Profession - personnel management. Education, requirements, responsibilities. Introduction Middle Personnel Management

The success of any organization is always directly dependent on its employees. Or rather, from a good understanding of management and subordinates. Managers have a difficult task: to manage the staff in such a way as to motivate them to achieve a common goal, to ensure a friendly, working environment in the team. So, how should the management process be built so that all employees, from the cleaning lady to the chief executive, work for the good of the company?

The main rules of the leader

Personnel management is a whole science. 90% of an organization's success depends on leadership. Proper motivation, a clear definition of goals - the basis of high-quality work. For effective personnel management, a manager first of all needs to remember a number of rules:

1. Company principles. They must be understood by every employee, regardless of their position. And the manager should listen to the opinion of employees, especially in problem situations. No, this does not mean that global decisions need to be made by the whole team at the round table! The fact is that every employee solves certain issues every day, regardless of whether he makes copies of documents or conducts important negotiations with clients. If everyone clearly knows the principles of the company, understand the purpose of their actions, then the manager can be sure that the right decisions will be made correctly at all levels.
2. Teamwork. The team needs to be motivated to cooperate. Employee management must be built in such a way that each employee of the company is tuned not to his own achievements, but all together fulfill one goal.
3. Sharing of responsibility. The head of a large company is simply physically unable to control every process. It is necessary to appoint responsible persons for various issues.
4. Initiative is not punishable. Any growing business requires the emergence of new ideas. It is necessary to give employees the opportunity to express their thoughts, to participate in the implementation of a new business. And remember that everyone has the right to make mistakes.
5. Awareness. If the manager does not want rumors to appear, ignoring his instructions, then it is worth bringing to the attention of the team information about the real state of affairs of the company. Then the team will make more effective decisions.
6. There are no irreplaceable ones. This must be kept in mind when managing personnel. It is not necessary to single out specific subordinates and inform the entire team that work will “get up” without them. Appreciate all employees, do not limit yourself to one person.
7. Proven methodology. Personnel management requires stability. There is no need to make subordinates guinea pigs, testing them with the latest trends in management. Work well where it is comfortable to work.
8. Discipline. Despite the previous rule, there must be strict discipline and rules of conduct in the organization.

Good example. It is often said: "What kind of leader, such are the employees." And they don't speak in vain. The manager must set a positive example for the whole team with his behavior and work.

Understand the worker

It has already been said above that the team should be aware of current affairs. This is necessary to achieve a uniform result. The manager must not only issue orders, but also communicate with the staff. It is necessary to make the team understand that each employee is important for the company. And so that these are not empty words, the manager will have to learn to understand each employee. If problems arise at work, you should not immediately call the subordinate “on the carpet” and blame him for anything. To begin with, it is worth understanding the situation as a whole, finding the root cause of the problem and calmly eliminating it.

Each person has his own life principles, priorities and goals. When applying for a job, all this does not go anywhere. The leader will have to work with an already formed personality and to some extent adapt to it. All goals of an employee are usually subject to one of three needs:

1. material reward. A person joins a company to make money.
2. social status. The employee wants respect for himself as a person, is set for career growth.
3. Self-expression. The desire to express your opinion on every issue, to work independently on some area.

Based on the goals of the subordinate, the leader must find a personal approach to him. When this goal is achieved, there will be no problems in working with personnel.

Teamwork

In any team that works well, there is a certain team spirit. Most often it all depends on the personal goals of the team members and, of course, the leadership. For mutual understanding between employees and the manager, the latter will have to learn to state the essence of their requirements, the tasks of subordinates in accordance with their goals. That is, personnel management is a kind of psychology. The manager will have to analyze the behavior of subordinates, understand their doubts and fears.

Understanding the goal by the staff and the availability of the overall plan is the basis of properly organized teamwork. It is necessary to let the team know that it is in the team that they will cope with any tasks.

There are also a number of factors that can significantly reduce the ability to work in a team:

• the purpose of the project is not defined;
• insufficient provision of workers with resources;
• conflict situations among subordinates;
• poor attitude of the leadership to the team performance of the task;
• changeable goal, frequently changing tasks and requirements.

The Right Motivation

To achieve the best result in the implementation of the project, the most important thing is to properly motivate employees. As a rule, motivation can be material and non-material.

From the first, everything is more or less clear. Most of the team goes to work to earn money. There are two main ways to financially motivate employees:

1. Rewards. All sorts of bonuses and awards for the quality of work. This will make the person work quickly and efficiently.
2. Penalties. In general, everything is simple. If you work well, you get a pay raise. If you work poorly, you lose bonuses, you get fines.

With non-material motivation, everything is somewhat more complicated and interesting. Consider the methods of such motivation:

1. Boost. Rarely does anyone refuse to take a higher position. The employee must understand that good work is rewarded with career growth.
2. Friendly team. Most dismissals of their own free will occur precisely because of conflict situations in the service or misunderstanding. The leader must do everything to prevent this.
3. Stability. The employee must be confident in the future. Work should be official, wages should be timely, sick leave and vacation pay.
4. Collective rest. If the manager wants the team to have a good atmosphere and a positive mood, it is necessary to organize various kinds of recreational activities that enable employees to get to know each other better. It can be corporate evenings, field trips, sports competitions. But it is more effective to do this not on weekends and not by order.
5. Training. Periodic retraining of employees is required. People need new knowledge to work more efficiently. If various kinds of courses are paid for by the organization, this will also be a kind of reward.

These are the main methods. In each company, the manager will find his own non-material ways of encouragement. It all depends on the capabilities of the organization and the needs of the team. The main thing is that there should be no understatement between employees, the system of rewards or punishments should be clear.

The high-quality and fast work of the entire team depends directly on the personnel manager. The secrets of effective work are simple. If a leader simply demands unquestioning execution of orders by employees, he is likely to get a job done somehow and a tense situation among subordinates. And with a specific statement of goals and objectives, the right motivation, human attitude - excellent work done in a short time, friendly relations between employees and a trusting attitude towards oneself.

The concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which include the processes of planning, evaluation, project implementation and control.

Management theory as a science originated at the end of the last century and since then has undergone significant changes.

The very concept of "scientific management" was first introduced into use not by Frederick W. Taylor, who is rightfully considered the founder of management theory, but by the representative of American freight companies, Louis Brandeis in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that "management is a true a science based on precisely defined laws, rules, and principles.

For the past 50 years, the term HR has been used to describe the function of management dedicated to hiring, developing, training, rotating, securing, and firing personnel.

- a type of activity for managing people, aimed at achieving the goals of the company, enterprise through the use of labor, experience, talent of these people, taking into account their job satisfaction.

The modern approach to definition emphasizes the contribution of job-satisfied personnel to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of "personnel management" in the last decade of the twentieth century. To replace the contradictory relations between employers and employees, in which the working environment of the organization was dominated by strict regulation of procedures for interacting with employees, an atmosphere of cooperation, which has the following features:

• collaboration within small working groups;
• focus on customer satisfaction;
• significant attention is paid to business goals and the involvement of personnel to achieve these goals;
• stratification of organizational hierarchical structures and delegation of responsibility to leaders of working groups.

Based on this, the following differences between the concepts of "personnel management" and "human resource management" can be distinguished (Table 1):

Table 1 The main distinguishing features of the concepts of "personnel management" and "human resource management"

Reactive, supporting role Emphasis on performing procedures Special Department Focus on the needs and rights of staff Personnel is seen as a cost to be controlled Conflict situations are regulated at the level of a top manager Coordination of wages and working conditions takes place during collective bargaining Remuneration is determined depending on the internal factors of the organization Support function for other departments Promoting change Setting business goals in light of the impact on staff An inflexible approach to staff development

Proactive, innovative role Emphasis on strategy All management activities Focus on personnel requirements in light of business objectives Personnel is seen as an investment that needs to be developed Conflicts are managed by the leaders of the working groups Planning of human resources and employment conditions occurs at the management level Competitive wages and employment conditions are established in order to stay ahead of competitors Contribution to added business value Stimulating change Full commitment to business goals Flexible approach to

In terms of meaning, the concept of "Human resources" is closely related and correlates with such concepts as "personnel potential", "labor potential", "intellectual potential", surpassing each of them taken separately in volume.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - shows that there is no fundamental difference between "personnel" and "human resources" specialists.

In the modern approach, personnel management includes:

• planning the need for qualified employees;
• staffing and preparation of job descriptions;
• and the formation of a team of employees;
• analysis of the quality of work and control;
• development of professional training and advanced training programs;
• certification of employees: criteria, methods, assessments;
• motivation: salary, bonuses, benefits, promotions.

HR Models

In modern conditions, in the world management practice, a variety of personnel technologies, personnel management models are used, aimed at a more complete realization of labor and creative potential in order to achieve overall economic success and meet the personal needs of employees.

In general, modern models of personnel management can be divided into technocratic, economic, modern.

Experts and researchers from developed countries distinguish the following models of personnel management:

• management through motivation;
• framework management;
• delegation-based management;
• entrepreneurial management.

Management through motivation is based on the study of the needs, interests, moods, personal goals of employees, as well as on the possibility of integrating motivation with the production requirements and goals of the organization. Personnel policy in this model focuses on the development of human resources, strengthening the moral and psychological climate, the implementation of social programs.

is the construction of a management system based on the priorities of motivation, based on the choice of an effective motivational model.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, contributes to the growth of job satisfaction and develops a corporate leadership style.

Delegation based management. A more advanced system of human resource management is management through delegation, in which employees are transferred competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which got its name from two words: "entrepreneurship" - entrepreneurship and "intre" - internal. The essence of this concept is the development of entrepreneurial activity within the organization, which can be represented as a community of entrepreneurs, innovators and creators.

In modern science and practice of management, as the above analysis shows, there is a constant process of improvement, updating and searching for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may not be effective at all for another, since it has not been possible to integrate it into the organizational management system.

Modern management models

The concept of personnel management

The concept of personnel management- theoretical and methodological base, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many recognize the concept of personnel management of the famous Russian scientist in the field of management L.I. Evenenko, which highlights four concepts that have developed within the three main approaches to personnel management:

• economic;
• organic;
• humanistic.

		Concepts
	20-40s XX century	Usage(labor resources use)	Economic(the worker is the bearer of the labor function, "a living appendage of the machine")
	50-70s twentieth century	(personnel management)	Organic(employee — subject of labor relations, personality)
	80-90s twentieth century	Human resource management(human resource management)	Organic(an employee is a key strategic resource of an organization)
		Human control(human being management)	Humanistic(not people for the organization, but the organization for the people)

The economic approach gave rise to the concept of the use of labor resources. Within this approach the leading place is occupied by technical rather than managerial training of people at the enterprise. At the beginning of the XX century. instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relationships, and it should act like a mechanism: algorithmized, efficient, reliable and predictable. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR in the exploitation of labor by the state.

Within the framework of the organic paradigm, the second concept of personnel management and the third concept of human resource management have consistently developed.

The scientific basis of the concept of personnel management, which has been developing since the 1930s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structural element), but as a non-renewable resource- an element of social organization in the unity of the three main components - the labor function, social relations, the state of the employee. In Russian practice, this concept has been used fragmentarily for more than 30 years, and during the years of perestroika it became widespread in the “activation of the human factor”.

It was the organic approach that marked a new perspective on personnel management, bringing this type of management activity beyond the traditional functions of organizing labor and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a system of human management has been formed, where people represent the main resource and social value of the organization.

Analyzing the stated concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

• man as a resource of the production system (labor, human, human) is an important element of the production and management process;
• a person as a person with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all the above approaches to the analysis of the role of a person in production, it is possible to classify the known concepts in the form of a square as follows (Fig. 2).

The y-axis shows the division of concepts according to the attraction to the economic or social systems, and the abscissa shows the division of concepts according to the consideration of a person as a resource and as a person in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of the comprehensive development of the individual and the theory of human relations.

Personnel management is a purposeful and joint activity of the management of the organization. It includes the heads of the enterprise, as well as other specialists who are responsible for developing an effective concept of the personnel policy and individual methodological foundations for managing the organization's employees. In the course of managing employees, a clear personnel management system, organization and subsequent planning of personnel work, a marketing policy in the field of personnel, as well as determining the potential of each employee and his need for organization should be developed.

In a broad sense, this concept means a set of certain methods, methods, procedures and technologies for working with personnel working in any organizational structure.

There are several fundamental approaches that formulate a personnel management system, depending on which of the aspects of this phenomenon is to be considered.

In the modern world, the concept of a personnel management system, as a rule, includes:

• personnel planning)
• determination of the existing need for hiring workers)
• recruitment)
• selection)
• subsequent hiring of certain personnel)
• adaptation of hired personnel)
• staff training)
• career)
• grade)
• motivational component of employees)
• regulation of labor.

These are just the basic HR technologies that represent the range that any HR system includes. All elements of this system can be combined into three large blocks: technologies for the formation and representation of personnel, technologies for the development of personnel and technologies aimed at the rational use of the resources of existing personnel.

A system aimed at managing the personnel of an organization is one of the components of the organization as a whole. The successful development and existence of an organization in the economic space directly depends on its effectiveness and well-established nature.

Personnel management subsystems in the organizational structure

At the present stage of economic development, the personnel management system includes, as a rule, several fundamental subsystems that specialize in the implementation of a number of specific functions.

Subsystem of general and linear personnel management in the organization

The work of this subsystem is aimed both at managing the entire organization as a whole, and at managing various production and functional divisions. There can be quite a lot of such structural units, depending on the scale of the organizational structure and the scale of the enterprise.

Subsystem of planning and marketing policy in relation to personnel

This subsystem includes functions related to the development of personnel policy and strategies for managing them, as well as functions aimed at analyzing the potential of personnel and the labor market as a whole, organizing the planning of existing personnel, planning and subsequent forecasting of the existing need for new and current personnel.

Subsystem for accounting for existing personnel in a given organization

The essence of its functioning is connected with the organization of hiring employees, providing interviews, quantitative and qualitative assessment of the effectiveness of the selection and admission to the organization of certain personnel. This also includes the professional orientation of employees, the rational use and distribution of personnel among existing divisions in the organization, employment management in general and accounting for the reception, promotion, movement, and dismissal of each employee.

Subsystem aimed at managing organizational relations

It is a component without which personnel management would not be able to stably exist and develop. Organizational relationship management includes the following functions:

• analysis and subsequent regulation of both personal and group labor relations of current employees of an enterprise,
• analysis of the relations of direct managers,
• management of conflicts at work and emerging stressful circumstances,
• psychological diagnostics in the field of business relationships.

Subsystem that provides regulatory conditions for labor activity

This component is aimed at compliance with certain requirements and rules in the field of labor protection, the environment, technical aesthetics and ergonomics of the work process.

Subsystem that manages the development of personnel

Engaged in training, retraining, advanced training of existing personnel. The management system would not be effective without the periodic assessment of employees, the implementation of measures aimed at adapting new personnel, the promotion of certain employees up the career ladder and the organization of a personnel reserve.

The subsystem responsible for the motivational component

The work of this division is connected with the management of the motives of the behavior of employees, the regulation and tariffing of the production process, the development of wage systems for employees, forms of their participation in capital and profits, and the organization of morally positive reinforcement of personnel in the form of incentives.

Subsystem managing social development

It is engaged in organizing regulated public catering, developing the organizational culture of employees and their physical education, as well as providing recreation and health protection, social insurance for employees and housing management.

Subsystem aimed at developing the structure of organizational management

This component analyzes the management structure already established in the organization and is responsible for developing the staffing schedule.

Rights Enforcement Subsystem in the HR Management System

Solves legal issues in the field of relations at work, coordinates administrative and other official documents on personnel management.

Organizational structures that make up the personnel management system

These organizational structures are responsible for managing the personnel management system and various types of labor support:

1. Staffing is a qualitative and necessary composition of employees of the personnel department of the organization.
2. Methodological and regulatory support, consisting of two fundamental elements:

• documents of a different nature (for example, organizational and methodological documents, technical and administrative))
• reference regulatory materials that are needed to establish regulated rules, norms and methods used to solve various problems in the organization of labor, labor relations and personnel management systems)

1. Business support. As a rule, this component is responsible for creating the proper conditions necessary for working with documentation, which are used by the personnel management system. These conditions must be maintained throughout the entire workflow once they have been developed or received by the HR staff.
2. Information support is a certain set of all implemented decisions related to the volume, placement and forms of organization of information that is present and circulates in the personnel management system. Information support consists of operational, reference-normative and reference-technical information. There are certain requirements that are mandatory for employees to comply with in the framework of information support - these are the efficiency, complexity, systematicity and reliability of the relevant information.
3. Organizational support is the work of specially created units that perform certain tasks and functions for managing the organization's personnel.
4. Technical and material support implies the allocation of various technical, material and other means necessary for proper work with employees.

Based on this, we can conclude that an effective personnel management system should consist of absolutely all procedures for working with personnel, starting with the definition and compilation of basic ideas for the interaction of the administration and management with employees, and ending with the dismissal of employees. Moreover, all subsystems must clearly function and interact with each other.

Methods of coordinated work of the personnel management system

In order for the current organization to have a well-established management system, for personnel, personnel officers use certain methods aimed at building a management structure. These methods can be combined into two large groups:

• the first group includes those that characterize the immediate requirements for the formation of a coherent system for personnel management)
• the second includes methodological principles responsible for determining directions for the development of the management system.

System analysis is considered to be the main method used in building an employee management system. This methodological principle refers to a systematic approach and helps to solve the problems associated with the improvement and improvement of such a phenomenon as a personnel management system. There are also other fundamental methods.

Comparison method

Its essence lies in comparing the employee management system already existing in the enterprise with a similar management system in a successful and popular organization. Comparison will give an effective and positive result when comparing homogeneous management systems.

The principle of sequential substitution

With the help of it, the influence on the operation of the personnel management system of each of the factors that make up the current system is studied separately. Factors are ranked and selected the most optimal and significant.

Decomposition Method

It operates on the principle of dividing complex phenomena into simple ones. If the elements are as simple as possible, then the penetration into the very depths of the phenomenon under study will be more complete.

Principle of dynamics

It provides for the position of certain data in a series of dynamics and the subsequent exclusion of random and erroneous deviations from it. This principle is usually used when examining a variety of quantitative indicators that characterize the personnel management system.

Structuring goals

Responsible for both qualitative and quantitative substantiation of any goals and strategies that exist in the organization, as well as the goals that the current personnel management system adheres to, comparing them with the goals of the enterprise.

Expert analytics

The basis of this method is to involve highly qualified experts in the field of personnel management, as well as the management of the organization in this process. With the help of expert analysis, it is possible to identify various areas for improving the management system in the field of personnel of an organization or enterprise, to assess the causes of possible existing shortcomings of this system.

Regulatory principle

Responsible for the application of standards that determine the content and composition of a set of functions in the field of personnel management, for the number of employees for this set of functions, the type of structure of the organization and certain criteria by which the personnel management apparatus and the organization as a whole are built.

Parametric principle

It is used to identify and establish functional dependencies observed between the parameters of the current personnel management system and the parameters of the set of elements of the production system to establish compliance.

Morphological analysis

This method is a kind of tool used to study various possible combined variations of organizational decisions. These solutions are developed for the implementation of individual functions so that the personnel management system works effectively.

They do it this way: they write down all the existing functions of the system in a column, and then opposite each of them, line by line, all possible methods and options for implementing a particular function are indicated. The result is the so-called morphological matrix. The main idea of ​​this principle lies in the fragmentation of a complex problem into smaller ones, since it is much easier to solve them one by one separately.

Creative meetings

This is the principle of collective discussion by managers and specialists of various areas in which the personnel management system should develop. What is the effectiveness of this "verbal" methodological element? The fact is that when one of the leaders expresses an idea, then other interlocutors evoke several more new ideas, and this happens until a large stream of decisions is formed. In the course of this, you can really find a lot of ways to improve the structure of the organization.

Organizational personnel management system and its design

This type of design in the field of personnel management, as an organizational one, is a process during which projects are developed to organize effective employee management systems in a particular enterprise. The personnel management system in this case will be the basis of the entire existing management system that has developed in the organizational structure under consideration.

Stages according to which the system of organizational personnel management is designed

A project being developed to build a management system for an organization should consist of the following steps.

feasibility study

In other words, a "feasibility study" of the need and expediency in the field of improving the existing personnel management system. This stage is needed in order to justify the production and economic necessity and technical and economic feasibility. Includes sections such as:

Design assignment

This is the initial document necessary for the system of organizational personnel management to begin to be improved. It is advised to include the following necessary sections in this assignment for organizational design:

1. direct basis for developing a project to improve the management system of personnel working in the organization)
2. development goal)
3. results obtained during the analysis of the state of all existing production and management in the organizational structure under study)
4. a list of requirements that the organizational personnel management system must comply with)
5. suggestions and recommendations for improving the production system and personnel management system)
6. content, composition and direct organization of work on the development and implementation of this project)
7. information sources that are used to develop this project.

General project

According to it, a system of organizational personnel management will be developed. It is based in accordance with the task approved by the higher management for direct organizational design. At this stage, the documentation includes: general system, line management, target subsystem, functional subsystem and documentation on support subsystems.

working draft

It is the basis for the implementation of a personnel management system in the organization under study. This stage follows after the approval of the overall project. The purpose of the working draft will be the development of working documentation, which is mandatory for internal use and implementation.

The next goal of this stage is to carry out work on acceptance and delivery and ensure the normalized operation of the personnel management system at the enterprise. The detailed design documentation consists of similar parts observed in the general design.

Direct implementation of the project

The project for the operation of the personnel management system should include the following stages:

• logistical preparation)
• professional training of employees in the field of management at this organization)
• socio-psychological training of all employees of the organizational structure)
• incentive system for the implemented project)
• implementation of the developed project)
• implementation progress control)
• calculations of economic and actual effects from the implementation of the developed project)
• carrying out works on acceptance and delivery.

Goals and functions of the personnel management system

Regardless of the type and structure of the organization, its goal will be any specific state or desired set of results that this organizational structure ideally wants to achieve. In order to develop the goals of the organization, and especially the goal of the personnel management system itself, it will take a lot of effort, since this task is quite laborious.

Summarizing the system of goals that the organization wants to achieve, at least four blocks can be distinguished, classified according to the type of target orientation:

• Economic strategies and goals - are, as a rule, in obtaining an estimated amount of profit through the sale and marketing of products or services.
• The scientific and technical goal should be to ensure a specific level of development and products offered, to increase the productivity of labor effective labor activity through the introduction of new and improvement of old technologies.
• A commercial production goal is the manufacture and subsequent sale of a particular product (service) in a volume determined by management and with a rhythm set by management.
• Social goals - are to achieve a certain, given at the enterprise under study, the degree of satisfaction of social needs of all personnel, different in typology.

With regard to such a personnel management system, each unit in the personnel management service has its own specific purpose and functions performed.

Human Resources Department

The main goal of this division can be called the retention of demanded and highly qualified employees in the conditions of unstable production, as well as the recruitment of new personnel. The main functions of the HR department, as a rule, are:

• providing the operating organization with personnel (hiring them, placing them and dismissing them),
• management and accounting of personnel records,
• analysis of staff turnover and labor discipline,
• accounting for the movement of personnel operating at the enterprise,
• development of various personnel orders.

Department responsible for employee training

Without it, the system of organizational personnel management would not be stable, coherent and effective. The purpose of this unit should be the appropriate training of both managers and various specialists and workers located in the organization. The list of functions of this department is as follows:

• organization of training for management positions, as well as other specialists and employees, in the basics of conducting a market economy, in accordance with certain programs)
• training and subsequent certification of all employees in compliance with the rules and requirements of working safety, as well as labor protection)
• organization of the process of advanced training, retraining of managers and all other specialists of the enterprise through courses, trainings, lectures and internships)
• implementation of a variety of educational and methodological work in the field of industrial and economic education through the training or retraining of employees that are part of the personnel management system in the production structure)
• study and subsequent generalization of the professional experience of the best employees)
• organization and responsibility for various types of industrial practice of students studying in educational institutions.

Labor department and department responsible for employees' wages

The purpose of the activities of this functional unit will be the development of an objective assessment of the professional results of each of the employees in order to maintain an effective, effective motivation for his direct labor activity in the organization. The functions of this department are as follows:

• Development of a structured staffing table and making changes to it, according to the statements of the structure of the entire organization as a whole and a specific labor process in particular, the coordination of this staffing in certain established structural units.
• Systematic tracking of the number of personnel for a particular division of the enterprise (without this, the organizational personnel management system will not function without fragmentation).
• Implementation of a variety of modern remuneration systems, which will be focused directly on the final result.
• Improvement of existing and development of new principles and systems for assessing the performance of employees, the formation of an objective assessment of bonuses for team members.
• The introduction of such a form of staff recruitment in the organization as a contract.
• Formation of a collective agreement and control over its execution, making adjustments.
• Organization of work aimed at certification of workplaces.
• Development of a regime, work schedule for an existing organization, shifts and subsequent coordination of the developed schedule with higher management.
• Analysis of the technical and economic indicators of certain units in the structure of the labor organization.
• Compilation of statistics and planned reports on labor personnel indicators.

Social development department

Its goal is to realize the rights and all kinds of guarantees of social protection of all personnel that make up the system of organizational personnel management. With regard to the functions of this department, the social protection division is engaged in the development and planning of social insurance funds for company employees, the organization of various assistance funds, as well as:

• handles pensions,
• works with people who have received the title of "veteran of labor",
• carries out various types of insurance, loan payments,
• is responsible for resort and sanatorium vouchers and their provision to employees of the enterprise, for the social protection of the younger generation.

Occupational Health and Safety Compliance Department

The system of organizational personnel management would be unstable without this unit, since its main goal is to provide personnel with normal, safe conditions for the performance of their duties. In terms of functions, this department deals with:

• organization and coordination of work in the field of labor protection in the existing organization and all its substructures)
• monitoring compliance with all legislative and any other regulations relating to the labor activity of team members)
• consultation of employers, managers and all other participants included in the system of labor relations on labor protection issues)
• analyzing injuries at work and identifying various diseases associated with the professional activities of employees)
• coordination of project documentation developed in the organization and part of compliance with measures related to labor protection in it)
• analysis and synthesis of proposals affecting the issue of spending funds from the fund dealing with labor protection and labor relations)
• reporting in the field of labor protection.

Sociology Laboratory

The purpose of the unit's activity will be the formation of a favorable psychological climate for the employees of the organization. With the help of the social laboratory, the personnel management system will be adequate and non-destructive. The functions of the division are:

• increasing the stability of the entire team of employees, its initiative and labor activity)
• the study of various sociological or psychological factors and problems related to the organization of the effective work of employees)
• development of ways to solve the identified problems)
• psychological and social education of employees)
• development of such a phenomenon as an effective system of good neighborly relations in the field of personnel management, organization culture.

Functions of managerial positions that make up the organizational personnel management system

One of the most important positions in the personnel management system is the deputy director in the field of personnel management of the organization. It has a certain set of features. So, the person holding this position is also involved in the approval of documents such as:

• staffing,
• salary regulations for employees
• work schedules of organizational units of the enterprise,
• schedules of activities aimed at testing the qualifications of company employees,
• all kinds of provisions for assessing the activities of employees,
• acts aimed at investigating work-related injuries and accidents,
• vacation schedules for employees.

Also, Deputy Head of Human Resources, signs:

• orders for the appointment, dismissal or transfer of all specialists and managers, with the exception of the directorate of branches and deputy directors of the organization)
• various orders aimed at issuing benefits to women working in the organization who have children under the age of 3, as well as documents for the payment of other social benefits.
• orders aimed at granting holidays without pay and with pay)
• orders authorizing the assignment of a qualification category to a particular employee)
• orders to reduce the number of working employees)
• any other instructions that the personnel management system service prepares for him.

In addition, the person in this position must coordinate the following types of work activities with such members of the management:

1. Coordinate with the director of the enterprise or division the appointment of managerial positions, such as the director of a branch, deputies of management, etc., as well as the training or internship of certain employees who need it.
2. Coordinate with the Deputy Director in the field of material and economic issues estimates of expenses, expenses and income, as well as the use of funds from the consumption fund for any purpose.
3. Coordinate with the deputy head in the field of commercial issues the provision of the management department and other departments with all the necessary office equipment.
4. Coordinate with the directors of the branches of the existing enterprise (if any) a set of measures under the collective agreement, as well as staff schedules, salary levels, all kinds of structural changes.

The next managerial position in the organizational personnel management system is the person holding the position of personnel manager. He must have a set of necessary and modern knowledge of personnel management in all existing aspects. After all, it is he who carries out direct work in the field of employee management, starting with researching the labor market and hiring certain full-time employees for various positions and ending with measures for their dismissal or retirement. Its functions are as follows:

• Development of an effective personnel management strategy and responsibility for making the personnel management system clear and coherent.
• Development of personnel policy and workforce planning.
• Analysis of the potential of working employees.
• Forecasting and determining the need for any new specialists in a particular field of activity.
• Marketing to staff.
• Maintain business professional relationships and connections with employment centers and services, as well as with recruitment organizations.
• Planning and control of training, advanced training and retraining of all employees.
• Evaluation of business, professional and some personal qualities of employees for their rational use in production.
• Creation of favorable conditions for the systematic growth of personnel, as well as for their professional promotion.
• Participation in the development of organizational structures, staff schedules, as well as various other ideas and proposals aimed at the selection and placement of specialists holding a particular position in an existing organization.
• Organization of movement and direct accounting of personnel.
• The study of all possible causes of employee turnover and the development of measures to reduce it.
• Personnel management.
• Registration of the admission of new people to certain positions, as well as the transfer and dismissal of employees.
• Participation in the development and subsequent implementation of all kinds of plans and projects that are aimed at the direct social development of the existing organization.
• Work on professional orientation of employees.
• Formation of the workforce at the enterprise, responsibility for their psychological climate, interpersonal relationships and group interactions, identifying motivation and increasing it with an insufficient level of employee interest in the labor process.

Summarizing all the elements, you can see that the goals of the personnel management system are extensive and varied, as well as the functions. However, it all depends on the scale of the enterprise or organization in which this very system is implemented.

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The issues of personnel management and organization management today are relevant for most business entities. Under the management of the personnel of the organization is meant the solution of all aspects of the business activities related to human resources, while the management of the organization provides for an even broader scope of responsibility. And it is on the effective management of personnel and the management of the organization that the direct economic indicators of a business entity depend.

Human resources management - what is it

First of all, personnel management means the area of ​​theoretical knowledge and practical skills for the use and provision of the organization with employees who can perform the tasks assigned to them with maximum efficiency.

HR— management,HRM, human resources managementresources are all synonymous with personnel management concepts. From a narrower point of view, personnel management is directly a separate specialization that requires higher education, but at the moment, modern organizations do not always require it from applicants for this position.

Personnel management of the organization in its essence affects the following aspects of the enterprise:

• Selection of employees. It is the personnel management specialists who provide the search for employees. In the process of this, various methods and tools can be used, depending on the capabilities and needs of the enterprise.
• Organization of work of personnel at the enterprise. The development of standards for the activities of employees, as well as the effective management of available labor resources, are also within the scope of activities of personnel management specialists.
• Improving the efficiency of existing employees. Specialists in the HR sphere are also engaged not only in the direct selection and organization of labor, but also in the search for methods of effective influence on workers, the simplest option of which may be the use of labor discipline methods provided for by law - penalties and rewards at work.
• Dismissing employees and optimizing payroll costs. Optimization of personnel costs is another area of ​​activity of specialists in the organization's personnel management. The dismissal of inefficient employees, their demotion, the improvement of the efficiency of the labor process - all this makes it possible to reduce costs for the overall increase in the economic efficiency of an individual business entity.

Personnel records management and personnel management should be separated from each other, despite the fact that these concepts are often and in many organizations are similar. The main task of the personnel department is usually the proper documentation of all aspects of labor relations with employees. At the same time, the personnel management specialists of the organization are primarily engaged in direct practical solutions to issues related to the human resources of the enterprise.

Organization management as a specialty

The questions of what is the management of the organization are broader than the management or management of personnel. In particular, the main tasks of the organization's management are the direct management of the enterprise and ensuring the relationship between other departments and elements of the business entity. That is, indirectly, the specialty "management of the organization" implies the presence of both certain knowledge of personnel management and practical skills in using and other mechanisms to improve the efficiency of the organization in market conditions.

Thus, the management of the organization deals with the following issues:

At the moment, the specialty "organization management" in the Russian Federation is not widespread. At the same time, specialists in this field, first of all, are in demand not according to their documents confirming their education, but according to actual work experience and finished results.

Methods and models of personnel management

Now there are a large number of methods and models through which personnel management is carried out. From a historical point of view, the main models of personnel management appeared gradually. Thus, three main concepts of this activity can be distinguished:

In practice, the above concepts are practically not fully implemented in their pure form. At the same time, each of them has both certain advantages and disadvantages. For example, in the case of performing low-skilled, monotonous work without real prospects for career growth of employees, the technocratic concept will still be the most effective today.

Accordingly, on the basis of the above concepts, the main methods of personnel management are formed, which include:

• Economic methods.
• Organizational and administrative methods.
• Socio-psychological.

Personnel management in an organization is far from always that aspect of the activity that the employer must perform personally or allocate individual employees for it. In particular, at the moment most of the tasks can be effectively solved by recruitment agencies or outsourced specialists. This approach may be relevant in the absence of a constant need for a full-time employee in this position.

The article contains theoretical and practical information that will facilitate the process of personnel management. Following the prompts, you will learn how to competently build and adjust the system, choose the appropriate ways to influence the team.

From the article you will learn:

Related materials:

Human Resources: Definition

Management - personnel management, aimed primarily at achieving the goals of the organization, and not employees. But since the staff is able to make decisions and evaluate requirements, to protest in case of disagreement with the rules, the system is built on beneficial relationships, cooperation.

The dynamics of the organization's development, labor efficiency, profitability and much more directly depend on the actions of the manager. Novice managers often make mistakes that can be avoided if you thoroughly study the process of personnel management, and develop your own strategy based on theoretical information.

Useful table. Check if you have the necessary knowledge and skills for successful personnel management

Goals and principles of personnel management

In each company, the rules for cooperation with subordinates are selected individually, so you can’t copy the experience of others, but you can take it as a basis. Stick to the basic principles, which are complemented by norms that help you achieve the desired goal and keep business processes under control.

The basic principles and tasks of management can be depicted in the form of a schematic diagram:

What principles to follow:

• recruit staff on personal, professional and business qualities;
• observe continuity - combine young and experienced workers in a team;
• ensure the career growth of specialists, timely transfer the best employees who consistently show high results;
• maintain the spirit of competition, because it allows the potential of a person to be revealed;
• trust employees, but check their diligence;
• practice automatic replacement of absent employees with other specialists who are able to cope with job responsibilities;
• send employees for training so that the level of qualification of personnel is at the proper level;
• make decisions based on legal acts.

To increase the efficiency of work with personnel, eliminate unnecessary paper work, reduce the number of errors in documents, you can automate personnel management processes.

Management methods

Combine different methods of personnel management with each other, look for a balance. Use administrative, economic and socio-psychological ways to influence employees. Encourage the team to observe labor discipline, adhere to established rules. Set standards and make employees aware of them.

Important! Make sure that there are no unspoken rules in the team promoted by lidars. They may contradict the approved norms, negatively affect the processes, the team, the psychological climate, the image of the organization, etc. Has the informal leader become a source of negativity?

HR Models

In world practice, including in Russia, different models of personnel management are used, including methods, principles, strategies and technologies. Choose the one that will contribute to the disclosure of creative and labor potential, the achievement of economic well-being. Rely on the needs of the staff. For example, young people strive for career growth, development, empowerment, while older people seek stability, high wages, and recognition of merit.

If the management model is not chosen or needs to be revised, compare several options with each other to choose the most suitable system . First, identify what results employees are focused on achieving.

Model No. 1. Motivational management

Personnel management through motivation is based on the study of the moods, needs, interests, goals of employees. At the same time, the goals of employees must overlap with the goals of the company, otherwise only one side will benefit. Such a personnel policy is focused on the development of human resources, the implementation of personnel programs, and the strengthening of the psychological climate.

Test to determine the managerial style of a manager

Model number 2. Framework management

The model implies the creation of conditions for the development of responsibility, initiative and independence of employees. Framework management helps to increase the level of organization, responsibility, job satisfaction. In the course of this, the corporate style of leadership develops.

Model number 3. Delegation based personnel management

The management system through delegation is considered the most modern and perfect. Employees are empowered to make their own decisions and implement them. They are aware of their responsibility, they feel their importance. Work in the organization is in full swing even in those periods when management is absent.

Model number 4. Entrepreneurial management

The concept of intrapreneurship is taken as a basis. The relationship between managers and employees takes on a different form - the team is transformed into a community of creators, innovators and entrepreneurs. Everyone strives to achieve their goal, but everyone adheres to a common idea, which leads to harmony, high productivity and mutual understanding. If you manage active employees who put forward creative ideas, strive to bring and receive benefits, this management model is optimal.

How to create the perfect HR system

Council number 1. Distribute roles among management staff

Alone, you can not cope with all the tasks. Even if you put in a lot of effort, individual processes will be left to chance.

Council number 2. Deal with bottlenecks

Try in your work - they interfere with personnel management, provoke problems. Experts from the HR Director magazine told how HR should act when defects are discovered.

Council number 3. Listen not only to the management, but also to the staff

The task of business owners is to achieve maximum profitability. Often they put pressure on HR-ditch, forcing them to use prohibited methods of influencing employees, a system of punishments. Your task is not to spoil relations with either the owners of the company or with employees. Choose such methods of management in which there is maximum satisfaction and labor productivity, motivate, then you will not have to act as an executioner.

Council number 4. Do not build the system only on administrative methods

Formalization of all processes negatively affects the psychological climate, does not encourage creativity. Employees go to work as hard labor, and at the first opportunity they leave the organization. It is impossible to achieve high results from them.

Council number 5. Develop

Improve your skills, attend seminars and trainings. If you do not have time for this, pay attention to.