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What competencies does an HR manager need to have? HR specialist (Human Resource): features of the profession and necessary qualities. What metrics are used to evaluate HR professionals?

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DEPERTAMET OF EDUCATION OF THE CITY OF MOSCOW

SAMARA BRANCH OF THE STATE EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION OF THE CITY OF MOSCOW

"MOSCOW CITY PEDAGOGICAL UNIVERSITY"

course project

Otscompetencies encapersonnel manager

in the discipline "Organization of personnel work"

3rd year full-time student of the group

SAMARA 2009

Introduction

1. The essence of the concept of competence

1.1 Features of the activities of the personnel manager

1.2 American and Japanese approaches

1.3 The difference between competence, competence and professionalism

2. Criteria for assessing competencies

2.1 Key competencies of an HR manager

2.2 Methods for assessing the competencies of a personnel manager and their reliability

3. Assessment of the competence of the HR manager of Otradnensky Petroleum Engineering Plant OJSC

3.1 Characteristics of the organization

3.2 Assessment of the competencies of the HR manager of Otradnensky Oil Engineering Plant JSC

3.3 Suggestions for improving the work of the HR manager

Conclusion

List of used sources and literature

Attachment 1

Appendix 2

Annex 3

Introduction

Management in general view can be defined as a system economic management production, which includes a set of principles, methods, forms and techniques of management. Management includes management theory and practical examples effective leadership, which refers to the art of management.

The strategy of functioning and development of any enterprise (organization) is unthinkable without referring to the staff. In order to ensure the effective functioning of the enterprise, it must be formed strong team capable of maintaining his high professional prestige.

Until recently, the very concept of "personnel management" in management practice was absent. True, the management system of each organization had a functional subsystem of personnel management and social development team, but most of the work on personnel management was performed by line managers of departments.

Main structural unit for personnel management in the organization is the personnel department, which includes personnel managers, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or technical training departments are often created.

HR departments are neither a methodological, nor an information, nor a coordinating center personnel work. They are structurally separated from the departments of labor organization and wages, health and safety departments, legal departments and other departments that perform human resources functions. For solutions social problems social research and service services are being created in organizations.

Relevance of the topic. Personnel management services, as a rule, have a low organizational status and are weak professionally. Because of this, they perform a range of tasks in personnel management and ensuring normal conditions his works. The most important among them are: socio-psychological diagnostics; analysis and regulation of group and personal relationships, leadership relationships; production and social conflicts and stress; information support of the system personnel management; employment management; evaluation and selection of candidates for vacant positions; analysis of human resources and staffing needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of employees; management of labor motivation; legal issues of labor relations; psychophysiology, ergonomics and aesthetics of labor.

The purpose of the work: assessment of the key competencies of the personnel manager.

Work tasks:

1) study the theoretical aspects of personnel management

2) analyze the activities of the HR manager

3) to study the key competencies of the personnel manager

In the first chapter, the very concept of competence is considered, what it means, what aspects of a manager's activity it includes. It differs from competence and professionalism.

In the second chapter, the key competencies of the HR manager and methods for assessing these competencies will be considered.

In the third chapter, the competencies of the personnel manager at Otradnensky Oil Engineering Plant OJSC are considered. And I will also offer measures to improve the work of the HR manager on this enterprise. personnel manager personnel management

To create this term paper used literature edited by such authors as: Bazarov T.Yu., Kono T., Ouchi U.G.

1. Essenceconcepts of competence

1.1 Features of activitypersonnel manager

The personnel manager is a member of the organization that carries out managerial activities and solves managerial tasks. FROM full responsibility It can be argued that managers are the key people in an organization. However, not all managers play the same role in the organization, not all managers occupy the same position in the organization, the tasks performed by different managers are far from the same, and, finally, the functions performed by individual managers are also not identical. This is due to the fact that there is a hierarchy in the organization, that different functions are performed, and, finally, that there are different types of management activities.

The specificity of the tasks to be solved presupposes a predominantly mental, creative nature of managerial work. Managers make human, financial, physical resources as productive as possible. They have a special subject of labor - information, transforming which they make decisions, necessary changes in the state of the managed object. Therefore, the tools of labor of managers are, first of all, the means of working with information. The result of their activities is evaluated according to the achievement of the set goals. There are five basic operations in the work of every manager, no matter what area he is in. Their result is the integration of resources to sustain the vitality and growth of the organization.

The HR manager, first, sets goals. It defines tasks in each group of goals. He decides what must be done to achieve these goals. He makes them effective by communicating them to other people whose work is needed to achieve them.

Secondly, the HR manager organizes. He analyzes the activities, decisions, relationships required to achieve the goals. He divides them into manageable aggregates, and these aggregates into manageable labor tasks. It groups these populations and tasks into an organizational structure. He chooses people to manage people to manage these collections and to solve the tasks that need to be done. Bazarov T.Yu., Bekov H.A., Aksenova E.A., Methods for assessing managerial personnel of state and commercial structures. - M., 1995.

Thirdly, the HR manager supports motivation and communication. He makes up a team of people responsible for various areas of activity. He does it with the help of specific techniques, through personnel decisions about pay, appointments, promotions, and through a variety of decisions that determine the so-called quality of working life, which is not at all reduced to wages or working conditions in our usual sense. And he does this by maintaining constant communication with his subordinates, superiors and colleagues.

The fourth element in a manager's job is measurement. It establishes the units of measurement most important to the success of an organization. He ensures that each person has indicators focused on the work of the entire organization at the same time on the work of this individual and helps him to do. He analyzes, evaluates and interprets the results. As in all other areas of work, he communicates them to his superiors, subordinates and colleagues.

Finally, fifthly, he promotes the growth of people, including himself. The mentioned qualities of working life in one and possible interpretations represent just a set of conditions that contribute to the growth of members of the organization. All these operations can be divided into categories of work, each of which requires specific qualities and qualifications.

Management thus does not necessarily have to do with the delegation of power. The tasks of the personnel manager are autonomous and rooted in the needs of the enterprise. There are managerial positions, there is managerial work, there is managerial skill, and there is a distinct managerial organization. Managers are the main resource of the enterprise. In a fully automated factory, there may be almost no workers - but there will be managers. Volgin A. P., Modin A. A., Matirko V. P. Personnel management in conditions market economy. German experience. - M., 1992.

The functions of a manager and the situations in which they are implemented are different. The manager manages the work of one, several or many employees, he manages the company or its functional unit, having a certain independence for decision-making. A manager is, first of all, a hired manager who organizes the specific activities of employees subordinate to him and at the same time performs certain managerial functions. The place of personnel assessment in the personnel management system. // Man and labor. - 1997. - No. 6.

1.2 American and Japanese approaches

At present, the saying "personnel decides everything" is gaining a second wind, therefore, for the effective operation of an enterprise, it is necessary to form a holistic concept of personnel management, in the center of which is a person with his values, views and beliefs. It is believed that this concept has a "national connotation". In the US, for example, it is pragmatic: a person is seen as a resource that needs to be treated carefully and investments in which should pay off. In Japan, a person is not only a resource, but also an independent value: here the role of corporate culture and organizational values is much higher. Comparative characteristics 2 approaches to personnel management is shown in the table.

Comparative characteristics of approaches to personnel management of an organization:

Work organization criterion	Japanese approach	American approach
Basis of the organization	Harmony	Efficiency
Attitude to work	The main thing is the fulfillment of duties	The main thing is the implementation of tasks
Competition	Hardly ever
Guarantees for the worker	High (lifetime hire)
Making decisions	Upwards	Top down
Delegation of power	In rare cases	Common
Relations with subordinates	Family	Formal
recruitment method	After finishing studies	By business qualities
Salary	Depending on experience	Depending on the result

Comparing the above management styles in terms of their relevance for the formation and development of the organization's human capital, it can be noted that the Japanese management style is the most progressive, innovative and humanistically oriented. If English, German, and also American organizations overwhelmingly inclined to meet their staffing needs with the help of recruitment agencies(that is, with the help of sources external environment), then Japanese firms, on the contrary, are focused on “cultivating” their own human capital; they recognize this resource and take care of its development.

The stated essence of the technocratic and humanistic approaches can be depicted by two objects that are contained in the "black box" and figuratively characterize the prevailing personnel management systems in the United States and Japan.

For the American personnel management system, this can be an ordinary brick, which symbolizes an employee of the appropriate category and qualification, that is, one that American firms need and attract according to their needs. Characteristic of the Japanese management system is the employment of an employee as an unhewn stone, which will be “processed, honed” in accordance with the needs of the company.

The desire of many modern companies before the formation effective system personnel management encourages the study of various theories, conclusions and approaches that were proposed by scientists and practitioners, managers, and the choice of the most appropriate for a particular socio-economic situation, adapting them to the conditions of external and internal environment organizations. The formation of modern management approaches to the personnel management system involves the application of knowledge and skills that the science of personnel management offers and which in practice have proven their effectiveness and ability to provide organizations with competitiveness and a stable position in the market. http://personuprav.ru/vzglyad_na_upravlenie_personalom/amerikanskij_i_yaponskij_stili_upravleniya

The analysis of many sources showed that the most characteristic features of the American style of management are efficiency, organizational skills, ensuring the competence of personnel and the development of the "industry of improvement" of management.

Among the signs of organization, two should be distinguished:

1 - “Everyone carries his own suitcase”, because he knows what, when and how to do;

2 - “The winds of stupidity and confusion do not blow”, since the element of disorganized behavior of the participants in the system has been tamed.

A very important indicator of the American ability to organize is the linkage of goals and objectives with the necessary types and volumes of resources.

Japanese management, based on collectivism, used all the moral and psychological levers of influence on the individual. First of all, this is a sense of duty to the team, which in the Japanese mentality is almost identical to a sense of shame. Given that the tax system works to average the income and material condition of the population with its emphasized progressive fiscal mechanism, there is minimal stratification in terms of welfare in society, and this makes it possible to use the feeling of collectivism as efficiently as possible.

What is the difference between the Japanese management method and the methods used in most European and American countries? First of all, its focus: the main subject of management in Japan is labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees. Meanwhile, in European and American management, the main goal is to maximize profits, that is, to obtain the greatest benefit with the least effort. Ouchi W.G. "Methods of organizing production: Japanese and American approaches", M., 1993.

According to Japanese management specialist Hideki Yoshihara http://www.xserver.ru/user/uprzr/ , there are six characteristic features of Japanese management:

Job security and creating an environment of trust . Such guarantees lead to workforce stability and reduce staff turnover. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of layoffs and with a real opportunity to advance vertically, workers are motivated to strengthen their sense of community with the company. Stability also helps to improve the relationship between managers and ordinary workers, which, according to the Japanese, is absolutely necessary for the improvement of the company's performance. Stability makes it possible to quantitatively increase managerial resources, on the one hand, and to consciously direct the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is provided by a lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.

Publicity and corporate values . When all levels of management and workers begin to share a common base of information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity. In this regard, meetings and conferences in which engineers and administration workers take part yield significant results. Japanese system management also tries to create a common understanding of corporate values for all employees of the company, such as the priority of quality service, services for the consumer, cooperation between workers and administration, cooperation and interaction of departments. Management strives to constantly inculcate and maintain corporate values at all levels. 3) Information based management . The collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products is of particular importance. In many firms that assemble TVs, they use an information collection system in which it is possible to identify when the TV went on sale, who was responsible for the health of a particular node. In this way, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction, and measures are taken to prevent this from happening in the future. Executives review revenue lines, output, quality, and gross receipts monthly to see if the numbers are meeting targets and to see early challenges ahead. 4) Quality Oriented Management . Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When driving production process their main concern is obtaining accurate quality data. The personal pride of the manager lies in consolidating efforts to control quality and, as a result, in the work of the production site entrusted to him with the highest quality. 5) The constant presence of management in production. In order to quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel right in industrial premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations. In Japan, the system of innovative proposals and quality circles are widely used to promote additional innovation. 6) Maintaining cleanliness and order . One of the significant factors High Quality Japanese goods are cleanliness and order in production. Japanese business leaders are trying to establish a routine that can serve as a guarantee of product quality and can increase productivity through cleanliness and order. http://www.xserver.ru/user/uprzr

In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, employee morale, employment stability, and harmonization of relations between workers and managers.

Based on the above, the following conclusion can be drawn:

1. A Japanese firm has a lower degree of specialization than an American one. The American firm strives for efficiency through high specialization and tight segregation of duties, while the Japanese firm emphasizes the ability of groups of workers to solve local problems on their own.

2. In an American firm, the tasks of coordinating and directing production both at the shop floor and inter-shop levels are clearly separated and specialized, while in a Japanese company, these two tasks tend to be integrated into one. The lack of a centralized service to control and distribute the flow of materials between workshops is hallmark assembly plant of a Japanese company.

3. In an American firm, the amount of remuneration for a worker is determined by the category of the job. A Japanese firm is trying to incentivize workers through a wage system that takes into account seniority and merit; promotion of individual workers on the basis of their individual merits; lump-sum payments at the time of retirement (incentive system, united by the concept of "lifetime employment").

4. In a Japanese firm, employee behavior is shaped to fit the long-term orientation of the entire organization. The American firm, on the other hand, operates in an egalitarian social environment. Accordingly, workers here are more mobile, easily changing their place of work in search of better individual opportunities.

5. The conclusion of a quasi-permanent employment contract in the Japanese labor market has a significantly higher uncertainty relative to the theory of full-fledged labor contracts used in the United States. Their duration can be several years, while the work itself under such contracts is standardized under the control of the trade union.

6. The number of management levels in Japanese industry is more than half that in the US, which is one of the reasons for higher productivity. For example, in the Japanese automotive industry, there are only five levels of management compared to 11-12 levels of management in the American automotive industry. Thus, good governance is the reason for Japan's leading role in the field of labor productivity.

7. Japan's leading position in the world economy has been promoted by three important principles of its production strategy: just-in-time production; using the concept of "do it right the first time"; application of the principle of integrated preventive maintenance.

8. The use by American firms of the system of "in-line production" is the most powerful lever for maintaining the American economy in the leading group of the world's economically developed countries.

9. In Japanese factories, decision responsibility production problems in fact, is on average more than one step lower in the management pyramid than the level of managers with formal power, which is fundamentally different from the situation in American factories.

10. The degree of "formal" institutionalization of cross-functional relations is higher among American companies, although in other indicators they show a higher degree of hierarchical centralization.

11. In the US, the vast majority of manufacturing collective agreements are negotiated at the enterprise level, while in Japan, industry-level agreements are often coordinated by an industry federation of enterprise unions.

1.3 The difference between competence, competence and professionalism

Competence - 1) the scope of authority of the governing body, official; range of issues on which they have the right to make decisions. The area of authority of certain bodies and persons is established by laws, other regulations, regulations, instructions, charters; 2) knowledge, experience in a particular area. http://ru.wiktionary.org/wiki/competence

Competence (from lat. competere - fit, fit) is the personal ability of a specialist (employee) to solve a certain class of professional tasks. Also, competence is understood as formally described requirements for the personal, professional, etc. qualities of the company's employees (or for some group of employees);

Competence is the ability to apply knowledge, skills and experience to successful activity in a certain area;

Competence -- a set of legally established powers, rights and obligations of a particular body or official; determines its place in the system government agencies(local governments);

General competence - the ability to successfully act on the basis of practical experience, skills and knowledge in solving problems of a general kind of activity;

Professional competence is the ability to successfully act on the basis of practical experience, skills and knowledge in solving problems of a professional kind of activity. http://ru.wikipedia.org/wiki/Competence_(personnel_management)

Professionalism is a special property of people to systematically, efficiently and reliably perform complex activities in a wide variety of conditions.

The concept of "professionalism" reflects such a degree of mastery of a person's psychological structure professional activity which corresponds to the standards and objective requirements existing in the society. Professionalism is considered as an integral characteristic of a professional person (as an individual, person, subject of activity and individuality). The professionalism of a person is not only the achievement of high production indicators by him, but also the features of his professional motivation, the system of his aspirations, value orientations. http://ru.wikipedia.org/wiki/Professionalism

Competence is the knowledge and experience of a person in a particular area. Competences are a set of characteristics that an employee applying for a certain position in an organization must possess: knowledge, skills, attitude to work.

Professionalism is a system of human aspirations.

We can say that competence is a characteristic of a person, competencies are characteristics of a position, and professionalism is a characteristic of a person performing work in his specialty.

Competence implies that a person is able to act effectively. Competences regulate what exactly an employee should know and be able to do in order to be able to achieve the goals and solve the tasks assigned to him, occupying this position in the organization.

2. Criteria for assessing competencies

2.1 Key competencies of an HR manager

One of the interpretations of the term "competencies" is the area of activity that a person is engaged in in a particular position. For example, the search and selection of personnel is one of the business processes in management. Another interpretation is a combination of the ability and desire for a certain behavior, for example, the ability to communicate productively and the desire to communicate. The third interpretation of the term is a symbiosis of ZUNs and PVK inherent in a person or important for a position held, for example, knowledge of the Labor Code of the Russian Federation and organization.

Key competences of the personnel manager. Historically, knowledge comes first. personnel office work and legal training. - A very important competence for an HR specialist is orientation towards an internal client (head, line manager), "performance management", in which organizational skills are manifested: planning, delegation, and the like. The work of an HR manager today is closely related to projects, so the competence of “working on projects” is becoming increasingly important.

However, as well as "the ability to establish and manage business relationships with partners" - recruiters, training companies, organizers of corporate events, and so on.

The manager performs the role of an internal consultant in his company. This concerns the resolution of internal conflicts, for which the HR manager needs the desire and ability, together with the heads of departments, to find ways out of unusual situations. At the same time, a manager cannot do without excellent communication skills, the ability to express his thoughts in writing and orally, and the ability to conduct group discussions.

Consulting competencies are also needed: for example, identifying the needs of internal customers or the ability to ask the “right” questions.

According to the degree of importance, the competencies lined up in descending order: Lipatov Yu.A. Management / Yu.A. Lipatov. - St. Petersburg: Favorit, 2007

1. Conducting interviews with applicants

2. Sociability and understanding of people (the ability to establish contact, listen)

3. Stress resistance (in emergency situations)

4. Teamwork (workability)

5. Development of incentive systems (motivation)

6. Emotional self-regulation (control)

7. Corporate loyalty (loyalty)

8. Comprehensive certification of employees

9. Personal organization and discipline

10. Persuasion (impact on people)

11. Decision making under uncertainty

12. Initiative (proposes and solves problems)

13. Discipline (accuracy in performing tasks)

14. HR record keeping

15. Staff Satisfaction Surveys

16. Learning new information technologies

17. Delegation (distribution of tasks)

18. Career counseling for employees

19. Personal high career ambitions

20. Organization of corporate events

21. Application of test technologies

Requirements professional competence manager:

Understanding the nature of managerial work and management processes;

Knowledge of officials and functional duties management, ways to achieve goals and improve the efficiency of the organization;

Ability to use modern information technology and means of communication required in the management process;

Mastery of the art of management by human resourses;

Possession of the art of establishing external relations;

The ability to self-assessment, the ability to draw the right conclusions and continuously improve skills;

Ability to justify and make decisions in situations characterized by high dynamism and uncertainty;

Awareness in the development of the industry in which the company operates: the state of research, technology, technology, competition, the dynamics of demand for products;

Acquaintance with management experience in other organizations and industries;

The ability to manage resources, predict and plan the work of the enterprise, possession of ways to improve management efficiency;

Ability to use modern information technology, means of communication and communications.

List of most commonly used manager competency titles Spencer, Lyle M Jr and Spencer, Signe, Competence at work: models for superior performance, John Wiley & Sons. - M., 1993

Attachment 1.

Compared with other types of work in the organization, managerial work has a number of specific features:

It is a mental work, consisting of three types of activity: organizational, administrative and educational, analytical and constructive, information and technical;

Participates in the creation of material wealth and the provision of services indirectly, through the work of other employees;

The subject of labor is information;

The means of labor is organizational and computer technology;

The result of labor is a managerial decision.

To perform their functions, managers must have special knowledge and be able to use it in the daily work of managing the enterprise.

There is a group of requirements related to the ability of managers to work with people and manage themselves. Managers must have personality traits that enhance trust and respect from others. This group includes:

high sense of duty and devotion to the cause;

honesty in dealing with people and trust in partners;

The ability to clearly express one's thoughts and convince;

Respectful attitude towards people, regardless of their position in the organizational hierarchy;

the ability to quickly restore their physical and mental strength and critically evaluate their own activities.

So, the position corresponds to the behavior that is productive. Behavior becomes possible in the presence of certain knowledge, skills and qualities of a person's personality. The key remains - motivation, inner drive to action, desire.

2.2 Competency assessment methodsmanagerpersonnel and their credibility

When evaluating the competencies of a personnel manager, several methods can be used that determine the features of highlighting specific values of indicators.

1. The scaling method can manifest itself in two forms: the gradation method and the rating scale method with a description of the quantitative assessment. With the gradation method, the appraiser is offered a scale with a scoring definition of the values of indicators, and these points represent the degree of severity of the indicator. This method, reminiscent of a school grade system, is not related to at great expense for development and therefore convenient and economical. But this raises a number of problems. The numerical designation of the severity of the indicator makes it possible for the appraiser to have a wide field of interpretation (for example, depending on the level of his own claims). In grading, these are called indulgence or rigor errors. There are raters who tend to make judgments either on extreme (1 or 5) values ("trend towards extremes") or on average scale values ("trend towards the middle").

To reduce subjectivity when using the gradation method, another type of scaling is used - the method of rating scales with a description of the quantitative assessment. In this case, the numerical values of the scale are interpreted by a more detailed description of the course of action corresponding to a given numerical value. The differences will be in the scope and degree of specification of individual descriptions.

The quality of this method increases with increasing specification of the description of the scale segments. At the same time, one should strive for direct reflection in the scale of the requirements for the workplace (position). This results in less proneness to distorted estimates. Matsievsky S.E. Research of control systems. - M.: Economics, 2007

2. The following method evaluation is a method of ordering ranks (ranking). Sometimes there is such a situation that many employees can be compared only on individual values of the scale, which correspond to two gradations. At the same time, it is necessary to observe differentiation between employees (for example, according to the scale of wages for a certain category of employees). Such a differentiation business evaluation personnel is achieved using the "rank ordering method", which, however, is rarely used in practice. Appendix 2

As part of the analytical assessment, a ranked series is compiled for each indicator, for example: the indicator "conscientious fulfillment of orders": employee 1 > employee 2 > employee 3.

The total (generalized) assessment of employees is calculated by adding individual ranks.

When ranking, the manager can "line up" his employees in a conditional chain - from the best to the worst according to the results of work for the certification period. During distribution, all employees are classified into groups - for example, 10% of the best, 10% of the worst, etc.

Ranking methods are very in a simple way employee appraisals. They are easy to apply, easy to understand, and their results can be successfully used to make compensation decisions. However, these methods are too one-sided and approximate for the estimates made with their help to be applied for the purposes of personnel development, vocational training, etc. In addition, comparing the employees of the unit with each other is a rather harsh form of assessment, the use of which can lead to friction within the unit, resentment, and distrust of the manager. In addition, the method under consideration has the following disadvantages: non-standardized time spent in assessing large groups of employees, the inability to compare groups. It is also impossible to make a reliable conclusion about the qualitative distance between the two evaluated objects: the difference in the results of work between employees 1 and 2 can be large, and between employees 2 and 3 - insignificant. These differences cannot be revealed from the ordering of ranks. Lysov O. E. Methods applied research in management. - St. Petersburg, 2006.

3. In addition to the evaluation methods discussed above, there is one more variety of them: a method without preliminary establishment of evaluation indicators. This method establishes the course of the evaluation process, but without pre-determining the characteristics of the evaluation. The evaluation process develops significant and job-specific measurements of performance. The appraiser becomes more independent and flexible in choosing specific ways to conduct an assessment.

The key idea of the method lies in measuring the results and effectiveness of the work of employees, which establishes the contribution of the employee to the achievement of the organization's goals. As part of this method, the following sequential steps are performed:

a) goals are set for each employee for a specific period. At the same time, the expected labor contribution is determined and, based on the established goals, evaluation criteria are developed at the end of this period of time;

b) after its expiration, the results are evaluated - both by the manager and by the employee himself. The introduction of self-assessment improves the information base of business assessment. Differences in assessments of one event are discussed in the framework of assessment conversations;

c) the manager indicates the opportunities for improving and developing the employee's activities, and together with the employee determines goals for the new period.

Otherwise, this method is called "the method of evaluation by setting goals". There should be few such goals, they should reflect the most important tasks of the employee's activities for the next period and be:

Specific, i.e. subject and specific;

Measurable, i.e. quantifiable;

Achievable, but stressful (according to psychologists, the greatest stimulating effect on the employee has a goal, the probability of achieving which is 50%);

Meaningful, i.e. relating to the professional activities of the employee and related to the tasks of the organization as a whole;

Time-oriented, i.e. for each goal, a deadline for its implementation must be determined.

In addition to being simple, clear, and economical, the goal-setting approach has several other advantages. The participation of an employee in defining key goals significantly increases, in his eyes, the objectivity of the assessment process, provides an understanding of the criteria by which he will be assessed, and also enhances motivation. Dialogue with an employee increases the objectivity of the manager's assessment, strengthens the connection between individual goals and the tasks of the organization and department, as well as the target orientation of the employee's professional activities.

The main disadvantage of this method is that not all aspects of the employee’s work are assessed, but only the degree to which they perform key tasks, which limits the objectivity of the assessment and the possibility of using it to make decisions on appointment to new position, vocational training, salary increases, etc. Lysov OE Methods of applied research in management. - St. Petersburg, 2006.

4. Method "360° certification". With "360° appraisal" an employee is evaluated by his manager, his colleagues and his subordinates. Specific assessment mechanisms may be different (all assessors fill out the same assessment form, each category fills out a special form, assessment by colleagues and subordinates is carried out using a computer, etc.). However, the essence of this method is clearly reflected in its name, namely, obtaining a comprehensive assessment of the employee. Magazine "Personnel Business" №11, November 2004

The methods discussed above (in which employees are evaluated by the immediate supervisor) are traditional for most modern companies. They are quite effective in large hierarchical organizations operating in a fairly stable environment. At the same time, these methods have a number of shortcomings that make them inadequate for today's dynamic companies that operate in a globally competitive environment.

Traditional methods:

* focused on individual worker, evaluating it outside the organizational context. An employee of a unit that has failed a strategically important project can receive the highest certification mark.

* are based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate - he determines his tasks, controls and evaluates at the end of the year. The opinion of other contractors of the certified person - colleagues in the organization, subordinates, higher-level managers, customers, suppliers is completely ignored.

* focused on the past (on the results achieved) and do not take into account the long-term prospects for the development of the organization and the employee.

The dissatisfaction of many organizations with traditional methods of appraisal prompted them to start an active search for new approaches to personnel assessment that are more in line with the realities of today.

3. Assessment of the competence of the personnel managerOJSC Otradnensky Plantoil engineering"

3.1 Organization characteristics

Business name- JSC "Otradnensky oil engineering plant"

Supervisor- CEO

Organizational and legal form of the enterprise- Public corporation

Mission, goals and objectives of the enterprise:

Appendix 4

JSC Zavod Neftemash manufactures equipment for drilling and oilfield equipment. Therefore, not everyone is able to understand their necessity and necessity, because these are not consumer goods. For an ordinary person, IG, PG, LAN, LSGS is a meaningless name, and drillers and oil producers are well aware and have long been used in practice

If you look at the catalog of OAO Zavod Neftemash, you can clearly see the entire list of products that the plant produces. Today - one of the most popular products that the plant produces - cleaning units and circulation systems, mobile systems for three, four-stage drilling mud cleaning.

Before proceeding to the serial production of systems and units, the managers and chief specialists of the enterprise met dozens of times with oilmen, listened to their wishes, the needs of today in precisely such products, studied the market for the machine-building industry and came to the conclusion that the plant can produce these products, and the main thing is that there is a need for it.

Organizational structure enterprises. Appendix 3

Deputy CEO for commercial matters responsible for concluding contracts with sales department holds a large preparatory work before signing the contract. Working with a client is very multifaceted. At this stage, it is necessary to understand what the customer wants, to offer the products he needs. And already at this stage, it is necessary to convince the customer that the plant is a reliable partner who wants to do its job in such a way that people would like to apply more than once.

After the conclusion of the contract for the supply of our equipment, the baton is picked up by design department, with direct participation technical director . The work of the department from the moment of receipt of the technical assignment begins with a detailed study of the requirements of the customer and the requirements for the component equipment. After drawing up a draft layout according to the terms of reference, the coordination of documentation with the customer begins, after which the development of drawings for parts and assemblies of an individual design and binding unified nodes and details for the proposed design. When the drawings for parts and assemblies are ready, the baton is taken over by technology department, in parallel with the manufacturers.

Simultaneously with the calculation of material norms, technological preparation production: the necessary cutting and measuring tools are ordered, technological equipment is manufactured, technological processes production of parts and assembly units of the product. To fulfill the production plan, by the start of production, purchasing department must supply all necessary materials, components and equipment. From right choice suppliers largely depends on the quality of products.

To date, the plant has 4 workshops.

Workshop No. 1 produces screw conveyors, linear vibrating screens, sieve hydrocyclone separator, cork valve, cylinder bushings for mud pumps, is engaged in mechanical processing of parts used for the manufacture of cleaning units and circulation systems.

Work in workshop number 2 assigned to teams. There are five of them. The department is executing mechanical assembly works. It bears the main responsibility for the production of finished products.

Workshop No. 3 performs work on surface preparation by sandblasting and painting finished products.

Workshop No. 4 responsible for the installation of equipment directly on site, its warranty and service, travels with the convoy to the place of "registration". There they carry out not only installation supervision, but also personnel training for proper operation.

The leading role in the plant is occupied by production and dispatching department. A task department - organization rhythmic work in the workshops of the main production in accordance with production plans, calendar schedules developed by the department. Specialists of the department carry out operational control over the course of production and inter-shop transfers of blanks, parts, assemblies.

Particular importance is attached today to the quality of products. Department technical control conducts daily operational control at all stages of the production process.

We often have to work in an emergency mode: the deadlines are running out, the drillers need the products. People understand that it is necessary to give the product to the customer by the time he needs it.

3.2 com scorepetitionsHuman Resources Manager, OJSC Otradnensky Zavodoil engineering"

Functionality of the personnel service and performance criteria:

Determination of personnel policy and strategy of the enterprise.

Development of forecasts, determination of the current need for personnel and sources of its satisfaction based on the study of the labor market.

Development of proposals for employment on a competitive basis, preparation and organization of the work of the competitive commission.

The study of professional, business and moral qualities of employees in the process of their labor activity. Control over the placement and proper use of executives and specialists in the divisions of the enterprise.

Registration of reception, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the head of the enterprise.

Accounting for personnel, issuing certificates of current and past labor activities of employees, storing and filling out work books and maintaining established personnel documentation.

Keeping records of the length of service of employees of the enterprise, preparation of documentation for pension insurance, documents for the appointment of pensions to employees of the enterprise, the submission of their pension fund.

Preparation of materials for the presentation of personnel for incentives and awards or bringing employees to material and disciplinary liability.

Issuance of certificates at the place of requirement for work at the enterprise, position held.

Monitoring the implementation by the heads of departments of existing regulatory legal acts, as well as orders and instructions on personnel policy and work with personnel.

Analysis of the movement of personnel, the causes of staff turnover, the development of measures to reduce staff turnover, loss of working time, monitoring their implementation.

Providing social guarantees to workers in the field of employment, observing the procedure for employment and retraining of laid-off workers, providing them with established benefits and compensations.

Drawing up vacation schedules, registration of regular vacations in accordance with approved schedules, provision of additional vacations, accounting for the use of vacations by employees.

Registration and accounting of business trips.

Consideration of complaints and statements of employees on issues of hiring, relocation, dismissal, violations of labor laws, taking measures to eliminate the causes that give rise to complaints and statements.

Preparation of all established reporting on personnel matters.

HR Responsibility:

Responsibility for the proper and timely performance by the department of the tasks and functions provided for by this regulation lies with the head of the personnel department.

The Head of Human Resources is responsible for:

Organization of the work of the department, timely and qualified execution of orders, instructions, instructions of the higher management, current regulatory legal acts in their field of activity.

Organization in the department of operational and high-quality preparation of documents, record keeping in accordance with the rules and instructions.

Compliance by employees of the department with the rules of internal labor regulations, sanitary and anti-epidemic regime, fire and industrial safety.

Rational and efficient use of material, financial and human resources.

Provision in accordance with the established procedure of reliable statistical and other information about the activities of the department.

Preparedness of the department to work in emergency situations

Conformity current legislation draft orders, instructions, certificates and other documents endorsed by him.

Human Resources Employees in Evaluation business qualities employees of the enterprise are obliged to proceed only from officially received data and materials and are not entitled to disclose the available personal data about employees.

The responsibility of employees of the personnel department is established by job descriptions.

Characteristics of the personnel management service.

The personnel management service at the enterprise is the personnel department, consisting of two employees. It is headed by the head of the department, who is subordinate to the HR inspector.

Head of Human Resources belongs to the leadership category.

The position of head of the personnel department is appointed by a person with a higher professional education and work experience in the organization of personnel management in engineering and management positions for at least 3 years. Appointment to the position of head of the personnel department and dismissal from it is carried out by the head of the enterprise.

HR managerat belongs to the professional category.

...

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The totality of knowledge, a set of expected behaviors and specific requirements for the results of the activities of people involved in human resource management. Such specific knowledge and behavior patterns are competencies. Competencies are the knowledge, skills, abilities and personal characteristics of an employee that have a direct impact on the results of his activities. In the field of management, the concept of individual competencies has a long history. Many organizations have attempted to identify core competencies by asking line managers about what they expect from the workforce function and what kind of HR competencies to use as a template.

This approach recognizes that each company may have its own unique expectations for human resource professionals and that line managers, as primary clients, play a major role in setting these expectations. The author gives an example of a study conducted in 1990 by Towers Perrin in collaboration with IBM. Three thousand HR managers, consultants, line managers and scientists participated in the survey on a wide range of issues related to the workforce. This study has revealed diverse perspectives on workforce competencies. The four interviewed groups named the following among the most popular types of competencies:

computer literacy (line managers);
extensive knowledge and vision in the field of labor resources (scientific theorists);
ability to anticipate the consequences of changes (consultants);
the level of education and the ability to influence line managers (heads of the workforce function).

The opinion of the respondents seems to be quite logical: teaching stands for knowledge, line managers - for reporting skills and prompt provision of information, consultants - for change management, HR managers themselves - for education, or can be interpreted as qualifications. It should be noted that despite the twenty-year prescription of the study, all established indications remain relevant. Today, in our country, computer literacy of specialists and managers in the field of personnel management is still the most in demand in the labor market. In connection with the orientation of personnel management activities towards the implementation of the organization's business strategy, change management in Russian companies is becoming more and more relevant. And modern surveys show that there are very few HR specialists with higher education in the labor market.

Description and relative importance of different competencies of human resources professionals

Scope of competence	Rank by importance	Specific competencies (in order of importance)
Personal Trust	1	Has a track record of success in the past Trusted Encourages others to believe in themselves Gets along with key stakeholders Supremely honest Asks important questions Points difficult ideas in the right direction Takes the right amount of risk Makes honest and fair remarks Offers alternative ideas for solving business problems
Ability to manage change	2	Builds relationships based on trust Has a vision Plays an active role in the change process Forms relationships with others based on mutual assistance and support Encourages creativity in others Considers specific problems in the context of a larger system Identifies the most important problems hindering business success
Ability to manage culture	3	Share knowledge throughout the organization Stimulates and encourages the process of transformation in the field of organizational culture Translates the desired model of culture into concrete behavioral patterns Challenges the status quo Identifies the culture needed to implement the firm's strategy and shapes it in a way that is attractive and inspiring to employees Encourages employees to act in accordance with the desired cultural model Targets the inner organizational culture to meet the needs of external customers
Professionalism in your field of activity	4	Effective in oral communication Works with managers to develop clear and consistent messages for employees Effective in the field of written communications Contributes to the process of organizational restructuring Develops development programs that drive change Defines the structure of internal communication processes Attracts the right employees Develops salary and bonus systems Promotes widespread dissemination of customer information throughout the organization
Business Understanding	5	He is knowledgeable in the following topics and areas: Workforce activities Organizational structure Competitor Analysis Finance Marketing and sales Computer information systems

Brian Becker noted that "A person who has not been able to find his place in business ends up in the field of human resource management." To date, this is confirmed by surveys among HR managers and a study of resumes submitted by applicants in search of their place in the field of personnel management.

Many of them received their first education in a variety of fields and held various positions before moving into personnel management. At the same time, the majority did not receive special education in the field of personnel management, and a new unknown direction of activity was mastered intuitively, based on subjective ideas and experience. Thus, the question of how to acquire the competencies of HR managers, their quality and evaluation remains open.

An HR manager (Human Resources) is translated literally as “human (labor) resources”) is a specialist whose main task is to provide his organization with quality personnel capable of fulfilling the tasks assigned to him. labor functions to achieve the goals of the company. To cope with such a task, you need to have certain skills and qualities, as well as have the knowledge and skills necessary for the job.

The profession of an HR manager is relatively young, it came to our country from the West in the 1990s and replaced the so-called "HR". Recruitment and office work are only a small part of the duties of an HR manager. The modern HR manager is a strategic manager, his duties include the formation of the personnel policy of the enterprise, which includes the development of a personnel training system, maintaining a healthy psychological climate in the team, motivation of employees.

The Human Resources Manager belongs to the category of managers. The main task of the HR manager is to ensure the efficiency of the human resource. The success of an enterprise largely depends on the activities of an HR manager. "Cadres decide everything!" The old slogan is still relevant today. And it is from the HR manager that the number of necessary personnel, their development and motivation depend.

An equally important influence on the choice of profession is the personal experience of a person, acting as a source of information about surrounding reality. Personal experience from a future HR manager is acquired in the process of activity and interaction with other people and can form, for example, ideas about the profession. This is also facilitated by the socially useful activity of man, in various types and the forms in which he may participate. The successes and failures that a person experiences, the feeling of satisfaction (or dissatisfaction) he experiences, leads to an understanding that this type of activity suits him or not.

Factors that ensure the success of choosing the profession of a personnel manager are the following:

awareness of the content of the work, the needs of the labor market in this specialty;
development of the motivational sphere when choosing a profession;
Complexity of professional interests and intentions;
availability of abilities and their coordination with the requirements of the profession;
appropriate state of health (absence of contraindications to this type of professional activity).

The following intrapersonal contradictions may hinder the successful choice of the profession of an HR manager:

1) the desire for independence and the lack of the ability to reasonably make decisions about choosing this profession;
2) focus mainly on prestigious positions and the state of the labor market for personnel managers, where there may be an overabundance of the labor force of these professions;
3) desire to receive higher education in the specialty and the lack of meaningful motivation for learning;
4) orientation to the chosen profession and lack of the required abilities to master it or lack of professional motivation;
5) the state of health and the requirements of the profession2.

It is the process of choosing a profession that provides for the need, on the one hand, to assess the level of a person’s compliance with the requirements of the profession, and on the other hand, to actively form and train him as a specialist.

The professional activity of an HR manager has a psychological component, which is an integral set of mental properties and qualities of a specialist. The psychological component of activity includes motives, goals, professionally important qualities of a specialist in relation to specific type professions. It is not enough to form individual elements or their inadequacy to the features and requirements of a particular professional activity can lead to a decrease in the level of professional suitability.

AT large companies there are entire divisions or departments for personnel management, in which several employees work. Each specialist has his own specific tasks: recruitment, office work, training, etc. Usually the head of the personnel department is the Director of Human Resources. In small companies personnel matters usually one specialist is engaged, whose tasks include the same issues as HR managers of large firms, only on a smaller scale.

Responsibilities of the HR Manager:

a) organization of work with personnel;

b) choose ways and methods of attracting personnel in accordance with the approved plans (conducting trainings, training seminars, advanced training courses);

c) participation in decision-making on recruitment, transfer, promotion, demotion, imposition of administrative penalties, dismissal of employees of the enterprise;

d) drafting and execution of employment contracts;

e) maintaining employees' personal files and other personnel records;

f) directing subordinate employees;

g) formulate requirements for vacant position, preparation of job descriptions;

h) analyze the external labor market and the personnel of the organization according to the profile of the vacant position;

i) seek information about candidates from internal and external sources;

j) publicly post information about a vacant position;

k) verify information about candidates;

l) conduct interviews/meetings with candidates and evaluate their compliance with the requirements of the vacancy.

Required professional skills and knowledge for a Human Resources Manager:

knowledge of labor legislation;

knowledge of the basics of sociology;

skills in working with personnel documentation, knowledge of the basics of office work, labor protection standards;

skills business communication and knowledge in the field of psychology;

competent Russian;

knowledge of the fundamentals of a market economy;

possession modern methods assessment of personnel and regulation of its functions;

knowledge of modern concepts of personnel management;

knowledge of the general goals of the development of the organization and the direction of personnel policy;

the presence of organizational skills;

ability to plan time.

Required personal qualities for an HR manager:

Communication skills - ability to use verbal and written speech, stylistic and other expressive means to influence people and achieve mutual understanding;
Self-control is the ability of an individual to maintain inner peace, as well as to act prudently and reasonably in difficult life situations;
Impartiality - a property of a decision maker, characterizing his lack of commitment to one of the possible options or to one of the parties interested in the decision;
· Focus on success;
Self-confidence - the absence of doubts about the correctness of actions, faith in one's own strengths and skills;
· Activity;
Adaptability is endurance, high performance, the ability of a person to adapt to new external conditions;
· Stress resistance - maintaining the adequacy of behavior and performance in extreme cases, the ability to consciously resist prolonged stress;
· Analytical thinking - a person's ability to use logic;
Strategic thinking is thinking that helps to achieve goals, solve problems, cope with difficulties;
Creativity - the level of creative talent, ability to be creative;
· Ability for non-standard solutions, creative abilities;
· Ability to work in a team;
Mindfulness - selective focus of perception on a particular object, focusing on it;
· Ethics - following the rules and agreements aimed at caring for people, taking into account their feelings and interests;
Organizational skills, ability to plan time;
Non-conflict;

Numerous studies have established that the classification of professionally important qualities corresponds to the structure of the personality: the orientation of the personality is manifested in the needs, interests, ideals, beliefs, dominant motives of activity and behavior, and worldview; knowledge, abilities, skills are acquired in the process of life and cognitive activity; individual typological features are manifested in temperament, character, abilities.

To be appropriate for his profession, an HR manager must know perfectly well labor law, the procedure for conducting personnel records management, own the technology of search and selection of personnel. Equally important is the knowledge of modern methods of personnel assessment, the ability to build a system of adaptation and motivation.

An HR manager must be able to organize employee training and evaluate its effectiveness, develop measures aimed at increasing staff loyalty, and organize corporate events. An active life position, initiative and high communication skills, awareness of the state of affairs in the company's divisions will also testify to the professionalism of the personnel manager.

The trend is that the higher the status of an HR manager in an organization, the higher should be his professional competence. Competence is a characteristic of personnel necessary for successful activity: a set of knowledge, skills, abilities, efforts and stereotypes of behavior. The skill level of an HR manager always attracts the attention of all employees of the company - from the worker to the manager, so you should not give a reason to doubt your own competence. You should be proactive, read special literature on personnel management and share experience with colleagues, it is better to become a professional in your field, and be indispensable for the company.

Strategic positioning expert– to what extent can an HR expert adequately identify the challenges of the external environment, the expectations of key stakeholders and internal business opportunities, and bring one into line with the other, developing solutions that correspond to the dynamics of the external environment and the expectations of stakeholders?

Credible activist– is HR capable of earning this very trust of key stakeholders (Note, including due to the high performance of its own activities), and be considered a reliable and valuable partner?

Paradox navigator- Is HR able to work effectively in the presence of opposing needs of key stakeholders, contradictions / conflicts between local and global goals, operational and strategic objectives?

Agent of change, incl. cultural plan (Culture and change champion)- Is HR able to contribute to changing the corporate culture in exactly the direction that supports the company's strategic initiatives, and contribute to the successful launch and implementation of change projects?

Guardian of human capital (Human Capital curator)– how much does HR contribute to the development of key business talents and leaders, sets clear and transparent performance standards?

Motivation Guarantor (Total Reward Steward)– how HR is able to design balanced system remuneration, including awareness by employees of the value for them of this particular workplace.

Integrator of new media and technologies (Technology and Media Integrator)– is HR able to use the potential social networks and other new technologies in your work?

Analytics Designer and Interpreter– is HR able to collect the data necessary for making decisions and interpret them correctly?

Compliance manager– can HR balance the requirements of oversight bodies and the expectations of key stakeholders, as well as teach this “balancing” to line managers?

In order for the HR strategy and HR tactics to improve the performance of the business as such, it is necessary, according to D. Ulrich (author's note - Ulrich D., Brockbank W., HR in the fight for competitive advantage, Pretext, 2007) , the following:

First, HR managers must ensure that business strategies are translated into company practices (HR practices).
Second, they must develop an HR strategy that helps both employees and clients understand the nature and purpose of the HR system. At the same time, the strategy of the HR department should be aimed at improving the efficiency of both the personnel management system and the personnel management service itself (As we have already discussed, these are “two big differences”).

Thirdly, HR managers must align all their actions with the existing business strategy. This involves diagnosing and finding ways to improve personnel management and the provision of internal HR services.

To sum it up very briefly, an HR manager is a person who takes a position at the intersection of the interests of business and people, who must be able to contribute to the simultaneous satisfaction of these interests. The concept of key competencies of a personnel manager has developed in the literature, a list of which, combined into three groups, is given below.

Personal Integrity:

ethics - respect for the rights of the individual, responsibility for the promises made, reliability, honesty, justice;
conscientiousness - high demands on the results of their work;
prudence - the ability to make reasonable, realistic and informed decisions.

Purposefulness and productivity:

performance - focus on final result;
perseverance - the ability to overcome the limitations imposed by the current situation;
commitment to the organization and business orientation - willingness to follow the norms of the organization, passion for work and responsibility for the quality of their work;
self-confidence - willingness and ability to solve extraordinary problems.

Skills teamwork:

team orientation - understanding the need for joint activities and the ability to work in collaboration with others;
contact - the ability to establish business and creative relationships with partners;
sociability - the ability to use oral and written speech, stylistic and other expressive means to influence partners and achieve mutual understanding;
listening skills - the ability to perceive, assimilate and use information extracted from oral communication.

The above list can be used as the basis for the selection system for personnel managers.

HR PERFORMANCE

The key to evaluating the effectiveness of the personnel service is to evaluate the fulfillment of this service's goals. The results of work with the personnel are not the merit of the personnel department alone. But the goals of working with personnel should not be set by the personnel department in their own interests.

Based on the results of work with personnel, one of the most important characteristics of the work of the personnel service is determined - performance, i.e. the level of achievement of quantitative and qualitative goals .

For example, if a goal was set to recruit 20 sales managers, but actually 16 were recruited, then the goal was achieved by 80%. The same level of goal achievement is achieved if the plan "Reduce staff turnover from 25% to 15%" managed to reduce turnover to only 17%.

It is more difficult to assess the degree of fulfillment of qualitative goals if they are reduced to the solution of a specific task, and the task at the end of the year is not fully resolved. For example, if the goal was formulated as "To automate accounting functions and personnel records management", then you can assess the level of fulfillment of this goal, for example, by calculating the share of automated functions in the total number of functions to be automated. However, it is clear that this is not the only option. It is important that the criteria for evaluating the achievement of such goals are agreed with management before the start of the reporting period, and not at the time when these criteria need to be applied.

STAFF SERVICE EFFICIENCY

Do not forget that the achievement of almost any goal of working with personnel requires the expenditure of resources. Therefore, in addition to the effectiveness of the personnel service, the management of any organization, as a rule, is interested in its efficiency, i.e. level of resource expenditure to achieve goals or at the cost of results.

Of course, the most voluminous resource spent on personnel is the payroll and compensation fund (FOTK). The expenditure of this resource is directly related to the effectiveness and efficiency of the entire business, and not just work with personnel.

However, it is of interest (because it depends more significantly on the personnel service) and therefore the effectiveness of using other financial resources except for the FOTK, namely, the costs of recruitment, training, staff assessment, internal communication, maintaining and developing corporate culture. The volume of these resources usually does not exceed 10% of the payroll, however, it is the efficiency of their use that often causes the greatest concern among the owners and managers of the organization.

In addition to financial resources, do not forget about others. Of course, the expenditure of material resources directly for the purpose of working with personnel is small. However, if the organization has its own training base: computer and other classes with appropriate equipment, it is necessary to take care of efficient use this resource.

It is also important to monitor the use of the personnel resource of work with personnel, which includes employees of the personnel department itself, as well as such categories of employees of the enterprise as internal teachers (trainers) and mentors.

Finally, in some cases, a very important resource used by the personnel service is the time spent on performing certain actions within the framework of work with personnel, for example, the deadline for completing an application for the selection of a necessary employee or an application for organizing training.

Table 22.1 provides a typical set of HR performance indicators grouped by major HR areas.

Table 22.1

Main areas of work with personnel	Names of performance indicators
Organization of work with human resources	Number of personnel service Expenses for personnel service
Personnel management	Recruitment costs Deadline for implementation of recruitment requests
Personnel accounting and labor Relations	Accounting automation costs
Training	Training costs per employee Average cost per person-day of training Training center load factor
Staff motivation	Labor costs (average salary) Compensation costs
Personel assessment	Staff appraisal costs
organizational development	The speed of organizational change
Corporate culture	Expenses for internal communication and corporate events

Many of the indicators listed in Table 22.1, such as miscellaneous expenses, can be measured in absolute terms, but in this case they will not be related to the size of the organization. Therefore, it makes sense to normalize most of these indicators by the number of employees of the organization. In particular, such indicators, in addition to expenses, include the number of personnel services. On the other hand, recruitment costs are more correctly attributed to the planned and actual number of recruited employees, and not to the total number of staff.

It is impossible not to touch upon another issue related to the efficiency of the personnel service. The opinion is sometimes expressed that a well-developed HR function can start to earn money for the company, that is, become a profit center, and not a cost center. The author has a sharply negative attitude to such a formulation of the question.

The fact is that in order to sell services, for example, for the selection or training of personnel, the personnel department must have an excess of appropriate capacities, which can only appear as a result of improper planning of its activities. In addition, the organization of the sale of these services will require the development by the personnel service of functions unusual for it and a corresponding expansion of staff. Finally, the work of the personnel service on the external market will lead to a decrease in its orientation towards providing services to internal clients, since these services will become less profitable for it.

In conclusion, we note that the success of the personnel service consists of many factors, the most important of which is the success of the organization itself. As a rule, the personnel service can achieve good results only in a successful organization. The opposite is far from always true, namely, an organization can achieve good results for quite a long time, mainly due to market factors, without paying due attention to work with personnel.

FUNCTIONS OF THE HEAD OF THE DIVISION IN KEY AREAS OF WORK WITH STAFF

These functions are listed below.

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