since it is impossible to maintain sovereignty over the economic system as a segment of geographic space. Starting with barter, moving on to gold, we found a universal equivalent in money that contained more information than gold. Paper money not only carries more information, but is also the highest manifestation of statehood. The computer, which replaces paper money, also replaces national currencies; it transforms paper capitalism into computer capitalism. And just as the industrial revolution created institutions specific to the industrial society, so the computer-mediated economic system requires the creation of new institutions specific to the "new era". Computer infrastructures, computer money, and computer capitalism create a more abstract, intelligent, invisible and global society where everything can be exchanged and traded. Information is the raw material for the decision-making process. Unlike natural raw materials, information comes in an unlimited variety of forms from an unlimited variety of sources. Its economic value is also diverse. For some, it is worth millions, for others, nothing. It is an instrument of control in the corporation, in the economy, and in politics. But this raw material must be collected, mined and processed. It must be enriched during processing and value must be given to it. It is then released to the market, distributed, and the basis for decision making.

During the 1980s, a new economic intensive information system developed. Each company depends on a computer-mediated information infrastructuremost important for the functioning of the market. The end effect of the emergence of a computer-mediated, global economic system is to break down the control that nation states and national governments have traditionally had over economic activity within their economies. Invisible global money, capital, wealth and other factors of production are highly mobile and do not know political and geographic boundaries. They move towards those political systems in which the return is highest and the risk is least.

The emerging computerized global society is a "cerebral" society in which the need for the physical efforts of the human body is small. It is not a society that manipulates physical entities, but a society that manipulates symbols, ideas, images, intelligence and knowledge. This is not a hierarchically organized human-paper-mediatized society, but a horizontal machine-system-mediatized society. Not a society with a large working class subordinate to the managerial class, but a predominantly managerial society. Capitalism takes on a new dimension - the wealth hyperspace, expressed in bits and bytes. Sociologists, philosophers, and economists point to the following trends in the world development of the new economy. The process of creating a global information society is under way. This process is facilitated primarily by the rapid development of information technology.

The global economy leads to a change in the status of the nation state as a self-sufficient system acting on behalf of the nation and controlling the national market. All these changes lead to changes in identity and culture. In any case, whether the idea of \u200b\u200ba "new economy" is accepted as a hypothesis or as a concept, it should be noted that it does not override economic laws. As K. Shapiro and H. Varian write in their book "Information Rules" in general more restrained about the idea of \u200b\u200b"new economy": "Technologies change, economic laws remain." The cyclical nature of the economy does not disappear, as evidenced by the events of recent years. Growth continues to be accompanied by inflation, and governments have traditionally taken action in the area of \u200b\u200bantitrust policy. The virtual economy in the general concept of the new economy is perhaps one of the most significant and, at the same time, the least meaningful phenomena of the information society. Networks and their technical and social applications are very diverse. The consequences of the spread of networks are manifested in almost all areas of human life. The nature of the changes that have become possible through the use of network connections, relations and technologies in the socio-economic sphere, in production and business management, suggests that network formations will become an integral part of the organizational culture of the 21st century.

At the initial stage of the development of the information society, networks and network organizations were considered precisely within the framework of computer technologies that create a new virtual reality. In such an authoritative source as Encyclopedia Britannica, it is indicated that the emergence and development of networks was due to the spread of computer technology, in particular, the intensification of data exchange between users, as well as the tasks of managing integrated databases. At the same time, the use of networks is directly associated with telecommunications and the growing needs for information processing.

For example, the UK Government's Technological Forecast Program has identified Virtual Banking as one technology application that could have a major impact on distribution and delivery. financial services... Virtual Bank uses multimedia technology to create a realistic (real) computer image of a branch. This branch - a computer - can be accessed from the comfort of your home or office via an information network, and can provide a range of traditional and non-traditional banking services. Thus, a virtual bank is characterized by a reduced physical presence.

The technology of such a system is still under development. Experiments include creating "kiosks" in some high-street branches, and providing limited information on the Internet. While security issues remain, technologies are emerging that can address these issues. Whether virtual technology will have the same revolutionary implications for banking as automated cash registers (ATMs) in the 1970s and 1980s remains to be seen. However, even so, the question remains: will retail banks be suitable for this service?

Thus, here we are talking about a virtual office - the creation, using a computer connected through a network with other computers, some integrity of close and remote subjects and subdivisions, which allows us to consider this integrity as really existing due to the virtual fixation of its integrity. This technology is applicable only thanks to a computer, which, firstly, allows you to dock different formats of information generated by different divisions of the office, into some integral structure, and secondly, link these units, even if they are remote, through a computer network.

In the future, each employee will be able to link his personal computer with his colleague's computer for video or information conferences; this makes it possible to organize geographically unlimited group work of the virtual office.

The virtual technologies of finance are much broader than the technology of their computer modeling. Virtual technology of money circulation is a technology of temporal use of the same money in different places in space or repeatedly in time, or both, in parallel. In the process of its circulation and growth, money is increasingly being pushed out of the real space into the virtual one. Roughly speaking, illegal virtual fraud - selling the same house several times - can be used in relation to money perfectly legally and for the benefit of the bank and clients.

It is this property that is most often misunderstood and overlooked in derivatives, reducing them simply to special forms of dispersion (derivation) of money. However, the essence of derivatives is to make a profit on the same money from the customer of the customer-seller and from the customer of the customer-buyer. Distribute money over time in such a way as to make a profit now and after a while from the same money in different areas of their application, or diversify risk by spreading it out and get an increase in profit.

However, the same can be done without dispersing, but on the contrary, consolidating money, but increasing the speed of turnover in the consolidated mass of money, making available, if necessary, for a short time in any available branch point of the bank, the entire mass of consolidated money. Derivatives are the financial instrument of space-time branching in relation to the amount of money involved in this instrument; as a result, this amount works in the virtual space, and the resulting profit cannot always be identified in real turnover. This is what is called - to work outside the real circulation of money, in virtual space or in virtual reality.

Thus, the branching of any flow, be it a financial flow or a flow of information, allows you to create some virtual spaces in which the main thing is not the integrity of some structures (as it was in the virtual office), but some structure in general, which cannot be fixed at the integrity level. existing as long as this thread exists, but nevertheless working. This is how computer virtual networks work, and this is how consumer networks of financial fraudsters work. Technologies for building network pyramids is a separate area at the intersection of sociology, psychology and mathematical statistics, waiting for its researcher. Any computer network is virtual in terms of working with the reach of its users. The practice of organizing networks at the present stage raises the question of organizational work with the space of the network itself, which is not related to the tasks of this network. Products that allow you to manage a computer network based on the tasks of the network itself have existed before, but in this case we are talking about what will allow for centralized administration in an enterprise-wide network, to communicate and control with remote users and departments, as well as permanent and temporary business partners.

It should be said that industry analysts on global network strategies attribute the tasks of such networks to the tasks of specific management of information systems. While solving the problems of resource management, distribution of powers (privileges and access rights to the network), the use of user profiles and control over remote users are no longer the actual management of the information network, this is already out-of-network management (management of the virtual space).

In short, a virtual network is a network within a network. The realized possibility when creating a virtual network is the fundamental basis of any network, namely, arbitrary selection of any of its sections, arbitrary association of any network users into target groups, that is, into "virtual networks with temporal fixed integrity". On the Internet, an example of this possibility is interest clubs, target groups of consumers of certain information resources, or the internal networks of individual firms and enterprises (the Internet). Members of target groups - users of these sections of the network may be located in different parts of the world, but be members of one club, one enterprise, firm, etc. The virtual network, on the other hand, allows you to control the structure and movement of information within an arbitrarily chosen integrity.

Business models for optimization of industrial enterprise management

Currently, workflow systems are viewed as a key integration technology that bridges business processes and the information required for their implementation, integrates legacy applications and software desktop computing systems into a flexible and highly adaptable distributed enterprise management infrastructure. This development trend correlates well with conceptual ideas about the priorities of the tasks solved in the process of restructuring the management of an industrial enterprise in a free market.

In the existing computer systems of industrial enterprises, the business model will be fragmentarily dispersed across heterogeneous applications using incompatible formats for displaying information. As a result, the possibilities of communication and interaction between the individual components necessary for the formation of a general understanding of the activities of the enterprise are very incomplete, if not even absent.

The modern solution is to build an integrated corporate management system built on the basis of an intranet and a complete business model of an industrial enterprise. In the conceptual model of an integrated corporate information system (CIS), three classes of software subsystems are conventionally named "organizational", "executive" and "analytical". The basis of the "organizational" subsystem is formed by the business model of the company, on the one hand acting as a structuring superstructure that sets the rules of activity, on the other hand, using information from the subsystems as the basis for making organizational decisions.

As part of the business model of an industrial enterprise, the following particular models can be distinguished, obtained by creating basic classifiers of a certain subject area and establishing links-relations between their elements:

• Strategic model of goal-setting (answers the questions why what is the "mission (purpose)" of this enterprise, what goals and strategies need to be implemented)
• Organizational and functional model, (answers the questions of who and what does in the management system of an industrial enterprise and who is responsible for what)
• Functional - technological model (answers the questions of what and how is implemented in the processes of an industrial enterprise)
• The process-role model that combines the two previous ones (answers the questions "who-what-how-who")

The business model of a company is not only the basis for managing the organization of an industrial enterprise. High transparency, simplicity and accessibility of the system description allows you to develop clear requirements for setting up resource management subsystems and relationships with the external economic environment, as well as for the content of the generated management reporting required for decision-making. This problem is solved by a data structure model (it answers the questions in what form information about the company itself and its external environment is accumulated and presented).

A properly constructed reporting system converts the "data" accumulated during the implementation of business processes into "information". Data models define the requirements for organizing information at all levels in such a way that the reporting system gives a clear picture of the state of the main indicators of the company's activities, due to which it should be possible to actively manage its activities.

Combining this set of models forms the complete business model of the company. It provides the necessary completeness and accuracy of the description, giving the necessary transparency to the organization of the business. Constant monitoring of the external and internal environment, in order to analyze the changes that are significant for the company, allows us to make timely adjustments to the business model and update the operating regulations. Correction of the model can be carried out not only under the influence of the changes that have already taken place, but on the basis of their strategic forecast, which makes it possible to implement the management of organizational development. This ensures the high competitiveness of such self-developing companies.

The presence of business models for organizing its activities gives the enterprise the following advantages:

First, the introduction of special management registers, combined into information models, makes it possible to accurately identify and objectively evaluate the enterprise management system, in the same way as the presence of accounting registers allows you to track and evaluate its financial condition.

Secondly, the resulting models make it possible to create and maintain in working order documented procedures (regulations) stipulating the procedure for implementing the functions (processes) of an enterprise, at the same time preparing it for the implementation of quality standards of the ISO-9000 series.

And finally, these technologies allow you to quickly change the organization and regulations of the enterprise, ensuring the course of its restructuring under controlled conditions.

Taking this into account, in order to transfer an enterprise from one state to another, it is necessary to describe in this system its initial and, desired, final states, and also to set the control of the movement between them - a plan or a restructuring program.

This is exactly what it was not possible to do in management before the advent of structural business modeling techniques - it was possible to describe only quantitative, mainly external, indicators of an enterprise's performance. The very structure of the organization of activities remained opaque and, therefore, poorly controlled, both from the outside (for example, from the side of the investor in the implementation of targeted projects) and, paradoxically, by managers within the enterprise.

Most russian companies believes that they can continue to develop effectively without radical changes to the corporate governance system. But such a "luxury" can only be afforded for the time being by companies that have, for one reason or another, access to "specific" resources - sources of unique raw materials, energy sources, sources of external financing or all kinds of benefits, as well as at the moment have become monopolists on your market segment. Even complete carelessness in the management of such companies is more than offset by the benefits from the use of these factors.

Therefore, in order to master new technologies characteristic of the post-industrial information society, Russian enterprises need to radically revise their management culture.

The "executive" subsystem is the main tool for maintaining current activities, i.e. with its help, company managers implement corporate management regulations in real time and on real data. As part of this subsystem, most of the software products known in the Russian market can be used to support the economic activities of 1C, Parus, Komtek, M2, etc., as well as the latest programs that ensure the company's interaction with the external environment (for example, CRM systems, supply chain management systems - SCM (Supplies Chains Management), etc.)

The "analytical" part supports the strategic level of company management - it allows you to analyze, predict and control generalized indicators of the effectiveness of its activities. It includes various programs of special areas of analysis (INEC, ProInvest Consulting, etc.), using the databases of the "executive" subsystem.

This approach, focused on integrating best-in-class solutions from other firms, rather than trying to create everything ourselves, is declared by almost all leading manufacturers of enterprise systems and is referred to by them as "component strategy" or "component architecture".

It is on the basis of this strategy that a scheme for restructuring the management of industrial enterprises is being built, which includes a number of stages. This strategy leads to the construction of a model that will play the role of an integrating superstructure over the databases of the accounting systems operating at the enterprise, giving the information contained in them meaningfulness, optimizing the management of an industrial enterprise and bringing management decisions as close as possible to the technologies and management practices adopted in all over the world.

The result is a closed integrated system that implements the most relevant management contours for the company, supporting standard management cycles for them: information collection, analysis, decision making, organization, control, regulation. With such a formulation of the management system, the company's managers will receive both the necessary administrative documents (documented procedures, job descriptions and other management regulations) and the necessary operational and strategic reports of a given format, the formation of which is a matter of other software components.

Human capital assessment problems

In recent years, it has become a general opinion that the efficiency of economic development of modern states depends to a great extent on funds invested in the "human factor", without which it is impossible to ensure the progressive development of society. For example, in the United States, according to some estimates, the share of investment in human capital is more than 15% of GDP, which exceeds the "net" gross investment of private capital in factories, equipment and warehouses, i.e. with a high degree of confidence, it can be stated that one of the highest indicators of the level of investment in human capital in the world is directly related to the world's highest indicators of the level of economic development. Human capital, being part of the total capital, represents the accumulated costs of general education, special training, health care, and labor movement. Economists classify the types of "human capital" by type of costs, investments in "human capital". I.V. Ilyinsky identifies the following components on the basis of this approach: capital of education, capital of health and capital of culture.
Thus, in his opinion, the human capital formula takes the following form:

CHK \u003d Kz + Kk + Ko,

where HC is human capital; Ko is the capital of education; Кз - health capital; Kk is the capital of culture.

Health capital is an investment in a person made with the aim of forming, maintaining and improving his health and performance. Health capital is a supporting structure, the basis for human capital in general. Investments in health, its protection, contributing to the reduction of diseases and mortality, prolong the working life of a person, and consequently, the time of functioning of human capital. The state of human health is his natural capital, part of which is hereditary. The other part is acquired as a result of the costs of the individual and society. During a person's life, the wear and tear of human capital occurs. Health investments can slow this process down. Not every investment in a person can be recognized as an investment in human capital, but only those that are socially expedient and economically necessary. Health capital is a national treasure.

IV Ilyinsky in the concept of health capital allocates basic and acquired capital. The first, in his opinion, is determined by the totality of human physiological properties, obtained by hereditary means. These properties are largely predetermined, although quite successful adjustments are possible with modern genetic engineering.

The acquired capital is formed in the process of the formation and consumption of the physical properties of a person, carried out in production activities. Under the conditions of innovative production, a person is required to have a high speed of information processing, endurance, speed of reaction, speed of decision-making.

S. Yu. Roshchin, TO Razumova, human capital is considered as a qualitative characteristic of the labor force, as a person's ability to work, his knowledge. In their opinion, human capital is made up of the natural abilities of an individual. They believe that human capital can be increased in the process of education, vocational training, and the acquisition of work experience. Investments in human capital - the time and money required for education and training. If the investment brings a return, it pays off, i.e. bring a higher income, then only in this case they bring a higher income.

The investment turnover takes place in conditions of qualitative renewal and improvement of physical capital and requires not only significant investments, but also the active use of the achievements of scientific and technological progress and new scientific and educational knowledge (technologies). In the process of human capital reproduction S.A. Dyatlov distinguishes between the following cycles: microcycles, local cycles and macrocycles of human capital turnover.

There are two types of human capital: consumer capital, created by the flow of services consumed directly (creative and educational activities); productive, consumption that promotes social utility (creation of means of production, technologies, production services and products).

Human capital is classified according to the forms in which it is embodied:

• living capital includes knowledge, health embodied in a person;
• inanimate capital is created when knowledge is embodied in physical, material forms;
• institutional capital are institutions that promote the efficient use of all types of human capital.

A system of indicators is used to characterize the quality of human capital (level, quality, quantity). These are indicators - integral, private, social (natural) and economic (cost).

And Akulin notes that the full dynamics of costs and benefits makes it possible to determine the objective value - the price of human capital for various types of labor. Using these prices, one can determine the objective value of human capital in the same way as the cost of capital and labor.

Economists define the cost of human capital at both the macro and micro levels.

Micro-level is the cost of the firm's costs to restore the firm's human capital. Namely:

• advanced training of already hired employees;
• medical examination;
• sick leave payment;
• labor protection costs;
• voluntary health insurance paid by the company;
• payment of medical and other social services for an employee of the company;
• charitable assistance to social institutions, etc.

Firms are motivated by the fact that the income generated will be higher than the costs incurred.

At the macro level, we consider social transfers provided to the population, both in kind and in cash, as well as preferential taxation, which is the target cost of the state. These costs include the costs of households for the preservation and restoration of human capital.

Economists give another definition of human capital (Halperin): the value of human capital, is the sum of all expected incomes from labor, reduced to a given moment, through discounting. That is, Halperin applies economic assessment human capital, its abilities.

The accumulation of human capital consists of certain costs of a person (family, company, state) aimed at:

• to maintain health;
• to receive general or special education;
  job search;
• for vocational training and retraining in production;
• for migration for reasons dependent and independent of a person;
• for the birth and education of children;
• to find acceptable information about prices and earnings, etc.

It is generally accepted that in order to calculate the economic efficiency of investment in human capital, it is necessary to take into account vital indicators characterizing the socio-economic situation in the country (region). This indicator is the GDP for the country as a whole or the GRP for the region.

L. Turow paid much attention to the analysis of human capital production. He believed that each individual has his own special capabilities for the production of his intellectual capital. "The processes of human capital production are different for different individuals." Thurow recognizes that the productivity of existing human capital can be highly dependent on the economic capacity of the individual. "

When defining the concept of "human capital", economists take into account the following features.

1. Human capital is the main value of modern society, as well as a fundamental factor in economic growth.
2. The formation of human capital requires significant costs both from the individual himself and from society as a whole.
3. Human capital can be accumulated, namely, an individual can acquire certain skills, abilities, can increase his health.
4. Human capital during its life not only acquires knowledge, but also wears out, both physically and morally. The knowledge of an individual becomes obsolete, i.e. the cost of human capital changes economically in the process of being, human capital is depreciated.
5. Investments in human capital give their owner, as a rule, higher income in the future. For society, investments give a longer (in time) and integral (in nature) economic and social effect.
6. Investments in human capital are quite long-term. And if investments in the human capital of education have a period of 12 - 20 years, then a person makes investments in the capital of health throughout the entire period of time.
7. Human capital differs from physical capital in terms of the degree of liquidity. Human capital cannot be separated from its carrier - a living human personality.
8. Direct income earned by a person is controlled by him, regardless of the source of investment.
9. The functioning of human capital depends on a person's decision, on his expression of will. The degree of return from the use of human capital depends on the individual interests of a person, on his preferences, his material and moral interests, worldviews, and on the general level of his culture.

Considering the economic basis of the formation of human capital, it should be noted that a person, separated from the means of production, sells his labor, his productive forces as his own capital. An entrepreneur buys them as he would buy another asset necessary for the successful operation of his enterprise. For an employee, his individual abilities act as a commodity, and for a capitalist - an entrepreneur - this is the capitalized value of the advanced cost of capital spent on hiring an employee (profit). According to T. Stonier, wealth is created by people. The technology created by society comes to life through technological knowledge and organizational improvements. An enterprise should not only have a qualified staff of managers of various ranks, but also a qualified workforce with good health and a culture of communication, otherwise the most advanced technology will not give the desired effect.

Depreciation deductions for material means of production are made the next month after commissioning. Depreciation of physical capital, material means of production, occurs in such a way that at the end of the service life, the value of the object can be written off in full. Otherwise, human capital is amortized. The economic literature examines the process of moral and physical aging of the accumulated scientific and educational potential. According to economists, in the first years of using human capital, due to the physical maturation of the employee and due to the accumulation of production experience, its economic value does not decrease, but increases. Intellectual capital has been increasing during the first decade. By the end of the second decade, the growth rates of moral and physical wear and tear of the stock of intellectual capital overlap the accumulation of another asset of human capital - production experience.

Since this period, there has been a process of devaluation of human capital, and its rate increases by the end of the third decade. Nevertheless, even after the end of labor activity, one cannot speak of complete depreciation of human capital.

If during all three decades an individual has constantly made investments in human capital, in its components (in terms of education, health, art), then in this case, one cannot speak of the devaluation of human capital either.

Human capital is quantified: the total number of people, the number of active population, the number of students, etc. Qualitative characteristics: craftsmanship, education and also what affects a person's performance and contributes to an increase in labor productivity.

Economists believe that the costs incurred in order to increase labor productivity in the future and contribute to the growth in the future of an individual's income are called "investment in human capital."

The production of investments is a very important process in the reproduction of human capital, in which it acts as either an object, or a subject, or the result of an impact. At the same time, “labor costs and efforts for self-development and self-improvement” play an important role in the creation of human capital. The costs incurred are inevitably included in social costs throughout the entire reproduction process.

The Cobb - Douglas production function establishes the mathematical dependence of the growth of national income on changes in two factors of production - capital and labor.

where Y is the national income; K, L are capital and labor costs, respectively, a, b are the coefficients of the elasticity of production with respect to capital and labor. Moreover, K is physical capital, i.e. materialized labor, and L is human capital, i.e. integral human personality participating in the production process.

Apparatus production function has significant analytical capabilities. It allows you to explore the current ratio of resource costs and production results.

Economists, considering the issues of investing in human capital, pay special attention to investments in the capital of education. A number of works have been published on this topic. Namely, the works of such economists as G. Becker, W. Bowen, L. Samuelson, Nordhaus V. G. Psakharopoulos, L. Thurow, M. Fischer, T. Schultz, W. Bowen, A. Aulin, V. I. Basov, V.S. Goylo, S.A. Dyatlov, I.V. Ilyinsky, A.I. Dobrynin, V.A. Konnov and. etc ..

It can be concluded that from all the components of the total capital, the factor of the influence of education and the educational process on the growth of a person's capitalization, on the improvement of his health, has been of particular interest so far, are very important and interesting objects for further research.

Stages of tourism development as a social institution

Usually, the authors of monographs and textbooks on tourism, considering the history of its formation, do not give a clear periodization, limiting themselves to highlighting the stages of the first travels of the ancients, the beginning of a mass pilgrimage in the Middle Ages, pioneering in the XIII-XV centuries. and a later time (which can only be conditionally correlated with the concept of tourism, since there are mainly trade, scientific, military-political interests and goals), the first steps of regular excursion and tourist services in the 19th century. (as the most successful example - the activities of T. Cook, who created the world's first travel agency in 1856), and then move on to the concept of "modern tourism".

However, a simple enumeration of the stages of tourism development in historical retrospect does not give an idea of \u200b\u200bthe qualitative social changes taking place in it - in the area of \u200b\u200bconcentration of interests, needs, goals, forms of their implementation, the complication of the socio-organizational environment, the development of types of social relations and interactions, etc. Even in the concept of "modern tourism" there is no clear definition: "Tourist terminology is undergoing significant changes in accordance with the rapid pace of development and formation of both public relations and tourism, its industries and types.

The interpretation of tourism terms is a subject of fierce discussions among apologists of the theory of tourism. "Basically, all searches for any certainty are reduced to the object limitation of the concept of tourism, for example," tourism as a field of activity ", which further leads to an even narrower understanding of it as an object of economic activity , or business segment.

The institutional approach significantly expands the possibilities of studying the problems of tourism, since it is based on the ontogenetic postulate about its social nature. As an alternative to the periodization of tourism development in this regard, it is possible to suggest considering the stages of the formation of tourism as an institution of modern society:

Stage 1. Pre-institutional.

Covers a significant part of the history of the development of social and individual needs, interests, values, goals, etc. from ancient times to the era of modern times. At this stage, the following are formed:

• the main motives and incentives for tourism activities;
• primary forms social interactionstypical for travel;
• types of tourist resources and the attractiveness of their use;
• spatial and geographical landmarks.

Stage 2. Initial institutionalization.

Corresponds to the historical period of changes in the structure of social relations and value systems in the late 17th - early 19th centuries. At this stage:

• the basic values \u200b\u200bof tourism are laid down related to its role in the cognitive, health-improving, business spheres;
• the necessary material and technical conditions are created (development of means of transport, accommodation, resort and excursion services, etc.) and financial interests are determined;
• there are significant changes in the social environment and for the first time the problem of using free time and leisure is highlighted, not only from the point of view of economic feasibility for a private person who has it, but also from the standpoint of cultural development;
• the first organizational interests and forms of subject-object relations appear in the field of meeting travel needs.

Stage 3. Development of institutional features.

Conventionally, its historical place can be defined as the middle of the 19th - first half of the 20th centuries. This stage includes:

• internalization of tourist values \u200b\u200binto the mass consciousness, expansion of the social environment of tourism;
• development of the organizational and material base of tourism activities;
• the formation of a specific professional and subject basis of tourism activities;
• the beginning of the formation of a normative-legal and value-normative base of tourism as a mass social movement and a type of economic activity;
• consolidation in the system of public relations of a specific area of \u200b\u200btourist relations and interactions, as well as the definition of their subject carriers (tourists and representatives of the sphere tourist services);
• the separation of the area of \u200b\u200btourist interactions from various spheres of the life of society (economy, politics, culture), or the beginning of the formation of the tourism sector as a specific space for the institutionalization of tourism.

The following stages are very difficult to divide by time intervals, since they are the logical completion of the accumulated social change in tourism in the first three historical periods of development and practically in real conditions, they exist simultaneously, differing from each other in the degree of integration into the world social reality.

Stage 4. National institutionalization of tourism.

Each society goes through this stage in its own historical timeline and has its own distinctive featuresdue to various factors of economic, political, ideological, psychological, cultural, etc. character. This stage is necessary for:

• completion of the formation of a system of tourist priorities and interests, needs and forms of their implementation, target and value-orientational attitudes;
• the separation of the social-subject and material-object area of \u200b\u200btourism into an independent systemic object - the sphere of tourism - with the necessary functional purpose in society, the volume of specific types of social relations, organizational forms, infrastructure, support enterprises, its own base of personnel reproduction and scientific support;
• consolidation in the form of legislative and regulatory legal acts of the institutional status of tourism with an appropriate set of rules, models of behavior and relationships, rights and obligations of participants in the tourism process, their economic, political and social responsibility;
• actual in content and legal in form, the inclusion of the institute of tourism in the "register" of significant systemic objects of society with the definition of its place and role in the structure of interinstitutional relations.

Stage 5. Integration into world tourism processes.

This stage in the modern practice of the development of the institute of tourism completes the national process of its institutionalization and brings it to the level of international inter-institutional interactions. Important aspects of the international institutionalization of tourism are:

• building supranational institutional norms of tourism interactions and tourism activities;
• internationalization of the socially subjective environment of tourism, expansion of the geography of interethnic contacts;
• creation of international organizational structures in tourism, infrastructure for their provision, standards for the provision of tourist services and training of tourist personnel;
• inclusion of tourism in world global processes as a powerful economic, political, social, cultural factor of development.

Thus, the presented periodization of the institutionalization of tourism takes into account the main, interrelated vectors of development of its main components:

• social-subject and social-professional environment;
• value-normative base, behavioral standards;
• principles, forms and methods of social interactions, including business activity and ethics;
• material and infrastructural component of tourism activities;
• organizational structure and principles of regulation of relations and management.

The processes of the formation of tourism as a social institution always have national specifics, reflecting the peculiarities of the development of social relations in a particular society. The strategy of tourism development being developed today within the framework of the world community reflects the patterns and contradictions that have developed recently in the globalizing economic, political, cultural and social spaces. Therefore, one of the strategic goals of organizations such as the WTO is to develop recommendations for overcoming emerging difficulties and uneven development by national tourism institutions, assistance in creating the necessary institutional foundations based on the experience accumulated in world practice, existing organizational capabilities and generally recognized standards.

The organizational and regulatory framework for tourism is represented by international and national legislative acts, conventions, agreements, manifestos, codes, which differ in the nature of their application: mandatory, recommendatory and declarative.

As a social institution, tourism performs certain functions in society.

As it was already defined in the previous chapter, in the field of tourism, specific forms of various kinds of interactions are concentrated, which have a direct or indirect relationship to tourism and tourism activities. Consequently, the sources of the social functions of the institute of tourism as a systemic object in accordance with its goals and objectives are located in the field of production and distribution of goods and services, in the field of social regulation of behavior and reproduction of value systems and orientations, in the field of communication on interpersonal, social-group, inter-institutional levels. To fulfill functional tasks, the Institute of Tourism has certain subjective-social (people focused on tourism and tourism activities), material, socio-normative and information resources of society, which are concentrated in the field of tourism and together create its full specific resource base.

On this basis, the actual institutional functions of tourism are formed, which can be subdivided into:

• incoming determined by the need of society for a systematic distribution of functional tasks in various spheres of life organization and life; in this case, they are represented by the functions of aggregating tourist interests and values, interinstitutional interaction in organizing the tourist process, and tourist communication;
• outgoing determined by the intra-institutional needs for reproduction and development; they are represented by the functions of social rule-making, social regulation and normative social control in the field of tourism and tourism interactions, including the provision of institutional and organizational processes (management, intra-institutional interactions between the subjects of tourism activities, institutional communication, etc.).

These functions define system of functional actions institute of tourism in society, which reflects all its specificity and distinguishes it from other functional and systemic objects. These actions include:

• reproduction of tourist values, needs and norms of behavior;
• tourist goal-setting in the field of determining tourist interests and types of tourist activities;
• regulation of tourist interactions and tourist behavior, including managerial, industrial, ethical, cultural, environmental and other aspects;
• tourism activities as the production and promotion of tourism products and services;
• organization of tourism activities as a process of management of all its areas, including forecasting, planning, production and personnel management, control and development of resource sources, etc .;
• distribution of tourism products and services as part of market relations and as an integral part of social support programs for the population (social tourism).

Worldwide trends in employment and the peculiarities of processes in the labor market in Russia.

In connection with the increasingly clearly defined processes, which economists and political scientists call the processes of globalization, it becomes necessary to constantly compare the regional market situation with the global one. In the post-perestroika years, Russia became involved in the development of the world labor market. These processes, of course, do not play a leading role in the formation of the internal base of labor resources, but it would be imprudent not to take them into account.

The year 2002 brought a difficult, one might even say, counterpoint development of processes on the international labor market. The fact is that due to increased competition, the introduction of new high-tech technologies, equipment of the latest generations, international requirements to the quality of the products, paradoxical processes began to occur at the same time. The rise in unemployment has met with a growing shortage of skilled workers. Moreover, similar processes were observed both in industry and in agriculture, and in the service sector. All this required significant efforts to ensure the required quality level of workers, advanced training and retraining of workers and specialists, the introduction of effective management systems, organization and motivation of labor. To a large extent, these problems in the European and American labor markets were solved through the migration of qualified personnel from Russia.

At the same time, it is necessary to take into account the significant tension of the situation on the international labor market at the moment. There are 160,000,000 officially registered unemployed in the world. These data are presented in the report of the Director-General of the International Labor Organization (ILO) Juan Somavia. But analysts say that, given the rise in hidden unemployment, that figure will soon rise to at least 1 billion.

The preliminary results of the analysis of the world economy in 2002 show that small growth rates have failed to provide an adequate increase in the number of employees. For the economies of developed countries, what was considered the scourge of the perestroika situation in the Russian economy is becoming characteristic - forced underemployment, working week etc., that is, everything that leads to a reduction in wages.

One can recall how Western wage laborers reacted to the dangerous scale of these contractile processes. The activity of trade unions revived, a wave of strikes took place in Europe. Observations of the implementation of this form of social protest forced researchers to turn to the very definition of a strike. As a rule, a strike is understood as an attempt to deny the employer (as a rule, a private firm, but possibly the state) the work of all members of the trade union. Often the success of such a protest depends on a number of factors: on the profitability of the company and its ability to raise prices without losing its sales market, on its financial resources, which allow or do not allow compensation for losses, on the ability of the trade union itself to harm the company and compensate losses to workers. In short, a strike is a complex socio-economic phenomenon that depends on many components.

But the main task of the trade union is to raise wages. In this regard, the prominent American economist P. Samuelson highlights the main methods used by trade unions to achieve this goal. First, unions can restrict labor supply. This is achieved, for example, by introducing high immigration barriers. This measure is becoming increasingly important for participants in the labor process in the EU countries. Another serious measure is lobbying for laws on maximum working hours, increasing the duration of study in preparation for a particular profession.

Trade unions can also raise wage rates by helping to raise wages above the equilibrium point, can stimulate an increase in labor demand. At the same time, they have the right to use any means that regulate relations in the labor market at the moment. Today, for example, such a means is the imposition of high protectionist customs tariffs. These measures will cause an increase in the demand for labor within a particular country, as a result of which there will be an increase in the amount of labor used and an increase in wages.

In some cases, the union and the employer may come to an agreement in which real wages increase in exchange for the union's consent to make certain changes in the production process, namely, an increase in labor productivity. But more typical are the cases when the trade unions seek concessions from the management of the company, forcing him to accept additional costs. Trade unions obtain such concessions, as a rule, through strikes.

The fact that the strike will become an ordinary phenomenon in Western society (as, incidentally, it has become customary for the economic life of Russia) is already clear today. Experts from leading German research institutes have come to the conclusion that starting from 2002 the situation on the German labor market will gradually deteriorate. They noted that the growth of the German economy in 2001 was only 0.7%, and in 2002, according to preliminary estimates, did not become particularly large. And for 2003, a gradual deterioration is generally forecasted. It is assumed that the number of unemployed in next year will amount to 3,900,000 people. The government promises to reduce this figure to three and a half million, but this is unlikely to significantly improve the situation.

Moreover, the supporters of market self-regulation of the economy consider deep interference of the state in market processes unacceptable. State aid to the poor, in their opinion, stifles labor activity, engenders social dependency, and slows down economic growth. The tax pressure on entrepreneurs' incomes limits funds for the introduction of new technologies and innovations, reduces the profitability of production and promotes capital outflow to other countries. Therefore, the German government will face serious political pressure in its attempts to ease the social pressure of unemployment.

One of the reasons for the slowdown in European economic growth in 2002 was pointed out by ILO experts. They saw it in the lack of specialists in the field of advanced information technologies on the labor market, in particular, computer specialists. The market demand for this kind of qualifiers is growing and does not have time to be satisfied even at the expense of migrants from the CIS countries. Thus, in the information technology sector in Europe in 2002 there were over 1.500.000 vacancies. The processes that will take place in the labor market in the near future are already obvious. Western European countries will lure IT professionals out of Central and Eastern Europe, and the gap between technology-rich countries and poor regions will widen. There will be double pressure on the governments of Western countries: on the one hand, they will demand the lifting of visa restrictions to attract such workers, and on the other, they will demand to limit migration.

Already now, for example, Germany, as a typical representative of the developed countries of Europe, is concerned about the upcoming mass labor migration from Poland, the borders of which are opening in connection with the expansion of the European Union. Some members of this association (among them - Germany, Spain, Austria) express concerns about the legal right to work for citizens of countries such as Poland or the Czech Republic.

Spain believes that the influx of cheap labor from countries that apply for EU membership will have unpredictable consequences for the country's economy. And Germany, together with Austria, initiated the compilation of a list of professions undesirable for immigration entry.

EU countries do not need an influx of unskilled labor. There is no need for builders, cleaners, no doctors are needed. A typical example is when in Austria they refused to provide work to Czech doctors and nurses, under the pretext of their insufficient qualifications. There are, of course, opposite examples, testifying to an attempt to promote other trends. Thus, the Dutch Cabinet of Ministers approved a bill, according to which the country's labor market will be fully open to citizens of countries preparing to join the EU.

However, almost everywhere there is a very definite selectivity that regulates the development of migration processes in the labor market of developed countries. The German government issued a work permit for 10,000 foreign IT specialists in 2002. Purposeful activities to attract such specialists to work in Germany began in 2000. 10,054 people from non-EU countries entered the country. Another 10,000 arrived in 2002.

American companies tackle this problem differently. They open branches of their offices in the countries of Eastern Europe and in Russia and, thus, solve their production problems at the lowest cost, eliminating the problems of social protection as well.

A new form of employment has emerged. Andersen Consulting found out that the Internet in 2002 created 10,000,000 new jobs in the US and Europe. As a result of analyzing the situation on the labor markets of the USA and the five largest industrial countries in Europe (France, Germany, Italy, Spain, Great Britain), as well as Ireland and Brazil, it was concluded that as a result of the development of the "World Wide Web" in the near future in computer companies in the USA 5.800.000 jobs will be created, and 3.000.000 in Europe. The remaining 1,200,000 vacancies will appear in traditional companies that will establish their presence on the Internet. Andersen Consulting notes that although the United States is the leading country in network business, Europe is gradually beginning to bridge its gap in this area. So, at the beginning of 1999, 2,100,000 people were employed in the US computer industry, and only 517,000 in leading European countries. But this difference in 2002 has already halved.

The price of labor, the rate of profit, the demand and supply of labor, competition - all these factors of self-regulation of the market form the income of the population and distribute social wealth. Major Western economists recognize inequality in the distribution of income and wealth. Moreover, by wealth they mean the available movable and immovable property, money, securities, and under income - the total amount of money earned or received in another way during a certain period.

There are also differences in the degree of income inequality between different countries. For example, in the United States, this inequality is more pronounced than in Western European countries. The main reason for these differences is the fact that in European countries the state is more extensively using the redistribution of national income in favor of the poorest strata, using the tax system and other mechanisms to reduce inequality generated by the market.

In fact, the "natural" approach to labor market regulation (without the intervention of social protection mechanisms) is close to the theory of social Darwinism, which extends the principle of survival of the fittest to society. For a number of economists, this constitutes the attractive side of market self-regulation, since it visually reflects the properties of the market that generate economic development. Thus, the ideas of economic libertarianism, that is, the policy of non-interference of the state in the economy, was most fully substantiated by A. Smith in his work "A Study on the Nature and Causes of Wealth". According to his views, the market system is capable of self-regulation, driven by self-interest associated with the pursuit of profit. This concept is by no means just a property of history and retains its relevance to the present day. Smith's ideas are at the core of modern theories of monetarism.

In the works of the famous economist J.M. Keyes, whose ideas had a huge impact on the formation of economic concepts for the specific development of the economies of a number of countries, Smith's theory was criticized and significantly modified. Keynes doubted the existence of internal adjustment mechanisms in the labor market that could independently bring this market to equilibrium. This equilibrium is possible only under conditions of full employment.

Keyes advocated active government intervention in labor relations, believing that only rigid, inflexible wages would provide the desired state of equilibrium in national income. Although, at the same time, forced unemployment persists, explained by the insufficient aggregate demand for labor, the instability inherent in the system of perfect competition is eliminated.

All of the above theories at different times had a significant impact on the development of the Russian economy in the post-perestroika period. Numerous searches and mistakes have led to the conclusion that, in relation to today's conditions in the Russian economy, the state policy on the labor market should not impede the implementation of the requirements of economic efficiency, which imply the mobility of the labor force, including the release of unnecessary workers. Sufficiently high employment of the population should be ensured not by maintaining an excessive number of employees, but by creating new jobs. That is, there should be unemployment in the country's economy, and it should be in the nature of a temporary regulatory measure to maintain the mobility of the labor market.

Most likely, the most acceptable for Russia will be the European model of labor relations, characterized by a significant degree of state intervention. This is dictated primarily by the fact that weakness in legally private entrepreneurial structures does not allow transferring the regulation of most issues related to labor relations to the enterprise level. An important role is played by the psychology of workers, who habitually address all their demands to the state, believing that it is it that should solve all issues of regulating labor relations.

As a result of the economic reforms carried out in Russia with varying degrees of efficiency and effectiveness, the economic climate has changed. Entrepreneurial activity was freed up, new forms of activity appeared in the production and business spheres. It was natural to expect an increase in employment in the Russian Federation due to an increase in the number of small enterprises.

We will consider the problems of employment of the population of Russia precisely through the prism of small business, since this is a more flexible and reactive sphere that instantly reflects the requirements of the market. The development of large industrial and raw material industries is associated with the influence of factors of a different scale. This labor market is more stable and less mobile.

In the course of economic reforms, entrepreneurship in Russia went through several stages of development. From 1993 to 1996, the defining qualification of small enterprises changed. During this period, their growth was due not only to actual education, but also to the transition of individual enterprises, considered medium and even large, to the category of small ones. This was due to the establishment of the maximum number of employees at the enterprise in the Federal Law "On State Support of Small Business in the Russian Federation" dated June 14, 1995 No. 88-FZ. Differentiation took place according to the branches of the economy and the share participation of the founders in the authorized capital. In recent years, there has been a clear trend towards a decrease in the growth rate of the number of employees in small enterprises.

At present, about 30% of the total number of enterprises in Russia are small. However, factors such as financial instability, inflationary processes, and the lack of government guarantees for small businesses make them especially vulnerable to the still sharp changes in the economic situation in the country.

The gradual redistribution of the sectoral structure of small enterprises towards the service sector, rather than production, continues. The share of enterprises engaged in trade, real estate transactions, the total commercial activities market service. At the same time, the share of small enterprises in industry, construction, transport, and science is decreasing.

The number of small businesses in the healthcare sector has increased, which is explained by the situation of the demographic background. The health of the population is deteriorating, and the increase in diseases creates the need for more medical services. In addition, there is a decrease in the level of service in traditional structures of public health care, the lack of an individual approach to the patient.

The number of registered enterprises in the field of real estate transactions is growing, which is explained by the high profitability of these procedures, as well as by the processes in the shadow sector of the economy, where the volumes of various types of activity are growing and the need to legalize illegal incomes increases.

In agriculture, the growth of small businesses is obviously associated with the lack of alternatives to work for the population living in the countryside. Employment in rural areas is constrained by the temporary seasonal nature of vacancies and the insufficient number of places for qualified specialists. This leads to the fact that the development of employment, especially for women, in the countryside is mainly focused on self-employment, which is naturally problematic in the absence of their own start-up capital. Therefore, the development of small business with targeted investment in this business should lead to the creation of new jobs and the revitalization of the village.

The sectoral structure of small enterprises is characterized as follows: trade and food make up 37% of the total, industry occupies 19.9% \u200b\u200bof small enterprises, and the construction sector - 19.4%. That is, almost every third small enterprise is engaged in trade.

The majority of small businesses by 1998 were private (90.1%). The volume of products (works, services) produced by small enterprises in the same 1998 amounted to 7.9% of GDP, in 1996 - 13%, in 1995 - 6%, in 1994 - 5%. In 1996-1998, the average number of workers permanently employed in one small enterprise was approximately 7. However, the average number of workers in small enterprises in 1998 was only 6% of the total number of employed in the economy. Thus, the bulk of workers are still employed in industry, construction, trade, catering, which can hardly be attributed to small businesses.

Therefore, the role of small business in expanding the labor market and solving the problems of hidden unemployment, when the able-bodied population is forced to be attached to jobs at state enterprises, remains very modest.

It should be noted that the official statistical information on unemployment is not always adequate to the real state of affairs. For example, let us recall the 1996 Goskomstat report, where it is reported that 2.5 million people have the official status of unemployed, that is, 3.4% of the economically active population. But these numbers did not match the picture of the decline in production during the specified time period. They only testified once again that hidden unemployment determines the actual situation on the labor market.

During this period, the International Labor Organization (ILO) conducted a parallel study that showed that the level of unemployed in Russia is significantly higher than officially recognized. ILO Director Guy Standing said at the time that Russian sources were hiding the true state of affairs. According to the ILO, unemployment in Russia in 1996 was 9.5% (16.72 million people). The reason for this discrepancy between the data of Goskomstat and the ILO is that it is not profitable for people to register as unemployed (when a person leaves a nominal job, they lose benefits). Enterprises are trying to keep "dead souls" in order to reduce taxes.

But this tendency changed pretty soon. Practice has proven that employment prospects are determined by the dynamics and the level of economic efficiency, therefore, the rational use of workers is a priority over the preservation of existing jobs. Reducing excess workers and increasing the number of unemployed as a result of this (preferably with sufficient material support) is much more correct than keeping a hidden reserve of labor at enterprises.

The solution to these problems is available only to the state, which must predict the situation on the labor market, find and maintain or form "points of growth" in the economy, pursue appropriate structural, regional and investment policies, regulate foreign economic relations, and facilitate the adaptation of workers to market requirements.

It should also be borne in mind that the state's ability to create new jobs is much less than the opportunities for private capital. This, however, does not diminish the role of the state as a guarantor of employment; it should stimulate the activity of entrepreneurs. At the same time, the state needs to limit their behavior in the labor market to a certain extent, ensuring the protection of socially vulnerable groups of the population and regulating the release of labor in difficult situations.

Crisis phenomena appeared in the Russian economy long before perestroika. The ILO report noted a steady decline in total jobs since 1980, while the working-age population was growing. From 1990 to 1995, the number of jobs decreased by 8.2 million.

When making today a forecast of the employment of the population of Russia, it is necessary to take into account, first of all, that in 2002-2004 some growth of the working-age population is expected - from 87,100,000 to 89,500,000 people. In this regard, the situation on the Russian labor market may become aggravated, where competition will increase between young people entering the working age and middle and older workers. One of the main tasks of the Russian government in the field of employment is to prevent mass unemployment in the country.

The Minister of Education of the Russian Federation, Vladimir Filippov, set the task in 2002 to create centers for promoting employment of young students and employment of university graduates in all universities. Such centers have already been created in 183 universities in Moscow, St. Petersburg, the Republic of Bashkortostan, the Republic of Tatarstan, Altai, Krasnodar and Stavropol Territories, Bryansk, Nizhny Novgorod, Tomsk, Tyumen, Chelyabinsk and a number of other regions.

Time will tell how effective this is. In the meantime, according to the forecast of the Ministry of Labor of Russia in the period 2002-2005, up to 40% of graduates of vocational educational institutions will not be able to find a job in accordance with the acquired specialty.

In general, the number of unemployed in Russia in 2002, according to calculations in accordance with the methods of the ILO, should have been from 7,100,000 to 7,300,000 people (9.8 - 10.1% of the economically active population of the country). The same assessment is contained in the "Forecast of social economic development RF for 2002 ", prepared by the Ministry of Economic Development and Trade of the RF. In 2001, 6,300,000 Russians were unemployed (8.8% of the country's economically active population).

It is very important to avoid a situation in which the resumption of economic growth will occur with high and long-term unemployment. Aggravation of employment problems in this case is simply inevitable. First, the release of labor at enterprises may increase. Solving this problem will require a radical change in the dynamics of investment, intensification of work on retraining of personnel, stimulation of private entrepreneurship, and expansion of assistance to the unemployed.

Leveling tendencies, which are manifested both in old and in new forms, significantly reduce the labor motivation of workers. This is facilitated by compensatory premiums, naturalized payment. Differences between the remuneration of management personnel and those of ordinary workers have sharply increased. It became necessary to guarantee the payment of wages, to form the price of labor in relation to the new conditions, to pay equivalently for increased labor costs, to stimulate the growth of its quality. A special problem is the feasibility of linking the earnings of various categories of workers with the profitability of production.

At the same time, as the economic returns from market reforms increase, the investment potential will increase, in the future, economic growth will stabilize, and the need of the national economy for labor will expand.

To ensure economic growth accompanied by an increase in employment, it is required:

1. the emergence of a market-oriented, state-protected, socially responsible owner of production and financial resources, the encouragement of his entrepreneurial activity;
2. attraction of domestic and foreign investments;
3. ensuring conditions for the material interest of workers, the development of their needs and the expansion of infrastructure to meet them, as well as the correspondence of the professional level of workers to the level of the material and technical base.

To implement these requirements, it is necessary to use a developed market mechanism in combination with government regulation. First of all, it is necessary to improve the territorial structure of production, namely: overcoming the uneven development of productive forces across regions, over-specialization of regions, more complete use of local resources and opportunities, taking into account personal labor potential, elimination of the lag of the areas of social infrastructure of regions from needs. This requires the territorial mobility of the labor force, which requires certain regulation, since there is a great danger of increasing differences in the provision of labor in regions, in particular, an increase in the shortage of personnel in regions with difficult living conditions.

The service sector is of great importance in providing employment for the population. However, until now, it is predominantly one intermediation that is developing, rather than productive services. This is due to the lack of effective support for small business, the fall in the effective demand of the population, the lack of necessary skills, and limited opportunities for obtaining the relevant professions.

However, the importance of unemployment as an independent economic factor should not be overestimated. This factor has less influence on the problems of employment of the population in comparison with the influence of the demographic background, on which the processes of formation of employment of the population take place. Today, demographic processes in Russia inspire only the feeling of an impending catastrophe.

It should be borne in mind that of all forecasts in the socio-economic sphere, demographic forecasts are the most accurate due to the fact that demography uses proven methods and complete information in its arsenal. The aging process of the nation is greatly accelerating in the country. The number and proportion of the population under the age of working age is changing - the population, which is the main source of replenishment of labor resources. This category of the population will decline from 25.2 million in 1993 to 21.4 million in 2005 (from 23.7% to 15.4%), which will pose a very acute problem of organizing and managing the processes of youth employment.

Social tension in society and its dependence on the social policy of the state

The conflicts that are necessary and inevitable in any society, in Russian society, due to a number of objective and subjective circumstances, are becoming destructive, threatening the stability of society, calling into question the course of socio-economic transformations. The exacerbation of social collisions traditional for our society is complemented by the confrontation of social interests that previously did not have a "surface" of public and state life.

The gap is widening between the growing wealth of the few and the poverty of the majority, between the power and the mass of people alienated from power, between the nature and structure of supply and demand in the labor market. Society turned out to be unprepared for a situation characterized by the spontaneous development of social processes, their escape from the control of existing institutions. Overcoming the crisis is associated with profound transformations, which will inevitably be accompanied and are already accompanied by an increase in social tension, an increase in the conflict activity of certain social subjects. Moreover, the desire of certain social structures to change the real situation, which does not have an objective knowledge of its essential characteristics as a basis, often also increases this tension. The process of accumulating the potential of social tension is based on dissatisfaction arising as a result of inconsistency, mismatch of values, interests, needs of various social subjects and the first step towards realizing their real contradiction. It should be emphasized that, along with unmet needs and unrepresented interests, the phenomenon of social tension is based on untimely or inadequate (or both at the same time) satisfaction of the needs and requirements of individual social communities and groups. Often this is due to the lack of m or the ineffectiveness of the mechanism for their identification and implementation. Based on the foregoing, it seems quite convincing to assume that the basis for the transition from a situation described by the term "social tension" to a conflict situation and further to an open conflict is the untimely or inadequate satisfaction of needs and requirements, which is transformed into a process of increasing "suppressed basic instincts of the majority of the population. , as well as the impossibility of even minimal satisfaction "(P. Sorokin). Thus, the growth of social tension and the maturation of conditions for social conflict occurs in the process of the formation of subjective-subjective relations of dissatisfaction. The pace of the process of awareness, objectively different for different sides of a potential conflict, determines different levels of social tension.

Considering social tension as a manifestation of dissatisfaction, it must be borne in mind that it does not always exhaust the essence of the latter. Moreover, the phenomenon of social tension, under certain conditions, can distort the real picture of dissatisfaction of specific social communities with various aspects of their life. The danger of such a distortion increases significantly when dissatisfaction acquires a multi-layered, multidimensional character, creating conditions for both a conscious or unconscious substitution of the object of dissatisfaction, and for deformation of the process of its personalization. Groups that are aware, in one way or another, of the opposite of their interests, must constantly touch, contact each other. The presence of difficulties, obstacles arising in the process of such contacts actualizes the conflictogenic value of the presence in the structure of this or that social phenomenon (formation) of components capable of informing, notifying the parties of a potential conflict about the state and intentions of each other.

A kind of indicator of the level of social tension and social well-being is the confidence of the country's residents in the future. As evidenced by the results obtained in the course of a survey, for example, of residents of Ufa, most of the townspeople still do not feel quite confident about the future today. Thus, 5.5% of Ufa residents consider themselves to be completely confident, another 12.5% \u200b\u200bare confident, but this confidence is incomplete. Not quite sure - 24.2% of city residents and 16.7% are completely unsure about their future. At the same time, a large percentage of respondents - 41.1% found it difficult to answer, but there is reason to believe that difficulties in answering are generated by uncertainty, including, which means that among this category there are a significant number of those who are unsure of their future. But, what is even more likely, among those who found it difficult to answer there are those for whom the very formulation of the question causes surprise and, at the same time, difficulty, and these are not necessarily people who have lost hope for the future.

Poverty is one of the main factors of social tension. Poverty as a result of economic inequality in the distribution of the national product is present in any economic system; only its forms and scales differ depending on the social regulators that society develops to mitigate it. At the special session of the UN General Assembly held in June-July 2000 dedicated to the implementation of the decisions of the Summit for Social Development (Copenhagen, 1995), the problem of combating poverty and poverty was named one of the seven development goals of the world community. In Russia, the official poverty indicators are considered to be the size and proportion of the population with money incomes below the subsistence level, the value of which is approved by the government on a quarterly basis in accordance with Federal law "On the subsistence minimum in the Russian Federation" and serves as the main criterion for determining the degree of need of households. Despite the relatively favorable changes in the incomes of Russians since the beginning of 2000, overcoming poverty is still one of the most urgent tasks. By the middle of 1998, the stratification of society in terms of the level of money income had stopped, but the August crisis again exacerbated this problem (graph). In 1999, compared with 1998, the population with monetary incomes below the subsistence level increased by almost 8.8 million people and amounted to 43.8 million people (29.9% of the total population), which came close to the indicators of 1992 year, when, as a result of price liberalization, a third of the population found itself below the poverty line. By the end of 2000, the number of such citizens may reach 48 million (33% of the country's population).

The socio-economic policy of the Russian Government is aimed at improving the living standards of the population on the basis of increasing the real disposable income of citizens. As part of improving the income policy of the population, the strategic task of the state is to restore the reproductive and stimulating functions of wages, the amount of which should be sufficient not only to meet the current needs for food, clothing, housing, but also the needs for full-fledged annual rest, as well as for the formation of savings. As the economy stabilizes and the revenue base of the state budget expands, it is planned to gradually bring the minimum wages and pensions closer to the subsistence level. Already this year, the government has found funds to increase these social guarantees, and measures have been taken to increase their size next year.

The personnel policy of the organization is built under the influence of the worldview and basic values \u200b\u200bof the company's management, as well as its practical activities. In this regard, practices in the field of personnel management propose to consider personnel policy as a "piggy bank" of all principles and guidelines that determine the content and form of personnel processes.

The problems of developing personnel policy are due to the following contradictions in the personnel management system.

• 1. Between strategic, operational and ongoing personnel management. Failure to maintain a balance between these types of management leads either to non-fulfillment of current work assignments and loss of profit, or to additional costs for personnel management due to the non-targeted development of the personnel management system, high staff turnover and a decrease in the organization's competitiveness in the labor market.
• 2. Between the functions of personnel management. The mismatch of the development goals of personnel at different levels of the hierarchy of the organization of individual elements leads to contradictions between functions, uneven development of their elements, inconsistency in the performance of functions, violation methodological principles in the system and its inefficiency.
• 3. Between objects of the personnel management system (employees in a team, social groups, targets of personnel management). Inconsistency of the employee's professional activity, culture of the organization, etc. leads to ineffective individual performance. The low level of interaction between the employee and the team reduces the level of labor cooperation, undermines the culture of cooperation, mutual assistance, and traditions.
• 4. Between the subjects and objects of the personnel management system. These contradictions lead to conflicts between employees and employers, which leads to an increase in staff turnover, and, consequently, to an increase in the costs of personnel management and maintaining the system in balance.

Considering the problems of the formation of personnel policy, one should take into account the dependence of the personnel strategy on the stage of the organization's life cycle.

So, on inception stageswhen the main goal of the organization becomes search necessary resources for the production of products and the provision of services in order to adequately compete in the market, personnel management is reduced to document flow, determining remuneration, hiring and firing. At the same time, the main problems are the lack of financial resources for the maintenance of the personnel management service, the fragmented personnel policy or even its complete absence.

On stages of intensive growth the organization creates new divisions and changes its organizational structure in order to meet the growing demand for the results of its activities. At this stage, the main tasks of personnel management are to attract new employees with appropriate qualifications in order to reduce the time and financial costs of personnel training. The main problem for the organization is attracting a large number of employees, which can lead to the destruction of the existing corporate culture due to the formation of various subcultures within the organization.

Stabilization stage, characterized by stability, presupposes the implementation of the developed personnel policy and a certain management style. The main task of the organization at this stage is the management of the organizational culture, contributing to its adaptability and flexibility. The main challenges are the need to maintain the achieved level of profitability, reduce costs, including personnel costs.

Crisis stage characterized by a decrease in the volume of production, a reduction in all expenditures to a minimum level, insolvency and, as a result, possible bankruptcy. This process is also accompanied by increased social and psychological tension in the team, which requires the adoption of certain measures. The primary task in this case is a certain transformation of personnel policy, which involves diagnosing the organization's personnel potential, identifying redundant links, and retraining employees with the lowest financial costs. According to the general industrial survey of salaries and compensations for 2008-2009 provided by the company Emst & Young, share of staff costs in the structure of total costs in normal operating conditions the enterprise accounts for 33%.

Thus, in a crisis, there is a forced transformation of personnel policy.

Let us dwell in more detail on the problems of the personnel policy of the organization located on stages of crisis.

If, under normal conditions, personnel policy is a strategically important tool aimed at achieving the goals of an organization, then during a crisis it turns into a set of measures aimed at the survival of the enterprise and the preservation of the personnel core. At the same time, the priority tasks of the personnel policy are personnel analysis and audit. It is necessary to emphasize how the crisis situation in different sectors of the economy affects personnel policy. Half foreign companiesoperating in the Russian market, and about 38% of Russian companies have revised their personnel policy in connection with the global crisis.

Thus, a survey of directors of personnel management services of 87 largest Russian companies revealed that 40% of companies intended to reduce the cost of personnel training by an average of 14%. Although it is worth noting that some programs (for example, one of the programs of VimpelCom) did not reduce training costs, but only limited the number of business trips to participate in international conferences, while companies in the financial sector had to take measures to reduce staff from 20 up to 60%. Some crisis enterprises have resorted to cost optimization by reducing wages and layoffs. In the manufacturing sector, the crisis is accompanied by a decline in production, which in turn leads to the release of jobs. The policies of other companies were aimed at retaining the team, and measures to optimize costs were limited to the transition to a four-day work week.

A 2008 study among administrative and management personnel and ordinary employees of crisis Russian organizations (78 people) aimed at restructuring revealed the following main problems similar enterprises.

• 1. Lack of qualified personnel. With anti-crisis management, the need for specialists and managers with higher education, new knowledge and in-depth specialization in the field of economic development and management in this area increases sharply. The survey revealed that only about 27% of the respondents had a higher education.
• 2. The inability of the management of the majority of enterprises to foresee the approach of the crisis and timely implement anti-crisis measures in the field of personnel management. As it turned out, more than half of the administrative staff (62%) do not seek to actively participate in the reorganization. Ordinary employees are generally also indifferent to the reorganization and only a few are ready to actively support management in this process (about 12%). At the same time, the indifference of employees is explained by the lack of moral support from the management.

According to the results of the study, the reasons for indifference to change lie in the primary incentives of staff to work. As it turned out, the main stimulating factors for employees at all levels are favorable relations in the team (27%), as well as the stability of salary payments (20%). At the same time, a high level of wages is primarily of interest to ordinary employees of the enterprise (33%), in contrast to the management (18%). This lack of variety of incentives for personnel complicates personnel management, since in times of crisis, enterprises are not always able to provide a high level of wages and stability of payments. Another important problem is the presence of conflict situations in a crisis organization, which destroys a favorable climate in the team. Thus, in the course of the study, it turned out that employees believe that interpersonal friction (about 45%) and unfair leadership (27%) are the cause of conflicts. In addition, the protest moods and apathy of ordinary employees are caused by the fact that they consider the management of the enterprise to be the culprit of the crisis, which leads to confrontation between management and employees.

A study conducted among Irkutsk crisis enterprises in 2009 revealed that a third of these companies developed anti-crisis measures for personnel management, among which the following were the most popular:

• retraining, training and advanced training of personnel (6% of companies);
• introduction of new methods of personnel motivation (4%);
• optimization of the number of personnel (4%);
• an increase in the workload of personnel and the volume of work performed (2%);
• change in working hours, reduction of the working day (2%);
• restructuring (2%).

At the same time, it is important to take revenge that it is advisable to change personnel policy in the following sequence.

• 1. Analysis of changes taking place in the company, and determination of areas of personnel policy that they affect.
• 2. Concept development (explanation of reasons and nature of changes).
• 3. Amendments to local and regulatory acts concerning personnel policy (Regulations on personnel, etc.).
• 4. Implementation of the planned measures: explaining the reasons for the changes to the staff, familiarizing employees with local acts and regulationsthat have undergone changes.

Situation for analysis

Control system in ancient Israel

According to the Bible, after Moses brought the people of Israel out of the Egyptian captivity, ordinary everyday life began with all its problems. Including many management situations arose, leading to disputes, litigation, etc. Moses closed all managerial functions on himself. With all everyday questions, for advice, a court, people went directly to him.

Speaking modern languageMoses "led the reception of the population" from morning until sunset. At the same time, of course, he did not manage to do everything, many questions remained unresolved with such a formulation of the case, including very important ones.

Development of the management situation.Moses' father-in-law Jethro, who possessed great life experience and wisdom, advised Moses to change the system of government of the people of Israel, sharply limiting the number of people who had direct access to it.

Moses took the advice of his father-in-law and, choosing the most capable, made them heads of thousands, hundred heads, fifty heads, ten heads, who were delegated authority to make managerial decisions. And only when it was necessary to solve really important issues, the selected "managers" turned directly to Moses.

After the changes, the system of government for the people of Israel has become more effective. The controllability standard implemented in it approximately corresponded to modern standards.

In the situation under discussion, the amorphous control system was replaced by a structured one with a rather rigid hierarchical ladder.

In any organization, from its top leader to the head of any hierarchical level, there is a management chain through which an order can be transmitted or the necessary management information can be requested.

The choice of a person to whom the authority to make sufficiently important management decisions is delegated is a responsible act. This responsibility is the higher, the higher the place occupied by the head in the management hierarchy.

Problem. Analyze the current management situation. Was the government of the people of Israel properly organized? What should be changed to make the management system more efficient?

• Personnel officer. Personnel management. 2009. No. 1.P. 36.
• Personnel officer. Labor law for the personnel officer. 2009. No. 1. P. 75–77.
• L. V. Kleimenova Problems of the formation of personnel policy in a crisis // Izvestia IGEA. 2009. No. 5. P. 113–116.
• Petrova E.A. The influence of crisis conditions on the personnel management system of enterprises of the Irkutsk region // Izvestia IGEA, 2010. No. 2. P. 104–108.

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Thesis

on the topic: "Problems of the organization's personnel policy formation"

Introduction

5. Analysis of the personnel policy of a particular organization

Conclusion

List of used literature

Applications

Introduction

At present, after 18 years of the formation of market relations, a certain level of stability has appeared in our country, associated with the satisfaction of a larger volume of needs of the population and the determination of the ultimate owners of large enterprises and businesses.

In this situation, an increase in the level of competitiveness of the organization is a prerequisite for the dynamics of growth, consolidation in the market or an increase in the profitability of an enterprise, when it is no longer a question of superprofits, one of the foundations of which is a well-selected workforce and measures to improve the personnel management system.

The main task of the personnel management system is to ensure the accurate fulfillment of tasks and functions by the personnel, set and determined in accordance with the goals of the organization. To ensure the full implementation of the assigned tasks by the personnel in the organization, a personnel policy must be formulated, which determines the strategy of personnel work, sets all goals and objectives precisely, determines the principles of selection, placement and development of personnel.

Personnel, labor resources at the enterprise are an object of constant concern on the part of the enterprise management. The role of labor resources increases significantly during the period of market relations. The investment nature of production, the priority of product quality issues have changed the requirements for the employee, increased the importance of a creative attitude to work and high professionalism. This led to significant changes in the principles, methods and socio-psychological issues of personnel management at the enterprise.

A well-chosen workforce is one of the main tasks of an entrepreneur. It should be a team of like-minded people and partners capable of realizing, accepting and implementing the plans of the company's management. It alone is the key to business success, expression and enterprise prosperity.

Labor relations are perhaps the most difficult aspect of an enterprise. It is much easier to cope with technical and technological problems than to resolve conflict situations that arise in a team, where individual inclinations, personal attitudes, and psychological preferences must be taken into account.

Whatever technical capabilities, organizational and managerial advantages open up for the enterprise, it will not start working effectively without the appropriate human resource. After all, everything ultimately depends on people, on their qualifications, ability and desire to work. The structure of the enterprise should be considered as a component of material and human capital.

New production systems are not only made up of sophisticated machines and mechanisms that make almost no mistakes. They also include people who must work closely together, be ready to develop and implement new ideas. It is impossible to ensure close interaction of many people in the course of solving the most complex technical production problems without everyone's deep interest in the end result and a conscious attitude to work. It is human capital, rather than factories, equipment and manufacturing inventories, that is the cornerstone of competitiveness, economic growth and efficiency.

The main aspects of the influence of the human factor on improving the efficiency of the enterprise are:

Selection, recruitment and promotion of personnel,

Personnel training,

The maximum coefficient of constancy of the composition of employees,

Improving the material and moral assessment of the work of employees,

All these are components of the organization's personnel policy, which underlies the organization's human resources management.

Personnel is the main resource of every enterprise, the quality and efficiency of which is largely dependent on the results of the enterprise and its competitiveness.

At present, special attention is paid to raising the level of work with personnel, placing this work on a solid scientific foundation, using the domestic and foreign experience accumulated over many years.

One of the most important problems at the present stage of economic development in most countries of the world is the problem in the field of personnel policy.

Recently, the relevance of this topic is increasing every day.

The object of the research is personnel management (personnel policy) in the organization.

goal term paper - consideration of the problems of forming the personnel policy of the organization.

To achieve this goal, the following tasks should be solved:

Define personnel policy, identify the place and role of personnel policy in the organization's policy;

Consider the features of the formation of an effective personnel policy, the principles and methods of its formation;

Track the process of implementation of personnel policy;

Consider the features of a well-thought-out personnel policy using the example of the personnel policy of a large oil company Yukos.

Collection and research method: analysis.

When writing the term paper, the works of the following authors were used: T.Yu. Bazarova, B.L. Eremina; Bizyukova I.V .; Mescona M.Kh., Alebert N., Mausova N.K .; V.P. Pugacheva; Travina V.V., Dyatlova V.A .; Kibanova A.Ya .; N.G. Lyubimova; Zaitseva T.V., Zub A.T ..; S.N. Parkinson, M.K. Rustomji; Skripnik K; Shash NN, Shekshnya S. and others. Encyclopedic editions - "Economic Encyclopedia" and the encyclopedic dictionary "Personnel Management" were involved.

1. Place and role of personnel policy in the policy of the organization

The policy of an organization is a system of rules in accordance with which the system as a whole behaves and according to which the people who are part of this system act. In addition to financial policy, foreign economic policy, policy towards competitors, etc. Any organization develops and implements personnel policy.

Personnel policy should be integrated with management, investment, financial, production policies.

The term "personnel policy" has a broad and narrow interpretation:

1.a system of rules and regulations (which must be realized and formulated in a certain way) that bring the human resource in accordance with the company's strategy (it follows that all activities for working with personnel - selection, staffing, certification, training, promotion - in advance are planned and aligned with a common understanding of the organization's goals and objectives);

2. a set of specific rules, marks and restrictions (often unconscious) in the relationship between people and the organization: in this sense, for example, the words "the personnel policy of our company is to hire people only with higher education" can be used as an argument when solving a specific personnel issue.

A successful personnel policy is primarily based on systematic accounting and analysis of the influence of the surrounding world, adaptation of production to external influences.

There is an expansion and deepening of the functions of managing the workforce of all categories. The strategic issues of personnel management, its transformation into an integral system, acquire the main importance. In the processes of personnel management, it becomes necessary to organize the thinking and actions of all employees, taking into account the needs of market partners.

The sphere of personnel policy covers such basic aspects of enterprise development as the areas of activity of production personnel policy; quantitative and qualitative planning of personnel; employment of personnel (marketing personnel) staff reduction; training; personnel management (personnel control); leadership policy, incentive policy; social politics; information (communication) policy; assistance in the activities of the enterprise (social and economic).

Personnel policy has undergone major changes in recent years. The lack of a qualified workforce capable of working in the new conditions has led to a refusal to understand the work with personnel as an administrative job. There was a need for a broader account of motivational processes. A comprehensive understanding of personnel policy is emerging as a unity of the following measures:

Providing all production participants with the necessary labor force;

Creation of employee motivation for highly productive, efficient work.

All levels of the firm's management begin to be involved in personnel policy: its top management, heads of departments, personnel service.

Market conditions and the general provisions of labor legislation are of great importance in the implementation of personnel policy. They include constitutional provisions on freedom of personal development, guarantees of property, and freedom of coalitions. Arbitrary actions of the entrepreneur in relation to the worker are prohibited, including in terms of dismissal. Hiring employees is the responsibility of firms and companies.

In modern market conditions, one can see that strategic aspects are gaining more and more importance, however, the classic traditional tools for working with personnel, such as personnel planning, personnel recruitment, personnel development, personnel administration, remain.

Strategic success factors include, for example:

Using the achievements of scientific and technological progress;

Sense of economic responsibility;

Qualified human resources and others.

Taking into account the main provisions of all the constituent parts of the enterprise development concept, their own goals of personnel policy are determined, including:

1. Objectives related to the relationship of the enterprise with the outside world (labor market, protection environment, relationships with state and local authorities, and the like).

2. Objectives, the implementation of which is aimed at improving the relations of the enterprise with its employees (their participation in the management of the enterprise, improving the style of leadership, deepening professional knowledge, solving social issues etc).

Economic goals involve maximizing profits and minimizing costs. In systems with a market economy, they serve the financial interests of the owners of the enterprise, or almost do not differ from these interests to the individual goals of "authorized" managers, whom the owners have entrusted to run the enterprise. If the owners are, for example, legal entities, the state, or if enterprises are "communal property", then in pursuit of economic goals they can strive to meet the needs of the population as much as possible. From the point of view of the interests of the whole society, unswerving adherence to the economic goals of an individual enterprise may correspond to the social goals of society.

Social goals should be understood as the expectation of the needs, interests and requirements of employees in relation to the enterprise, or those goals, the implementation of which, employees attach great importance to.

The satisfaction of social goals is expressed individually in job satisfaction, due to a fundamental improvement in the material and non-material working conditions at the enterprise.

One should strive to balance the interests of different groups of employees within the production process. At the same time, social goals are pursued in principle at all levels of the hierarchical structure of the enterprise, although with a reasonable degree of influence on the overall improvement of working conditions for the overwhelming majority of employees.

The participation of personnel in managing the affairs of firms and enterprises in the foreign and domestic markets is of particular importance.

Thus, the socio-economic basis of personnel policy in market conditions provides for the implementation of a number of the following activities

Continuous sequential planning;

Comparison of existing and prospective requirements for vacant positions in the staff;

Professional personnel development at universities and other higher education institutions;

Quantitative and qualitative planning of personnel positions;

Introduction to the specialty;

Training;

Language course;

Stable warehouse structures;

Flexible system for calculating allowances;

Distribution of responsibilities between central and peripheral structural units, due to production needs;

Determination of leadership levels.

As for the head of the personnel department of the enterprise, in market conditions he becomes one of the main managers of the enterprise. It enhances the ability to innovate and improve management efficiency, and helps to increase the ability of the enterprise to survive in a fiercely competitive environment. He should be punctual, dynamic and persistent, sociable, convincing, fair, with a versatile education, capable of thinking, diplomat, psychologist, humanist. He must be able to listen and inspire confidence.

Recently, the idea has been persistently put forward that in modern production the greatest value is not the walls and machines of the enterprise, but the "intangible" elements: the creative potential of personnel and management methods.

Thus, the contribution of the HR service to the effectiveness of the organization is that it:

1) helps the organization achieve its goals;

2) increases the efficiency of using the opportunities, abilities and skills of human resources;

3) provides the organization with well-trained personnel;

4) increases employee satisfaction with work and stimulates their need for self-realization in the workplace;

5) creates, develops and maintains an appropriate level of working conditions, which makes work in this organization desirable;

6) communicates the personnel policy to all employees;

7) maintains the required level of culture of behavior and discipline in the organization;

8) plans and manages changes in the organization, taking into account the interests of individual employees, groups and the organization as a whole;

9) helps to reduce costs and increase competitiveness.

2. Features of the formation of an effective personnel policy

Personnel policy in the new economic conditions is aimed at forming a system of work with personnel, focused on obtaining not only economic, but also social effect, subject to compliance with the current legislation, regulatory legal acts and government decisions. The latter, being a reflection of the state policy regarding the reproduction of the labor force, influence personnel policy through the regulation of the situation on the labor market, as well as through the requirements for ensuring adequate social protection of the employee.

In the implementation of personnel policy, alternatives are possible, it can be fast, decisive (in some ways, at first, probably not very humane in relation to employees), based on a formal approach, the priority of production interests, or, conversely, taking into account that how its implementation will affect the labor collective, what social costs it will lead to.

Personnel policy is implemented through personnel work. Therefore, its choice is associated with the definition of not only the main goal, but also the means, methods, priorities. Personnel work is based on a system of rules, traditions, procedures, a set of activities directly related to the selection of personnel, their training, placement, use, retraining, motivation, and career advancement. The content of the personnel policy is not limited to hiring, but shares the principled positions of the organization in relation to training, personnel development, ensuring interaction between the employee and the organization. Personnel policy is associated with the choice of target tasks designed for the future, and current personnel work is focused on the prompt solution of personnel management issues. There must be a relationship between them, which is usually established between strategy and tactics for achieving the set goal.

Personnel policy is both general, when it is carried out in relation to the organization as a whole, and private, selective, when it focuses on solving specific problems within structural divisions, functional or professional groups of workers, categories of personnel.

Personnel policy forms:

Requirements for the labor force at the stage of its recruitment (education, gender, age, length of service, level of special training);

Attitude towards investment in labor force, targeted impact on the development of employees employed in the organization;

Attitude towards the stabilization of the team (all or a certain part of it);

Attitude to the nature of training new workers, its depth and breadth, as well as to retraining of personnel;

Attitude to the intra-organizational movement of personnel.

In the course of the formation of personnel policy (ideally), the following aspects are agreed upon:

· Development of general principles of personnel policy, determination of priorities for goals;

Organizational and staffing policy (planning the need for labor resources, formation of structure and staff, appointments, creation of a reserve, relocation);

· Information policy (creation and support of the system of movement of personnel information policy);

· Financial policy (formulation of principles for the distribution of funds, ensuring an effective system of labor incentives);

· Personnel development policy (providing a development program, career guidance and adaptation of employees, planning individual advancement, team building, professional training and advanced training);

· Performance evaluation (analysis of the compliance of personnel policy with the organization's strategy, identification of problems in personnel work, assessment of personnel potential).

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

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles of the goals of the organization as a whole, strategies and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, to predict possible changes, to specify the image of the desired employee, the ways of its formation and the purpose of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, contained in documents, forms, and necessarily taking into account both the current state and the possibilities for change. An essential parameter that influences the development of such programs is the understanding of acceptable tools and methods of influence, their alignment with the values \u200b\u200bof the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use programs for intensive recruitment through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of "one family", it is inappropriate to use strict, and often cruel psychological tests, more attention should be paid to interview procedures, group activities, simulations of real work situations, etc.

Stage 3. Monitoring of personnel. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to highlight indicators of the state of human resources, develop a program of continuous diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is advisable to assess the effectiveness of personnel programs and develop a methodology for their assessment. For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation. solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

There are the following ways to improve the efficiency of personnel management.

An effective tool that allows you to combine goals and results into a single inextricable knot in order to implement in practice a powerful goal-oriented motivation for the active work of personnel - both managers and ordinary employees, is an assessment of labor activity, which, according to Western scientists and practitioners, is “not some additional measure, but the main link in personnel management ”. Unfortunately, all the assessment systems developed and applied in Soviet times (from the Saratov system of defect-free labor, the Lvov system to KTU, KTV, etc.) did not receive significant distribution and did not give the intended effect, not only because of the bureaucratic system of economic management, but and your own imperfection.

So, the cornerstone of the formation of the organization management mechanism through the organization's personnel management is the development of an assessment of the work of all categories of workers without exception. It is this assessment at this stage that will have to be given special attention, including in terms of linking the goals of the organization and the level of their achievement by each group (unit, link) and individual employee, using non-standard approaches to the formation of its parameters, including the specific experience of developed countries.

Personnel assessment system in the organization

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, that is, how effectively it uses the resources at its disposal. And the efficiency of the organization as a whole consists of the efficiency of using each of the organizational resources, including each employee.

It is natural that the employees of the organization do not equally fulfill their production duties - any organization has its own leaders, outsiders and middle peasants. However, in order to carry out this differentiation, it is necessary to have a unified system of regular assessment of the performance of each employee of their job functions. Such a system increases the efficiency of the organization's personnel management through:

-- positive impact on employee motivation... Feedback is beneficial for motivation. Workers, allows them to adjust their behavior in the workplace and achieve increased productivity;

-- vocational training planning... Personnel assessment makes it possible to identify shortcomings in the qualification level of each employee and provide for measures to correct them;

-- planning professional development and career... Assessment of employees reveals their weak and strong professional qualities, which allows you to prepare individual development plans and effectively plan a career;

-- making decisions on remuneration, promotion, dismissal. Regular and systematic employee appraisal provides the organization's management with the opportunity to make informed decisions about salary increases (rewarding the best employees has a motivating effect on their colleagues), promotions or dismissals. In the latter case, the presence of documented information about the systematic unsatisfactory performance by the dismissed employee of his job duties greatly facilitates the position of the organization in the event of litigation.

The above advantages received by an organization using a personnel assessment system are most fully realized with the objectivity of the assessment, the openness of its criteria, the strict confidentiality of the results, and the active participation of the employee. Compliance with these principles is achieved through:

-- universality of the rating system... The HR department develops a uniform assessment system for the entire organization and ensures a consistent understanding and application of this system across all departments;

-- setting standards and norms for assessment... To do this, the organization needs to define what determines success in the job, i.e. highlight critical factors. For this, the method of analysis of workplaces is used, consisting in a thorough study of the functions performed by the employee in a certain position and highlighting the most important from the point of view of achieving his goals;

-- selection of assessment methods... To effectively assess employee performance, you need to have easy-to-use, reliable, and accurate critical assessment factors. Both quantitative indicators (time, productivity, costs, etc.) and qualitative characteristics given by the evaluator - “good”, “bad”, “above average”, etc. can be used as assessments. Naturally, quantitative assessments are preferable both from the point of view of their accuracy and objectivity in relation to the evaluated employee. However, in real life it is not always possible to use quantitative assessments for many positions, so organizations are often forced to use subjective assessments.

It is very difficult to create an assessment system equally balanced in terms of accuracy, objectivity, simplicity and comprehensibility, therefore, today there are several personnel assessment systems, each of which has its own advantages and disadvantages, but the most common is, of course, the system of periodic personnel certification.

Personnel certification

Attestation is a process of assessing the effectiveness of an employee's performance of their job duties, carried out directly by the manager. Certification includes several stages and is essentially an ongoing process.

At the center of the certification process is the certification interview - a meeting between the manager and the certified employee, during which the results of the employee's work for the past period are discussed, this work is assessed both by the manager and the employee himself, the employee's work plan for the future is approved. The certification interview plays a very important role in the certification process, therefore it requires careful preparation from both the employee and the manager. Many companies specifically train their employees on how to conduct a certification interview. Studies show that the success of an interview depends on 80% of the leader conducting it and 20% of the employee being certified.

The main elements of the training of a manager are: a balanced and based on objective facts assessment of the employee's performance of his functions, carried out taking into account job description and individual plan the employee for the past period, a well-thought-out plan for the development of the employee for the next period, a detailed plan for the interview.

Preparation for the interview of the certified employee consists in assessing his own work over the past period (using the assessment methods provided by the certification procedure), drawing up a work plan for the next period, as well as a list of questions that he would like to ask his manager.

The oldest and most common certification method is standard assessment method... The manager fills out a special form, assessing certain aspects of the employee's work during the certification period according to a standard scale (Appendix 1).

This method is simple, low-cost, and widely available. To certify an employee using the standardized assessment method, the manager does not require any special training, nor a significant investment of time or other resources. The use of this method also ensures that the appraisal of all employees is consistent.

However, the method of standard estimates suffers from a number of serious shortcomings. Firstly, the certification is carried out by one person - the leader, which implies a high degree of subjective and one-sided assessment. Secondly, the standard scale does not take into account the characteristics of the professional activity of each individual employee, which may affect the quality of the assessment.

To overcome these shortcomings, some organizations have improved the method of standard assessments as follows: the assessment form (somewhat expanded and in-depth) is filled not by the manager himself, but by a human resource manager who pre-conducts a detailed interview with the manager, discussing the work of the certified employee over the past period. When using this certification method, the degree of objectivity of the assessment is increased through the use of a professional consultant in the field. It also increases the consistency of assessments within the organization as the form is completed by the same person.

At the same time, even with this method, it is not possible to completely overcome the subjectivity of assessments. At the same time, this method is also more expensive.

Another fairly common type of assessment methods for certified employees is comparative methods. When using them, the manager compares one employee of his department with others. When ranking, the manager “builds” his employees in a comparative chain - from best to worst. Based on the results of work for the certification period. Comparative methods are very in a simple way employee certification. They are easy to use and easy to understand. However, these methods are too one-sided and approximate for the evaluations made with their help to be applied for the purposes of personnel development, etc.

The above certification methods are traditional for most modern organizations... They are quite effective in large hierarchical organizations operating in a fairly stable external environment, although they are not without certain drawbacks. The dissatisfaction of many organizations with traditional methods of appraisal prompted them to start actively looking for new approaches to personnel appraisal. There are several directions in the development of non-traditional methods. First, the new methods of attestation consider the working group (department, brigade, temporary team) as the main unit of the organization, emphasize the assessment of the employee by his colleagues and the ability to work in a group. Second, the assessment of the individual and the team is based on the results of the entire organization. Thirdly, not only the successful performance of today's functions is taken into account, but the ability for professional development and mastering new professions and skills.

Non-traditional methods of attestation began to spread quite recently - 15-20 years ago, therefore they are still often called experimental, including the method “360 o attestation”, psychological methods of attestation.

The final choice of personnel assessment methods for each specific organization is a unique task that can only be solved by the management of the organization itself (possibly with the help of professional consultants).

3. Principles and methods of formation of personnel policy

Principles of formation of commercial proposal:

1.the principle of scientific character, i.e. application of scientific developments in the field where social and other economic benefits can be achieved;

2. the principle of complexity, i.e. all areas of personnel activity should be covered;

3. the principle of consistency, i.e. interconnection and interconnection of individual components of personnel work;

4. principle of accounting (taking into account all factors affecting the final result of the activity);

5.the principle of efficiency, i.e. any costs for activities in this area should be recouped through the result of the economic activity of the enterprise;

Personnel management methods are called methods of influencing teams and individual workers in order to coordinate their activities in the production process. All methods are divided into three groups: administrative, economic and socio-psychological.

Administrative methods are focused on such motives of behavior as a conscious need for labor discipline, a sense of duty, a person's desire to work in a particular organization, etc. these methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution.

Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as with the norms and orders of higher management bodies.

Economic and socio-psychological methods are of an indirect nature of management impact. One cannot count on the automatic action of these methods; it is rather difficult to determine the strength of their influence and the final effect. With the help of economic methods, material incentives for collectives and individual workers are carried out. These methods are based on the use of an economic mechanism. Socio-psychological methods of management, in turn, are based on the use of a social mechanism (a system of relationships in a team, social needs, etc.).

All types of methods are organically linked.

4. The process of implementing personnel policy

1. Workforce planning and staffing needs assessment

With the rapid development of new technologies, it is becoming increasingly important to provide enterprises with qualified personnel. Timely staffing of all key departments of the enterprise with the necessary personnel becomes impossible without the development and implementation of personnel policy.

The most important element of an effective organization is to determine the real need for labor and prepare a forecast for changes in this need.

Personnel planning becomes an essential element of personnel policy, helps in defining its tasks, strategies and goals, contributes to their implementation through appropriate measures.

Personnel planning is an integral part of enterprise planning. If we consider personnel planning in isolation, it will be ineffective.

The purpose of planning is to provide a firm or company with the necessary labor force and to determine the inevitable costs.

1. Assessment of available resources.

2. Assessment of future needs.

3. Development of a program to meet future needs.

Workforce planning in an operating organization can begin by assessing their availability. Management should determine how many people are engaged in performing each operation required to achieve a specific goal.

The next stage of planning is forecasting the number of personnel required to implement short-term long-term goals.

To determine their future needs, management must develop a program to meet them. Needs are the goal, the program is the means to achieve it. The program should include a specific schedule. And businesses to attract, hire, train and promote workers required to achieve the goals of the organization.

Ultimately, successful workforce planning is based on knowing the answers to the following questions:

How many workers, what qualifications,

When and where needed;

How you can attract the right one and reduce or optimize the use of unnecessary personnel;

How best to use staff in accordance with their abilities, skills and intrinsic motivation;

How to provide conditions for personnel development;

What costs will be required for the planned activities.

Assessment of the organization's staffing needs can be quantitative and qualitative.

A quantitative assessment of the need for personnel, designed to answer the question "how much?", Is based on an analysis of the proposed organizational structure (management levels, number of departments, distribution of responsibility), production technology requirements (the form of organizing joint activities of performers), marketing plan (commissioning plan enterprises, the phased deployment of production), as well as a forecast of changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). In this case, information on the number of filled vacancies is certainly important.

Quantifying the need for staff is an attempt to answer the question "who?"

This is a more complex type of forecast, since after analysis, similar for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Especially difficult is the assessment of the need for management personnel. In this case, it is necessary to take into account, at a minimum, the personnel's capabilities "to determine the rational operational and strategic goals of the enterprise's functioning and to carry out the formation of relative management decisions that ensure the achievement of these goals.

2 . Recruitment, selection and dismissal of employees

The personnel policy of the organization includes such and such stages as recruitment, selection and dismissal of personnel.

Recruitment consists in creating the necessary pool of candidates for all positions and specialties, from which the organization selects the most suitable employees for it

The choice of methods and means of search, as well as ways of attracting candidates depends on the direction of the organization's activities, on the financial resources allocated for recruiting personnel, on the available vacancies and on how urgently this vacant position should be filled.

Identify internal and external sources of attracting candidates.

Internal sources are the people working in the organization. When working with a reserve, all large firms have so-called displacement matrices, which reflect the present position of each manager, his possible displacement and the degree of readiness for the next position.

Internal recruitment methods are varied:

Internal competition - the personnel service can send information about open vacancies to all departments, notify all employees about it, ask them to recommend their friends and acquaintances for work.

Combination of professions - in these cases, it is advisable to use the combination of positions of the employees of the company themselves.

Rotation is the movement of workers horizontally. There are several rotation options:

1. Rotation - movement can be caused by various reasons, first of all by the nature of the case, or by the nature of the managerial task being solved.

2. Rotation-permutation is realized in various ways:

Rearranging employees horizontally from one service to another;

Cross-industry movements;

Shifting between higher and lower bodies.

External recruitment sources include:

Recruiting agencies;

Employment services (centers), labor exchanges, job fairs;

Schools, grammar schools, colleges;

Secondary specialized educational institutions;

Higher education institutions;

Personal acquaintances (contacts);

Workers already employed by the organization;

Self-appeal to the organization of people looking for work;

Luring the best workers from other organizations is a “headhunt”.

Independent search for firms through the media.

It is worth noting that in the context of a rapidly changing work environment, taking into account this huge development that information technology is receiving in companies that are and want to remain in the forefront, traditional methods of attracting and recruiting personnel are complemented by alternative ones.

As such a method, one of the main places is occupied by the Internet system - a global computer network that unites individuals around the world, educational, industrial, commercial and other organizations that provide access to information resources.

In the Western market this method has been used for a long time, in Russia a similar policy is being pursued by recruiting firms The Russian Connection, BLM Consort Consulting Group, Human Resources On-Line, Ankor, Komus -personal, the newspaper Rabota Segodnya - and many others, since changes in this area are literally day by day.

Before recruiting staff, the organization's financial plans should include costs.

It should be especially noted the possibility of using an organization that is at the stage of dynamic growth, temporary recruitment, which, in addition to its main goal - to provide the organization with people for a certain period, can be an excellent way to check temporarily hired workers in order to possible continue cooperation with them on a long-term basis.

The next important component of the personnel policy is the selection of personnel. At this stage, candidates for jobs are evaluated and the best are selected from the pool created during recruitment.

Personnel are selected primarily on the basis of general requirements for management employees.

The selection must take into account the principle of the situation. It indicates the need to take into account not only the general correspondence of the position and the candidate, but also the current situation.

In the selection of personnel, great importance is attached to the principle of combining employees from their organization and from outside.

In the selection process, the proven principle of combining “old” and “young” is important.

The principle of compensation is also very important. It is recommended to select personnel in such a way that the negative qualities of one worker are compensated by the corresponding positive qualities of another.

Another selection principle is the principle of dynamism, a combination of stability and mobility.

Stability allows for long-term events, and mobility is a systematically organized movement of personnel.

A very important principle is the establishment of the optimal terms of tenure for a particular position.

The principle of prospects means the selection of employees, taking into account the tasks that will face the object of management in the future.

The principles provide starting points for analyzing a specific situation. It depends on the leader how skillfully, creatively and effectively they will be used.

For effective recruiting, it is of paramount importance to define the criteria on the basis of which the decision on the advantages of candidates will be made.

When establishing the selection criteria, validity (which means that the selection criteria must correspond to the content of the job and the requirements for the position for which the selection is made), completeness, reliability, necessity and sufficiency of the criteria must be observed.

Typically, a candidate must go through several selection stages before an organization decides to hire.

Stage 1. Preliminary selective conversation. The main goal is to assess the level of education of the candidate, his appearance and defining personality traits.

Step 2. Filling out the application form. Applicants who have successfully completed the preliminary interview must complete a special application form and questionnaire.

Step 3. Conversation for hire (interview). There are several basic types of conversation for hire:

According to the scheme - the conversations are somewhat limited;

Weakly formalized - only basic questions are prepared in advance;

Not according to the scheme - only a list is prepared in advance there that should be touched upon. For an experienced interviewer, this conversation is a huge source of information.

Step 4. Testing. A source of information that can provide information about a candidate's professional abilities and skills.

Step 5. Verification of references and track record. Information about letters of recommendation or conversations with people whom the candidate named as referrals can make it possible to clarify what exactly and with what success the candidate did at previous jobs, studies, and residence.

Step 6. Medical examination. It is carried out, as a rule, if the work has special requirements for the health of candidates.

Step 7. Making a decision. Comparison of candidates. Submitting the results to the decision-making management. Adoption and execution of the decision.

There are the most popular personnel assessment methods.

The introduction of market mechanisms urgently requires the introduction of market - oriented methodologies in working with their current and potential employees. Recently, the use of various testing techniques has been greatly developed.

1. Personnel assessment centers use complex technology based on criteria-based assessment principles.

2. Tests for aptitude. Their goal is to assess the psychophysiological qualities of a person, the ability to perform certain activities.

3. General tests of ability.

4. Biographical tests and biography study.

5. Personality tests.

8. Unconventional methods:

11% use a polygraph (lie detector), psychological stress indicator, honesty tests and the like.

18% use alcoholic drug tests for candidates

22% use some form of psychoanalysis in order to identify the skill of candidates for temporary work in their organizations.

Human resources employees analyze the effectiveness of selection methods using the so-called selection coefficient, which is equal to the ratio of the number of selected applicants to the number of applicants from which selection is made.

In the sensational book by L. J. Peter at the time, "The Peter Principle" with a certain amount of humor, several approaches to the selection of the necessary employees are considered:

a) "British", in which the leading basis for the decision to hire a new employee is his pedigree and connections

b) The “Chinese” method of selection is based on sophisticated procedures for testing the knowledge of the applicant's intelligence. [15, 20]

One of the most “slippery” issues concerning employees is the question of their dismissal at the initiative of the administration. This is truly the “key” issue that has the most controversy. Their resolution is often done through the courts. The latter is equally unpleasant for both the employer and the employee.

Here there is such a thing as the release of personnel.

The release of personnel is a type of activity that provides for a set of measures to comply with legal norms and organizational psychological support from the administration when employees are dismissed.

In general, there are 3 types of employee layoffs:

1. Dismissal at the initiative of an employee (in Russian terminology - at will);

2. Dismissal at the initiative of the employer (in domestic terminology, at the initiative of the administration);

3. Retirement.

Labor legislation, protecting the right of citizens to work, establishes a clearly limited list of grounds, in the presence of which the administration can dismiss an employee on its own initiative. The consolidation of these grounds in the law is due either to the personal qualities of the employee (indiscipline, low qualifications, etc.), or to production reasons (simplification of the production management structure, decrease in the number of employees, etc.)

3 . Personnel adaptation

Adaptation is the process of changing the familiarity of an employee with the activity and organization and changing his own behavior in accordance with the requirements of the environment.

Adaptation is also one of the important elements in the implementation of personnel policy. Personnel adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Practice shows that 90% of people who quit their jobs during the first year made this decision on the first day of their stay in the new organization.

The principal goals of adaptation can be summarized as follows:

Reducing start-up costs, since while the new employee does not know his workplace well, he works less efficiently and requires additional costs;

Reduced concern and uncertainty among new employees;

Reduced labor turnover, as if newcomers feel uncomfortable at new job and unnecessary, they can respond to this by dismissal;

Saving time for the manager and employees, since the work carried out according to the program helps to save time for each of them;

Development of a positive attitude towards work, job satisfaction.

It should be said that in domestic organizations there is a lack of development of the mechanism for managing the adaptation process. This mechanism provides for the solution of 3 major problems:

1. Structural consolidation of adaptation management functions in the organization's management system;

2. Organization of technology adaptation process;

3. Organization of information support for the adaptation process.

Structural consolidation of adaptation management functions can take place in the following areas:

1. Allocation of the appropriate division (bureau, department) in the structure of the personnel management system. Most often, onboarding management functions are part of the training unit.

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Organization policy- the system as a whole and according to which the people entering this system act. In addition to financial policy, foreign economic policy, policy in relation to competitors, etc., any organization develops and implements personnel policy.
The term “personnel policy” has a broad and narrow interpretation:

A system of principles and norms (which must be realized and formulated in a certain way) that bring human resources in line with the company's strategy (it follows that all activities for working with personnel - selection, staffing, certification, training, promotion - are planned in advance and are consistent with a common understanding of the organization's goals and objectives);

A set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and the organization: in this sense, for example, the words “the personnel policy of our company is to hire people only with higher education” can be used as an argument in solving a specific personnel issue.
HR strategy (personnel management strategy) - a specific set of basic principles, rules and goals of work with personnel, concretized taking into account the types of organizational strategy, organizational and personnel potential, as well as the type of personnel policy.
Types of personnel policy

The following types of personnel policy can be distinguished:

Passive;

Reactive;

Preventive;

Active.

Passive personnel policy. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnostics of the personnel situation in general. In a situation of such a personnel policy, the management operates in an emergency response mode to emerging conflict situations, which it seeks to settle by any means, often without trying to understand the causes and possible consequences.

Reactive HR policy.In line with this policy, the management of the enterprise monitors the symptoms of a negative state in work with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the tasks at hand, the lack of motivation for highly productive work. The company's management is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems.

Preventive personnel policy. The personnel service of such enterprises has not only personnel diagnostics tools, but also forecasting the personnel situation for the medium term. The organization's development programs contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for personnel development are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy.If the management has not only a forecast, but also the means of influencing the situation, and the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

The second reason for the differentiation of personnel policies, there can be a fundamental orientation towards their own personnel or external personnel, the degree of openness in relation to the external environment when forming the personnel composition. On this basis, two types of personnel policy are traditionally distinguished - open and closed.

Open personnel policy characterized by the fact that the organization is transparent for potential employees at any level, you can come and start working both from the lowest position and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account the experience of work in this or related organizations. This type of personnel policy is characterized by modern telecommunications companies or automobile concerns that are ready to “buy” people at any job level, regardless of whether they previously worked in similar organizations. This type of personnel policy may be adequate for new organizations pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid advancement in their industry.

Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the employees of the organization. This type of HR policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

It must be borne in mind that work with personnel does not begin with a vacancy and does not end with a hiring. The process of working with personnel should be structured so that the shortest way to come to the desired result in relation to any issue or problem in the personnel field. So, during the formation of personnel policy, ideally, the following aspects should be agreed upon:

Development of general principles of personnel policy, determination of priorities for goals;

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

Information policy - creation and support of a system for the movement of personnel information;

Financial policy - the formulation of principles for the distribution of funds, ensuring an effective system of labor incentives;

Personnel development policy - providing a development program, career guidance and adaptation of employees, planning individual advancement, team building, professional training and advanced training;

Evaluation of performance results - analysis of the compliance of personnel policy and the organization's strategy, identification of problems in personnel work, assessment of human potential (assessment center and other methods for assessing performance).

Personnel activities - actions aimed at achieving compliance of personnel with the tasks of the organization, carried out taking into account the specific tasks of the stage of development of the organization.

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Environmental factorscan be combined into two groups:

1. Regulatory restrictions.

2. The situation on the labor market.

Internal environmental factors... The following factors seem to be the most significant.

1. The goals of the enterprise, their time perspective and the degree of elaboration.

2. Management style, fixed, among other things, in the structure of the organization.

3. Working conditions.

Here are some of the most important job characteristics that attract or repel people:

The degree of physical and mental effort required,

The degree of harmfulness of work to health,

Location of workplaces,

Duration and structure of work,

Interaction with other people while working,

The degree of freedom in solving problems

Understanding and accepting the purpose of the organization.

4. Qualitative characteristics of the labor collective.So, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style.Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of the skill and experience of each employee;

Ensuring constructive interaction between group members;

Obtaining adequate information about employees, contributing to the formulation of goals, tasks of personnel policy in the organization's programs.