Modern stage economic development most countries of the world challenges organizations various problems in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

• development of each employee to his maximum productivity and the highest well-being;
• selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of the organization is a purposeful and conscious activity, the purpose of which is to create such a labor collective that will maximally combine the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition make business leaders pay special attention to long-term aspects of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and staffing are subject to planning. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• downsizing;
• information, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, a certain type of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow the economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful Solution of all available tasks will allow you to get the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achievement of the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to improve the financial and non-financial position of employees. This is possible with an increase wages and social spending, giving employees more rights, freedoms, etc.

Principles of work on personnel management

Conducting a personnel policy is an important aspect of the successful operation of an enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

1. Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel officers cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
5. methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the available principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, methods of hiring, etc.

Personnel policy at the present stage

The changes caused by the development of market relations also affected the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

• creating employee motivation for effective and highly productive work;
• ensuring efficiency production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is now carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, they are obliged to comply not only regulations enterprises, but general provisions available in labor law.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

• use of achievements scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides the organization with the necessary personnel and maintains its performance.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing and potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the existing conditions for personnel management in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the enterprise's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is the fundamental orientation to own or external personnel, and also reveals the degree of reference to the external environment in the recruitment process of the company. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict further development situations with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are also various options its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product appears or a significant change in the market.

Open Policy

In its implementation, the organization is transparent for people seeking to fill the vacancies available in it. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. After all, for the implementation of grandiose plans they need a large number of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

• develop strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• provide management and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the implementation official duties;
• to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
• create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity for creative growth;
• to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For more effective work firms need an analysis of various labor market factors. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

As they say, cadres are everything. This saying is still relevant today, since qualified personnel is the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not happen that the pros go to competitors, a carefully thought-out personnel policy is needed. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell in the article.

The concept of personnel policy and its types

One of the decisive factors that ensure efficiency and competitiveness for any company is high personnel potential. At the same time, it should be remembered that work with personnel does not end with hiring - the process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue, and in HR Same. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are implemented, therefore it is considered the core of the personnel management system.

The personnel policy is formed by the company's management and implemented by the personnel department in the process of performing their functions by its employees. The principles, methods, rules and norms in the field of work with personnel must be formulated in a certain way, the personnel policy must be fixed in local and other regulatory legal acts of the company, for example, the rules of internal work schedule, collective agreement. Of course, it is not always clearly indicated in the documents, however, regardless of the degree of expression "on paper", each organization has its own personnel policy.

The object of personnel policy, as we have already understood, is the personnel of the organization. But the subject is the personnel management system, consisting of personnel management services, independent structural divisions united according to the principle of functional and methodical subordination.

Note.Personnel policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policy.

Active. With such a policy, the company's management can not only predict the development crisis situations but also allocate funds to influence them. The personnel management service is able to develop anti-crisis programs, analyze the situation and make adjustments in accordance with changes in external and internal factors.

In this type of personnel policy, two subspecies are distinguished:

- rational (when the personnel department has the means of both diagnosing personnel and predicting the personnel situation for the medium and long term. The organization's development programs contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, integral part plan is a program of personnel work with options for its implementation);

- adventurous (when the management does not have a forecast for the development of the situation, but seeks to influence it. The personnel department of the enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, while the personnel work plan is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of ​​the purpose of this activity).

Passive. With this type of policy, the management of the organization does not have a program of action for employees, and personnel work reduced to the elimination of the negative consequences of external influences. Such organizations are characterized by the absence of a forecast of staffing needs, funds business evaluation employees, systems for diagnosing personnel motivation.

Personnel policy is carried out at all levels of management: senior management, line managers, personnel management service.

Preventive. It is carried out in cases where the management has reason to assume the possibility of crisis situations, there are some forecasts, but the personnel department of the organization does not have the means to influence the negative situation.

Reactive. The management of an organization that has chosen this type of personnel policy seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of a sufficiently qualified work force to solve the set tasks, lack of motivation for highly productive work). Human resources departments in such firms usually have the means to detect such situations and take emergency action.

Depending on the focus on its own or on external personnel, on the degree of openness in relation to the external environment, an open personnel policy is distinguished (an organization turns to external sources to meet the need for employees, that is, you can start working in an organization both from a lower position and at the level of senior management; this most often happens in new companies seeking to quickly conquer the market, reach the forefront in the industry) and closed (carried out when the company is focused on the inclusion of new personnel from the lower level, and replacement vacancies comes only from the number of employees, that is, in fact, their own personnel potential is used).

Development of personnel policy

Some have long existing companies, especially if they work closely with foreign partners, the understanding of personnel policy, personnel processes and activities for their implementation is documented. For some, the idea of ​​how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with identifying potential opportunities in the field of management and identifying those areas of work with personnel that should be strengthened for the successful implementation of the company's strategy.

The formation of personnel policy is influenced by external and internal factors. The organization cannot change the environmental factors, but must take it into account in order to correctly determine the need for personnel and the optimal sources of covering this need. These include:

— the situation on the labor market (demographic factors, education policy, interaction with trade unions);

— economic development trends;

- scientific and technological progress (affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);

— regulatory environment ( labor law, employment and labor protection legislation, social guarantees, etc.).

Factors of the internal environment are subject to control by the organization. These include:

- the goals of the organization, their time horizon and the degree of sophistication (for example, a company aimed at making a quick profit and then closing requires completely different professionals than a company focused on gradual development);

- management style (strictly centralized approach or the principle of decentralization - depending on this, different specialists are required);

- the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);

- working conditions (the degree of work hazard to health, the location of jobs, the degree of freedom in solving problems, interacting with other people in the process of work, etc. If there are at least a few unattractive jobs in terms of conditions, the personnel department will have to develop programs to attract and retain employees on them);

- leadership style (it will largely affect the nature of personnel policy).

The formation of personnel policy can be divided into several stages.

At the first stage, the formation of the goals and objectives of the personnel policy is carried out. It is necessary to harmonize the principles and goals of working with personnel with the principles and goals of the company, develop programs and ways to achieve the goals of personnel work. It should be noted that the goals and objectives of the personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives to ensure the effective functioning of the organization as a whole.

For your information.The main goal of personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out. For this, procedures for diagnosing and predicting the personnel situation are being developed. In particular, at this stage it is necessary to determine:

- quality requirements for employees based on the requirements for the position;

- the number of employees by position, qualification characteristics, etc.;

— the main directions of the personnel policy for the selection and placement of employees, the formation of a reserve, the assessment of personnel development, remuneration, the use of human resources, etc.

Well, at the final stage, a plan of personnel measures, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.

For your information.The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; measures for professional development, advanced training of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be implemented in the following areas:

— forecasting the need to create new jobs, taking into account the introduction of new technologies;

- development of a personnel development program in order to solve both current and future tasks of the organization based on the improvement of the training system and job transfer of employees;

— development of motivational mechanisms that ensure an increase in the interest and satisfaction of employees with work;

- Creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;

— ensuring equal opportunities for effective work, its safety and normal conditions;

— determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;

— improvement of the moral and psychological climate in the team, involvement of ordinary workers in management.

Recall that every employee matters, because in the end, the final results of the entire company depend on the work of an individual. In this regard, the moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities.

Evaluation of the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be corrected. In practice, the assessment of personnel policy is carried out according to the following indicators:

- labor productivity;

— compliance with the law;

- the degree of job satisfaction;

- the presence / absence of absenteeism and complaints;

- staff turnover;

— presence/absence of labor conflicts;

- the frequency of industrial injuries.

A well-formed personnel policy ensures not only timely and high-quality staffing, but also rational use workforce according to qualifications and in accordance with special training, as well as maintaining a high level of quality of life for employees, which makes working in a particular organization desirable.

Finally

So, in the article we very briefly talked about the personnel policy of the organization. What is the main goal of the Human Resources Department? Providing the organization with personnel capable of effectively solving urgent problems in market conditions, effective use these personnel, professional and social development. And the requirements for personnel policy are as follows.

First, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company's strategy, production and economic situation.

Secondly, the personnel policy should be economically justified, that is, based on the real financial capabilities of the organization, and should also provide for an individual approach to employees.

The introduction of personnel policy involves the restructuring of the work of the organization's personnel management service. It will be necessary to develop a concept for personnel management, update the provisions on personnel departments, and possibly reshuffle the management of the organization, based on the data of extraordinary certification; introduce new methods of selection, selection and evaluation of employees, as well as a system for their professional advancement. In addition, it will be necessary to develop programs for career guidance and adaptation of personnel, new systems of incentives and labor motivation and management of labor discipline.

Personnel policy of the enterprise defines the main approaches and methods of personnel management in a particular company. For the formation of the main directions of the personnel policy of the enterprise, as a rule, the personnel department and the top management of the company are responsible. Priority Goal personnel policy of the organization - to answer the question: what principles and specific tools will the company use in the field of personnel management.

Often the scope of personnel policy includes such processes as:

• Remuneration, system of remuneration and penalties
• Formation of a personnel reserve
• Rotation and internal promotion of staff
• End of employment relationship

Factors influencing the formation of the main directions of the company's personnel policy.

There are a number of external and internal factors that are taken into account when forming the personnel policy of an enterprise.

External factors

Legal field. First of all, any personnel policy of an enterprise should not contradict the laws of the country in which it is applied. For example, in the Russian Federation labor Code very clearly and strictly regulates the procedure for hiring, remuneration and dismissal of employees. Therefore, when developing a personnel policy, it is necessary to take into account the possibilities, practices and limitations of the current legislation. This can be a significant problem for companies that operate in different legal environments (different industries, regions, countries). Such international companies and large corporations, the HR department faces the dilemma of balancing global versus local approaches. On the one hand, the temptation to create a single set of personnel policies is great, on the other hand, the application and implementation of these policies encounters difficulties associated with the nuances of local legislation or accepted market practices.

For example, with a global approach to the development of the main directions of the company's personnel policy, there is an understandable desire to develop consolidated rules that will be applied regardless of the specifics and geography of the business. This allows the personnel department to form a unified approach to certain issues of personnel management, which in turn creates the basis for a common corporate culture, greatly facilitates the task of personnel movement within the company and increases the degree of objectivity. The complexity of this approach lies in the fact that the practical implementation of global personnel principles and technologies may face the impossibility of their implementation within the framework of local legislation. A vivid example of this is the need to adapt policies in one way or another in such personnel areas as:

• Policy on equal gender or national rights and non-discrimination on any grounds

Labor market. Not unimportant factor in setting priorities in the formation of the main directions of personnel policy of enterprises are current trends in the labor market. Any company, entering the market, enters the struggle for personnel. In this war for talent, each company chooses its own strategy. Someone tries to keep up with trends in the labor market. Someone is trying to stand out. Someone is always on the catch-up positions. But the market and the expectations of employees often dictate their own requirements for the content of the personnel policy of enterprises. Therefore, it is so important for the personnel department in the development and implementation of the main directions of personnel policy that good presentation about what competitors are doing and be aware of new methods and tools in the field of personnel management.

Technologies. IN Lately more and more, the impact of scientific and technological progress on the personnel processes of the company is felt. Automation of production and office activities, digital reality is changing approaches in the field of personnel management every day, which in turn is reflected in personnel policies and procedures. A vivid example of this is the process of automation of personnel workflow, algorithmization of the process of selection and evaluation of personnel. The introduction of online portals provides opportunities for employees and managers to implement HR policies and procedures through digital applications without the direct involvement of HR employees.

Cultural differences and peculiarities. The main success in the formation of personnel policies and processes of the organization is measured by their ultimate effectiveness. And this seriously depends on how cultural differences and peculiarities were taken into account in the development of documents and approaches. As they say, what is good for a Russian is death for a German.

Internal factors

Goals and business model of the enterprise. The main objectives of the personnel policy of the enterprise should be directly related to common goals business and chosen business model. After all, the human resource of the company is mobilized in order to ensure the achievement of these goals within the framework of a given business model. Therefore, the policies and procedures created by the HR department, in particular, are designed to explain to managers how they should act in order to increase the efficiency and productivity of employees.

Corporate culture. The definition of the main directions and content of personnel policy is also influenced by corporate culture organization and leadership style. What may be encouraged in one company may be a reason for dismissal in another. In personnel policies and procedures, the company gets the opportunity to codify its norms and clearly explain to employees the norms of what is acceptable.

Also, in practice, examples are not uncommon when the personal qualities and preferences of a leader can be reflected in practices in the field of personnel management.

Tools for implementing the company's personnel policy

The main directions of personnel policy can be fixed in different ways:

• Oral agreement within the framework of the company's traditions (example: it is customary for an enterprise to issue bonuses to employees by March 8 or February 23).
• Written in the form of personnel policies and procedures (example: various regulations - selection, adaptation, training and development, rotation, remuneration and motivation, etc.).

The tools for implementing the personnel policy of an enterprise can be:

• System of fines and rewards
• and staff promotion
• The system of values ​​and norms adopted within the corporate culture
• Philosophy of leadership and .

The main areas and directions of the company's personnel policy

As a rule, in most large and medium-sized companies, the following areas of personnel management are regulated and prescribed in one form or another:

Selection selection and recruitment

Policies and procedures in this area usually cover the following issues:

1. How is an employee searched for an open vacancy?
2. What methods of selection, interviewing and testing are applied to applicants?
3. Who and in what terms makes the final decision on hiring a candidate?
4. How is feedback built with candidates?
5. What is the recruitment process for a job candidate?

Additional policies in this area are:

• (referral program).
• Policy for equal rights and opportunities in recruitment (non-discrimination regulation).

At the stage of registration of an employee, some companies include in the set of personnel documents:

Policy on the verification of the candidate's personal data (the so-called background check)

Documents about liability employee

Introduction and adaptation of new employees

The main directions of the personnel approach in this direction, as a rule, are fixed in. Additionally, the processes of training, instruction and provision during a trial period can be prescribed.

Personnel training and development

The set of personnel policies in this area describes the processes and approaches of the company in the following areas:

Additionally, the processes of formation and distribution of the budget for training, the procedure for selecting contractors for the provision of training and training services, assessing the quality and effectiveness of training can be regulated.

Assessment and certification of personnel

The main directions of personnel policy in the field of assessment or certification of personnel are reflected in the following regulatory documents:

• The main directions for improving the personnel policy of the enterprise

  Changing market conditions and new trends in the field of personnel management require companies to constantly improve their approaches to managing their human capital. What can be the sources of improvement of the personnel policy of the enterprise:

  • changes in labor market conditions
  • emergence of new technologies
  • a significant generation change in the management of the enterprise
  • change of business owner
  • various forms of restructuring and reorganization
  • new methods in the field of personnel management
  • feedback from company staff.

  I would like to talk about the latter separately. The involvement of the company's personnel in the optimization of the organization's business processes is not an easy task, but in case of success, it promises a lot of benefits for both top management and the team. This statement is especially relevant in the issue of personnel approaches. If the company's personnel policy is aimed at creating a comfortable working atmosphere and increasing productivity, then the team should be given the opportunity to express their opinion and wishes on how the personnel policy is implemented. Affordable feedback, the HR department can obtain valuable information about how policies and procedures work in the field, which areas of personnel policy require adjustments and improvements.

  Feedback from employees can be implemented in the form of:

  • opportunities to express their suggestions to the HR department through internal forums and mail portals
  • publication of draft new policies and procedures in the public domain for discussion and suggestions from the team
  • invitation of team representatives to take part in the development of certain aspects of personnel policy
  • regular employee surveys.

  All these measures will create a two-way dialogue between the top management of the company and the team, increase the degree of involvement of employees in enterprise management issues and ensure best level support and understanding for the personnel of the principles and main directions of the personnel policy of the enterprise.

Personnel policy (CP) - determines the general line and principles of setting in working with personnel for the long term, it is formed by the state, the administration of the enterprise and finds concrete expression in the form of administrative and moral norms of behavior of employees at the enterprise.
Personnel policy (CP) - the general direction of personnel work, a set of methods, principles, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the strategy development of the organization and its personnel management strategy.
Personnel policy - a system of theoretical views, ideas, requirements, principles that determine the main areas of work with personnel, its forms and methods.
KP is reflected in the following documents:
1. Charter
2. Philosophy
3. Collective agreement
4. Internal labor regulations
5. Employee contract
6. Pay Regulations
7. Regulations on personnel certification
Philosophy of the organization - a set of moral and administrative norms and rules for the relationship of personnel, subordinated to the achievement global goal organizations.
Internal labor regulations - normative document regulating the hiring and dismissal of employees, work time organization of labor, the procedure for resolving labor disputes, receiving social benefits, rewards and punishments.
Collective agreement – agreement between the administration, the trade union committee and labor collective enterprises to solve production and social tasks in order to improve the work and life of workers and employees.
The implementation of the goals and objectives of personnel management is carried out through personnel policy.
Goals of personnel policy:
- timely provision of personnel with the required quality and the required quantity;
- providing conditions for the implementation of labor laws, internal labor regulations, the Charter of the organization, the Collective Agreement, the Regulation on remuneration, the Regulation on attestation, the Labor contract;
- rational use of human resources;
- Formation and support of effective work of the labor collective.
- Professional Development workers;
- improvement of the organization and stimulation of labor.
When choosing a personnel policy, factors inherent in the external and internal environment businesses such as:
- production requirements, enterprise development strategy;
- financial capabilities of the enterprise;
- quantitative and qualitative characteristics of the existing staff;
- the situation on the labor market;
- the demand for labor from competitors, the level of wages;
- the influence of trade unions, rigidity in defending the interests of workers;
- labor law requirements.
Requirements for personnel policy, it should be:
1. is closely linked to the enterprise development strategy;
2. sufficiently flexible (it is better for employees if it is stable, for an organization if it is dynamic);
3. economically justified;
4. provide an individual approach to their employees.
The content of the personnel policy is not limited to hiring (the choice of sources of staff replenishment, requirements for performers, etc.), but concerns the fundamental positions of the enterprise regarding the training, development of personnel, ensuring interaction between the employee and the organization. While personnel policy is associated with the choice of targets designed for long term, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between the strategy and tactics of achieving the goal.
Personnel policy forms:
- requirements for the labor force at the stage of its hiring;
- the attitude towards “investment” in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;
- attitude to the stabilization of the team;
- attitude to the nature of training new and retraining personnel;
- attitude to the movement of personnel in the organization.
Components of personnel policy:
- how the organization sees or wants to see its employees,
- policy regarding organizational standards and personal factor,
- remuneration policy,
- hiring policy,
- personnel and career development policy,
- policy of staff stabilization;
- Achievement evaluation policy (incremental and entrepreneurial).

Personnel decides everything - this postulate is an axiom not only in business. How to interact with the staff so that the work goes on efficiently, and the quality of the staff does not deteriorate, being updated in a timely manner? How to build a style of communication and management? Does the law provide for any legislative regulation of personnel policy?

Consider the most common styles of interaction between the management and / or owners of the organization with hired personnel.

Definition of personnel policy

The concept of policy provides for certain features of management and interaction. In this case, we are talking about personnel, that is, methods, principles, methods, approaches, rules, etc. are taken into account, which reflect all types of direct and indirect influence on hired personnel. Absolutely all activities related to personnel are related to it:

• leadership style;
• drawing up a collective agreement;
• formulation of internal labor regulations;
• recruitment principles;
• staffing features;
• certification and training of personnel;
• motivational and disciplining measures;
• career prospects, etc.

Thus, personnel policy- a set of rules that guide the representatives of the organization in interaction between each other and the firm.

NOTE! Even if these rules are not documented or not formulated at all or are not understood, they nevertheless exist in some form and affect the process of personnel interaction.

Tasks of personnel policy

Not just conscious, but well-planned tactics and strategy of personnel management at the enterprise is designed to solve a number of purely practical tasks:

• balance between maintaining and updating the composition of hired personnel;
• the optimal ratio of "fresh" and experienced personnel, their composition in terms of numbers and qualifications;
• increasing the efficiency of personnel depending on the needs of the market and the requirements of the company;
• monitoring and forecasting personnel impacts;
• implementation of targeted influence on the potential of hired personnel.

Principles of classification of personnel policy

1. The degree of awareness of the organization, represented by management, of ways to influence personnel and their application for direct impact determines 4 types of personnel policy in terms of its focus and scale:
   • passive;
   • reactive;
   • preventive;
   • active (one can distinguish between rational and adventurous).
2. The degree of desire to separate from external personnel influences, focus on one's own human resources or external potential allows one to divide the personnel policy into:
   • open;
   • closed.

Different types of scale of personnel policy

Depending on the methods of influence, personnel policy is divided into several types.

Passive

Passive personnel policy operates in such business structures that make a minimum of effort to manage personnel, letting the situation “run its course”, limiting itself only to punitive measures or leveling the negative results of personnel actions.

In such firms, management does not have time to analyze staffing needs, predict the impact on staff and plan any personnel measures, because it is forced to act in a permanent mode of "extinguishing" unexpectedly breaking out "fires", it is no longer possible to analyze the causes of which. Tactics far outweighs strategy. Naturally, such a policy is the least effective.

Reactive

Reactive HR policy monitors the causes and consequences of negative aspects related to personnel. As part of this method of management, management is concerned about such possible problems as:

• conflict situations among personnel;
• dissatisfaction with working conditions;
• lack of qualified personnel in conditions of need for them;
• decrease in motivation of employees, etc.

Problems need to be solved - this is what management's efforts are aimed at. As part of this policy, the organization seeks to develop programs aimed at analyzing situations in order to prevent their recurrence, as well as resolve existing conflicts to mutual benefit. The lack of efficiency of such a method of management can be revealed in long-term planning.

preventive

Preventive personnel policy, on the contrary, is aimed at the future human resources potential. When choosing between “looking into the past” and predicting the future situation, HR professionals who adhere to this style choose the latter. Sometimes it is not possible to equally combine the immediate impact on personnel situations with activities aimed at forming a perspective.

The organization prefers to build development plans for a more or less long period, while also focusing on current situations with personnel. The problem with the effectiveness of such a policy is if it is necessary to develop a program to achieve a certain personnel goal.

Active

Active personnel policy provides not only forecasting, both medium and long-term, but also means of direct impact on the current personnel situation. Human Resources firms that follow this policy:

• carry out constant monitoring of personnel conditions;
• develop programs in case of crises;
• analyze external and internal factors affecting the staff;
• can make appropriate and timely adjustments to the developed activities;
• formulate tasks and methods for developing the qualitative potential of personnel.

Depending on how correctly the management assesses the bases laid down in the calculation in the analysis and programming, an active personnel policy can be carried out in two ways.

1. Rational active personnel policy- the measures taken are based on conclusions drawn on the basis of perceived personnel mechanisms, as a result of making a “diagnosis” and reasonable forecasting. A rational way of personnel management provides not only the ability to establish essential principles and rules for influencing personnel, but also to change them if an emergency response to a changed situation is necessary. With this approach, any area of ​​activity will always be provided with the necessary number of performers, whose qualifications correspond to it as much as possible. An employee can count on development and growth in the long term.
2. Adventurous active personnel policy. The desire to influence personnel exceeds reasonable and conscious information about the situation that has developed with them. Diagnostics of the state of personnel is not carried out or is carried out insufficiently objectively, there are no means for long-term forecasting in this area or they are not used. However, the goals of personnel development are set and programs for their implementation are being developed. If they are based on a generally correct, albeit intuitive, understanding of the personnel situation, such a program can be applied quite effectively. A failure is possible if unexpected factors intervene, which it was not possible to predict.
   The main weakness of this type of management is the lack of flexibility in the event of unforeseen factors, for example, an unexpected change in the market situation, changes in technology, the emergence of competitive products, etc.

Types of personnel policy by the level of interaction with the environment

Open personnel policy is characterized by extreme transparency for personnel of any level. Personal experience Working in a particular organization is not critical to your potential career development, only qualifications are important. A person can be taken immediately to the position that corresponds to his level, if the company needs it, while he does not have to go through the path “from the bottom”. Features of this type of control:

• recruitment in a highly competitive environment (the company "outbids" the best specialists for the right positions);
• the ability to quickly start work without a long period of adaptation;
• the individuality and independence of thinking of employees is supported (within the framework of the required qualifications);
• the firm is set up to provide education, training or retraining of personnel, often in external centers;
• vertical promotion is problematic, since the company is focused on recruiting personnel with strictly necessary qualifications;
• external stimulation prevails as a way to motivate staff.

Closed personnel policy provides for gradual growth and internal replacement of personnel, that is, the staff is “cooked” within the company, gradually improving their qualifications, growing and accumulating the basic values ​​and principles of the organization, the “corporate spirit”. The specifics of this policy:

• often operates in conditions where recruitment opportunities are limited, labor is scarce;
• adaptation is effective, since there are always experienced "teachers" from among workers with solid experience;
• advanced training is carried out to a greater extent on the basis of the organization itself or its internal divisions, which ensures the unity of approaches and traditions;
• a career can be planned, vertical promotion takes place “from the bottom up” through the gradual promotion of employees who have acquired certain experience and have received the length of service necessary for this;
• motivation is carried out mainly by ensuring the basic needs of employees: stability, timeliness financial support, security, social recognition, etc.