Personnel program. Interrelation of personnel strategy and personnel actions. § improving the structure of personnel, its demographic and vocational composition, regulating the number of employees, increasing their education

Main phases strategic management.

It is known that in the formation of a strategic management system, four main phases can be distinguished:

  • 1) chaotic response to constant changes in the external environment;
  • 2) strategic planning in the narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of response strategies in advance (initial assumption: the new strategy should be based on the use of existing strengths and leveling weaknesses organizations);
  • 3) management of strategic opportunities - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence necessary for the organization's personnel to succeed in the future);
  • 4) management of strategic tasks in real time. Development and implementation of a constantly correcting program.

Depending on the phase of management practiced in the organization, as well as the level of planning, personnel activities can be distinguished different type, focused on solving operational, tactical or strategic tasks. The programs include various personnel activities, separate areas of work and projects aimed at improving the quality of personnel, developing their ability to solve problems dictated by the stage of development of the organization.

Consider the main personnel activities depending on the type of organization's strategy (stage of development of the organization) and the level of planning. For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate.

With an open personnel policy and the development of an entrepreneurial strategy, which falls at the stage of formation of an organization, strategic planning is accompanied by a process of informing about the organization and the services it provides.

During this period, the organization forms the requirements for personnel and attracts young and active specialists.

Medium-term planning during this period involves the following processes:

  • - search for promising people and projects;
  • - creation of a bank of candidates for work in the organization;
  • - holding competitions, issuing grants;
  • - establishing contacts with recruitment agencies;
  • - selection of project managers.

Being at the stage of intensive growth, the organization changes its personnel policy. The following processes take place in it:

  • - Training of managers, formation of horizontal and vertical management teams;
  • - Planning labor resources;
  • - Development staffing;
  • - Creation job descriptions;
  • - Description of the company's policy in documents and rules;
  • - Recruitment of personnel for specific types of work;
  • - Staff adaptation.

At the stage of stabilization, the organization adheres to the following course:

  • - New forms of labor organization are being developed for new technologies;
  • - The development of optimal schemes for stimulating labor, linked to the profit of the organization;
  • - Programs for assessing and stimulating the work of personnel are being implemented;
  • - There is a set of effective managers.

At the stage of liquidation, with an open personnel policy, the organization minimizes the staff, optimizes production.

With a closed personnel policy at the stage of organization formation:

  • - Own institutions are being created;
  • - The search for promising students, the payment of scholarships, internships at the enterprise are carried out, friends, relatives and acquaintances are involved.

At the growth stage, a closed personnel policy consists of: career planning, development of non-traditional ways of hiring, conducting in-house training programs, taking into account personal training needs.

Also at this stage:

  • - Development of labor incentive programs, recruitment of employees with high potential and ability to learn;
  • - Staff adaptation programs are being carried out.

The stabilization stage involves the development of schemes for optimizing labor, reducing labor costs, and implementing training programs for management personnel.

There is also a process of active involvement of personnel in the optimization of the organization's activities.

At the stage of liquidation of the organization with a closed personnel policy, retraining programs for specialists are being developed, part-time programs are being developed, and jobs are being sought for the relocated personnel.

The process of involving personnel in the discussion of the prospects for the development of the organization is activated, first of all, new employees are fired.

The choice of this or that personnel policy, and with it the definition of personnel activities, depends on the form of ownership of the organization, on the scope of its activities, the range of products, services provided and many other factors.

In spite of everything, there are advantages and disadvantages in all models of personnel policy. It should also be noted that in real practice there are rarely standard open or closed models of personnel policy.

It should also be noted that personnel measures depend not only on the model of personnel policy, but also on the specifics of the organization's work. Each organization is individual and each organization has its own, specific approach to the definition of personnel activities.

Main phases of strategic management

It is known that in the formation of a strategic management system, four main phases can be distinguished:

  • 1) chaotic response to constant changes in the external environment;
  • 2) strategic planning in the narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of strategies for response in advance (initial assumption: the new strategy should be based on the use of existing strengths and leveling the weaknesses of the organization);
  • 3) management of strategic opportunities - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence necessary for the organization's personnel to succeed in the future);
  • 4) management of strategic tasks in real time. Development and implementation of a constantly correcting program.

Depending on the phase of management practiced in the organization, as well as the level of planning, personnel activities of various types can be distinguished, focused on solving operational, tactical or strategic tasks. The programs include various personnel activities, separate areas of work and projects aimed at improving the quality of personnel, developing their ability to solve problems dictated by the stage of development of the organization.

Consider the main personnel activities depending on the type of organization's strategy (stage of development of the organization) and the level of planning. For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate.

With an open personnel policy and the development of an entrepreneurial strategy, which falls at the stage of formation of an organization, strategic planning is accompanied by a process of informing about the organization and the services it provides. During this period, the organization forms the requirements for personnel and attracts young and active professionals.

Medium-term planning during this period involves the following processes:

  • - search for promising people and projects;
  • - creation of a bank of candidates for work in the organization;
  • - holding competitions, issuing grants;
  • - establishing contacts with recruitment agencies;
  • - selection of project managers;

Being at the stage of intensive growth, the organization changes its personnel policy. The following processes take place in it: Training of managers, formation of horizontal and vertical management teams. Workforce planning. Development of staffing. Creation of job descriptions. Description of the company's policy in documents and rules. Recruitment of personnel for specific types of work. Staff adaptation.

At the stage of stabilization, the organization adheres to the following course: new forms of labor organization are being developed for new technologies. The development of optimal schemes for stimulating labor, linked to the profit of the organization, is being developed. Programs for assessing and stimulating the work of personnel are being implemented. There is a set of effective managers.

At the stage of liquidation, with an open personnel policy, the organization minimizes the staff, optimizes production.

With a closed personnel policy, at the stage of organization formation, own institutions are created. The search for promising students, the payment of scholarships, internships at the enterprise are carried out, friends, relatives and acquaintances are involved.

At the growth stage, a closed personnel policy consists of: career planning, development of non-traditional ways of hiring, conducting in-house training programs, taking into account personal training needs.

Also at this stage, the development of labor incentive programs, the recruitment of employees with high potential and ability to learn. Personnel adaptation programs are being carried out.

The stabilization stage involves the development of schemes for optimizing labor, reducing labor costs, and implementing training programs for management personnel.

There is also a process of active involvement of personnel in the optimization of the organization's activities.

At the stage of liquidation of the organization with a closed personnel policy, retraining programs for specialists are being developed, part-time programs are being developed, and jobs are being sought for the relocated personnel. The process of involving personnel in the discussion of the prospects for the development of the organization is activated, first of all, new employees are fired.

The choice of this or that personnel policy, and with it the definition of personnel activities, depends on the form of ownership of the organization, on the scope of its activities, the range of products, services provided and many other factors.

In spite of everything, there are advantages and disadvantages in all models of personnel policy. It should also be noted that in real practice there are rarely standard open or closed models of personnel policy.

It should also be noted that personnel measures depend not only on the model of personnel policy, but also on the specifics of the organization's work. Each organization is individual and each organization has its own, specific approach to the definition of personnel activities.

Human Resources Shevchuk Denis Aleksandrovich

5.3. Personnel activities And HR strategy

It is known that in the formation of a strategic management system, four main phases can be distinguished:

Chaotic response to constant changes in the external environment;

Strategic planning in the narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of response strategies in advance (initial assumption: the new strategy should be based on the use of existing strengths and leveling the weaknesses of the organization);

Management of strategic opportunities - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence necessary for the organization's personnel to succeed in the future);

Real-time strategic task management - development and implementation of an ever-adjusting program.

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

Consider the main personnel activities depending on the type of strategy of the organization and the level of planning. For an open and closed personnel policy, various types of measures to meet essentially the same personnel needs will be adequate (Table 5.2).

Table 5.2.

Personnel activities implemented in the open and closed type of personnel policy

This text is an introductory piece.

From the book Marketing. And now the questions! author Mann Igor Borisovich

From the book Brand Integrated Management author Tulchinsky Grigory Lvovich

Human Resources and Talent Management For effective work companies in a constantly changing market environment, the vital features are flexibility, adaptability, willingness to change, the ability to overcome difficult situations. Definitely work with staff.

From the book How to get a good job high paying job and build successful career author Shevchuk Denis Alexandrovich

8.4. Recruitment agencies Recruitment agencies are private organizations that specialize in the employment of employed citizens, that is, those who have a job in any organization, work experience in their specialty, but who want to improve their working conditions. Under such

From the book Personnel Service of the Enterprise: Paperwork, Document Management and normative base author Gusyatnikova Daria Efimovna

8.6. Employer Human Resources Human Resources organizations, in addition to employment centers, are engaged in employment directly on behalf of the employer's organization, and also create significant databases of necessary specialists and managers. Procedure

From the book Human Resource Management for Managers: tutorial author Spivak Vladimir Alexandrovich

author Doskova Ludmila

Mission, goals, philosophy, principles in the field of personnel management. personnel policy The meaning of the existence of the organization, its "calling", is established by developing a mission and setting basic goals, as well as determining the means to achieve them. IN solid company, How

From the book Human Resources author Shevchuk Denis Alexandrovich

20. Personnel policy of the organization Personnel policy is a set of goals, objectives, principles, methods, means of influencing the activities of personnel to achieve the goals of the organization. There is an active, passive, preventive and reactive personnel

From the book The Big Book of the HR Director author Rudavina Elena Rolenovna

Chapter 5. Personnel policy The policy of an organization is a system of rules in accordance with which the system as a whole behaves and according to which the people included in this system act. In addition to financial policy, foreign economic policy, policy towards competitors, etc., any

From the book How to ruin own business. Bad advice Russian entrepreneurs author

5.4. Recruitment agencies - assistants or? “Don’t you have the same one, but without wings?” – Unfortunately, no… – We will look for… Film “Diamond Arm” Let's talk about recruitment agencies as providers of recruitment services we need.

From the book How to ruin your own business. Bad advice for entrepreneurs author Baksht Konstantin Alexandrovich

Recruitment agencies-2: let's sell them again! On a more serious professional level work recruitment agencies who engage in headhunting. That is "headhunting". They have their own databases with information about many professionals. Usually such agencies

From the book Staff Loyalty author Ovchinnikova Oksana

From the book Headhunting. Technologies for effective recruitment. Competition, shortage, recruitment, personnel assessment author Baksht Konstantin Alexandrovich

5.3. Human Resources as Loyalty Agents Analyzing the role of recruitment agencies in building and maintaining loyalty in a region is a thankless task. In general, the analysis is difficult, but very interesting. As usual, all novelties, including developments in the field

From the book How to Find and Evaluate a Candidate? Simple solutions for non-professionals author Maslennikov Roman Mikhailovich

Recruitment Agencies - 1: Simple Redirection Many entrepreneurs quickly tire of the ongoing recruitment challenges. They come to the conclusion that professionals should be engaged in the recruitment of employees. In fact, they thus mask their flight.

From the book Sales Management author Petrov Konstantin Nikolaevich

Recruitment agencies - 2: sell them again! At a more serious professional level, there are recruitment agencies that are engaged in headhunting. That is head hunting. They have databases that contain the contacts of many professionals. Usually such

From the author's book

Chapter 7 Personnel industry. Birth and development. Modern business cases Today, no one needs to prove that people are the main capital of any company, any business. The need for highly qualified first-class personnel is inexhaustible.

The development of an organization is usually distinguished by the concept of social development, which is implemented with the help of personnel planning. The most important elements of personnel planning are the personnel management strategy, personnel goals and objectives, as well as personnel activities.

Methodological aspects Reorganization of key processes in accordance with the adopted market strategy. Adaptation of organizational structures and job descriptions. Changing value perceptions (for example, focusing on the process of creating wealth or clientele). Introduction of modern information technology . Personnel development and new methods of remuneration Structural and personnel approach (new forms of organizational structures, changing attitudes and behavior patterns of employees, qualification events for individuals and groups)

The tool for the implementation of the industrial policy of the region is the Tambov Region Industrial Development Program for 2002 - 2004, which provides for the implementation of priority areas for industrial development, measures state support industrial enterprises and individual investment projects, scientific, technical and staffing of the program activities. The regional program is the most important means of implementing the strategy and tactics of the region's economic development, of actively influencing economic processes in order to achieve the final socio-economic goals. The program management method involves the formation of a system of interrelated measures both at the level of the entire industrial complex and at the level of its industries, focused on the implementation of the goals and most important tasks of industrial development. Program for the development of the industry of the Tambov region for 2002 - 2004. developed in accordance with the Law of the Tambov Region dated June 29, 1999 No. 66-3 "On Industrial Policy in the Tambov Region" and the Concept of Industrial Policy of the Tambov Region, approved by the Resolution of the Regional Duma dated September 9, 2000 No. 724.

The main strategy is revealed in the practical policy of the organization. It appears as a result of the combination of various external and internal factors. Since no one can grasp the immensity, the organization's policy is developed by divisions. Gray results also cannot satisfy the organization, so it must seek ways to take into account all factors. Practical policy is the basis of decisions made, management resorts to it daily. For each major event, the organization can develop its own policy, which will reflect the basic principles that guide the organization in daily practice. Practical policy as an element of strategic planning is the main means of managing an organization. The most frequently developed marketing policy (includes an assessment of the policy of product release, pricing, work with the clientele, distribution and expansion of trade), production, personnel, financial, investment and development policies.

This barrier can be removed on the basis of systematic work with personnel with clearly defined priorities. The key place in this work, instead of the concepts of functions, responsibilities, questionnaires, accounting, activities, should be occupied by the concepts of strategy, priority tasks, projects, technologies, efficiency. This approach is based on two fundamental points, changing the role and functions of line managers in working with personnel, introducing a method into personnel management that combines the formation of innovative teams and the use of the principle of project management. The essence of this approach reveals a number of provisions.

Specific goals in the field of personnel form the basis for the development of a system of measures that represent a set of measures aimed at the implementation personnel tasks, goals and strategy of the organization, taking into account the needs of professionals in each workplace. Now in Russia the role of personnel planning is growing significantly. One of the main problems is the provision of jobs for the long term, taking into account constant technical updating. Automated control systems based on the latest microprocessor technology are being introduced, which necessitates the training of more qualified specialists for each workplace.

However, such a defense strategy, even if it can be effective for individual enterprises waiting for a recovery in business activity and favorable market conditions, is unacceptable for the vast majority of enterprises. Obviously, with the massive use of a protective strategy by most enterprises, the situation will worsen even more, which will lead to an even deeper crisis in the national economy, and not to the financial well-being of enterprises using it. The protective strategy of the enterprise is limited, as a rule, to the use of appropriate operational measures, among which should be noted the elimination of losses, cost reduction, identification of internal reserves, personnel changes, strengthening discipline, trying to settle things with creditors (postponing debts) and with suppliers and other activities.

At the same time, top managers of the company must identify the shortage of highly qualified specialists in all divisions of the company and develop measures to eliminate it. For this, measures are taken such as hiring workers with the required training, organizing retraining courses, etc. In addition, managers analyze the results of the implementation of their personnel strategy, the necessary knowledge and experience, activities for the formation of intellectual potential, which could have a positive impact on the staff.

In a dynamically developing organization, it is necessary to plan current activities units in accordance with the overall strategy so that it is aimed at successful solution current tasks. At the same time, it is worth analyzing the activities over the past year: think through all the shortcomings, problems and make suggestions for improvement in all areas personnel work. The list of future events can be drawn up for a certain period - month, quarter, year.

Conventionally, the process of developing operational measures by the personnel department can be divided into three stages. At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of the staff, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information about the average wages and provided social package.

At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal with a deadline (preferably indicating exact date– date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the personnel department, tasks that meet the requirements labor law, namely:

  • mandatory conclusion employment contracts(art. 57 Labor Code Russian Federation);
  • drawing up a vacation schedule for the next year (Article 123 of the Labor Code of the Russian Federation);
  • development of local regulations (Articles 40, 86, 189 of the Labor Code of the Russian Federation);
  • maintaining a time sheet (Article 91 of the Labor Code of the Russian Federation);
  • accounting for work outside the established working hours (Articles 97, 99 of the Labor Code of the Russian Federation);
  • guarantees to an employee in case of temporary disability (Article 183 of the Labor Code of the Russian Federation);
  • guarantees and compensations to employees sent by the employer for training for advanced training (Article 187 of the Labor Code of the Russian Federation);
  • execution of written agreements on the full liability employees (Articles 244, 245 of the Labor Code of the Russian Federation);
  • conducting medical examinations workers (Articles 69, 185, 213, 266 of the Labor Code of the Russian Federation).

Some activities can be planned in any month of the calendar year, for example, checking the availability of documents in a personal file, advanced training, and developing regulatory local acts of an organization. However, it is better not to postpone them until December due to the possible lack of time during this period. Heads of departments should involve in the development of a detailed project of employees subordinate to him. It is well known that if the role of an employee is not reduced to a passive one, he will delve deeper into the problem, will be ready to accept reasonable conclusions and recommendations of the manager, and will also put more diligence into achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, the economic situation, and the demand for manufactured products and services.

The third stage is the final one, it involves the approval and approval personnel plan, as well as support for the strategic line of the organization and systematic monitoring throughout the year of the implementation of activities.

The application presents organizational plan activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, maintaining personnel office work, work with the military registration table, development and training, preparation of documents for archiving, etc. At the end of the reporting period (in this case, the first quarter), in the column “Completion mark”, the assessment of the effectiveness of each activity in percent (25, 50, 75, 100%) is put down. Based on such an analysis, it will be possible to correct and stabilize actions in the next reporting period.

Personnel planning is fully effective only if it is consistent with common process work in the organization. In this case, its positive influence is obvious.

  • Recruitment procedures are being improved as planning is a source of information about the organization's need for personnel. This minimizes costs and avoids crisis situations related to labor shortages.
  • Optimizes workforce utilization as untapped employee potential is identified through expansion official duties and reorganization production processes based on new technologies.
  • Careful design of training and professional development personnel allows you to ensure the necessary qualifications of employees and achieve results with the least loss.
  • are shrinking total costs on labor force thanks to a thoughtful, consistent and active personnel policy of the organization in the internal and foreign market labor.

Application

Approximate action plan for the HR department for the first quarter



Tatyana Skorobogatova, Moscow