Questions of personnel policy. Actual problems of personnel policy: strategic and practical tasks in the matter of systemic personnel management, recruitment, selection and retention of personnel. (On the example of the Social Insurance Fund of the Russian Federation). Stages of tourism development
Final qualifying work (project)
Study of the personnel policy of the enterprise: state and problems. Improvement of personnel policy
Introduction
personnel management policy
Management at Russian enterprises in market conditions is undergoing rather complex and not always simple changes. The traditions and approaches of personnel policy that existed back in Soviet times when personnel departments were among the structures responsible for working with people: its real centers were production services and governing bodies of socio-political organizations (party committee, trade union committee, Komsomol committee). And in the nineties, personnel management in organizations began to transform: personnel departments began to be renamed "personnel management services." At present, competition is moving in the personnel direction of human capital. It is recognized that the main factor of production people act or, as they say, production personnel (human capital). In other words, the problem of personnel quality today came out on top. The one who wins the competition the best shots. Realizing this fact, most foreign firms begin to invest in the human factor. The same process is taking place in the most advanced firms in Russia, especially with the understanding that the country has joined the WTO.
Today's rapidly changing market conditions force managers to react quickly, making adjustments to their activities. However, this is not possible without continuous improvement of professional skills and personal qualities of managers and employees, which necessitates continuous continuous learning, planning, which should be information-rich; should be a sequence of courses, programs that complement and develop each other, i.e. certain system; should be based on a combination of conventional teaching methods and the latest developments; should allow to evaluate the effectiveness of material and time costs. Understanding the value of human capital has not yet come to enterprises completely. Even direct personnel costs (salaries and social packages) are extremely small, in particular, labor costs in the cost of sales structure average only 21% and range from 7 to 35%. There is no social package at every third enterprise in the country.
Also, the personnel policy of the enterprise is one of the effective ways overcoming the shortage of personnel. Thus, representatives of business and education are increasingly talking about the need to introduce the institution of mentoring, when enterprises take patronage over universities, providing a student with a base for internships, and then they are hired. Russian enterprises should learn from the experience of Western firms that are actively fighting for graduates. When hiring them, the employer provides for the development of a specialist in the organization for 10 years ahead. At the same time, the adaptation of a university graduate may take from a month to two years. There is an opinion that a specialist “brought up” by the company itself works better than those who came “from outside”.
Analyzing this problem, we can say that the socio-economic well-being of a person largely depends on the availability of personnel in our economy and, above all, in the non-productive sector, on the quality of these personnel, and, therefore, this topic is relevant at the present time.
The basis of the study in the work will be "Ivanovsky bakery No. 4".
The purpose of the work is to develop ways to improve the personnel policy at OAO Ivanovo Bakery No. 4.
The tasks of the work are to:
To study the theoretical, methodological and regulatory framework for the formation of the personnel policy of the organization;
to analyze the personnel policy in the organization of JSC "Ivanovsky bakery No. 4", to identify its strengths and weak sides;
develop ways to improve the personnel policy of OAO Ivanovo Bakery No. 4.
The object of the work is the system of implementation of personnel policy in the organization.
The subject is the relations that arise in the process of carrying out personnel policy in the organization.
Research methods are used in the work: systemic, historical, induction and deduction, analogy, the methodology of document analysis is used.
The practical significance of the work: the high importance and lack of awareness of management about the implementation of personnel policy in the organization determine the undoubted importance of studying personnel policy as a system for improving the quality of the enterprise's functioning and the performance of its employees.
The scientific novelty of the work lies in the fact that at the general theoretical level an attempt was made to study the personnel policy of an enterprise, taking into account its features and specifics in order to achieve its qualitative renewal in structural and content aspects.
The paper uses the works of the following famous scientists: Glushkov V.G., Gatovskaya A.V., Travin V.V., Eroshin M.M., Melnikov R.M., Vikhansky O.S., Utkin E.A., Thompson A. and a number of other scientists. Also, orders and resolutions of the Ministry of Finance of the Russian Federation were used in the work. The structure of the work is presented as follows: The introduction reveals the relevance, object, goals, objectives, novelty and practical significance of the study. The first chapter discusses the theoretical, methodological and regulatory framework for the formation of the personnel policy of the organization. In the second chapter, an analysis of the personnel policy in the organization of JSC "Ivanovsky bakery No. 4" is carried out. At the end of the work, conclusions and recommendations are given. 1. Theoretical, methodological and regulatory framework for the formation of the personnel policy of the organization
.1 The concept of personnel policy, the place of personnel policy in the management system
Under the policy of the enterprise, usually refers to the system of rules in accordance with which the employees of the organization act. The most important component of the organization's strategically oriented policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human capital. The development of the theory of human capital went in line with the neoclassical direction. In recent decades, the principle of the optimizing behavior of individuals, which was initial for neoclassicists, began to spread to various spheres of non-market human activity. Concepts and methods economic analysis began to be used to study such social phenomena and institutions as education, health care, migration, marriage and family, crime, racial discrimination, etc. The theory of human capital can be seen as one of the manifestations of this general trend, which has come to be called "economic imperialism". Human capital - in economics - the ability of people to participate in the production process. The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of the current legal field and the state of the labor market. The term "personnel policy" can have a broad and narrow interpretation. In a broad sense, this is a system of rules and norms that must be consciously and documented in a certain way, bringing human capital in accordance with the organization's strategy (hence it follows that all actions for working with personnel - selection, staffing, certification, training, adaptation promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization). In a narrow sense, this is a variant of specific rules, wishes and restrictions (often unconscious) in the relationship between employees and the organization: in this sense, for example, the words “the personnel policy of our company is to hire people only with higher education", can be used as an argument in solving specific personnel tasks. A successful personnel policy is primarily based on the systematic accounting and analysis of the influence of the external environment, the adaptation of production to external influences. There is an expansion and deepening of the functions of managing the workforce of all categories. Of primary importance are the strategic issues of personnel management, its transformation into an integral system. In the processes of employee management, there is a need to organize the thinking and actions of all employees, taking into account the needs of competitors in the market. Personnel policy has undergone major changes in recent years. The shortage of qualified workers capable of working in the new conditions led to the rejection of the understanding of work with personnel as only administrative work. There was a need for a broader consideration of motivational processes. Of great importance in the implementation of personnel policy are market conditions, the general provisions of labor legislation. They include constitutional provisions on freedom of personal development, guarantees of property, freedom of coalitions. The rash actions of the entrepreneur in relation to the worker, including in the part of the dismissal, are prohibited. Hiring employees is the competence of firms and companies. Let's present two reasons for grouping the term "personnel policy". The first reason may be related to the level of awareness of the rules and norms that underlie personnel activities. On this basis, the following types of personnel policy can be declared: passive, reactive, preventive and active. Let us consider in more detail each of the above options for personnel policy. Passive personnel policy. The very notion of passive politics seems illogical. However, it is possible to meet a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating bad consequences. Such an organization is characterized by the absence of a forecast in personnel, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences. Reactive personnel policy. In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise takes measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting. Preventive personnel policy. In the true sense of the word, politics arises precisely when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted programs. Active personnel policy. If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the external and internal situation, then we can talk about a genuine active policy. The second reason for the separation of personnel policies may be the degree of openness of the enterprise in relation to external environment in the formation of personnel, its fundamental orientation to internal or external sources of recruitment. On this basis, two types of personnel policy are traditionally distinguished - open and closed. An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any structural level. This type of personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" any job levels, regardless of whether people previously worked in such organizations or not. A new employee can start working both from the lowest position, and from a position at the senior management level. A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level. Such a policy is typical for companies focused on the creation of a certain corporate policy, the formation of a special spirit of ownership, and also, possibly, operating in conditions of a shortage of human resources. The filling of vacancies of senior positions occurs only from among the employees of organizations. Thus, the general requirements for personnel policy in modern conditions are as follows: ) Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. ) Personnel policy should be closely linked to the development (or survival) strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy. ) Personnel policy should provide an individual approach to its employees. Thus, the personnel policy in the new conditions is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, regulations and government decisions. It must be borne in mind that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, in the ideal case, the following aspects should be coordinated: · development of general principles of personnel policy, determination of priorities of goals; organizational and staffing policy - planning the need for labor resources, the formation of the structure and staff, appointments, the creation of a reserve, displacement; · information policy - creation and support of the personnel information movement system; · financial policy- formulating principles for the distribution of funds, ensuring an effective system of labor incentives; · personnel development policy - providing a development program, career guidance and adaptation of employees, planning of individual advancement, team building, professional training and advanced training; · assessment of performance - analysis of the conformity of the personnel policy and strategy of the organization, identification of problems in personnel work, assessment of personnel potential. In a market economy, one of the decisive factors in the efficiency and competitiveness of an enterprise is to ensure the high quality of human resources. The essence of the personnel policy is work with personnel, corresponding to the concept of the organization's development. We explore the process of formation of personnel policy in the organization. So, some of the organizations that have been operating for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners and foreign representative offices) have a documented idea of the personnel policy of the enterprise, personnel processes, activities and norms for their implementation. For another part of organizations, the idea of how to work with personnel exists at the level of understanding, but is not documented, or is in the process of being formed. If we are creating an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy: ) Programming. Goal - development of programs, ways to achieve goals personnel work made taking into account the conditions of the present and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies, mass media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of a “single family”, it is inappropriate to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group events, simulation of real production situations, etc. ) Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. ) Frame monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. Within the framework of such a program, not only personnel tasks can be solved in an organization, but methods for diagnosing a managerial situation can also be implemented, methods for adopting and implementing management decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. There are four main stages in the construction of personnel policy: unplanned response to constant changes in the external environment; 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); 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 hypothesis: the new strategy should be based on the use of the organization's existing strengths and weaknesses); management of strategic tasks in real time - the development and implementation of a constantly correcting program. Depending on the phase of construction, as well as the level of planning, personnel programs 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. entrepreneurial (research stage); dynamic growth (rapid growth stage); profitability (stabilization stage); liquidation (crisis stage); Depending on the type of personnel policy, the activities will have a different character. In open-type personnel policies, the emphasis is on attracting professionals from the outside, working with the external environment, and in closed-type personnel policies, on enhanced work within the organization, for example, conducting employee adaptation programs; cultivation of the "philosophy of the company"; development of non-traditional ways of hiring. Of course, the content of the personnel programs described above is determined both by the idea of the development trajectory of the organization as a whole, and by the target choice that is usually made by the owners or top management. Having considered the theoretical aspects of personnel policy, we can proceed to a practical consideration of the organization's personnel policy using the example of Ivanovo Bakery No. 4 OJSC. The place of personnel policy in the policy of the organization: in order to ensure the stable operation of the organization, planning its development, long-term planning of the company's personnel policy is very important. In most companies, Human Resources or Human Resources departments are more accustomed to planning the number of employees in the organization. Their main task is to ensure that the enterprise or organization has as many employees as it should be in accordance with the staffing table. But today, it is important for human resources departments to achieve more than just timely filling of vacancies. The personnel management system must be planned in such a way as to constantly seek to increase in the workforce of the enterprise those people who have excellent knowledge, and to ensure that there are more and more such workers in each department. It is desirable to conduct an analysis of environmental factors in order to make sure that there is a supply of certain professions for the recruitment of personnel by such employees as are not yet on the staff of the organization. As a result of the forecast of supply and demand for labor resources, any organization can find out the number of people it needs, their level of qualification and the placement of personnel. As a result, a coordinated personnel policy can be developed, including systems for recruiting, training, improving and remunerating personnel, as well as a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs. It should be noted that personnel policy is part of the overall policy of the organization and must fully comply with the concept of its development. The personnel of the organization is the object of personnel policy. The subject of personnel work is a relatively independent person or body in its actions, which is granted the right or is charged with the obligation to resolve issues related to the implementation of the tasks of personnel policy. The subject of the personnel policy of the organization is its management bodies (board of directors, supervisory board, directorate, etc.), individual services and divisions of the organization (personnel services, personnel departments). The purpose of the personnel policy is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the current legislation, and the state of the labor market. The tasks of personnel policy can be formulated as follows: unconditional fulfillment of the rights and obligations of citizens in the labor field provided for by the Constitution of the Russian Federation; compliance by all organizations and individual citizens with the provisions of the laws on labor and trade unions, the Labor Code of the Russian Federation, model internal regulations and other documents adopted by the highest authorities on this issue; formation and maintenance of efficient, friendly production teams, development of principles for organizing the labor process; development of intra-industrial democracy; development of criteria and methodology for the selection, selection, training and placement of qualified personnel; training and advanced training of the rest of the employees; subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional and qualification composition; rational use of the personnel potential at the disposal of the enterprise, organization, association; development of the theory of personnel management, principles for determining the social and economic effect of activities. Personnel policy is closely related to such areas of the organization's activities as finance and economics, organizational design, social support for employees, scientific and technical support and the implementation of R&D at the enterprise, information support for the organization's activities. Personnel policy is one of the promising areas of management, since it involves a consistent and systematic solution of personnel development tasks. The policy of the enterprise in general is those areas of activity on which it focuses its efforts to solve the problems facing the organization. Thus, based on the results of this paragraph, the following conclusions can be drawn: the personnel policy that determines the selection and hiring, training and development, the policy of wages and social protection of personnel is one of the central functions of management, since it is people who ensure the effective use of any types of resources available in at the disposal of the organization, and it is from the staff that, ultimately, its economic performance and competitiveness depend. This determines the relevance of the topic of this work. Personnel management is a set of actions taken by an enterprise aimed at attracting candidates with certain qualities necessary to achieve the goals of the organization. .2 Documentation requirements for personnel policy
Documentation support personnel management includes a full cycle - the creation (documentation), processing and movement of documents in the organization from the moment they are created by employees of the personnel service or receipt until completion of execution or transfer to other departments. Each department of the personnel management service develops, draws up and executes documentation in accordance with its functional purpose. Most of these documents are internal to the organization. The procedure for working with them is determined by internal regulations, rules and instructions. Organizational and personnel documentation includes a set of interrelated documents that fix the numerical and official composition of the organization, its structure, tasks and functions, rights, duties and responsibilities of management personnel, the structure and tasks of the personnel service. Organizational and personnel documents include: structure and staffing; position on personnel service; staffing; staff regulations; job descriptions job regulations for each position. The staffing table establishes the number of structural units within the organization, the position and number of employees (managers, specialists and technical performers) for each structural unit and for the organization as a whole for the calendar year, indicating the payroll. unified form document (form No. T-3) approved by the Decree of the State Statistics Committee of Russia dated January 5, 2004 No. 1 and is a combination of screen text and a table. The procedure for preparing the staffing table is regulated by the Instructions for the use and filling out forms of primary documentation for accounting for labor and its payment. The staffing table is developed by organizations independently. Responsibility for its preparation lies with the personnel service. The draft document is endorsed by the heads of structural divisions, the legal service, signed Chief Accountant, heads of structural divisions of the organization, approves the head of the organization. The approval stamp indicates the total staffing of the organization and the monthly payroll. The stamp of approval is certified by the official seal of the organization (or the seal of the organization). The structure and staffing are fixed by a special document, which indicates all structural units, job titles and the number of staff units for each position. The document is signed by the deputy head of the organization, subject to agreement with the chief accountant, head of the personnel department and approved by the head. The stamp of approval is certified by a seal. Changes in the structure and staffing are made by order of the head of the organization. The regulation on the personnel service determines the status of this unit in the integrated management system of the organization, its internal organization, tasks, functions. As a rule, the structure of the Regulations includes the following sections: General provisions. The main tasks and functions of the personnel service. HR structure. The rights and obligations of the service and its employees. Basic requirements for the qualification of personnel service employees. Workplace of a personnel officer. Staff regulations are discussed and agreed with representatives labor collective, endorsed by the legal adviser, signed by the deputy head and approved by the head of the organization. The Regulation on Personnel determines the order of labor and personnel relations fixed in the organization, the working conditions of the entire composition of employees. It reflects: issues of organizing the activities of the institution; conditions of remuneration of its employees; the procedure for granting holidays, business trips, transfer to a new place of work and release from work, encouragement and disciplinary action; the rights and obligations of employees and management of the organization and a number of others directly related to personnel management. In accordance with the Federal Law "On the State Civil Service of the Russian Federation", the organizational and legal status of a civil servant is regulated by the official regulations, which are integral part administrative regulations of the state body. It includes: official duties, rights and liability for non-performance (improper performance) official duties; qualification requirements for the level and nature of knowledge and skills required of a civil servant; terms and procedures for the preparation, consideration of draft decisions and the procedure for their approval; a list of issues on which a civil servant is entitled or obliged to independently make decisions or participate in the preparation of draft decisions; a list of public services provided to citizens and organizations; the procedure for official interaction with other civil servants, citizens and organizations; performance and performance indicators. The organizational and administrative documentation of the personnel service includes orders (instructions) on amending the staff list, on the distribution of duties between the deputy heads of the organization, on the procedure for granting and duration of annual paid holidays for the organization's personnel. The main purpose of reference and information documentation is to inform about the actual state of affairs in the management system, to communicate information that initiates management decisions, and to provide feedback between the management and managed systems. Therefore, unlike organizational and administrative documents that go from the governing body to the managed one, reference and information documents are sent from the bottom up - from the structural unit to the organization represented by its head and his deputies or through horizontal links - between units, officials. Reference and information documents include: memorandum; reference; statement; explanatory note; performance; protocol; official letter; telegram; telex; sentence; fax message; electronic message; telephone message, etc. Documentation on employment, accounting and work with personnel includes: an employment contract (service contract), orders (instructions) on personnel matters, an employee's personal card, personal files of the organization's personnel, a work book. Orders (instructions) are issued on the general letterhead of the organization or on the form of an order (instruction) or indicating the type of document - ORDER. Mandatory order details include: name of the organization (subdivision); date and document number; name of the type of document; title; Orders for personnel are maintained separately from orders for core activities. Personnel orders begin with the words: ACCEPT, APPOINT, TRANSFER, FIRE, CHANGE (last name), PROVIDE (vacation), SEND, etc. As a rule, in their text there is no stating part and the keyword I ORDER. Among the documents on the organization labor relations between the employer and the employee, the most important place is given to the employment contract. An employee's personal card is a document that provides an analysis of the composition and accounting for the movement of personnel. Personal cards are issued in personnel services for all employees hired for permanent, temporary or seasonal work. It contains the necessary information about the employee. Maintaining a personal card is carried out in accordance with the Instructions for the use and filling out forms of primary accounting documentation, approved by the Decree of the State Statistics Committee of Russia dated January 5, 2004 No. 1. A personal card is filled out by a personnel officer in one copy. All entries in the personal card are formulated in full, without abbreviations. The basis for the entries are the relevant documents (passport, work book, military ID, education documents, etc.). Personal cards should reflect in a timely manner all subsequent changes in the employee's biographical and accounting data. A personal card (form No. T-2) is filled out after the head of the organization signs the order on hiring a citizen. Under operating conditions automated systems control as an input form, a machine-oriented version of this card is used (form No. T-2A). For state and municipal employees, personal cards (No. T-2GS) have some differences from generally accepted forms. Personal cards are stored in the archive separately from personal files. A personal file is a collection of documents filed into a folder in chronological order, which contain the most complete information about the employee and his work activity. It is issued personnel service after the issuance of the employment order. The most important documents of the employee's personal file are the personnel record sheet and the supplement to the personal sheet. In some organizations, they are being replaced by questionnaires drawn up according to the standard version. The work book contains information about the employee, the work performed by him, transfers to another permanent job, the dismissal of the employee, as well as the grounds for terminating the employment contract. Information about penalties in the work book is entered only if the disciplinary sanction is dismissal. Documents received in a personal file, as a rule, are arranged in chronological order. Personal files are stored in special safes, and the head of the personnel department or the personnel inspector is directly responsible for their maintenance and safety. Thus, based on the results of this paragraph, the following conclusions can be drawn: there are documents on the registration of personnel at the enterprise, literature on this issue, but it is not sufficiently adapted for organizations, but is adapted in most cases for budgetary institutions. 2. Analysis of personnel policy in the organization of JSC "Ivanovsky bakery No. 4"
.1 Characteristics of OAO Ivanovo Bakery No. 4
JSC "Ivanovsky Khlebozavod No. 4" is one of the largest enterprises in the baking industry. Full corporate name of the company: Open Joint Stock Company "Ivanovsky Bakery No. 4". Abbreviated name in Russian transcription: OAO Ivanovo Bakery No. 4. Location of the Company: 153005, Ivanovo, st. Paris Commune, 66, Russian Federation. JSC "Ivanovsky Khlebozavod No. 4" is located on two industrial sites in the city of Ivanovo: st. Paris Commune and st. Bohdan Khmelnytsky. At the main industrial site in the city of Ivanovo (Parizhskaya Kommuny St.), rye, wheat bread and small-piece products are baked. On the main industrial site there is the main building, where all the production facilities necessary for baking bread, a boiler room, garages, warehouses, an office and other auxiliary premises are located. On the industrial site (Bogdan Khmelnytsky St.) of the rusk production, there is the main building, where the production for the production of wheat bread, crackers, warehouses, an office and a mechanical workshop are located, where the boiler room is located. OAO "Ivanovsky Khlebozavod No. 4" is an open joint stock company, has the status of a legal entity and operates on the basis of the Charter and the legislation of Russia. The duration of the company is not limited. The founders of the Company are the state represented by the Property Management Committee of the Ivanovo Region. The purpose of the creation of an OJSC is to unite the economic interests, material, labor and financial resources of its Founders and shareholders for the implementation of economic activities aimed at extracting maximum profit. The main activities of JSC are: Consolidation of the efforts of shareholders in meeting the needs of providing the population with bakery products, semi-finished products and raw materials in order to achieve the highest profit; Participation in the production and processing of agricultural products; Wholesale and retail trade in consumer goods and industrial and technical purposes; Provision of trade and intermediary services to legal entities and individuals; Holding commercial exhibitions, fairs; Provision of marketing services; Organization and operation of catering points; Hotel business; Charity; Foreign economic activity. The Company has the right to carry out any other types of activities, if they are not prohibited by the law of the Russian Federation and meet the goals specified in the Charter. The Company is liable for its obligations with all its property. All shares of the Company are registered. Payment for shares and securities of JSC can be made: in cash, securities, other property, property and other rights having a monetary value. The Company may be voluntarily reorganized by decision of the general meeting of shareholders and liquidated in accordance with the procedure established by the legislation of the Russian Federation and the Charter of the Company, as well as by a court decision, in accordance with the Civil Code of the Russian Federation. Such a management structure belongs to the hierarchical type of management structures. The advantage of using a hierarchical management structure at Ivanovo Bakery No. 4 OJSC is that the management process is faster, since the production of bread is massive. The disadvantages of the linear-functional management system include the discrepancy between the responsibilities and powers of the heads of different levels and departments, the manageability standards are exceeded, especially for directors and their deputies, irrational information flows are formed, and the specifics of the work of various departments are not taken into account. The plant's demand for rye flour is 318,391 tons per month, for 1st grade flour - 171,719 tons, for 2nd grade flour - 58,414 tons, and for premium flour - 230,209 tons (in total for the plant). In addition to flour, production consumes margarine, sugar, salt, butter, etc. Raw materials (flour) are mainly imported from other regions. Bread is a product of daily demand. The sales volume in Ivanovo and the Ivanovo region is about 3 tons daily. Bread production technology bakery products involves the use of special recipes developed by specialists from Ivanovo and other bakeries. The raw material base of the Ivanovo region favors the development of the production of bread and bakery products: the availability and relatively low cost of raw materials (wheat flour, sunflower oil) makes it possible to achieve high profitability of production - about 12%. The market of bread and bakery products - the city of Ivanovo. Company staff: 8 technologists, 14 bakers, 1 administrator, 1 economist (accountant), 2 workers, 3 equipment adjusters (2012). The products of OJSC "Ivanovsky Khlebozavod No. 4" are competitive, as they are always fresh and of high taste quality. The enterprise JSC "Ivanovsky Khlebozavod No. 4" exists in the Ivanovo market relatively recently, but has already managed to conquer its niche, in a short time it has managed to become well informed about the channels of communication with suppliers. The products of JSC "Ivanovsky Khlebozavod No. 4" are familiar to consumers with freshness and high technology production. .2 Study of the personnel policy of the enterprise: state and problems
Personnel of JSC "Ivanovsky Khlebozavod No. 4" are characterized by: 1) The conservatism of the working staff. The average age of employees is 30 years, while 40% of people have been working at the enterprise for more than 20 years, 43.4% - 5 -10 years. This suggests that the majority have been working at the plant for a long time, they have developed their own views and principles, which are very difficult to break. 2) The lack of knowledge and experience in the new conditions of the managers of the enterprise. 7 people work with higher education. (3%), 44 with secondary technical (24%) and 72% with secondary specialized. Many executives have been working at the enterprise for many years, holding their position without education (chief accountant, chief power engineer, foremen, production manager, etc.). Among employees, 37% - 2nd category; 40% - 3 category; 20.5% - 4th category; 8% rank 5 and 2% - 6. This indicates the quality of the working staff and the quality of the management team. There is a growing need among workers for more highly qualified workers (especially in production and in the machine shop), because. the basis is made up of workers of the 2nd and 3rd category. ). There is a need for new qualified personnel with special education. Among the engineering and technical personnel, the greatest need for today is an engineer-economist; ch. mechanics; ch. energy; technologist; master - yeast; acceptance master; test makers. Thus, the need for personnel is 40% of engineering and technical personnel. At the moment, the technologist and the senior foreman require replacement (there is no replacement). In general, the leadership of 2% of specialists is not at all satisfied. There is no work on the promotion of the reserve as such, because. among the workers themselves, only a few have an education, and there is no one to recruit from outside. Today there is a reserve of the senior master, ch. accountants (their deputies). four). Lack of understanding of the role of education and staff training The personnel department at the enterprise is represented by an inspector of the personnel department (1 person), who is responsible for maintaining documentation: for the admission, dismissal of personnel, movement of personnel, and he also performs all the functions of a secretary: maintains, draws up, registers, etc. all external and internal documentation. The average working day of an HR department inspector is 10-12 hours, of which work directly with personnel is on average 15-30 minutes, i.e. about 2%. The rest of the time is spent on printing documents (50%), receiving and faxing documents (10%), answering phone calls(20%), lunch and rest average 7%. This indicates the absence of any kind of personnel management at this enterprise. Recruitment is a series of actions taken by an organization to provide itself with employees of a certain quantity and appropriate quality in order to achieve the goals of the enterprise. The management of JSC "Ivanovsky Khlebozavod No. 4" plans to select and hire personnel not urgently. The selection of employees is made on the basis of recommendations, personal acquaintance, advertisements in the media (newspapers, magazines, TV). The first conversation is an interview with the head of the personnel department, the review of the work book takes place in the personnel department; if, according to the qualifications (documented) and the requirements, the candidate is satisfied with the enterprise (lack of comments on labor discipline), then he is sent to the site for a conversation with his manager and, with a positive response, is sent to an appointment with the general director, where the internal regulations, the payment system are explained, benefits, etc. At the enterprise OJSC "Ivanovsky Khlebozavod No. 4", all employees are received personally by the general director, which indicates the initial attitude to the selection of personnel in the organization. If the issue of hiring is positively resolved, the employee undergoes a medical examination, briefings (introductory and at the workplace), the employee is familiarized with the job and production instructions, with safety rules. The dynamics of the number of industrial and production personnel and labor productivity is presented in Table. 1 (data at the beginning of the year). Table 1. Dynamics of the number of industrial and production personnel (PPP) and labor productivity (PT) for 2009-2012 Indicators change 2009201020112012 Commodity output (TP) rub. rub./person. .8409Index of dynamics of the IPP base.%10095.97701101.1494108.3832 As can be seen from table 1 for 2009-2012. the enterprise experienced an increase in both the number of PPPs and labor productivity per one PPP employee. Let's calculate the indicators of labor movement: Acceptance turnover ratio:
Kp \u003d Number of employees hired for the period / Average headcount for the period g.: Kp \u003d 13/176 * 100% \u003d 7.4% Retirement turnover ratio:
Kv \u003d Number of employees dismissed for all reasons for the period / Average headcount g.: Kv \u003d 10/176 * 100% \u003d 5.7% g.: Kv \u003d 8/181 * 100% \u003d 4.4% Flow rate:
Kt = Number of employees dismissed for reasons related to staff turnover / Average number of employees g.: Kt=4/176*100%=2.3% g.: Kt=5/181*100%=2.8% Labor force replacement rate: Kz = Number of employees hired for the period / Number of employees dismissed for the period g.: Kz=13/10*100%=130% g.: Kz=14/8*100%=175% Composition consistency factor:
Кп.с.= Number of employees who worked for the entire reporting period / Payroll number of employees at the end of the period g.: Kp.s.=158/176*100%=89.8% g.: Kp.s.=160/181*100%=88.4% As can be seen from the calculated data in 2012 compared to 2011, the turnover of hired employees increased slightly by +0.3%; gender at disposal decreased by -1.3%; staff turnover increased by 0.5%, which negatively affects the potential of the enterprise. Let's analyze the dynamics of the number and qualification composition of employees of the enterprise JSC "Ivanovsky bakery No. 4", for 3 years. Table 2. Analysis of personnel composition PositionNumber of employees, persAbsol. changed.Absol. pers. changed in 2012 honored. in 2012 vs. vs. 01/01/2010 01/01/2011 01/01/2012 since 2010 since 2011 D 1people D 2people 1) Director111002) 3 av. Production - ch. Technologist111003) chief accountant111004) accountant 888005) mechanic - energy 666006) pikari101010007) workers566570+9+58) driver of the autofurgation3030009) workers2929290010) electrics - driver - brigadier234+1+112) cirrin Total:167176181+14+5
As can be seen from Table 2, in 2012, compared to 2010 (as of January 1), the number of employees increased by 14 people, and compared to 2011, it increased by 5 people. The increase in the number of employees in 2012 compared to 2010 occurred as a result of the expansion of production at OAO Ivanovo Bakery No. 4 (the opening of a central market) as a result of which 9 workers and one baker were hired additionally - a foreman (as a result of an increase in sales, a need arose for a baker). The positions of support workers were reduced from 4 to 2, as in 2010 there were already underemployment of support workers, and therefore the rate was reduced. Among the forms of remuneration at the enterprise JSC "Ivanovsky bakery No. 4" the following can be distinguished: Time-based; Piecework; Salary; The system of remuneration on a commission basis. The company also has a system of stimulating the work of employees in the form of bonus payments. It is negotiated at the conclusion of the employment contract. The management of the enterprise has developed the “Regulations on bonuses for workers, employees, the commercial department (managers and specialists), employees of the marketing department, managers, specialists and employees of the enterprise”. In accordance with Section 5 of the Collective Agreement of JSC "Ivanovsky Khlebozavod No. 4" - payment and labor rationing, approved by the Conference of the labor collective on July 22, 2002, using wages as the most important means of stimulating the growth of its productivity, the employer undertakes: Make remuneration of managers, specialists, employees on official salaries in accordance with the staffing table and the Regulations on bonuses, which are approved taking into account the opinion of the trade union committee. The wages of pieceworkers shall be paid at the established piecework rates, calculated on the basis of tariff rates and categories of work performed, and pay a bonus in accordance with the Regulations on bonuses, which are approved taking into account the opinion of the trade union committee. Workers of certain professions, taking into account their classification, establish monthly official salaries and pay bonuses in accordance with the Regulations on bonuses, which are approved taking into account the opinion of the trade union committee. To pay time workers at hourly rates set depending on the qualifications of the worker, the complexity of the work and working conditions and pay bonuses in accordance with the Regulations on bonuses, which are approved taking into account the opinion of the trade union committee. To explain to each newly hired employee the conditions of remuneration, the possibility of advanced training, wage growth. Introduce forms and systems of bonuses that stimulate the increase in production efficiency, the achievement of the best final results of activity, the improvement of quality, and the creation of conditions for the creative activity of each employee. Newly hired workers should be paid for the duration of the internship, for the 2nd category of a piecework worker (worker - time worker), the bonus should be paid at the discretion of the head of the unit. Provide work in accordance with the position and the assigned category. As the qualifications of workers grow, raise their wage category in the manner prescribed by law. Make the following payments to employees: Performing, along with their main job, stipulated by the employment contract, additional work in another profession (position) or acting as temporarily absent employees without exemption from their main job in the amount of up to 50% of the tariff rate (salary), in case of saving the wage fund - up to 100%; Leading the team - up to 30% of the tariff rate (salary). To reward employees at a time for the performance of particularly important tasks, for their work and the introduction of highly efficient technologies, and high qualifications. Monthly issue sheets to all workers no later than two days before the issuance of wages. Payment of wages is made twice a month: on the 13th and 25th. If the day of issuing wages coincides with a weekend or public holiday, issue wages the day before. In order to establish a unified procedure for spending funds on the remuneration of employees of Ivanovo Bakery No. 4, the “Regulations on wages in Ivanovo Bakery No. 4” OJSC were developed. The sources of funds for wages are the cost and profit remaining at the disposal of the Company in accordance with applicable law. In accordance with this Regulation, wages: Managers, specialists and employees are made on the basis of monthly salaries in accordance with the staffing table and the actual hours worked. Time workers: food inspectors; acceptors-deliverers of food products; loaders; tractor driver; rolling stock drivers; repairmen; electric welders; compressor unit operators; stokers production ovens(Kokhomsky rusk production); painters-plasterers; plasterers-tilers, is produced at hourly tariff rates, established depending on the qualifications of the worker, the complexity of the work performed and working conditions. Piecework workers: a tray-washing machine driver, a tray-repair carpenter, a repairman engaged in the chemical processing of bread forms, are produced according to production standards and at piece-rate rates approved taking into account the opinion of the trade union committee. Pieceworkers: bakers; test leads; yeast growers; silos; stokers of production furnaces (main production); operators of a warehouse for bulk storage of flour, drivers of dough-cutting machines; proofer drivers; stackers of bakery products; stackers-packers; food cutters; repair workers technological equipment in shifts (main production), is carried out in accordance with piece rates approved, taking into account the opinion of the trade union committee on the collective results of the work of the brigade. The distribution of collective earnings among the members of the brigade is carried out in accordance with the assigned ranks and the actual hours worked. Compensation for the work of senior storekeepers, wardrobe maids, office cleaners and industrial premises and the territory, a cook, a worker for cleaning the containers of a warehouse for bulk storage of flour, a car mechanic, controllers of a checkpoint, nurse, the operator of washing machines is made according to salaries approved taking into account the opinion of the trade union committee. For work at night, on Sundays and non-working days according to the schedule, an additional payment is made in the amount of 100% of the tariff rate (salary), for work in evening time- 50% of the tariff rate (salary), taking into account the allowance for working conditions for each hour of work. The wages of the salespeople of the "Hot Bread" stores and the Kokhomsky rusk production are made on a commission basis. The percentage of remuneration from the proceeds received for sold products for a specific outlet an individual is set: for the store "Hot bread" - 1.8, for the store of the Kokhomsky rusk production - 2.9. The proceeds for sold products are adjusted for the inflation rate set on the 1st day of the reporting month at OAO Ivanovo Bakery No. 4. The inflation rate is calculated according to the approved methodology. The proceeds received are distributed among the sellers in proportion to the hours worked. The amount of remuneration due to each seller includes a salary calculated depending on the time worked and for the reporting part, which is the bonus part. For loaders of food products engaged in loading and unloading operations in the winter in the open air and in an unheated room, when calculating wages, apply the following coefficients to tariff rates: in November - 1.06, in December and March -1.08, in January and February -1.13. The employees of the Company are monthly paid bonuses for the final results of the Company's activities in accordance with the Regulations on bonus payments to employees, approved taking into account the opinion of the trade union committee. The amount of remuneration of managers: general director, financial director, commercial director, technical director, deputy commercial director are determined by agreement of the parties to the employment contract. Salaries for sales managers sales agents produced in accordance with labor contracts. In any mode of operation, the calculation of the average salary of an employee is made on the basis of the salary actually accrued to him and the time he actually worked for the three calendar months preceding the moment of payment. The minimum monthly tariff rate cannot be lower than the statutory minimum. The revision of the minimum rate (salary) can be made by agreement between the Employer and the trade union committee (at the initiative of either party). The following factors must be taken into account: Financial position of the Company; The rate of inflation. The Company maintains the validity of the unified qualification reference book of jobs and professions of workers approved in the manner established by the Government of the Russian Federation. Analysis of the state of assessing the human potential, as an important component of the goal of the enterprise JSC "Ivanovsky Khlebozavod No. 4", allows us to draw the following conclusions: ) The personnel potential of an enterprise is a complex socio-economic system consisting of many components (factors) of different nature and content, subject to qualitative, quantitative and cost assessment. ) Determining the price of an enterprise without taking into account the components of its personnel potential is a sufficiently initial characteristic of the economic value of an enterprise and cannot serve as a basis for buying and selling, renting, pledging, insurance, investing and other transactions with the enterprise. ) As studies have shown, despite the relevance and practical significance of assessing human resources as an important component of the value of an enterprise, the essence, content, methods and indicators of assessing human potential by modern, and in particular domestic, science are poorly studied and are not used in market management practice in Russia . ) A feature of the assessment of the personnel potential of an enterprise is the presence of both individual (for individual employees) and integral (for the whole workforce) characteristics. Therefore, one of the main tasks of the assessment is to identify the relationship between the assessment of the potential of individual employees and the team as a whole, taking into account organizational parameters, interpersonal relationships. The modern level of technology, skillful management, professionalism and high qualification of the staff, the culture of the organization guarantee high sales. JSC "Ivanovsky Khlebozavod No. 4" systematically works on technical improvement of production and sales of products, modernization of equipment, introduction of the latest achievements of science and technology. At the enterprise, accounting for personnel and the use of working time is included in the field of operational and technical accounting. This accounting at JSC "Ivanovsky Khlebozavod No. 4" is handled by the personnel department, as well as individual, specially assigned employees of the departments. For the organization of accounting, for reporting and control over the wage fund, all personnel of the enterprise OJSC "Ivanovsky Khlebozavod No. 4" are divided according to a number of features: According to the affiliation, the personnel is divided into industrial and production and non-industrial personnel (personnel of non-core activities). Industrial and production personnel include employees of the main and auxiliary industries, departments, security, management. Non-industrial personnel include employees engaged in servicing the organization. The most numerous of the groups - workers - are in turn subdivided according to specialties (professions) and qualifications. On the basis of these classifications and as a result of taking into account the movement of personnel, such indicators of the number of employees as the payroll and attendance number of employees are calculated. The payroll is the total number of permanent and temporary employees of the enterprise included in the lists for wages. The payroll includes workers who have worked for more than five days, and in the main shops for more than one day. The turnout composition is the number of workers who came out each specific day. These indicators are necessary for calculating production standards, for accounting for the movement of labor. The main directions of the movement of the labor force are: hiring, transfer from position to position or from category to category, transfer from workshop to workshop or from department to department, going on vacation, dismissal. Each of these cases is documented accordingly. When hiring, orders (instructions) for hiring are drawn up (form No. T - 1). Based on the order, a personal card is opened in the personnel department (form No. T-2), and a personal account and a tax card for accounting for the total annual income are opened in the accounting department individual. On the newly accepted in the personnel department, a work book is started and stored. A work book filled in and executed with signatures, stamps and seals is a form of strict accountability. Each employee of the enterprise, hired for permanent, temporary or seasonal work, is assigned a personnel number, which is an analytical accounting code and is affixed to all documents on accounting for settlements with personnel. On the basis of the order (instruction) on hiring and under the corresponding personnel number, the timekeepers enter the employee in the time sheet. In the event of dismissal or transfer to another job, his personnel number cannot be assigned to another employee within one to two years. In all other cases, an order (instruction) is drawn up for OAO Ivanovo Bakery No. 4, the basis for which can be either an application or the conclusion of an attestation commission. All primary documents related to the movement of personnel enter the accounting department of the enterprise and serve as the basis for starting or stopping payroll, changing tariff rates, and the like. In addition to indicators of the composition and movement of personnel of the enterprise great importance has a properly organized accounting of the amount of labor expended. This number can be measured: using the indicator of working time, the amount of trade. Measuring the amount of labor expended using the indicator of working hours means the use of hourly wages. Measuring the amount of labor expended using output means applying a piece-rate system for recording wages. However, even in the conditions of piecework wages, it is necessary to take into account the fulfillment (or non-fulfillment of production standards), that is, the number of works, services produced for a certain period of time. Regardless of the system used, the basis for payroll is accounting for actual hours worked or timesheets. Timesheets at JSC "Ivanovsky Khlebozavod No. 4" should ensure control over the timely appearance of workers and employees at work and their timely departure at the end of the working day in accordance with the labor schedule in force at the enterprise, as well as control over the presence of employees during working hours. Depending on the degree of coverage of information, time records are kept by the continuous method and the method of deviations. With the continuous method, all data are recorded: appearances, absences, lateness, overtime etc. When using the deviation method, only deviations from normal working conditions are recorded in the time sheet: absenteeism, lateness, downtime, etc. The second method is less labor intensive, but requires a more precise organization of this accounting. At the analyzed enterprise JSC "Ivanovsky Khlebozavod No. 4", a pass system is used. Each employee is issued a permanent pass. The result of the time sheet is the compilation of a time sheet. The report card is a nominal list of employees of the enterprise. The inclusion of an employee in the time sheet or exclusion from it is carried out on the basis of primary documents for accounting for the movement of the labor force (orders or instructions for hiring or transferring from position to position). No-show notes are made in the report card based on the access system control data. In addition, the basis for compiling the time sheet is sheets of temporary disability, orders for business trips together with travel certificates, orders for the establishment of a reduced working day for one reason or another (preferential hours for teenagers, breaks in the work of nursing mothers, etc.). Accounting for weekends and holidays is carried out in the report card on the basis of the schedule and mode of operation of the enterprise. Case - deviation from normal working conditions is also recorded in the report card. The basis for their reflection in accounting are the same documents with which these works are drawn up. Accounting for loss of working time (downtime) at OAO Ivanovo Bakery No. 4 is planned to be kept in the report card in the near future. The basis for their reflection in the accounting are sheets of downtime or accumulative statements of downtime. To maintain time records, unified designations of the types of costs of working time are used. All types of labor costs are divided into 4 types: hours worked; unworked time; unworked unpaid time; holidays and weekends. Each type of cost is assigned two ciphers - letter and number. At the end of the month, the time sheet is closed, that is, it is calculated for each employee: the number of days of attendance at work, absences for reasons, the number of hours not worked (lateness, early departure from work, downtime), the total number of hours worked, including night hours, piece work , processing. The time sheet is signed by the timekeeper, the head of the shop (department) and transferred to the accounting department. Thus, we can draw the following conclusions: the goal of the personnel policy at OAO Ivanovo Bakery No. 4 is to attract and educate high-class workers. The main tasks of JSC "Ivanovsky Khlebozavod No. 4" in the implementation of personnel policy are: achieving high motivation for work of employees of the enterprise; creating a direct interest of employees (especially top and middle managers) in achieving high performance results of OAO Ivanovo Bakery No. 4; comprehensive development of personal and professional qualities employees of the enterprise; high social protection of employees of JSC "Ivanovsky Khlebozavod No. 4" - provision of all guarantees provided for by labor legislation, as well as additional social guarantees employees of the enterprise. 3. Improving the personnel policy of OAO Ivanovo Bakery No. 4
.1 Improving personnel assessment in the enterprise
In a market economy, it is becoming increasingly important to provide the organization with qualified personnel. Personnel assessment (hereinafter referred to as assessment) is a systematic procedure for determining the effectiveness of employees in implementing the tasks of an enterprise in order to consistently accumulate information necessary for making further management decisions. Timely acquisition of the necessary personnel for all departments of the organization becomes impossible without the development and implementation of personnel policy. The fact is that in modern production, the greatest value is not the walls and machines of the enterprise, but the creative potential of the staff and management methods. The personnel policy at OJSC "Ivanovsky Khlebozavod No. 4" is based on the assessment of personnel, motivation, and continuous training. The purpose of personnel assessment: obtaining objective information about the qualitative composition of the enterprise's personnel; use of evaluation data in the development of personnel motivation systems; ensuring compliance of employees with the requirements of the enterprise; informing the staff about compliance with the requirements of the enterprise. The main principles of personnel assessment are: objective assessment of professional knowledge and skills of personnel; legality; the reliability of the results obtained; connection with motivational policy. To implement the principles of personnel assessment, an assessment of performance indicators and an assessment of competencies are used. Performance indicators (PPIs) are indicators formed from functional duties and work plan of the employee, in accordance with the goals and objectives of the enterprise, reflecting the degree of achievement of results in the process of work, as well as the effectiveness of their implementation. Competence is a set of interrelated skills, abilities and knowledge that provides an effective solution by an employee of a certain amount of tasks. As a result of the assessment: recommendations are made to increase the category / category in accordance with the labor legislation of the Russian Federation; work goals of the employee for the next evaluation quarter are planned; the employee is provided with information on the degree of his compliance with the requirements of the enterprise. The results of the personnel assessment can be used by the head of the structural unit to distribute the quarterly bonus. The results of the evaluation are not the basis for making personnel decisions on the dismissal of employees. Personnel assessment is personnel activities designed to assess the compliance of the level of work, qualities and potential of the employee with the requirements of the activity performed. It is on the basis of the assessment that conclusions are drawn about the feasibility, timing, directions for promoting an employee, keeping him in his previous position, or about his inappropriateness. The main purpose of the assessment is to identify reserves for increasing the level of return of the employee, work efficiency. In practice, there are two main approaches to valuation. In accordance with one of its meaning is to control the activities of the employee, resulting in encouragement, punishment, promotion. Another approach focuses on finding ways to improve the work and self-realization of the employee. If the main objectives of the evaluation are to improve performance and determine the wages of employees, then the evaluation should be based directly on performance criteria. The indicators by which the assessment is carried out can be qualitative and quantitative, which are expressed both in real values and in conditional points. The indicators are also subject to such requirements as the completeness and reliability of the reflection of the results, individualization, ensuring comparability, both with the previous period and with the achievements of other employees. At the same time, the activity is evaluated by the complexity, scale, managerial and technological complexity, and the results - by the degree of achievement of the set goals, timeliness, completeness and quality of the tasks. The basis for assessing the qualifications of an employee is work experience. When choosing methods for conducting personnel assessment, it is important to see its goals, namely: assessing the effectiveness of the work of employees and their suitability for their positions, as well as identifying promising employees for their training and promotion. Therefore, the evaluation procedures are divided into two components: Labor evaluation makes it possible to solve the following personnel tasks: To obtain reliable and accurate assessment data, it is necessary: 1.Establish performance standards for each workplace and criteria for its evaluation. 2.Establish a policy for conducting performance appraisals, i.e. Decide when, how often, and by whom to evaluate. .To oblige certain persons to evaluate the effectiveness of work. .Require assessors to collect data on employee performance. .Discuss the assessment with the employee. .Make a decision and document the assessment. In order for labor assessment procedures to be effective in each particular enterprise, they must meet the following requirements: The main approaches to labor assessment: 1. Evaluation of the result. Difficulty is the assessment of complex, complex activities that affect many people, since the problem arises of assessing the contribution of each employee to obtaining a result. Evaluation of behavior (according to criteria related to the activity performed). Ranking procedures that make it possible to establish differences between employees (on one or a number of indicators). However, when using direct ratings, they can give false (subjective) results. A complete personnel assessment scheme includes a comprehensive assessment of the performance of an employee, his competence, ability to perform an effective and high-quality work, an assessment of the qualities and behavior of a person. Modern methods of personnel assessment consist in the fact that in model situations typical for the performance of activities, observe the person being assessed and identify the presence or absence of the necessary successful work qualities, describe its features and formulate learning objectives. Exercises are created that simulate the key moments of the activity of the person being assessed, typical ways of human behavior in specific situations are observed and analyzed, and the degree of expression of professionally important qualities is determined. Based on this assessment, a conclusion is made about the degree of suitability of the person being certified for this work, potential opportunities, promotion. In the process of participation of subjects in testing, group work, interviews, behavioral information is collected by expert observers, the primary behavioral information is translated into descriptions according to criteria. At the same time, personal and business qualities are characterized: attention, thoroughness, observation, the ability to detail, the ability to learn. According to the results of the observation, the communicative and organizational skills of the attested, the ability to argue their point of view, consistency, dynamism and flexibility of thinking, and creativity are evaluated. The purpose of psychological tests is to obtain information about the level of development of personal and business qualities that significantly affect a person's behavior in an organization and determine its effectiveness. professional activity. During the final discussion, a final decision is made on how the level of development of the qualities of the subject is assessed, which may contribute to or hinder his effective work, assumptions are made about the prospects for growth, improvement of activity. Evaluation is a method for evaluating the activities of managers and specialists during their work. The purpose of the assessment is to determine the compliance of the employee with the position held based on the results his activities, qualifications and personal qualities. Grade It is periodic, carried out directly at the enterprises once every three years. In modern international management theory, it is generally recognized that PEOPLE WORK BETTER AND ACHIEVE MORE if: This assessment methodology is passed by the personnel of Ivanovo Bakery No. 4, including heads and specialists of departments, services, workshops. When moving (transferring) an employee from one structural unit to another (as well as within the unit), subject to an insignificant change in his job duties, the assessment this employee produced continuously. In this case, the decision on the materiality of changes in job duties is made by the head of the structural unit. In case of a significant change in the duties of an employee, the assessment is carried out as follows: An employee who has worked in a position for less than 1/3 of the reporting quarter before being appointed to a new position is not subject to assessment in the current quarter. The assessment is made in the next calendar quarter. An employee who has worked for more than 2/3 of the reporting quarter before being appointed to a new position is subject to assessment for the period worked. The head of the structural unit, together with the employee, develops new SED, in accordance with which the employee is subject to evaluation 1 quarter after appointment. Evaluation methods: evaluation of the employee's performance is carried out by the head of the structural unit based on the results of performance indicators. Conditionally variable indicators may change during the quarter depending on the prevailing (current) working conditions. Performance indicators should consist of a conditionally constant and conditionally variable part, each of which contains at least 2-3 indicators. The conditionally constant part contains indicators on the performance of which the performance of the entire unit depends. The final percentage of the SEI is calculated as the ratio of the percentage of the performance of indicators for the quarter to the total number of indicators. Competency assessment is carried out using a competency dictionary, which contains a description of competencies and scores. Assessment of competencies by the head of the structural unit is carried out by filling out an assessment form for competencies by the direct head of the structural unit, in whose subordination the assessed employee is. Assessment of competencies by colleagues within the unit is carried out by filling out an assessment form for competencies by colleagues identified by the head of the structural unit, who interact with the person being assessed in the course of their professional activities (2 people). Assessment of competencies by employees of related departments is an assessment of competencies by managers and employees of related departments with whom the assessed employee interacts in the course of activity (2 employees of different structural divisions). The list of related units is determined by the head of the structural unit together with the assessed employee on the basis of his job description and work performed over the past period. The assessment of competencies in a structural subdivision consisting of less than 3 employees (including the head) is carried out by managers and employees of only related departments (2 employees of different structural subdivisions). Self-assessment is carried out by filling out a self-assessment form by an employee. The final assessment for competencies is defined as the average assessment of the head of the structural unit, colleagues within the unit, employees of related units and self-assessment, and is calculated as the ratio of the sum of all average assessments for competencies to the total number of competencies. The final assessment for competencies is reduced to a percentage. The given percentage is the ratio of the actual score obtained for competencies to the maximum score - 5 points, multiplied by 100%. The result of the assessment for each assessed employee is the final assessment percentage, which is determined as the sum of the total percentages for SEP and competencies, adjusted for the significance of the assessment. At the same time, the significance of the assessment for the implementation of performance indicators is 80% (0.8), and for competencies - 20% (0.2). Evaluation of employees in terms of SED and competencies takes place quarterly. Preparing for the assessment: The assessment period is one calendar year. The Human Resources Department issues an order to conduct an assessment 1 month before the start of the assessment period. The personnel department specialist forms the structure of electronic assessment bases on a network drive in accordance with the organizational structure and staffing. At least 2 weeks before the start of the evaluation period, the head and staff of the unit discuss and plan for the coming year with a quarterly breakdown. The HR specialist conducts an explanatory conversation with the head of the department for their preparation. The manager/responsible enters the plans of employees of the structural unit into the electronic assessment database on a network drive. Conducting an assessment: At the end of each quarter, the head and employee of the structural unit discuss the results of work for that quarter. Until the 15th day of the month following the reporting quarter, the head of the structural unit / responsible person fills in an electronic assessment base for the employees of the unit on a network drive. The head of the structural unit / responsible person prepares a final statement certified by all assessed employees and sends it to the personnel department. Corrections, additions to the data entered in the electronic assessment database are possible only with the approval of the expert commission. Organization and holding of expert commissions: Expert commissions for summarizing the results of personnel assessment, consisting of the chairman (director of Ivanovo Bakery No. 4 OJSC / technical director), members of the commission (heads of departments, their deputies and group leaders) and secretary (HR specialist), are held quarterly in accordance with the schedule , determined by the Appendix to the order of OAO Ivanovo Bakery No. 4. The HR specialist submits to the expert commission final statements with assessments for employees of structural divisions. The expert commission, on the basis of the final evaluation sheets, makes a decision. The manager informs the employees about the results of the evaluation by providing the final evaluation sheets, as well as the minutes of the meeting of the expert commission. The signed minutes of the meeting of the expert commission and the final evaluation sheets are provided to the personnel department. Responsibility for the evaluation procedure: The officials who organize and carry out the assessment of personnel bear personal responsibility: for the fulfillment of the assigned tasks; for non-disclosure of information regarding data processing; for the timely and reliable provision of information necessary for assessment and reporting; for compliance with the procedure for maintaining an electronic assessment database and the safety of documentation; for polite and tactful treatment of assessed colleagues; for compliance with the principles of personnel assessment: objectivity, reliability, legality; for the implementation of recommendations; the head of the structural unit is responsible for collecting the necessary information about the work of the assessed employee. To organize the assessment, the head of the department must: determine the performance indicators of the employee for the quarter and evaluate their performance by the employee; ensure the filling of the electronic assessment database for the employees of their unit. The HR specialist maintains a common electronic assessment database for personnel assessment and is responsible for non-disclosure of the data of the final assessment sheets and protocols of expert commissions. The head of the structural unit brings the results of the assessment to the attention of the employee. Organization of data storage: The electronic assessment database is located on a network drive. To ensure backup of the electronic assessment base, the specialist of the HR department copies the electronic assessment base to removable electronic media by the 20th day of the month following the reporting quarter. The final evaluation sheet and the protocol of the evaluation commission are confidential information and are stored in the employee's personal file in compliance with Art. Art. 85-90 of the Labor Code of the Russian Federation for 15 years. Evaluation forms are kept in the personnel department for two years. Heads of structural subdivisions, together with specialists, developed performance indicators. The work on personnel assessment was carried out according to a certain schedule. The number of managers and specialists who passed the personnel assessment was 110 people. The number of expert commissions in the organization when conducting personnel assessment is 7. The organization uses an automated program (electronic assessment database) for personnel assessment, access to which is available only to a personnel specialist involved in personnel assessment, heads of structural divisions, as well as top management. This program converts all the data entered into it into percentages and displays the final results for evaluating performance indicators, evaluating competencies and overall rating. Managers hand out the forms to the assessed, then enters all the received data into the program on their own. This program is the intellectual property of OAO Ivanovo Bakery No. 4. In this way, this method assessment combines several methods at once: self-assessment, assessment by competencies, assessment of performance indicators. It turns out that the employee is evaluated immediately according to a set of criteria. Such a methodology for conducting personnel assessment may well be considered complex. The objectivity of the assessment is achieved by the fact that the employee is immediately evaluated by the manager, employees and colleagues, and also conducts self-assessment, and develops performance indicators together with his manager. This system has a number of advantages. The advantages include a comprehensive fairly objective assessment, its complexity, the combination of several methods (360-degree circular assessment, competency assessment, performance assessment), participation in the compilation of performance indicators for the employee himself (it is the employee who understands his work best), discussion with the head of the assessment results, the opportunity to disagree with the assessment results and the subsequent consideration of this disagreement in the expert commission, the processing of the results is automated, the employee does not have access to the database (thus, there is no distortion of information). Evaluation is an objective basis for drawing up training and development programs for personnel. The qualitative and quantitative need for employee training can be determined following methods: analysis of information about employees (length of service, work experience, basic education participation in training and advanced training programs); regular evaluation of performance. In the course of regular evaluation, both strengths and weaknesses in the work of a particular person can be discovered. After that, it is possible to make a decision on the need for training and determine the specific form and content of training; analysis of long-term and short-term company plans and plans individual divisions in order to determine what level of qualification and professional training of personnel is necessary for their successful implementation. What should be the training (content, methods used) that will allow employees to achieve the required level of qualification and professional training; analysis of nonconformities and corrective actions taken. Organizational problems caused by poor performance, safety violations, unreasonably large losses of working time, etc., as well as the costs associated with eliminating non-conformities and their causes, can also be the result of insufficient staff competence; collection and analysis of applications for personnel training from heads of departments; employee suggestions. .2 Improving the training of personnel in the enterprise
The development of an organization is impossible without the development and professional growth personnel. Therefore, the issue of staff training arises before every successful organization. But where do you start with staff training? Of course with his assessment. The assessment will help identify gaps in staff knowledge and indicate the types of training needed. Obviously, the presence of a highly qualified and motivated team of specialists who fully use their potential is the key to the success and leadership of any organization. Such information is collected through surveys and questionnaires of employees; organization of work with a personnel reserve and work on career planning. In the process of working with the personnel reserve and when planning a career, employees receive additional information about the training needs of different categories of personnel; identification of factors influencing the work of personnel. For example, changing standards or introducing new programs often requires additional training. The content, forms and methods of training may be different, but this should take into account not only the needs of students in development, acquiring new knowledge, skills, obtaining the information necessary for successful work, but also the correspondence of this training to the goals and interests of the organization. We are interested in regular assessment of the effectiveness of activities when planning the need for training. Competency assessment should also not be ignored. That is, based on the results of personnel assessment, it is necessary to understand who needs to be trained in the first place and for what reasons. Employee development helps to identify the needs of employees for training and further development: forecasting the promotion of employees; creation of working groups to work on individual projects; formation of a reserve for promotion; selection for the performance of responsible tasks; identifying the need for advanced training and its focus. So, depending on the level of assessment of the employee, it is necessary to take the following measures: if the employee has a low assessment of performance, then it is necessary to train and develop him professionally, direct him to advanced training, professional training, possibly self-study and self-training, exchange of experience; if the employee’s performance has not improved after undergoing professional training based on the results of the assessment for 2 quarters, then it is necessary to retrain this specialist and transfer him to another position, or demote him; if an employee has a low score on competencies, then it is necessary to improve his competencies through training at seminars, advanced training. Based on the results of the assessment, an individual development plan can be drawn up, which will allow the employee to develop and achieve even higher performance during the next assessment period. The development plan may include the following elements: the process of employee self-training (reading special literature, taking courses, etc.); exchange of experience and knowledge with colleagues and manager; a system of trainings for the development of specific skills and abilities; work according to an individual plan; consultations with external specialists; internships, etc. The training program is formed on the basis of a comprehensive survey of the enterprise's personnel (identifies problem areas) and is aimed at the targeted development of individual and collective abilities and skills of the personnel - this allows you to "an order of magnitude" increase the efficiency of each employee and the organization as a whole. After evaluating the effectiveness of the activities and competence of employees, “problem areas” will be determined (on what points and for what reasons the employee has low marks), based on which the need for development and training will be determined, which will correspond to the goals of the organization. After that, it will be necessary to choose a teaching method and form a training program, then form study groups and conduct the training itself. Based on the results of the implementation of the training, the employee will need to be evaluated, and based on the results of the evaluation, it will be possible to offer recommendations on rotation and promotion. Thus, using the results of personnel assessment for its training, the organization receives many benefits, including the interest of employees in passing the assessment, reducing training costs, and increasing labor productivity. Personnel assessment allows you to identify employees with promising opportunities and leadership skills to promote them to higher and more responsible positions. A promotion is a great way to recognize outstanding performance. However, when making decisions about promotion, management should only promote those who have the ability to effectively perform duties in a new position. Unfortunately, sometimes those employees who perform their current duties well, but do not have the potential to work effectively in a new position, are promoted. Promotion, demotion, transfer, termination of an employment contract, all this applies to administrative functions. Each organization must evaluate the performance of its staff in order to make administrative decisions on promotion, transfer and termination of the employment contract. A promotion helps an organization because it allows it to fill vacancies with employees who have already shown their ability. It also helps employees by satisfying their desire for success, achievement and self-respect. Translation can be used to enhance an employee's experience or when management believes that an employee would perform better in a different position. Sometimes the transfer is also used in cases where a person works poorly, but due to his great length of service or previous merits, the management believes that the termination of an employment contract with him would be unethical. In such a situation, the transfer is a demotion, and the employee is placed in a position where he can still be of some use, but will not "block" the career of a young capable employee. In cases where the employee was informed of the assessment of the results of his work and offered sufficient opportunities for its improvement, but he does not want or cannot work according to the standards of the organization, the employment contract with him must be terminated. Whatever the administrative situation, it is clear that without effective method evaluation of performance is impossible to make decisions. So, recommendations for the promotion and rotation of personnel can be offered for those employees whose assessment results in each quarter and at the end of the year amounted to 95-100%. Such an employee deserves a promotion. In this case, the results of his work will be rewarded. But this can only be done if the assessment “works”, all evaluators are competent, the assessment is carried out objectively, and the entire assessment procedure is followed. In the same way, you can determine candidates for enrollment in the personnel reserve. Applicants for whom a positive decision will be made and who meet other requirements (at least one year of work experience in the Company; education corresponding to the key position of the personnel reserve for which the employee is considered, and work experience in the current position) can be included in the personnel reserve after an additional evaluation. Further, for each of them, a individual program further education, including specialized trainings and lectures, practical exercises. The next step in the formation of a personnel reserve is to develop and evaluate the competencies of all candidates, which they must possess or which must be developed. The formation of a personnel reserve is a continuous process. The organization is constantly evolving, so the group of potential leaders must constantly "replenish". Thus, personnel assessment makes it possible to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential for assessing growth prospects. The results of personnel assessment make it possible to identify employees who are unsatisfactory, satisfying and significantly exceeding labor standards, which will make it possible to reasonably promote employees through the ranks, develop training programs for employees more effectively, form a personnel reserve for their promotion career ladder, to recruit the most relevant positions and professions to the staff. .3 Development of corporate culture at the enterprise
Corporate culture is a system of values professed by an enterprise that forms its individuality. It determines the image and perception of JSC "Ivanovsky Khlebozavod No. 4" in the eyes of the Founders and society, the style of behavior of its personnel - from ordinary employees to managers. The relationship of the organization with customers, shareholders and staff is based on the principles of honesty, openness, professionalism and mutual respect. It is openness and quality corporate governance influence the formation of trusting relationships between the enterprise and all interested parties, are the basis of its effective operation and investment attractiveness. In the future, when improving the corporate culture at the enterprise, the following expenses of OAO Ivanovo Bakery No. 4 for improving the personnel policy will be taken into account: Expenses for social support of employees (funds for medical insurance, for supporting employees in special circumstances: birth, death, fire, flood, and other emergencies). Expenses for work on training employees, improving their skills; The total expenses of the enterprise for the motivation of employees (bonuses for the best employees, determined at the enterprise level, including the payment of valuable gifts to the most distinguished employees). As a rule, such award procedures are held on official holidays (builder's day and other public holidays). The management of JSC "Ivanovsky Khlebozavod No. 4" is recommended to carry out: Approval of schedules, activities, plans and control over their implementation for such personnel actions as: evaluation of the work of employees and certification of managers, the procedure for material incentives for employees, the plan for the rotation of employees of Ivanovo Bakery No. 4 for a specific period, forms and methods of moral encouragement of employees (types, status of such incentives and norms for their application), corporate holidays (scenarios for their implementation and possible costs), the procedure for presenting and dimension of personnel information received at this level of management, meetings of managers on personnel issues. These and a number of possible other working documents define the system of operational personnel management, create a general algorithm and atmosphere for working with people at the enterprise. Undoubtedly, the top management of the enterprise sets the algorithm for successful work both for its personnel departments (HR department, personnel assessment group, etc.) and for the Training Center. It is absolutely clear that today the heads of services and departments occupy key positions in the struggle for the profitability and prestige of the enterprise, the efficiency of employees. And if these managers have been studying professional technical and technological skills and knowledge for many years (at least 5 in Russian universities), then when they come to lead the organization, they experience an urgent need to gain practical knowledge in managing and working with people. This need is recognized by business leaders. Conclusion
Based on the results of the work done, the following conclusions can be drawn: Personnel policy is an integral part of all management activities and production policy of the organization. In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. The basis of the study in the work was the "Ivanovsky bakery No. 4". The purpose of the personnel policy at OAO Ivanovo Bakery No. 4 is to attract and educate highly qualified employees. The main tasks of JSC "Ivanovsky Khlebozavod No. 4" in the implementation of the personnel policy are: Achievement of high motivation to work of employees of the enterprise; Creating a direct interest of employees (especially top and middle managers) in achieving high performance results of OAO Ivanovo Bakery No. 4; Comprehensive development of personal and professional qualities of employees of the enterprise; High social protection of employees of JSC "Ivanovsky Khlebozavod No. 4" - the provision of all guarantees provided for by labor legislation, as well as additional social guarantees for employees of the enterprise. In 2012, JSC "Ivanovsky Khlebozavod No. 4" entered into a Collective Agreement with the employees of the enterprise, which provides a number of additional social guarantees to the employees of the Company. The main directions of the personnel policy at OAO Ivanovo Bakery No. 4: Optimization of the number of personnel of the enterprise; Ensuring the tasks of high-quality formation and effective use personnel; Improving the system of formation and work with a reserve of personnel, ensuring career growth and promotion of young specialists of the enterprise; Providing with the help of high-quality selection of personnel the maximum productivity of labor, effective directions of the production activity of the enterprise; Organization of training, retraining and advanced training of personnel; Introduction of modern methods of compensation and motivation of labor; Implementation of an effective personnel policy, using the latest personnel technologies; Creation of conditions for ensuring social and economic needs of workers. To improve the personnel policy at OAO Ivanovo Bakery No. 4, it is advisable to expand the list of expenses for social support for employees, namely: Life insurance for certain categories employees whose work is associated with a risk to life. Allocation of funds to support veterans of OAO Ivanovo Bakery No. 4, especially those who are retired. Assistance to families with young children and some other items of expenditure. Expenses for training employees, improving their skills. Allocation of funds for preferential lunches, for rest, purchase of special clothes. Expenses for general enterprise holidays and rituals. Creating its own corporate culture, any organization has its own list of corporate holidays and rituals (the birthday of an enterprise, an industry holiday, of course, it is necessary to allocate funds for their implementation, and this is most reasonable to do at the general level of the enterprise). The management of JSC "Ivanovsky Khlebozavod No. 4" is recommended to carry out: Approval of schedules, activities, plans and control over their implementation for such personnel actions as: evaluation of the work of employees and certification of managers, the procedure for material incentives for employees, the plan for the rotation of employees of Ivanovo Bakery No. 4 for a specific period, forms and methods of moral encouragement of employees (types, status of such incentives and norms for their application), corporate holidays (scenarios for their implementation and possible costs), the procedure for presenting and dimension of personnel information received at this level of management, meetings of managers on personnel issues. Bibliographic list
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If the goal is the possible promotion of employees, other criteria are needed that would determine the potential performance in a new place.
In the first case, the assessment is carried out in the form of an assessment by members of the expert commission, endowed with judicial functions, which are limited to hearing the report and issuing a “verdict”. In the second, it is carried out by the immediate supervisor, acting as an adviser, a consultant, trying, together with subordinates, to find their mistakes, ways to overcome them and solve the problems facing him. The success of certification is predetermined, first of all, by objectivity, a benevolent attitude towards those being assessed, good knowledge of them, clarity of goals, clarity of evaluation criteria and indicators, which are determined jointly by the head and subordinates on the basis of a list of his duties.
Today, in the sphere of labor and state personnel policy, urgent problems that need to be addressed are clearly visible. Conventionally, they can be divided into two groups - theoretical and practical. The theoretical problems of the state personnel policy include the following.
1. Determination of the socio-political and functional model of the state personnel policy. Which model will be chosen as the initial one for the GKP, ultimately depends on the strength of the mechanism of power and government controlled. There are three variants of such a model in the world: centralized, partially centralized and decentralized.
Centralized - an authoritarian model of personnel policy and state activity. Experience shows that excessive centralization of public administration and personnel activities harms the state and society, depriving them of dynamism and flexibility.
Decentralized, i.e. liberal, the GKP model is based on the well-known theory of "the state - the night watchman". According to this theory, the state is considered as one of the many social institutions of society, providing certain (management and service) services to civil society. In this case, the state has no rights, just as the state personnel policy has no rights. History shows that this path is ineffective for Russia due to its political traditions, geopolitical features and the mentality of the population.
Partially centralized - the ideology and politics of "centrism". This type personnel management does not mean command, but regulation personnel processes and relations in the country by legal methods. This is the most promising way, aimed at a solid staffing of a developing democratic legal federal state, which makes it possible to form and implement a dynamic state personnel policy.
2. Development and scientific substantiation of the system and mechanism of personnel policy and activities. The system of work with personnel, its goals, objectives, priorities, to a decisive extent depend on the state, the political regime prevailing in the country, traditions in the personnel sphere and on the labor market, on the general and legal culture of leaders and a number of other factors. The objective is to ensure that in the process of developing and implementing the GCP, the person is considered as the main social resource social development, so that a reasonable balance is found in the personnel sphere between the interests of the state, society and citizen
An analysis of the mechanism of personnel activity or personnel management shows that it includes a number of level components: the conceptual foundations of the GKP, scientifically substantiating personnel policy and activities; legislative framework GKP, normatively regulating personnel relations and processes; organizational structures, i.e. the authorities that put the GKP into action; rational technologies of personnel work.
Being in the system, these elements interact, being interconnected and interdependent. It is important for the authorities and personnel managers to understand the systemic mechanism of personnel activity.
3. The unity of the GKP on the scale of the Russian Federation and the delimitation of jurisdiction in this area. We are talking about such a problem as the ratio of federal and regional personnel policy.
The GKP should be the same for the entire Russian Federation, since, according to the Constitution of the Russian Federation, the sovereignty of Russia extends to its entire territory, and the federal structure is based on state integrity and the unity of the system of state power. Therefore, the solution to this problem should be based on the constitutional principle of delimiting the subjects of command and authority between the state authorities of the Russian Federation and the state authorities of its subjects.
AT modern Russia- a federal country, which, according to the Constitution of the Russian Federation, has two levels of state power and local self-government, has developed a rather harmonious system of public administration of the affairs of the state and society: the federal level, the regional level (subject of the Russian Federation), the level of local self-government (municipalities).
Each level of public administration has its own level of personnel policy. The highest is the federal level, and it corresponds to the federal state personnel policy. The second level of the GKP is regional (the level of the subject of the Federation), which corresponds to the regional personnel policy. The third level is the level of municipal personnel policy, which, while not being a state one and being independent, is at the same time integrated into a single system of personnel policy in the state and society.
It is this system of personnel policy that corresponds to the status of a federal state. In accordance with this, we can say that the state personnel policy of the Russian Federation includes two components (circuits) - federal and regional (subjects of the Federation) state personnel policy. In addition, in the system of managing the affairs of the state and society there is a level of municipal government, which will give us the right to talk about municipal personnel policy (third circuit).
At these levels, through the efforts of their respective authorities and officials, as well as personnel services, through certain mechanisms, a nationwide personnel policy is formed and implemented, including federal state, regional state and municipal personnel policies.
The federal state personnel policy plays a leading role in the state regulation of personnel processes and relations. Its main task is the staffing of federal government bodies. But it also actively influences the regional personnel policy, primarily through legal and regulatory means. In the 1990s, in the conditions of decentralization of state administration and the strengthening of the independence of the constituent entities of the Russian Federation, the tendency to demarcate the federal and regional personnel policy intensified. Each governor, elected by the local population, decided personnel issues himself, without consulting the center.
At present, the situation has changed in the direction of strengthening the vertical of power, including personnel. An example of this is the disappearance of the era of the election of local leaders. Now the proposal of the candidature of the governor to the local legislative assembly is the exclusive prerogative of the President of the Russian Federation. Strengthening the unity of the GKP, subject to the personnel interests of local elites and authorities, is fundamentally important for preserving and strengthening the integrity of Russia.
On the other hand, the state personnel policy should become all-Russian and national. Based on the norms of the Constitution of the Russian Federation, the state personnel policy, expressing the will of the entire multinational people of Russia, may in the future become the policy of not only the state and its official bodies, but also the policy of the entire people, i.e. a national policy that is broader, more holistic and legitimate. But today it sounds like a declaration of intent.
Among the problems of the GKP of a practical nature, the following should be highlighted.
- 1. Implementation (enforcement) of the norms of the Labor Code of the Russian Federation, which requires the state to establish other guarantees of labor rights and freedoms of citizens, create favorable working conditions, protect the rights and interests of workers and employers. It is important to implement the state constitutional guarantee of creating conditions for the free disposal of Russian citizens of their abilities to work, for choosing the type of activity and profession. In this regard, the constitutional norm on the equal admission of citizens to public service (Article 32) is especially significant.
- 2. Formation of a free civilized labor market and personnel. The solution to this problem is possible only if the basic principles of legal regulation of labor relations are observed: freedom of labor, including the right to work; prohibition of forced labor and discrimination in the sphere of work; ensuring the right of everyone to fair working conditions; equality of rights and opportunities for employees; ensuring the right of every employee to timely and full payment of fair wages; social partnership, etc.
- 3. Formation of a modern regulatory framework for the state personnel policy and personnel activities. The Labor Code of the Russian Federation regulates social and labor relations in general; in fact, he says nothing about the state personnel policy. Federal laws on the public service to some extent regulate the issues of personnel work and the formation of the personnel of the public service. But today there is no regulatory legal act of the federal level that regulates the issues of state personnel policy and personnel activities on a scale of all categories of workers and the whole country.
- 4. Creation in Russia of a unified information and reference and analytical database of personnel potential and personnel work. It is very important to centrally form and include in the work of personnel services a single electronic personnel database.
- 5. Creation of a single phased system vocational education workers, taking into account the new socio-political realities and the requirements of market relations. The solution to this problem requires a deep reform of the secondary and higher schools, the entire system of postgraduate additional professional education.
- 6. Protection against unemployment and assistance of the state in employment. Ensuring the maximum possible employment of the population, preventing mass unemployment, especially among young people, women, military personnel transferred to the reserve, workers of conversion enterprises.
- 7. Protectionism and corruption. Personnel policy in general and state policy in particular is subjective in terms of mechanisms and technologies of formation and especially implementation. It is subjective because it is carried out by people who have their own views, preferences, preferences, etc., protectionism.
To the question asked by civil servants in the course of a sociological survey, how widespread is the appointment of personnel to key positions through personal connections in government bodies, the following answers were received: 63% - widespread. 27% - common. but not so widely and only 1% - not common. Sociological research in the public service system.
8. Discrepancy between the theory, the concept of the GKP and the practice of personnel work. The peculiarity of the situation today is that, with the great dynamism of personnel processes, the solution of important personnel tasks goes in two directions: along the path of a quick practical solution of urgent personnel issues and along the way of development in scientific centers of the conceptual foundations of the new GKP. Both of these paths develop in isolation from each other.
The main task facing the authorities today in the field of state personnel policy and personnel activity is the solution of personnel problems and the elimination of negative phenomena in this area.
The negative phenomena of the work of the state with personnel include:
- § defending the level of professionalism and competence of personnel from the dynamically developing needs of society and public administration;
- § Strengthening the autonomy and independence of the state apparatus from representative authorities, reducing its control both on the part of the legislature and on the part of civil society;
- § strengthening the bureaucratic dependence of workers on management from the subjectivism and official arbitrariness of the boss;
- § the loss of many norms of administrative morality and ethics, the appearance in official activities and the behavior of officials of permissiveness, disrespect for people;
- § strengthening of personnel, legal and social insecurity of state and municipal employees;
- § Personnel dependence on the political situation, on the subjectivity of leaders who come to high positions with their own "personnel team". This gives rise to uncertainty in the future among employees.
Personnel policy is always considered primarily as an instrument of power, a means of achieving their interests. To the question of a sociological study, what measures should be taken to improve the effectiveness of the state personnel policy in federal bodies executive power, respondents - civil servants answered (in descending order): to ensure the professional selection of new civil service personnel, to carry out in practice competitive selection and objective assessment of personnel, to revise the norms and create a more flexible system of remuneration of civil servants, to increase the professional level of employees of personnel services, to prevent participation of employees of the state apparatus in political confrontation and inter-party struggle.
* This work is not a scientific work, is not a final qualifying work and is the result of processing, structuring and formatting the collected information, intended to be used as a source of material for self-preparation of educational work.
INTRODUCTION
1. PERSONNEL POLICY AND PERSONNEL MANAGEMENT.
1.1. Appointment of personnel policy and stages of its implementation.
1.2. Problems of personnel policy and stages of their solution.
1.3. Personnel planning as the content of personnel management.
1.4. Goals, objectives and organization of personnel planning at the enterprise.
1.5. Individual planning as a tool for the development of the successful activities of each employee.
1.6. Personnel planning as a guarantee of successful adaptation of an enterprise to high volatility and uncertainty.
1.7. Personnel controlling as an integral process of personnel planning.
2. PERSONNEL POLICY AND PERSONNEL PLANNING AT LLC "M.VIDEO - MANAGEMENT".
2.1. General information about the enterprise and personnel policy.
2.2. Personnel planning, its strengths and challenges.
2.3. Individual planning in the company.
2.4. The main indicators of personnel planning.
2.5. Personnel planning controlling in M.Video.
3. SUGGESTIONS TO IMPROVE HR PLANNING AT M.VIDEO-MANAGEMENT LLC.
3.2. The best option for modifying personnel planning.
CONCLUSION.
LIST OF USED LITERATURE.
INTRODUCTION
The personnel policy of modern enterprises in the era of high competition is one of the most important tools for ensuring high efficiency and survival of a modern organization.
When the level of technology is very high, all possibilities for changing external factors are exhausted, and enterprises look for new opportunities that, as a rule, hide inside. "By changing themselves, they change the world."
In addition, the emphasis of leadership is increasingly concentrated on the person in all his qualities. Thanks to this, enterprises have the opportunity to increase their competitiveness, i.e. the effectiveness of its activities. And, above all, this role is played by personnel policy in the form of personnel planning.
However, the insufficient level of competence, the unpreparedness of the management for the organization of a specific personnel policy allows us to make an assumption about the existence of problems in personnel planning.
These problems must be prevented, identified, and used to resolve the negative impact, for the benefit of the enterprise, customers, partners and the team.
Among other things, the personnel policy should ensure high-quality career, individual growth of each member of the team, contribute to the formation of the most harmonious, "tenacious" and effective team, and, accordingly, reduce costs.
Thanks to a sensitive and wise personnel policy, it is possible to ensure a huge potential and its output in the form of a final quality product at a decent price, attractive to customers on the market.
Also provided high quality adaptation, so that the team always keeps up with the times, and sometimes even one step ahead.
Only the development of deep human resources ensures the highest efficiency and survival, which is why this work reveals the topic "Personnel policy and personnel planning".
This topic affects not only such disciplines as management and economics, but also sociology, psychology and even philosophy in a practical way.
The relevance of this topic is huge, all the more so in our country, where to this day personnel planning is carried out either ineffectively or without any understanding of the primacy of the team and clientele in the activities of the enterprise.
The purpose of this course work: to form in the mind a clear understanding of personnel management in a theoretical and practical aspect, as well as to apply this knowledge by improving personnel planning at a particular enterprise, which will consolidate them.
The object of the study is the leading company for the retail sale of electronic products LLC "M.VideoManagement", and the subject is personnel policy in specific manifestations of personnel management.
This work contains the implementation of the research objectives:
to study the relationship between the concepts of "personnel planning" and "personnel policy";
to study the characteristics, goals, tasks of personnel planning and their application in the organization;
to study the relationship between the concepts of "personnel planning" and "individual planning";
study the planning of staff composition, staff costs, use and development of staff;
to study personnel controlling and its organization at the enterprise;
to form proposals for improving the personnel policy in the process of personnel planning.
In this work, methods of collecting information are used, such as studying documentation, observation, interviews. Also, methods of information analysis are applied, such as statistical, deductive, structural, functional and system-strategic.
An important role in achieving the objectives of the study was played by the use of textbooks by T.V. Zaitseva, A.T. Tooth "Personnel Management", as well as R. Daft "Management". Some ideas of interaction with staff are borrowed from the works of R. Kiyosaki "Rich Dad, Poor Dad", as well as R. Farson and R. Keyes "The one who makes the most mistakes wins."
The course work consists of 3 chapters, the first of which contains the study theoretical foundations personnel planning and internal processes, the second chapter describes the real situation with personnel planning at M.VideoManagement LLC, and the third chapter contains proposals for improving the personnel policy in the organization.
As a result this work we have a coherent structure of the work and a complete understanding of the issues under consideration, as well as practical recommendations for improvement from the author of this work.
1. PERSONNEL POLICY AND PERSONNEL MANAGEMENT
1.1. Appointment of personnel policy and stages of its implementation
The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.
The main object of the personnel policy of the enterprise is - personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Cadres are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.
Features of the current state of the market economy, the presence of elements of crisis phenomena, the dynamic development of market relations in the Russian economy impose special requirements on the personnel management policy at any enterprise. Under these conditions, it is necessary to significantly increase the focus of personnel management, strengthen production, technological and labor discipline, to ensure the introduction of modern methods of stimulation work motivation, control over the effectiveness and quality of labor, to achieve closer interaction of this type of management with the management of the enterprise as a whole.
Personnel policy ensures high-quality and timely adaptation of the organization to various changes in the external environment, and also contributes to high intra-collective efficiency, which has the best effect on achieving high-quality short, medium, and long-term goals of the organization. The personnel policy is the key to meeting the needs of both customers, partners, and the staff itself, as the greatest value of a modern organization.
Personnel policy is formed with the help of personnel planning, as a tool for attracting, training and maintaining the effectiveness of the workforce that makes up the staff [Daft R. Management, St. Petersburg: Peter, 2004].
The main long-term goal of any organization is the desire to survive in the competition. At the same time, employees are the main competitive advantage any organization.
Organizational performance is usually described in terms of performance and evaluated as a combination of such complex characteristics as: maximizing the use of the capabilities, abilities and skills of employees; achievement of organizational goals and the ability to attract the most trained and highly motivated personnel. All this should affect the overall performance of the organization; productivity, quality, customer service, profit growth, value addition.
In order to achieve effective performance, an organization should:
1) formulate and communicate to each employee their mission and strategy;
2) create organizational structure corresponding to the goals of the organization;
3) to introduce the most progressive (according to the results of world practice) human resource management system.
The weakness and power of the organization depends on human resources. Professional decisions taken by employees at any workplace determine the effectiveness of the implementation of production tasks and form the overall success and effectiveness of the organization. Therefore, it is important to control, encourage and help employees in order, on the one hand, to create all the conditions for the most complete realization of their professional baggage, on the other hand, to form a desire to work efficiently and productively.
Thus, the contribution of personnel policy and the activities of the personnel management service to the effectiveness of the organization is that it:
1) helps the organization achieve its goals;
2) increases the efficiency of using the capabilities, abilities and skills of human resources;
3) supplies the organization with well-trained personnel;
4) increases employee satisfaction with work and stimulates their need for self-realization in the workplace;
5) creates, develops and maintains an appropriate level of working conditions, which makes work in this organization desirable;
6) communicates the personnel policy to all employees;
7) maintains the required level of culture of behavior and discipline in the organization;
8) plans and manages changes in the organization, taking into account the interests of individuals, groups and the organization as a whole;
9) helps to reduce costs and increase competitiveness.
So, the main purpose of the personnel policy is to form such a team that will harmoniously, at the lowest cost, achieve production goals, ensuring the high quality of the final product.
Thus, a stable basis for a market economy and interpersonal relations is being created, not only in the team, but throughout society. This defines an important social function personnel policy.
The stages of personnel policy include the following elements of the personnel management algorithm:
1. Development and implementation of recruitment plans in accordance with the goals of the organization, organizational culture, the state of the external environment, including in accordance with the legislative standards for personnel activities;
2. Development and implementation of plans for the use of personnel, to achieve increasing efficiency of the organization, in accordance with intra-organizational sub-goals and sub-processes;
3. Development and implementation of plans for the development and improvement of personnel, for the movement of personnel within the organization, as well as including the dismissal of some employees;
4. Control over the application of personnel policy for timely prevention of problems and modification of plans, which ensures positive feedback from all stages of the implementation of personnel policy.
There is a relationship between these stages of personnel policy with management functions, and in this specificity - personnel management:
1. Planning, as the first stage of personnel policy, which includes a primary study of the labor market, opportunities for attracting, developing, improving and retaining personnel, the result of which is a plan for the formation of the personnel potential of the team;
2. Organization, as an integral element of personnel management, including the allocation of resources, goal setting for each member and groups of employees, distribution of rights and responsibilities, in accordance with the corporate strategy;
3. Leadership or motivation, which is provided by caring for the staff, manifested in the development, disclosure of the potential of employees, competent stimulation of their work, and increased cohesion, dedication;
4. Control, as an integral part of management, the "eyes" of management, providing a vision of the quality of the implementation of personnel policy.
As with any type of activity, personnel planning can have problems, and their appearance is nothing more than a new stage in the development of the organization's management to achieve new heights of quality work.
1.2. Problems of personnel policy and stages of their solution
The personnel policy has problems, which are most often manifested due to insufficient understanding of the needs of the personnel by the top management, due to poor-quality management of personnel potential.
Personnel policy problems, as well as the stages of personnel policy, can be included in the following four groups:
1. Problems of personnel planning.
2. Problems of personnel organization;
3. Problems of motivation or personnel management;
4. Problems of personnel control.
The main causes of personnel policy problems [partially from Daft R. Management, St. Petersburg: Peter, 2004]:
1. Change in organizational strategy, organizational culture without appropriate adjustment of personnel policy;
2. Absorption, merger of the organization;
3. Transition to remote work, creation of Internet groups, or virtual teams;
4. Introduction of a new flexible wage system;
5. Backlog of managerial decisions from the changed conditions of activity;
6. Backlog of personnel information system from the level of modern technologies;
7. Manifestations of insufficient concern for personnel on the part of management, up to and including discrimination;
8. Poor quality information to the staff;
9. Poor quality structure of the organization's personnel;
10. Poorly placed and distributed resources, tasks, rights and responsibilities;
11. Change of leadership, etc.
It should be noted that if problems appear at the first stages of personnel policy, then they "grow" like a snowball and by the controlling stage they can bring the most contradictory results.
Therefore, problem solving must be started from the very root, gradually descending to the control stage, thereby ensuring the highest quality of staff development stabilization.
Undoubtedly, before adopting and implementing a plan to modify personnel policy, it is necessary to determine the reasons, as well as all the factors that have any significant influence here and evaluate them.
The stages of modifying the personnel policy are generally similar to the stages of the personnel management itself:
1. Planning a new personnel policy based on the collected information about the existing causes and other conditions for the existence and emergence of the problem;
2. Organization of the process of introducing a new personnel policy, or modifying an existing one, in accordance with the main goal of this activity - reducing the impact of the problem or its complete disappearance;
3. Motivation of employees involved in this activity, as well as those on whom the solution of the problem may depend, for the most optimal (usually in terms of price-quality ratio) solution to the problem;
4. Monitoring the implementation of the program for introducing a new personnel policy, or modifying it to provide high-quality feedback and the possibility of improving this process.
As a rule, high-quality implementation of personnel policy allows the organization to quickly adapt to changes in the internal and external environment, and prevent all problems, except, perhaps, problems that are not within the competence of people.
1.3. Personnel planning as the content of personnel management
Personnel planning is a tool for implementing personnel policy in an enterprise, in an organization. In other words, personnel planning is the process of attracting, retaining, developing and improving personnel, which directly affects the effectiveness of the organization. Personnel planning is the main type of personnel management. Otherwise, personnel management is called the activity of personnel management.
Personnel management activities are carried out by managers and personnel management specialists (employees of the personnel management service). Managers are involved in personnel management due to the fact that they are personally responsible for the efficient use of all resources at their disposal, especially human resources. Managing the activities of subordinates is the main task of a leader at any level. It implies:
1) definition and setting of production goals and objectives for subordinates;
2) coordination of their activities;
3) provision of resources (jobs, equipment, necessary information, etc.);
4) control;
5) evaluation of the results of individual labor;
6) Motivation, or leadership, as required quality any leader in stimulating new achievements.
Personnel management service within the organization. Usually in small organizations, the functions of personnel management are distributed among all managers. As the number of employees grows, personnel management becomes a separate function. This is necessary to ensure full control, development and retention of the organization's human resources. The task of human resources services is to ensure the most efficient use of human resources throughout the organization.
As professionals in the field of psychology, sociology, ergonomics and other related fields of knowledge, HR specialists plan and implement the optimal strategies for developing the organization's human resources. On the one hand, they make independent administrative decisions, on the other hand, they act as consultants, helping line managers create a productive atmosphere in the team, increase labor productivity, and improve informal relations within the team and between its members.
In most organizations, the personnel management service is a separate independent structural unit empowered to make decisions in the field of personnel: hiring or firing employees, sending them to training, conducting certification and evaluation, and forming a remuneration system. Completion of these tasks is mandatory for all employees of the organization. Thus, it becomes possible to pursue a unified personnel management policy, move employees throughout the organization, plan their career growth, prepare performers in advance to implement new tasks, and reduce the likelihood of linear arbitrariness on the part of managers, protectionism and favoritism.
Policies in the field of personnel management. HR policies are a set of rules for various aspects stay of people in the organization. Policies are the main reference in the decision-making process on all issues related to personnel.
personnel management procedures. Personnel management procedures are ready-made algorithms actions that describe how an activity should be carried out (for example, how to evaluate), and tell employees or managers how to act and what to do. Procedures are developed for the most important moments in personnel management, such as recruitment, staff development, etc. [T. V. Zaitseva, A.T. Zub, Personnel Management. M., 2006].
It should be taken into account that personnel management is influenced by external and internal factors, and they are crucial in shaping the strategy of personnel development.
External factors. This is legislation and economic conditions.
1. Legislation. Russian legislation regulates the relationship between the employer and the employee, establishing:
guarantee of respect for human rights;
equal employment opportunities;
the amount of the minimum wage; duration of the working day and working week;
the duration and procedure for granting holidays;
working conditions standards;
labor safety standards;
functions of trade unions;
2. Economic conditions. Three macroeconomic components influence the practice of personnel management:
level of social productivity. At present, the level of social labor productivity in Russia is at a very low level compared to developed countries. According to some reports, it is 18 times lower than in the US and 14 times lower than in Europe. General decline in production from 1990 to 2000, changes in economic policy the state (primarily reducing the cost of education and healthcare), new system taxation does not yet contribute to its growth;
the nature of competition as measured by the degree of competition;
the nature of the labor market that directly affects HR programs. If the supply of labor significantly exceeds the demand, the cost of hiring employees is minimal.
The state of affairs in the labor market in Russia is not uniform. Five years ago, there was a clear preponderance of supply over demand among engineering staff, and, conversely, there was a catastrophic shortage of specialists in the main business areas: marketing, sales, public relations specialists, personnel management, strategic management, financial management. Today the situation has changed radically. Economic growth, attraction of foreign investments, expansion of domestic production have led to a manifold increase in demand for engineers, technologists, and blue-collar workers.
Internal factors. This is the mission and goals of the organization; corporate culture; the nature of labor; working groups; leadership style.
1. Mission and goals of the organization. M. Meskon, M. Albert and F. Hedouri define the mission as the main common goal of the organization - a clearly expressed reason for its existence [Meskon M., Albert M., Hedouri F. Fundamentals of management. M., 2003].
Each organization, regardless of the field of activity, form of ownership (private, public or a combination of them) begins with a mission. We are talking about the purpose of the existence of the organization as an independent autonomous unit. Since its inception, the organization has been a living organism that exists and develops. The purpose of the existence of the organization should not be confused with the personal interests of its owners or other groups of influence (shareholders of stakeholders). The lack of a clear goal statement has a negative impact on management, increasing the workload of line managers, and requires additional control from employees.
Sometimes when answering the question of what is the mission of the organization, you can hear that the mission is to make a profit. This is not true. Making a profit is not a goal, but a condition for the existence and development of an organization. The purpose of its existence is the production of a unique product (service, technology) that distinguishes this organization from others and helps to attract a client who can use this product.
Corporate culture. Corporate culture is a system of values shared by the majority of employees. It influences the behavior, performance and expectations of employees, sets a set of standards in all important areas of the organization.
the degree of physical activity;
the degree of aggressiveness of working conditions;
location of the place of work;
labor intensity;
intensity of communication at work;
degree of autonomy and level of responsibility of employees of various levels;
the degree of completion of labor (share of public division labor) and the structure of labor.
All of them are the object of special attention from the personnel service, because. Investments in improving the position of workers on these factors pay off by increasing productivity and quality of work.
4. Working groups. A group is considered to be an association of three or more people who see themselves as a group, who are independent of each other in terms of purpose and who communicate and interact on a more or less constant basis. A benevolent climate in the team, close informal (friendly) relations between employees have a positive effect on the attitude of employees to their work, on the commitment to the organization, and significantly reduce staff turnover.
An effective group is characterized by the fact that;
group members exist and behave as a team (working for a common result as opposed to the implementation of their goals in the first place);
all members are involved in the decision-making process;
the goals of the group are clearly articulated;
available resources match group goals;
members of the group care about its prosperity.
5. Leadership style. Leadership style is understood as the prevailing stereotype of relations between the leader and subordinates. This is a set of peculiar techniques and methods of management inherent in a certain type of leader. Traditionally, there are authoritarian, democratic and permissive leadership styles. Leadership experience and style have a significant impact on HR management because most, if not all, HR programs are implemented by managers at the departmental level. Leadership style affects organizational culture, forms stereotypes of working and informal relations within the organization.
Let's move on to the goals, objectives and organization of personnel planning in organizations, taking into account the above factors of influence.
1.4. Goals, objectives and organization of personnel planning at the enterprise
As mentioned above, the mission and goals of the organization, as well as the mission and goals of personnel management, are based on higher needs that go back to the need for self-actualization, i.e. to playing a unique role in social activities, manifested in unique products, services and forms of interaction of the organization with the external environment.
The tasks of personnel planning describe actions that are systematic and consistent in nature, consistent with the mission and goals of the organization, prescribed in the strategic plan. These tasks correspond to the stages of the implementation of the personnel policy, and also come down to four groups, applied in the specified sequence:
1. Tasks of planning. Form a team or modify the composition of the team, form a plan to attract employees to certain places, in accordance with existing labor legislation.
2. Tasks of the organization. Allocate tasks, resources, rights and responsibilities or redistribute them in accordance with the new goals of the organization, new projects, or sub-processes, move the necessary specialists to new places, and even in some cases fire unnecessary specialists or send them for retraining.
3. Tasks of motivation or leadership. Apply a flexible remuneration system, send employees to training seminars, conferences, etc., hold quality competitions, if it corresponds to the organizational culture, improve the organizational culture, including building trusting relationships in the team, promote disclosure individual features specialists.
4. Tasks of control. Create a personnel information system, or, if it is not possible to maintain it, periodically conduct personnel controlling, modify the personnel plan (strategy) based on the results of controlling, or leave it unchanged if no problems are found.
So, the progressive development of production caused the cardinal changes that took place in the world economy, and the development of the means of production is changing the view of the organization's personnel. From a separate “cog” in the production system, personnel has become a key resource and capital of a modern organization, on which its success and prosperity depend. The cost of labor has increased both in relative (share in the cost of goods) and in absolute terms.
Serious changes are taking place in the labor market, which require appropriate adjustments in such areas as the attitude towards employees, the policy of attracting them, retention and motivation. The allocation of personnel management as a special function helps the organization achieve its goals, contributes to the growth of competitiveness and efficiency.
Modern methods of personnel management services help the organization most effectively use the potential of each employee against the backdrop of increasing employee satisfaction with their work.
An important place in personnel management is also occupied by individual planning by the working person of his development. After all, each person should not only fulfill the entrusted duties, but also manifest as a creative person, capable of self-development and self-actualization.
1.5. Individual planning as a tool for the development of the successful activities of each employee
The motivation of employees is multifaceted and diverse. In addition to a very important material component in the personnel motivation system, there is also a large block of non-material incentives. One of the most important incentives for productive and high-quality work is the career growth of employees. In this plane, the interests of both the employer and the contractor intersect.
Performers are interested in career growth because it satisfies their desire for self-improvement and development. In addition, promotion is always accompanied by empowerment and pay increases and is a sign of the importance of the employee and a sign of respect from colleagues.
Employers are interested in the career development of their employees, as this is one of the tools for "growing" their own staff, focusing on the increasingly complex business tasks. Therefore, the correct management of the career development of employees is an extremely important task that faces both the personnel management service and managers at all levels.
S. I. Sotnikova gives the following definition of a career: it is an individually conscious position or behavior associated with the accumulation and use of increasing human capital throughout a person’s working life. Professional career- this is the progressive accumulation of experience by an employee throughout his working life [Sotnikova S.I. Career management: Proc. allowance. M., 2002].
According to the definition of A. Ya. Kibanov, “career planning consists in determining the goals of the employee’s career development and the ways leading to its achievement. The paths are a sequence of positions in which you need to work before taking the target position, as well as a set of funds necessary to acquire the required qualifications - courses, internships, etc. ”[Organization personnel management: Textbook / Ed. A. Ya. Kibanova. M., 2002].
Career planning and development creates significant benefits for the employee and for the organization.
The career development of employees in an organization is a set of measures aimed, firstly, at the systematic filling of vacancies, not so much by hiring employees from outside, but by training and internally moving their own personnel; secondly, to the formation of a relatively stable labor collective, ways of developing its ability to preserve and accumulate human capital. That is, organized promotion is a career development program that helps to reveal the abilities of employees and apply them in the best possible way in the activities of the organization.
The purpose of professional promotion management is to harmonize the interests of each individual employee and organization in the direction of accumulation and use of human capital [Sotnikova S.I. Career management: Proc. allowance. M., 2002].
In organizational individual career planning, the organization develops a plan to maximize the potential of each employee. To do this, the professional experience, achievements and inclinations of employees are evaluated. The career development plan for each employee is entered into a general matrix (map) of career movements.
financial intelligence (by designated periods and intervals);
Control over the progress of the work of employees of organizations.
Problems of economic security government organizations Russian Federation in the field of military-technical cooperation are the problems of the state level. After all, the timely prevention of certain threats from unfair competition should serve as evidence for foreign customers, partners, competitors that there is a strict state regulation in the Russian Federation, which is carried out in strict accordance with the state of affairs.
Threats to economic security will not resolve themselves. It will be necessary to take measures to improve the work in the organization, as gaps, a frivolous attitude to possible threats give rise to a failure normal functioning economy of organizations, which, ultimately, can become serious or even disastrous not only for individual organizations, but for our entire state.
Literature
1. The Constitution of the Russian Federation. Official publication. - M .: Jurid. lit., 2011.
2. Law of the Russian Federation of March 22, 1991 No. 948-1 "On Competition and Restriction of Monopolistic Activity in Commodity Markets".
3. Federal Law of June 23, 1999 No. 117-FZ “On Protection of Competition in the Financial Services Market” // Collected Legislation of the Russian Federation. - June 28, 1999 - No. 26. - Art. 3174.
4. Bogomolov V.A. Economic security.-M.: UNITI-DIANA, 2012.
5. Khalevinskaya E.D., Vavilova E.V. World Trade Organization and Russian Interests. -M.: Master, 2009.
6. Scientific-practical conference of JSC "Rosoboronexport" Topical issues prevention and suppression of unfair competition in the field of military-technical cooperation of the Russian Federation with foreign states”, Moscow, 2005.
The problem of personnel policy in the Russian Federation and its consequences
Dan. prof. Chevychelov V.A., Nesterova K.I.
University of Mechanical Engineering
Annotation. The article deals with the problem of shortage of qualified personnel. Threats and possible consequences that the current situation in factories, enterprises, large organizations etc. In brief, the market within the WTO is considered as one of the most important aspects of international cooperation; manifestation of one of the possible situations that may affect the development of the Russian economy.
Key words: training of qualified personnel, World Trade Organization, highly qualified workers, factories and enterprises.
At the present time in the cities of Russia there is a rather serious problem of a shortage of highly qualified personnel. The regional labor market needs new resources. This situation originates from the system of higher profile education of our state. Students do not have a fundamental practice where they should receive basic knowledge and use it in their work. Now, in order to undergo professional practice, many universities do not send, but let students go on the so-called “easy swimming”, which ultimately leads to the fact that someone goes through an internship through an acquaintance or does not go through it at all and brings imaginary documents about her passing. Arises
the question is where in our state in such a situation qualified specialists can come from. Ever since the time of Peter the Great, from the 80s of the 17th century, universities, during the training of their students, assigned them to undergo an internship corresponding to their specialized education. Students studied and worked at factories and enterprises, graduating from universities, came out as highly qualified workers, ready to start professional work already having experience in their field. At the moment, the Russian education system has changed a lot and not in a positive way. Now, when graduating from college, a student painstakingly looks for a job in order to gain proper experience, although many organizations require university graduates already with a proper track record. It can be concluded that the education of our state has become a weak point and is no longer considered the highest quality education among European countries.
At the present time, it is customary to choose those professions that have a more beneficial effect on the standard of living of a person, having the opportunity to fully meet the needs. Under the current situation, there was a glut of some professions, such as lawyers, economists, managers, linguists. At the expense of such important professions as electricians, plumbers, designers, masters of various technical crafts, a disappointing situation remains. There is a background of no interest in the development of these important specialties, primarily from the state. The result is a disequilibrium in the personnel sphere, somewhere a glut of one of the professions and it is much more difficult to get a job. this work, and where there is difficulty in finding work in one's specialty, thus, unemployment begins to emerge. Unfortunately, there are almost no factories left where professionals could work and study, let alone vocational schools, they are simply closed, one of the reasons is the insignificant number of students. The core of this problem is low wages and underestimation of workers in these professions, although our state really needs them.
More than once, President V.V. Putin and Prime Minister D.A. Medvedev said that our state needs to increase the inflow of investments. An important basis for this is qualified personnel. But instead of foreign specialists coming to the Russian Federation and sharing their experience in various technical, scientific and other fields, instead, single Russian specialists go abroad. Our brain drain is innovating and increasing the efficiency of our competitors, while Russia is only trying to catch up with European progress in manufacturing and service delivery. Our state needs innovation and modernization, but how can we achieve progress if all our minds are not working at Russian enterprises and factories. The solution to this problem may seem simple: it is necessary to create conditions for more specialists and for them to have a desire to work in their own country. It is necessary to pursue a clear and strict policy: from education to organizational matters in terms of enterprises. From the part of the budget allocated for education, select part of the funds for high-quality training of specialists, increase wages and create an image for such professions as a technician, designer, etc. At first glance, everything sounds easy and simple, but to say is one thing, but to do is quite other. It will take many years to bring everything to a final structured system, and few people are able to study, disassemble and solve this problem from its very foundations from the very beginning to the end.
In the international economic arena, Russia competes with the United States, China, Japan, Germany, France and other countries in the production of quality goods and services. But no matter how strong the efforts of our state, the Russian Federation is not able to exceed the level of productivity of our competitors. The fact is that for many years Russian scientists have been attracted to Europe. And instead of using their own knowledge for the benefit of their state, they work for our competitors. According to statistics
Series "Economics and Management" from 1992 to 2013, 3 million Russian scientists left the country. The data is rather sad for our state, given that every year there are no more "minds", no one wants to come to the Russian Federation. Russia needs a strategy, they considered it necessary to build a separate town for scientists, that is, the Skolkovo innovation center. This is not to say that it was a bad idea, but, as usual, the United States has long been ahead of us in this, having built its own Silicon Valley (Silicon Valley). In some way, investments were attracted and international cooperation was established. Majority foreign companies plans to place its centers in Skolkovo soon. But even here the state suffers losses, in particular, there are problems associated with a significant distance from Moscow and the high cost of land, transport, infrastructure, etc. .
You can talk about this endlessly, but in the end there is a big problem that is quite difficult to fix. Assessing the inventions and products of European countries, one can see diversity, chic and originality, and so far one can only wish for the best from our innovations. Our planes do not fly well, the production and safety of cars stopped in the 90s of the XX century, and Russia cannot boast of an excess of innovations at international exhibitions.
Immediate measures of the Russian Federation should be the removal of scientists from a single tariff scale and payment for their work according to Western standards. Now the salary of a Russian scientist differs from the salary of his colleague abroad by about 50 times. What is required is not to raise salaries and compare them with the salaries of commercial firms in Russia, but to take as a basis the level of remuneration of scientists in state scientific institutions abroad. This measure will be an incentive for the work of domestic scientists in Russia.
There is a large number of manufacturing industries on the territory of the Russian Federation: the military-industrial complex, shipbuilding, automotive, aerospace, railway, food and other industries.
But over the past 20 years, Russia has not paid the necessary attention to the industry, buying cheap products abroad. Russian factories have an average number of workers, but there is a shortage certain groups who really fully know and understand their work. The main problem of the state manufacturing industry is that the structure of production itself does not correspond to the realities of a modern market economy and there is a shortage of specific specialists in industrial sectors.
At the moment, there are a fairly large number of legal documents regulating industrial and personnel policy in the industry of the Russian Federation. But any consumer, visiting one or another store of equipment or products, may notice that on the shelves there are mainly foreign products, there are almost no Russian-made goods. Our state is more engaged in imports than exports. One gets the feeling that Russia is no longer able to produce something new and its own, because the world and domestic markets are filled with European innovations of a not bad quality. Then the following questions arise: what can Russia offer to other countries and how can our state compete with Europe.
Our state needs to solve a whole range of problems, from the training of qualified personnel to the production of quality goods and services, in order to catch up with international organizations. Now, with Russia's accession to the WTO, we need to think more seriously about the problem of training qualified personnel. Otherwise, our state and our market will be swallowed up by other countries, and Russia will no longer be able to offer something of its own and thereby attract investment. Russia will then work not for its state and people, but for foreign countries.
The problems of ensuring high rates of socio-economic development of Russia in the near future will undoubtedly remain relevant. As a result, harmonious complete solution issues of efficient use of the labor force and its full reproduction is an essential prerequisite for the successful development of the state in the long term and the key to a more complete realization of its rich potential.
Literature
1. Order of the Ministry of Industry and Trade of the Russian Federation dated December 9, 2010 No. 1150 "On approval of the Strategy for the development of heavy engineering for the period up to 2020".
2. Order of the Ministry of Industry and Trade of the Russian Federation dated February 15, 2010 No. 123 "On approval of the Departmental target program "Development of small and medium-sized businesses in industries and trade."
3. Order of the Ministry of Industry and Trade of the Russian Federation of March 18, 2009 No. 150 "On Approval of the Strategy for the Development of the Metallurgical Industry of Russia for the period up to 2020".
4. Order of the Ministry of Industry and Trade of the Russian Federation dated April 23, 2010 No. 319 "On approval of the Strategy for the development of the automotive industry of the Russian Federation for the period up to 2020".
5. Decree of the Government of the Russian Federation of April 7, 2008 No. 252 "On the list of specialties of secondary vocational education for training specialists in the fields of defense, defense production, internal affairs, security, nuclear energy, transport and communications, high-tech production in federal state educational institutions of secondary vocational education " // "Collection of Legislation of the Russian Federation", 04/14/2008, No. 15, art. 1559.
6. Averichev Yu.P. Preparing schoolchildren for work in the 50-80s // School and production. -2005. - No. 1, p. 3-10.
PROBLEMS OF THE IMPLEMENTATION OF THE PERSONNEL POLICY AT A COMMERCIAL ENTERPRISE
Gerasyuta Ekaterina Viktorovna
Vladivostok State University of Economics and Service
annotation
What is personnel policy? What are the problems in personnel policy today? How is the personnel policy implemented in a commercial organization? I will try to answer these and other questions in this article. Mirey Group of Companies will serve as an example.
PROBLEMS OF REALIZATION OF PERSONNEL POLICY AT THE COMMERCIAL ENTERPRISE
Gerasyuta Ekaterina Viktorovna
Vladivostok State University of Economics and Service
Abstract
What is a personnel policy? What are the problems in personnel policy today? How is the personnel policy in a commercial organization? On these and other questions, I will try to answer in this article. As an example, will be the GC "Mirey".
Personnel policy is a general direction in personnel work, which is determined by a combination of the most important, fundamental provisions. In our time, this is a conscious, purposeful activity to create a workforce that would best contribute to combining the goals and priorities of the organization and its employees.
The process of carrying out the personnel policy of an organization is integral at any stage of the development of an enterprise, because personnel is the most effective tool in solving business problems of various types, and there is also a high need to change under the influence of external factors, changes in the global economy and other related phenomena. In this regard, the problems with the implementation of personnel policy is a very relevant and important issue.
Personnel policy has undergone many major changes in recent years. On the face - a shortage of skilled labor, which is able to work in a constantly changing environment. In other words, the problem of the quality of personnel today came out on top. The competition is held by the one who has the best personnel potential. Realizing this, most commercial organizations begin to bet on the human factor.
The personnel policy has problems, which are most often manifested due to a lack of understanding by the management of the needs of their employees, as well as due to poor-quality management of personnel potential.
The problems of personnel policy in a commercial enterprise can be included in the following four groups:
1. Problems of personnel planning (targeted, planned and balanced formation and training of qualified employees, continuous improvement of their professional skills, general education and continuous training of personnel).
2. Problems of personnel organization (rational use of personnel);
3. Problems of motivation or personnel management (material and moral stimulation of their activities, development of special abilities, formation of job satisfaction);
4. Problems of personnel control (organization of personnel, social work, control over the activities of personnel, formation and development of an integrated system of personnel management).
Mirey Group of Companies was founded in 1996 in Vladivostok as a limited liability company. "Mirey" is a group of companies which includes: "Elite Trade" LLC, "Mirey" LLC, "Leader" LLC. Mirey group of companies is one of the leaders in the market alcoholic products Primorsky region.
The task of the management of the Mirey group of companies is to direct management towards the integrated development of the organization, when the goals, strategies and other tools of personnel policy are determined simultaneously, taking into account the interests of customers, employees and the outside world.
When working with personnel, the main features, fundamental ideas that are stable and long-term in nature and constitute the basic principles of organizing personnel work that lie in the process of work planning, recruitment, selection, placement and use of personnel potential are preserved.
Forms the personnel policy of the company's personnel department. He also develops the main directions of personnel policy.
"Mireille" has a well-established structure of the personnel management service. In this company, the function of management and work with personnel is divided mainly between the director of the group of companies and his deputies. They pursue an open personnel policy.
There is also a proven mechanism for training staff qualifications. It is built on the principle: experience - support and encouragement - ensuring the involvement of employees - integrating their efforts for the benefit of the company.
Attention is also paid to the recruitment of employees. The company conducts a rigorous selection of employees, and more personnel departments carry out the necessary work on the adaptation of personnel in the organization.
But, in this company, as in many other commercial organizations, one of the issues remains unresolved - personnel planning. Since the organization is very large, and also consists of several companies, this problem has to be solved constantly, but it does not work out to the fullest. Providing jobs at the right time and in the right quantity in accordance with the skills, abilities of employees and the requirements put forward is difficult, and sometimes even impossible. Therefore, Mireille tries not to take personnel planning into account.
In this organization, the search and selection of personnel is not planned in advance and is carried out only when the company is faced with the need to fill certain vacancies. Therefore, it is not easy to avoid frequently repeated mistakes: the recruitment of an insufficient and, conversely, an excessive number of employees of a certain orientation; delay in providing the necessary personnel for the process of organizational change, etc.
To eliminate this problem, it is necessary to approach it with all responsibility and enthusiasm. To improve the personnel policy of a commercial enterprise, some activities are often carried out. They can also be applied to the Mirey group of companies.
It is necessary to strengthen the system in the selection of personnel and cover everything from hiring to leaving an employee. Improve the nomination procedure: information about existing vacancies, candidates. Many commercial organizations resort to the help of freelancers who select candidates for various required specialties, conduct discussions, appointments and inductions. If you take each element separately, then they will not be entirely effective. But in general, this will allow us to rise to a new level in the work of recruiting personnel for the Mirei group of companies.
For the good work of the company, planning its development, long-term planning of the personnel policy of the organization will be necessary.
At Mirei, the HR and HR departments are somewhat accustomed to headcount planning. The priority task of Mireille is to ensure that the group of companies has as many employees as necessary in accordance with the volume of work at a given time.
Thus, a coherent personnel policy could be drawn up, which includes systems for recruiting, training, improving and remunerating personnel and a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs.
No less relevant in modern world, and most importantly, the group of companies under consideration will be very suitable - this is the creation of a personnel reserve, i.e. keep records of its employees, both potential and those who left this place of work for various reasons. After all, if the volume of work in the organization increases significantly, a workforce will be required, and with the help of a personnel reserve, this problem can be eliminated in a short time.
Decisions must be made about the sources of potential recruitment, and various contacts must be established and maintained to ensure that the needs of the enterprise and the potential reward for work, moral or monetary, are known to future personnel.
Mirei is a large company, it can participate in annual meetings with university graduates in order to provide information about their career opportunities in one of their companies. Sources for the selection of the most qualified personnel for leadership positions are different, among them there are employment centers, special agencies and recruitment consultants, executive search consultants.
So, having considered the most important problem of the Mirei Group of Companies in the course of implementing its personnel policy, it should be concluded that such large companies should build a plan for solving problems in personnel planning in accordance with their current position, but I predict the future. If the above actions are not performed in the system, then the effect will not work. One area of the enterprise will develop, while another may stand still, which will lead to uneven development of companies, and this will already entail the loss of customers and a reduction in production volumes.
Thus, in order to quickly, and most importantly, effectively solve the problems of implementing personnel policy in commercial enterprises, you need to adhere to a certain concept of accounting for human resources. If all the necessary things happen, then recruitment errors become less significant.
