Enterprise human resource management system. Human resource management system: institutional aspect

Lesson objectives:

Reveal a systematic approach to human resource management and the main elements of the human resource management system, its goals, functions, principles of formation.

Justify the role and place of the human resource management service in the company's management structure.

Consider modern approaches to the design of personnel services at domestic enterprises.

Explore the competency model and role structure of the RN manager.

Systematic approach to human resource management

The most important trend in the development of management in recent decades has become a systems approach, which is considered as a modern way of management thinking that allows us to present a holistic and comprehensive management of an organization and its subsystems in a complex market environment. The use of a systems approach allows managers to reveal the internal structure of the human resource management system as an integral system consisting of subsystems, elements, and the structure of relationships, and, based on the conducted systemic research, in practice to form an effective human resource management system in the organization.

The starting premise of systems analysis is to determine the goals of the system. The peculiarity of the process of goal-setting of the human resource management system lies in the coordination of economic and social goals. For example, the economic goals of the system are aimed at ensuring the efficiency and competitiveness of the organization through the rational formation, use and development of human resources. Economic goals are expressed in increasing the company's profits and competitive advantages.

Social goals are focused on meeting the social needs of workers: ensuring employment, improving the quality of working life, vocational training and advanced training, organizing recreation, consumer and medical services, legal protection, a healthy moral and psychological climate, stimulating creativity, self-realization, etc.

The main goal of the human resource management system of a modern organization is considered as the rational formation, use and development of labor and creative potential to achieve organizational socio-economic goals and satisfy the personal needs of employees.

The system of goals is the basis for determining the functions of human resource management, reflecting the specific content of management activities in the field of labor relations.

A systemic holistic approach to human resource management is the integration of all functions focused on the human factor in the organizational system. Previously, many functions related to personnel were dispersed among the economic, production, technical, and legal services of enterprises. Today, there is an integration of all human resource management functions, which are no longer limited to executive and accounting functions, but perform analytical, managerial, educational, and information tasks.

Among the variety of functions of human resource management, the following can be distinguished:

Forecasting, long-term and current planning of human resource needs, human resource marketing. Analysis of the quantitative and qualitative composition of human resources by professional, qualification and socio-demographic structures, personnel monitoring and personnel audit in the organization.

Selection and professional selection of workers.

Implementation of procedures for hiring, placement, movement, rotation of workers.

Organization of the process of professional, social and psychological adaptation and orientation.

Analysis and design of jobs, working hours and working conditions.

Assessing labor productivity and conducting certification of employees.

Formation of a personnel reserve and work with it.

Development and implementation of a corporate human resource development program.

Regulation of labor relations, development of social partnership, involvement of employees in the affairs of the company.

Diagnosis and resolution of conflicts and labor disputes.

Management of career planning and professional advancement of employees.

Development and implementation of social programs.

Promoting improvement of the psychological climate in the team, managing organizational culture.

Organization of payment and incentives for labor, implementation of the policy of participation in profits, property and capital.

Monitoring the effectiveness of human resource management.

Information and documentation support for human resource management.

Management of reductions and layoffs.

Thus, human resource management is carried out in the process of performing certain purposeful actions (functions), which are closely interconnected and form an integral functional system that determines the structure of human resource management in the organization (Fig.

5). The organizational structure of human resource management can be considered as a form of separation and cooperation of management activities in the field of labor relations.

Human resource management system in the organization

What are the top five priority HR functions for your organization?

Personnel orientation failure to achieve key business goals

Development of employee competencies

Cost reduction

Hiring and retaining key employees

Guarantee of compliance with labor laws

Source: Human Resource Management Handbook. 2006. No. 1.

1.2 The importance of human resource management system in modern society

The human resource management system has been developing in recent years as a generalizing area of research that combines relevant elements of personnel management, organizational behavior and labor relations. It is based on concepts and theories of a wide range of views, presented in a complex of related sciences and disciplines, including economics, law, psychology, sociology, and social psychology.

So, the human resource management system is defined as ways of making management decisions based on the use of relationships between the organization and personnel. The number of literature sources on this topic is growing all over the world, and most of them recognize that human resource management in a number of basic elements differs from previously considered personnel problems, and in the organization - from the activities of personnel services. First of all, this area of study is considered in close connection with new strategies, especially the strategies of large public and private organizations. And it includes all management personnel, in particular general and executive directors.

People are now seen as the single most important asset, the core value of any organization. Therefore, the conceptual meaning of the personnel management system is the desire to improve not only the performance of an organization or company, but also the well-being of the individual and society as a whole.

In the context of Russia's transition to a market economy, the public administration system needs specialists with knowledge in the field of human resource management. The need for such managers and specialists is especially great in the organization of the main level, where significant changes are taking place in the management system of the organization as a whole and in the personnel management system in particular.

The importance of developing a human resource management system can be explained by the following indicators:

direct impact on the capitalization (value) of the company due to an increase in the share of intangible assets (brand, intellectual potential of personnel, personnel policy) in the total assets of the organization;

human resource management is one of the factors that ensures leadership in competition, since it is one of the most important competitive advantages of an organization and becomes a guarantee of its success and survival in an environment of increasing competition;

According to some experts, it is human resource management that allows companies to move from being among the good ones that operate successfully to being among the leaders in a certain market segment.

“System”, “systems approach”, “systems research” - these words can be found in any modern textbook. But there must be content behind the words. This fully relates to the concept of “personnel management system”. We have already established that it is the personnel management system that can be reoriented to human resource management.

Systemic perception of the world allows us to identify systems in inanimate nature, living nature and society. All systems have much in common. In any case, a system is a set of elements that are interconnected, interdependent and represent a holistic formation. A system is a part of reality isolated by consciousness, the elements of which reveal their commonality in the process of interaction. The essence of the systems approach is that the researcher must determine the system at the level at which the problem can be solved.

One cannot fail to mention another very important property: the source of transformations of a system or functions is usually located in the system itself; self-organization of systems is associated with expedient behavior, the assumption of many individual characteristics and degrees of freedom.

Any system must have boundaries (integrity). The boundaries of the management system coincide with the boundaries of the organization considered as a system. This is true if the management system is understood as an organizational system consisting of two subsystems: the subject of management, the object of management, as well as direct and feedback connections.

The control system operates in the external environment. The external environment of a system is part of the set of elements outside the system that can influence or be influenced by the behavior of the system. It depends on the goals of the study what is classified as a system and what is classified as an external environment. It is important that the connections between elements within the system are stronger than the connections with elements of the external environment. At the same time, the depth of the external environment is determined.

It is also necessary to keep in mind that different authors give different meanings to the concept of “organization”. We will consider an organization to be a group of people whose activities are consciously coordinated to achieve a common goal or goals.

The most important element of the system, defining its boundaries, is personnel (see Chapter 1). Formally, the boundaries of the organization are determined by the charter, staffing table and other documents.

Personnel determines the control object in the system. Here, such a property of the system as hierarchy is manifested: the system can be considered as an element of a higher order system, at the same time, the elements of the system can themselves be considered as independent systems; as a result of the first act of partitioning the system, subsystems of the first level are formed, further partitioning gives subsequent levels.

From these positions, the personnel of a structural unit are the object of management for the management of this unit. The same applies to the HR department.

Personnel management system is a part of the management system that carries out the functions of personnel management. The subject of personnel management in an organization is management, in subsystems (structural units) - heads of structural units.

The personnel management service is a headquarters unit that professionally performs personnel management functions in the management system and subsystems. Misunderstanding of this role of the personnel management service sometimes causes unjustified ambitions among those heads of such services who are not full-fledged deputies, trusted representatives of the first leaders of the organization.

The financial director manages money, the production director is busy with production, the commercial director determines the company's contacts with customers and suppliers. The manager, and often the HR director, takes an unclear position between the HR inspector and the assistant secretary. They do not manage the staff, since the staff is managed by the immediate supervisor. They rarely have real powers, and then only if their activities are supported by top officials.

Unfortunately, problems that arise can only be solved using a single algorithm. It lies in the fact that the personnel management service must propose procedures and rules, and line managers “saturate” these rules and procedures with factual material. And most importantly, managers are obliged to do this, since this is the order of the first person of the company. Remove at least one link from this chain - and the algorithm will not work.

In this situation, it is important that one more property of the system is fulfilled - emergence: the properties of the elements that make up the system may differ from the properties of the system as a whole (in an organization this is manifested in the division and cooperation of labor). This means that the personnel management system must clearly distribute duties and responsibilities between the first manager, the head of the personnel management service and the heads of structural divisions. Emergence largely depends on the clarity of goals, objectives and priorities in personnel management, which, as a rule, are enshrined in the personnel policy developed in the organization. Moreover, the tasks of human resource management should be reflected in the personnel policy, even if it is not formalized in the form of an official document.

When determining the goals and objectives of personnel management, they should not be confused with the goals and objectives of the entire organization. For example, in the literature the goal of personnel management is called “increasing the competitiveness of an enterprise in market conditions.” However, it would be more accurate to consider the goal of personnel management to be the achievement of a certain quality of personnel, which can ensure the competitiveness and strategic development of the enterprise.

There is also such a densely self-confident opinion of a practitioner, which most likely arose in opposition to HR for the sake of HR:

“The main task of the personnel manager is to ensure the fullest use of the employee’s mental and physical capabilities at minimal cost. Well, if HR comes to you and starts telling you right away about the balance of interests, mission, social obligations and other things that your company is so lacking, be sure to check whether he is lying and whether he believes in it.

If he doesn’t lie and believes, shoot him in the neck!”

The purpose of personnel management can be personnel development, personal and professional growth of specific employees, and mobilization of their resources.

Depending on the goal, tasks should be formulated. In accordance with the principle of constructing a tree of goals and objectives, the set of tasks must be such that their solution in the aggregate allows achieving the goal. Such tasks could be:

Ensuring that the organization needs personnel in the required quantity and required qualifications;

Achieving a reasonable relationship between the organizational and technical structure of production and the structure of labor potential, the growth of workers’ qualifications and their careers;

Adaptation of new employees, etc.

In accordance with the goals and objectives, directions in personnel and human resources management are formed.

1. Formation of a personnel and human resources management system:

Organization of personnel and human resources management system;

Development and implementation of a personnel management strategy;

Organization of the activities of the personnel management service;

Development of the organization's personnel policy;

Organization of interaction between the personnel management service and the PR service.

2. Management of personnel formation:

Implementation of socio-demographic policy in the organization;

Determination of personnel needs (ratio of quantity and quality);

Recruitment and selection of personnel taking into account the life cycle of the organization;

Development of general requirements for candidates based on the objectives of the organization;

Organization of work with recruitment agencies;

Development of measures to ensure security in the organization;

Selection of methods and technologies for assessing candidates for employment, admission, refusal of admission;

Determination of the functions of the elements of the personnel management system in the reception of personnel.

3. Personnel adaptation:

Development of regulations on structural units and job descriptions;

Organization of initial and repeated briefings;

Establishment and use of a probationary period;

Familiarization with the organization, nature and working conditions;

Supervision, mentoring;

Management of professional adaptation.

4. Management of personnel placement and movement:

Allocation of personnel to structural units, areas, workplaces;

Organization of intra-organizational personnel movement;

Organization of professional and qualification movement of personnel;

Organization of job promotion for managers and specialists;

Working with freelancers.

5. Personnel assessment and certification:

Development of methods and technologies for personnel assessment and certification;

Work with personnel reserve, development groups;

Employee career planning and development.

6. Stimulation and motivation of personnel:

Development and use of a social package;

Non-material motivation of personnel;

Improving the remuneration system;

Organization of a system of material and moral interest.

7. Formation and maintenance of organizational culture:

Formation, maintenance and change of organizational culture;

Development of a code of ethics;

Team building;

Regulation of interpersonal relations between employees, employees and administration, public organizations;

Development of measures to ensure staff loyalty.

8. Personnel development:

Training needs assessment;

Development and justification of the training budget;

Assessment and selection of teaching methods;

Assessment of training effectiveness;

Personnel training, application of a competent gnostic approach to training;

External and internal training;

Training, retraining, advanced training of personnel;

Increasing flexibility in the use of training systems.

9. Creation of working conditions:

Using the achievements of scientific and technological progress to change the nature and content of work;

Scientific organization of labor;

Assessment of workplaces;

Labor rationing;

Labor efficiency assessment.

10. Human resource management.

In accordance with the goals and objectives of personnel management and taking into account the mission and development strategy of the organization, personnel policy is formed. The needs for human resource management make adjustments to the formulation and implementation of personnel policies.

Personnel policy is the main direction in working with personnel, personnel in general, a set of fundamental principles that are implemented by managers and the personnel management service of the organization. This is a strategic line of behavior in working with personnel.

Personnel policy determines:

Dismiss employees in difficult situations or strive to retain them; retain all personnel or its core; how to save;

Train workers yourself or look for already trained workers;

When recruiting, recruit personnel from outside or use internal resources;

When increasing the volume of work, expand the hiring of workers or increase the efficiency of existing personnel;

Invest money in training “cheap” but highly specialized workers or “expensive” but maneuverable ones;

To use human resources of personnel or not, etc.

“We preferably hire ready-made specialists, although not necessarily from the automotive industry,” these are, according to Arsen Balayan, Marketing Director of BMW Russia, the basis of the personnel policy of the international Bavarian concern in our country.

When choosing a personnel policy, external and internal environmental factors are taken into account:

Q production requirements, organization development strategy;

Financial capabilities, acceptable costs of personnel management;

Quantitative and qualitative characteristics of existing personnel and the direction of their change in the future;

The situation on the labor market;

Demand for labor from competitors, evolving wage levels;

The influence of trade unions, rigidity in defending the interests of workers;

Labor legislation requirements;

Organizational culture.

General requirements for personnel policy:

Compliance with the development (or survival) strategy of the organization;

Flexibility, adaptability;

Economic feasibility, taking into account real possibilities;

Individual approach to employees. Personnel policy forms:

Labor force requirements at the hiring stage;

Attitude to “investments” in personnel, to targeted influence on certain qualities of personnel;

Attitude to stabilization of personnel (all or a certain part);

Attitude to training and retraining of personnel;

Attitude to intra-organizational personnel movement, etc. Personnel policy ensures:

Timely staffing, attraction of additional personnel;

Formation of the required level of personnel potential, use of human resources;

Stabilization of the team;

Stimulation and motivation for highly productive work;

Rational use of personnel.

Personnel policy depends on the mission and development strategy of the organization. In strategic management, strategy is considered as a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and forms of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals. Strategy answers the question of how, through what actions, the organization will be able to achieve its goals in a changing competitive environment.

Strategy is the general direction of an organization's actions, adherence to which in the long term should lead it to its goal.

The strategy provides answers to the following questions.

What could the organization be like in the future, usually in the next 5-10 years (vision)?

What is the purpose (mission) of the organization?

What exactly do you need to achieve (goal)?

What and how needs to be done for this (tasks, rules, procedures)?

Strategy determines present actions with a view to future results. This is a risk. These are personnel costs. Sometimes it is easier to buy the necessary frames, but they may not be available.

When determining a strategy, one must take into account the company’s position in the market:

Which business to stop;

What business to continue;

Which business to go into?

The most common (reference) strategies are:

Concentrated growth strategies;

Integrated growth strategies;

Diversified growth strategies;

Reduction and elimination strategies.

Within the framework of these strategies, situations arise that affect personnel policy.

Organization of a new business. The following questions are being resolved: what personnel are needed, who to recruit, where to train, whether special training is needed and to what extent.

Concentration. The following issues are being resolved: who to fire, who to retrain, who to retrain.

Integration. Issues related to changes in the number and structure of personnel, redistribution of personnel, and the use of territorial labor markets are being resolved.

Diversification. Issues of changing the professional structure of personnel are being resolved.

Reduction. The following questions are being resolved: whether to fire personnel or mothball them, whether to restrain voluntary dismissals, whether to retain the most qualified employees, etc.

Therefore, along with the general strategy of the organization, functional strategies are also needed, for example, a personnel development strategy.

Strategic management is the responsibility of the highest levels of management. The subject of management in the personnel management system, as already noted, is the top management of the organization. Therefore, it is precisely it that is responsible for developing the specified functional strategy.

The main thing in strategic management is to shift the focus of top management’s attention to the environment in order to respond in a timely manner to ongoing changes. Hence the definition: strategic management is the establishment of a dynamic balance between the internal and external environment of an organization to achieve its mission.

Mission is a common goal that evokes a state of aspiration for something among members of an organization. The mission answers the questions: why does the organization exist, why are we in it, why do we do what we do.

The correct choice of mission and strategy, strict adherence to them contribute to survival. The choice of strategy is associated with forecasting changes in the external and internal environment. When studying the external environment, the macroenvironment (PEST analysis) and the microenvironment are distinguished (Porter’s model: “suppliers - buyers - substitute goods - competitors - competition”).

Analysis of macroenvironmental factors is carried out to establish their influence on the organization’s activities now and in the future and to develop its strategic behavior.

The most convenient analysis scheme, corresponding to the ideology of strategic development, is SWOT analysis: strength, weakness, opportunities, threats (Table 2.1).

Table 2.1 SWOT Matrix

The analysis itself consists of identifying the strengths and weaknesses of the organization in the face of opportunities and threats from the external environment. Thompson and Strickland proposed a rough standard set of characteristics for analysis. As a result of the analysis, the possibilities of establishing a dynamic balance between the internal and external environment of the organization are assessed.

In addition to this analysis, separate matrices of threats, opportunities, and environmental profile can be constructed.

When analyzing the internal environment of the personnel management system, a personnel audit is carried out.

Conducting a personnel audit is primarily due to owners’ dissatisfaction with the pace of business growth, the discrepancy between the company’s development and its goals, and a decrease in profitability indicators. However, even when the company is doing well, but the management understands that there is room for expansion and sets new goals and objectives, a personnel audit is extremely necessary. A personnel audit is required to assess the effectiveness of an organization's personnel management system. It helps identify errors that can lead to financial losses and damage the company's reputation. This service is still quite new for the Russian market, and few people understand its importance and value. But the result of an audit can be a reduction in the level of staff turnover, an increase in labor productivity, identifying the need for staff training and saving money on finding new employees.

In the practice of Russian companies and consulting service providers, according to Vladimir Pravotorov, the most common methods are “minimal and extended personnel audits.”

A minimum personnel audit (or express audit) is understood as an audit of the company’s personnel (most often middle and senior managers) or any of its divisions to determine the personnel’s compliance with the strategic goals of the company/division. An extended personnel audit is an audit of personnel and the personnel management system as a whole.

The main purpose of an express audit is to check the compliance of personnel with the intended goals of the company or to check the feasibility of exactly this number of personnel and the ratio of positions.

Also, a minimum personnel audit is used in the following cases:

Appointment to office;

Changing the system of material motivation;

Construction/adjustment of a system of non-material stimulation;

Structural reorganization;

Education and development.

With a minimum personnel audit, a standard set of methods is used, such as an assessment center, case interviews, the 360 degree method, sociological research, etc.

Express audits are ordered more often today, although several years ago large Russian companies loudly stated that a serious and comprehensive audit of the personnel management system was needed. In practice, in many cases, the implementation of an extended personnel audit stopped at the diagnostic stage. There is some psychological moment at play here. During a personnel audit, many different problems are usually identified, and this often applies even to a completely successful company. The natural consequence should be the restructuring of all processes, the breaking of established connections and the creation of new ones, etc.

During an extended personnel audit, the following set of methods is used: a group of interviews with top managers, heads of training centers, heads of trade unions, heads of departments, HR managers, and branch directors. Next is a meaningful analysis of the interaction of departments with the HR service, identifying difficulties in various aspects of personnel management.

Experts note that Russian companies often order not a complete HR audit, but only one or several services that are part of it. But usually, diagnostics of one area of a company’s work reveals a number of problems in other areas.

The results of a personnel audit are often expressed in numbers. The use of quantitative indicators ensures the objectivity and impartiality of this service. For example, measuring the professional suitability of an employee (usually in a key position) is carried out using test methods with numerical indicators. One of the indicators by which the climate in a team is assessed is staff turnover. The result of an extended HR audit is usually the development of a human resource management concept, which determines the direction of development for each HR process separately. It can also be a program and policy document that defines the strategy and policy of personnel management.

Environmental analysis allows us to define strategy not only as a plan, but also as actions and approaches to achieving specified performance indicators. Strategy can also be considered as a tool for achieving goals. As a result, it is necessary to ensure a balance of the external and internal environment, or even an excess quality of the internal environment. However, in the future, this redundancy must be in demand, otherwise disappointment will set in.

Strategy focuses on what the organization does and does not do, what is more important and what is less important in the activities carried out by the organization.

Developing and implementing a human resources strategy requires strategic change. Strategic changes are systemic in nature and affect the organizational structure and organizational culture. But any changes meet resistance. To overcome it, you need:

Analyze and predict what resistance will be;

Reduce it to the minimum possible;

Establish the status quo of a new state.

1 THEORETICAL FOUNDATIONS OF HUMAN RESOURCES MANAGEMENT IN THE REGION

1.1 HUMAN RESOURCES AS AN OBJECT OF MANAGEMENT

Solving current and future problems of any society is associated, first of all, with the determining role of the human factor. Population is a naturally and historically formed and continuously renewed population in the process of production and reproduction of immediate life. One of the characteristics of the population is labor (or personnel) potential.

Labor potential is a broader and deeper concept than labor, labor resources, personnel, personnel; this is a generalizing, final indicator of the human factor of social development. A variation of this concept is the term “human resources” (or “personnel potential”). In this case, the following main aspects of the study of human resources are highlighted:

Individual psychological (personality level);

Socio-psychological (team level);

Sociological, or socio-economic (level of society and its substructures).

Thus, human resources are a combination of various qualities of people that determine their ability to work to produce material and spiritual goods, and are a general indicator of the human factor in the development of social production. At the same time, human resources of an organization, region, industry, country and, accordingly, different levels of human resource management are distinguished, which is reflected in specific personnel policies (enterprises, ministries, states).

Composition of human resources:

PERSONNEL WORKFORCE

LABOR RESOURCES HUMAN

RESOURCES

The term “labor resources”, which was introduced into science in the 20s of the XX century. S. Strumilin, is used primarily as a planning and accounting meter of labor force. Labor resources is a content-capacious concept. As a socio-economic category, it is a set of carriers of functioning and potential social and individual labor power and relationships that arise in the process of its reproduction (formation, distribution and use). The difference between the concepts of “labor force” and “labor resources” is that labor resources have quantitative and socio-demographic boundaries, while labor does not. Thus, the concept of “labor resources” covers all actual and potential workers who have the ability to work (labor power).

Labor resources are the part of the population that has the necessary physical development, health, education, culture, abilities, qualifications and professional knowledge to work in the field of socially useful activities.

Labor force is also a socio-economic category. Labor power is directly connected to the means of production and reunited with the individual. The bearers of a single labor force are all able-bodied members of society, actual or potential workers in the production and non-production spheres of the economy of all categories (workers, employees, specialists, managers). In this case, it is necessary to distinguish between general and professional working capacity. General ability to work presupposes the employee’s ability to perform work that does not require special training. Professional work ability is the employee’s ability to perform specific work in a certain branch of professional activity, which requires special training.

Thus, labor power is the ability to work, the totality of a person’s physical and spiritual abilities used in production activities. The direct basis of the workforce is ability to work, i.e. state of health, as well as knowledge, skills and abilities that allow a person to perform work of a certain quality and volume.

Personnel is the entire personnel of an institution, enterprise, organization or part of this composition, representing a group based on professional or other characteristics (for example, service personnel). In other words, the main characterizing components of the concept of “personnel”—constancy and qualifications of workers—are not mandatory for the concept of “personnel.” Personnel refers to permanent and temporary workers, representatives of skilled and unskilled labor.

Personnel is a socio-economic category that characterizes the human resources of an enterprise, region, and country. In contrast to labor resources, which unite the entire working population of the country (both employed and potential workers), the concept of “personnel” includes the permanent (regular) composition of workers, i.e. able-bodied citizens who are in labor relations with various organizations. In this sense, it is identical to the socio-economic category “labor force”, which is understood as the ability to work, the totality of the physical and intellectual abilities of a person necessary for the production of vital goods. However, there is a difference between these concepts. Labor power is the general ability for productive work; its use is associated with the production of material or spiritual goods. Personnel usually means full-time qualified employees who have undergone preliminary professional training and have special knowledge, work skills or experience in their chosen field of activity.

As an object of management, human resources are simultaneously producers and consumers of material and spiritual goods. A feature of human resource management is the need to comprehensively take into account the interests of the individual, organization, region and the entire society, ensuring their organic combination. The subject of human resource management – the state – develops a set of socio-economic, organizational and legal measures aimed at their effective formation, distribution, redistribution and use. The function of human resource management, along with state ones, is also carried out by non-state bodies; The subject of human resource management also includes trade unions and associations, business structures, labor collectives, etc.

The subject of human resource management is the system of socio-economic relations that develop in the field of regulating the processes of their reproduction and development. The human resource management mechanism is a set of relationships, forms and methods of influencing their formation, distribution, use and compensation.

Human resource management is the main content of personnel policy. It is aimed, firstly, at the formation of high-quality human resources and meeting the needs of social production for qualified personnel; secondly, to ensure effective employment of the working-age population and its optimal distribution between industries and regions of the country; thirdly, on the rational use of personnel of enterprises, organizations and institutions.

1.2 MECHANISM OF STATE REGULATION OF THE LABOR POTENTIAL OF THE REGION

State regulation of labor potential is a very complex mechanism, covering all the diversity of aspects of the object of regulation (demographic, economic, social) and its entire reproductive cycle - formation, distribution and use.

The goal of state and regional regulation of labor potential is to maximize the preservation of labor potential, increase it, and ensure effective employment of the population.

State regulation of the region’s labor potential involves solving the following main tasks:

1 Ensuring scientifically based population reproduction in certain regions and districts;

2 Achieving rational employment of the population, i.e. creating conditions under which people's needs for work and study are satisfied;

3 Providing industries and spheres of the national economy with labor force, the quantity and quality of which would correspond to real needs;

4 Rational and effective use of labor potential and certain groups of the population (youth, women, people of older working age).

The system of state regulation is formed under the influence of various factors: political, social, economic and legal. Government regulation can only be successful if it is based on the right policy approach. In other words, the political orientation must reflect the economic requirements of society and implement them in the system of government regulation.

The social aspect presupposes a balanced relationship between the goals and objectives of production development and the multifaceted interests of workers, including their personal interest in the results of their work.

The economic aspect determines the need to regulate labor potential as the totality of the already working population and people studying on the job, regulating the efficiency of the use of labor and its professional level, providing sectors of the national economy with labor, etc.

And finally, the legal aspect ensures legislative consolidation of legal norms and guarantees for workers, forms of ownership and other elements of the economic system, thereby guaranteeing the sustainable functioning of the entire system of state regulation in general and labor potential in particular.

State regulation of labor potential involves the use of direct and indirect methods.

Direct (administrative) methods directly determine the state, mode of action and results of the activities of business entities and are implemented through the creation of funds and the development of special employment programs, the establishment of regulations for tariff-qualification systems and wage systems, forms of contractual relations, wage indexing, etc. .

Indirect (economic) methods create the interest of business entities in actions of a certain kind and are implemented, first of all, through the means of the tax and credit system, through goal-orienting indicators.

As part of state regulation of labor potential and the labor market, several areas can be distinguished:

Forecasting and planning of demographic development, labor resources and labor market;

Regulation of population employment;

Social protection of the population.

The most important principles of state regulation of employment are:

Equal starting opportunities for all citizens of the country in realizing the right to work and free choice of the area of application of their labor;

Ensuring rational employment;

Ensuring labor mobility;

Ensuring social protection of the population;

Unity and coordination of employment policy with the economic and social policies of the state, trade unions and employers, and government regulatory bodies;

Combination of activities of regional authorities in the field of employment with centralized activities;

Interrepublican and international cooperation in solving employment problems.

The entire set of government measures on labor potential can be divided into 2 groups: active and passive. Active methods are aimed at solving the problem of unemployment and increasing employment levels. These include: job creation, public works, subsidies, preferential taxation, lending, benefits for the provision of material resources, guaranteed sales of products, flexible working hours, etc., that is, measures aimed at increasing the demand for labor.

Active methods of state regulation also include a predetermined reduction in labor supply, that is, an increase in the duration of school education, an expansion of full-time education, an increase in the duration of parental leave, annual leave, etc.

Depending on the current situation in the labor market, active measures can also be of a different nature - to ensure a reduction in the demand for labor (tax on the use of labor resources, payments for hiring, etc.) and an increase in the supply of labor.

Passive measures of government regulation include allocations for the payment of unemployment benefits and partial compensation to the unemployed for their loss of income.

INTRODUCTION

CHAPTER 2. Current state of human resource management in Russian organizations

2.1 The evolution of human resource management in Russian organizations

CONCLUSION

The current stage of development of all countries of the world, including Russia, is characterized as a transition from the industrial era to the post-industrial era, when instead of the limited concept of economic growth, new approaches to economics are proposed - organizational, social, psychological, etc., in which a person is considered in the totality of his qualitative characteristics .

The main part of a person’s life takes place in organized work activity. In this situation, the organization's personnel management becomes especially important, since it has a direct impact on the processes of formation and development of the personal potential of employees, ensures its professional implementation, adaptation to the external and internal conditions of the production environment.

The human resources of an organization set in motion and organize the interaction of all other resources, this is their key and strategic role. In a production system, all resources are interconnected, and only as a result of their interaction is economic efficiency achieved.

Until recently, the very concept of “personnel management” was absent in our management practice. True, the management system of each enterprise had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.

The relevance of the work is due to the fact that the situation created in our country, changes in the economic and political systems at the same time bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation acquires special significance: it allows one to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

The object of work is human resources.

The subject of the work is partnership as a strategy for human resource management.

Purpose of the work: to study the fundamentals of human resource management.

· Consider the essence of human resources.

· Define the concept of human resource management.

· Consider human resource management practices in the context of the modern market.

· Develop a human resource management strategy based on partnerships.

CHAPTER 1. Theoretical and methodological foundations of human resource management in an organization

1.1 Nature and characteristics of human resources

Labor resources are people of working age, both employed and not engaged in economic activities. In Russia these are men from 16 to 59 years old and women from 16 to 54 years old.

A work collective is a group of people working at the same enterprise, united by common goals and principles of work.

Let us differentiate between the concepts of labor resources, company personnel and personnel.

Labor resources are the totality of all people working in a company. The company's personnel are all people working for hire, with the exception of management. Personnel are employees officially on the staff. For simplicity, these concepts are combined into one personnel, characterized by number and structure.

Headcount is the number of employees who are or should be employed in a given enterprise. The number can be planned (normative) and list (actual). Categories of the payroll number of employees:

1) permanent: hired by an enterprise without a limitation on the period of work or under a contract for a period of more than one year;

2) temporary: hired by the enterprise for a period of up to two months or for the purpose of replacing an absent employee for a period of up to four months;

3) seasonal: hired for seasonal work for up to six months.

The personnel structure includes classification by profession, age, forms and systems of remuneration, and length of service.

Based on the tasks performed, personnel are divided into two categories.

Human resource management is a complex system that includes interconnected and interdependent subsystems for the creation, use and development of labor resources.

Goals of the subsystem for managing the formation of human resources.

1) timely and high-quality provision of the enterprise with appropriate personnel;

2) creating conditions for maximum realization of employees’ abilities and achievement of the organization’s goals.

Tasks of the subsystem for managing the formation of human resources

1) forecasting and planning the need for workers;

2) analysis of supply and demand in the labor market;

3) attraction, selection and selection of personnel;

4) adaptation of newly arrived workers;

5) increasing the efficiency of work performed;

6) improving the quality of employees’ activities;

7) improving the quality of the organization’s activities as a whole;

8) increase in the standard of living of workers; 9) improvement of motivation systems;

10) development of initiative and innovation.

The essence of the subsystem for managing the formation of labor resources is to provide employees with the opportunity to obtain and improve their education, staff rotation and delegation of authority, career planning and development, and much more. This subsystem expands the functions of the HR department, which requires its employees to have a wide range of knowledge in the fields of production, economics, psychology, law, etc. The subsystem for managing the development of human resources is becoming increasingly important.

The efficiency of an enterprise is determined not only by the amount of human resources, but also by the compliance of the qualifications and abilities of employees with the positions they occupy.

Personnel should be formed in accordance with the following indicators:

1) the actual number of employees, including permanent and temporary workers, as well as part-time workers;

2) the composition of employees by the nature of the activities performed (main, auxiliary, administrative);

3) the composition of employees by socio-demographic characteristics (gender, age, religious denomination, nationality, etc.);

4) qualification level of human resources.

The efficiency of using human resources is assessed by the following indicators:

1) volume of production, profit) per employee; 2) labor productivity per unit of time in physical and value terms; 3) the time spent on producing a unit of product. This indicator is used in the case of production orientation towards one type of product and organization of the service sector; 4) staff turnover; 5) absenteeism indicator (the ratio of working time lost by employees to the total number of working hours for a certain period); 6) lost productivity (the product of added value per hour by the number of lost hours due to employee absence from work); 7) internal mobility coefficient (the ratio of the number of employees subject to rotation for a certain period to the average number of employees for the same period); 8) the total costs of the enterprise to pay for the activities of employees, including tax deductions; 9) shares of labor costs in total costs; 10) costs per employee (the ratio of the share of labor costs to the number of employees in the enterprise for a certain period); 11) labor costs per productive hour (the ratio of total labor costs to the total number of working hours).

In order to increase the efficiency of using human resources, especially in... large enterprises, a personnel department is created that deals with the development of emerging needs for employees, their recruitment and selection.

The most common method for assessing the effectiveness of human resources is cost analysis. This approach uses the concepts of initial and replacement costs.

Initial costs include the costs of searching, attracting and adapting new personnel. Recovery costs are the current costs of increasing the level of qualifications, competence, motivation of employees and replacing some employees with others. Periodic training of personnel is an integral factor in the successful operation of an enterprise. The efficiency of using human resources is determined by the presence of a high-quality information base, the competence of employees and the awareness of the importance of this issue by enterprise management. It is necessary to constantly improve the knowledge and skills of employees.

Conditions for successful human resource management: 1) clarity and achievability of goals; 2) depth, objectivity and complexity of the analysis of the impact on the human resource management system and the organization as a whole; " 3) clarity and interconnectedness of the organization's work plans, as well as their provision with all types of resources; 4) compliance of the level of qualifications of personnel with the work performed; 5) joint participation of an extremely large number of employees in the development and implementation of strategic plans; 6) high quality control over the implementation of the strategic plan and requirements for assessing its socio-economic efficiency; 7) introduction and use of modern labor tools and technologies; 8) delegation of authority, creation of flexible working conditions. It is necessary to enrich work, especially to create a socio-psychological climate, the lack of which contributes to the formation of a high degree of conflict between employees .

Factors for assessing the professionalism of human resource management: 1) professional training of employees; 2) competence and motivation for professional activity; 3) organizational environment for the implementation of professionalism.

In connection with the expansion and complexity of the human resource management system in Russia, there is a need to improve the system of training managers and create conditions for the manifestation of professionalism. The government is pursuing an active policy for this purpose.

1. Workers are engaged in the creation of material assets or services of a production nature.

They, in turn, are divided into: main ones, directly involved in the creation of goods (services), and auxiliary ones, involved in the maintenance of workplaces and equipment.

2. Employees are workers engaged primarily in mental work.

Classification of employees: 1) managers form the administration and are divided into: managers of the entire enterprise (top echelon), heads of departments (middle echelon), managers working with direct performers (lower echelon); 2) specialists are engaged in developing instructions given by managers (economists, accountants, engineers, lawyers, etc.); 3) other employees are involved in the preparation, processing, accounting, control and archiving of documents (secretaries-assistants, cashiers, technicians, etc.).

The personnel structure is characterized by professional and qualification composition and competence. A profession (specialty) is a set of knowledge and skills acquired in the process of special training and allowing one to perform relevant types of activities.

Qualification is the amount of knowledge that allows you to perform a certain level of work. Competence is the degree of professional qualities acquired by a person.

Types of competence:

1) functional (professional knowledge and the ability to implement it);

2) intellectual (analytical thinking);

3) situational (the ability to act according to circumstances);

4) social (communication skills and the ability to achieve goals).

1.2 The concept of human resource management in an organization

The concept of personnel management is based on the idea of a person’s place in an organization. Key aspects.

Economic – gave rise to the use of labor resources. Technology remains in the lead.

Unity of leadership

Strict hierarchy

Discipline

Subordination of the individual to the general

Balance between power and its responsibility

Organic. It consists of two concepts (enterprise personnel management and human resource management) - needs, motives, as well as the understanding that an enterprise is a collection of parts connected by a management line in the form of control.

Humanistic. The enterprise is a humanistic center with its inherent organizational culture.

Organizational culture is an idea of the purpose and values inherent in a given enterprise, the specific behavior of staff and administrators, and ways of responding to the life around us.

The main tasks of personnel management include:

1. Helping the company achieve its goal.

2. Providing the company with qualified and motivated employees.

3. Effective use of staff skills and abilities.

4. Improving motivation systems.

5. Increased level of job satisfaction.

6. Development of systems for advanced training and vocational education.

7. Maintaining a favorable climate.

8. Career planning, that is, career advancement, both vertical and horizontal.

9. The creative activity of the staff increased.

10. Improving methods for assessing personnel performance.

11. Ensuring a high level of working conditions and quality of life in general.

The most common 3 tasks of personnel management: staffing; efficient use of personnel; professional and social development of personnel.

Let's consider the main types of management that reflect the fundamental principles of the modern concept of human resource management. Results-based management can be defined as a process aimed at achieving set objectives and results in which: through the planning process, the aspirations of the organization and its members (in other words, performance requirements and expected results) are determined at different intervals; persistent implementation of plans is supported by conscious daily management of affairs, people and environment; results are evaluated to make decisions leading to follow-up activities.

Participatory management. This model is based on the premise that if an employee takes part in the affairs of the company, is involved in management and receives satisfaction from this, then he works more interestedly and productively.

One of the postulates of the theory of “human resources” is the applicability of value categories and assessments to the use of labor. At the same time, on the one hand, the use of “human resources” is characterized by certain costs for the employer, in addition to the wages paid. These include costs for personnel selection, training, social insurance, etc. On the other hand, human resources are characterized by the ability to create income at the disposal of the employer. It is this ability that determines the “value” aspect of the use of human resources. The amount of income depends on individual labor productivity, its duration and efficiency. It is clear that a healthy employee with a high level of qualifications, training and motivation brings the company higher income, which determines his “value” for the company.

The main theoretical premise of the concept of human resources is the consideration of hired workers as a key production resource and the rejection of the idea of labor as free wealth, the development of which does not require funds and organizational efforts on the part of the employer. Thus, human resources are, as it were, “equalized in rights” with financial and fixed capital. The concept of “human resources” resorts to economic arguments to justify new approaches to the use of personnel and the need for capital investment in the development of labor resources. In those cases where the employer is dealing with a surplus labor market, low-skilled personnel or the corresponding economic situation, this concept takes on other facets and is actually combined with the most archaic forms of personnel work and labor intensification. The presence of many examples of large long-term investments and large organizational efforts of corporations in terms of the selection, training and development of personnel and the creation of conditions for increasing labor productivity only confirms the general rule according to which the personnel policy of corporations is determined by an economic assessment of the effectiveness of the costs incurred. The choice of HR strategy is determined by the actual operating conditions of corporations. They, in turn, are largely determined by the current mechanism of state-monopoly regulation.

Chapter 2. Current state of human resource management in Russian organizations

2.1 The evolution of human resource management in Russian organizations

Recognition of a person as a key resource in modern organizations necessitates a scientific substantiation of his role.

The category “human resources” should not be opposed to the concepts of “personnel”, “staff” and “human resources”. Human resources is a term that characterizes an organization's personnel in terms of quality. The approach to people as an economic resource means abandoning the idea of labor as “free wealth”, the development of which does not require investment and organizational efforts on the part of the organization of society. Focus on the economic usefulness of human resources requires targeted investments related to the formation, rational use and development of labor and creative abilities of employees to achieve the effectiveness of organizations.

The main structural unit for personnel management is still the personnel department, which is entrusted with the functions of hiring and firing employees, as well as organizing their training, advanced training and retraining. To perform the latter functions, personnel training departments or technical training departments are often created.

The basis of the concept of personnel management of an organization at present is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation created in our country, the changes in the economic and political systems at the same time bring both great opportunities and serious threats to every individual, and introduce a significant degree of uncertainty into the life of almost every person.

2.2 Features of the formation of an intra-company human resource management mechanism in modern conditions

Now in our country, the increasing role of personnel services is dictated by the following objective circumstances:

1. Today, the conditions in which the personnel service develops have changed significantly. These changes are associated with the transition of a persistent shortage of labor resources to their surplus. The main reserves are the best use of personnel, their optimal distribution among jobs, and an increase in the workload on each team member. Reducing the number of personnel is the most important lever for increasing production efficiency at the first stage of the transition to a market economy.

2. The reduction in the number of employees must be compensated by greater labor intensity, and therefore by higher qualifications of the employee. In this regard, the responsibility of personnel services increases in choosing areas for the qualification growth of workers, in increasing the effectiveness of forms of training and stimulating their work.

3. The implementation of the restructuring of personnel policy entails expanding the functional responsibilities of personnel service employees, increasing their independence in solving personnel problems. Nowadays, personnel services no longer meet the new requirements of personnel policy. Their activities are limited mainly to resolving issues of hiring and dismissing employees and processing personnel documentation. Enterprises also lack a unified system for working with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and job promotion of employees in accordance with their business and personal qualities. The structure of personnel services, the qualitative composition and level of remuneration of their employees do not correspond to the objectives of implementing an active personnel policy. There is practically no training of specialists in the country to work in personnel services.

The restructuring of the activities of personnel services should be carried out in the following directions:

Providing a comprehensive solution to the problems of high-quality formation and effective use of human resources based on the management of all components of the human factor: from labor training and career guidance of youth to care for labor veterans;

Widespread introduction of active methods of searching and targeted training of workers needed for the enterprise and industry. The main form of attracting the necessary specialists and qualified workers for enterprises should be contracts with educational institutions.

Advanced training of workers and specialists for mastering new equipment and technology in sectors of the national economy is relevant, which requires personnel services to improve personnel training planning;

Systematic work with management personnel, with a reserve for nomination, which should be based on such organizational forms as business career planning, preparation of candidates for nomination according to individual plans, rotational movements of managers and specialists, training in special courses and internships in relevant positions;

Activation of the activities of personnel services to stabilize work collectives, increase the labor and social activity of workers based on improving socio-cultural, moral and psychological incentives;

Ensuring social guarantees for workers in the field of employment, which requires HR workers to comply with the procedure for employment and retraining of released workers, providing them with established benefits and compensation;

The transition from predominantly administrative-command methods of personnel management to democratic forms of assessment, selection and placement, and wide publicity in personnel work. Personnel services of enterprises in modern conditions are becoming bodies for organizational and methodological support of election and competitiveness, periodic reporting of officials to work collectives, which will require HR workers to be able to apply psychological testing methods, sociological methods of studying public opinion, assessing the candidate being studied for nomination by his colleagues, subordinates, etc.;

Strengthening personnel services with qualified specialists, increasing their authority, in connection with which it becomes relevant to create a system for training specialists for personnel services, their retraining and advanced training;

Updating scientific and methodological support for personnel work, as well as its material, technical and information base. In this regard, it is advisable to identify in industries and regions those scientific organizations and consulting firms that will develop personnel problems and provide practical assistance to personnel services.

The concept of human resource development focuses on self-development, which ideally occurs at three levels:

1. Individual Level - Employees at all levels develop to become partners within the organization who behave as if they own the organization.

2. Group level - instead of a “team of stars”, “star teams” based on the principles of humanism are developing in all areas of the organization.

3. Organizational level - the organization develops to become an organization that is constantly learning and is able to develop its own vision of the new state and environment.

The main means of forming human resources of an organization is personnel selection. Selection is one of the central functions of management, since it is people who ensure the effective use of the resources at the disposal of the organization. The quality of human resources, their contribution to achieving the organization’s goals and the quality of the products produced or services provided largely depend on how effectively the personnel selection work is carried out.

Personnel selection - identifying differences between candidates and selecting candidates who best meet the requirements of the position and organization.

An integrated approach to personnel search and selection involves solving the following tasks:

1. Determination of personnel needs, taking into account the main goals of the organization.

2. Obtaining accurate information about what requirements the vacant position imposes on the employee.

3. Establishing the qualification requirements necessary to successfully perform the job.

4. Determination of personal and business qualities necessary for the effective performance of this work, which can be considered as criteria when evaluating candidates.

5. Search for possible sources of personnel replenishment and selection of adequate methods for attracting suitable candidates.

6. Determining which personnel selection methods best assess the suitability of candidates for work in a given position.

7. Providing optimal conditions for the adaptation of new employees to the organization.

For successful selection, it is of paramount importance to determine the criteria on the basis of which a decision will be made about the advantages of certain applicants.

The search for employees to fill vacant positions can be carried out both through the internal resources of the organization and through external sources. Internal selection is used to fill vacancies at the expense of the organization's employees; external selection – candidates from outside are attracted to fill vacancies.

Performance appraisal is the process of collecting, analyzing and evaluating information about how employees perform assigned work and determining the extent to which their work behavior and performance meet the requirements of the organization and management.

The personnel evaluation system is designed to contribute to the achievement of five main groups of goals:

Administrative goals - are the basis for making administrative decisions in the field of personnel management, such as remuneration, promotion or demotion, transfer to another job, etc.;

Quality control of management activities - allows you to find out how successfully, how well, management tasks facing managers at different levels are solved;

Providing employees with feedback on the degree to which their performance meets the requirements of the organization - this helps to direct the efforts of employees in the right direction, clarify the requirements for their work and motivate them to improve their performance;

Employee development – the assessment system helps determine the employee’s need for training and development;

Improving the personnel management process - information on compliance with established work standards can be used to improve systems for attracting and selecting personnel, training and development of employees, increasing the level of motivation and other areas of work.

The organization must determine which categories of personnel are subject to regular evaluation. Depending on which category of workers will be assessed, the content of the assessment system, as well as the criteria and methods used, change.

When developing and using a personnel assessment system, it is necessary to decide on the basis of which criteria the assessment will be carried out. Criteria are those indicators and characteristics on the basis of which one can judge how well an employee does his job. The criteria allow you to evaluate the employee’s contribution to achieving the organization’s goals. Based on these assessments, the organization makes administrative decisions.

A personnel reserve is a specially formed and trained group of employees intended for promotion to management positions at a higher level. In order to work with the personnel reserve systematically and systematically, the manager must have a clearly functioning personnel management service. Work on the formation of a personnel reserve of any organization ensures:

High-quality selection and targeted preparation of candidates for nomination;

Increasing professionalism and improving the staffing of management personnel;

Activation of managers and specialists to constantly acquire new knowledge;

Checking the readiness of managers and specialists enrolled in the reserve to perform the duties of the position planned to be filled;

Reducing the adaptation period for department personnel newly appointed to higher positions;

Possibility of forming a rational management structure at all levels;

Reducing turnover of management personnel.

Work with the personnel reserve is aimed, first of all, at improving the development of personnel, their professional growth and career building. Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities.

Personnel development is also impossible to imagine without planning and implementing the careers of specific employees. A career is defined as successful advancement in a particular field of activity. Planning and implementation of employees' careers is an integral part of the organization's personnel policy, which is organically included in the system of working with the personnel reserve, ensuring the development of the employees' personalities, solving strategic, innovative, managerial and other tasks. Career planning is the development of the most likely system for filling positions for a specific manager or specialist during his work.

CHAPTER 3. Improving the human resource management mechanism in Russian organizations

3.1 Developing a human resource management strategy in an organization

The first significant difference between the process of implementing a strategy and the process of executing a long-term plan is the mandatory presence of a creative approach and effective feedback.

The second significant difference is that at the stage of strategy implementation there is an active, creative, practical creation of all significant conditions for the implementation of both this implemented strategy and all future strategies of the organization.

The third significant difference between the process of implementing a strategy and the process of executing a long-term plan is as follows. Traditional implementation of the plan is only, to one degree or another, accurate, conscientious, but in any case simply the execution of already made decisions, set within fairly clear and strict boundaries. As they say, “here’s a plan for you - start executing it and think only about how to accurately implement it; and the very content of the plan is not your concern.”

There are at least two fundamental conditions that must be met for the successful implementation of any strategy.

1. Managers at all levels must have the organization's strategy in hand in the form of a system of clear strategic instructions and implement such instructions strictly in accordance with the current operational plan for implementing strategic changes.

During the entire process of implementing the strategy, the management of the organization is obliged to ensure that this process receives a full supply of all necessary resources.

Top managers should practice special support for the strategy implementation process, which must include: monitoring its actual implementation through control of all strategic goals and adequate flexible solutions aimed at the practical achievement of such goals.

2. All the main points of the corporate strategy and especially its current strategic directions must be well communicated to all personnel of the organization.

It is desirable that the overall strategy of the organization meets all performance criteria.

In other words, sufficient motivation of all personnel of the organization to implement this particular strategy is an essential, absolutely necessary condition for its successful implementation.

Launching a strategy is one of the key decisions of strategic management.

At the stage of launching the overall strategy, each level of management of the organization must solve its own specific problems. But at the same time, decisions at the top manager level play the main role.

Top managers of the organization at this stage of strategy implementation must resolve the following issues.

First, top managers conduct a final ongoing analysis of the organization’s external environment in comparison with the presented version of the corporate strategy,

Secondly, they also carry out the final correction of the strategy by introducing the necessary changes to it with an emphasis on all key strategic goals. At the same time, the final adjustment of the strategy according to goals also means its final balancing to provide all the necessary resources.

Thirdly, after the final correction, the overall strategy is first approved by the organization’s top managers, and then a clear command is given throughout the organization for the so-called “legal start,” i.e., to put the strategy into action.

After the official launch of the process of implementing a specific corporate strategy at all levels of the organization and across all its specialized subsystems, within the framework of the relevant competencies, the necessary work is carried out for the systematic implementation of this particular strategy.

At this stage of strategy implementation, the main content of activity is the implementation of all the main strategic changes provided for by this particular strategy, which is carried out in this particular period of time.

In accordance with the canons of modern strategic management, flexible adjustments to the implemented strategy are carried out constantly. In practice, this manifests itself in the form of necessary specific changes that are carried out in real time, both in terms of individual specialized strategies of the organization, and in its overall strategy as a whole.

But at the same time, we must always remember that any specific changes that are carried out in real business practice during the continuous process of implementing a particular strategy relate only to two qualitatively different strategic types.

Changes of the first type are practical changes that are carried out in the process of implementing this specific strategy, remaining within the boundaries of its special initial quality, that is, they are the current results of the situationally qualitative primary strategy.

Changes of the second type are practical changes that are carried out in the process of implementing this specific strategy, but in their content go beyond the boundaries of its special initial quality, that is, they are the current results of a situationally qualitatively new strategy.

Thus, the very fact of implementing tactical changes of the second type inherently means that a practical transition is already taking place from a situationally primary strategy to another secondary strategy, i.e. strategy, which is essentially characterized by its special - qualitatively new - specific systemic content.

Any specific commercial organization, in the process of its special specialized activities, sooner or later, consciously or unconsciously, but always goes through not only tactically different, but also strategically different stages of its development.

It is precisely such strategic transitions that are systemic strategic changes, that is, complex transitions from one qualitatively defined strategy to another qualitatively different strategy.

The specific forms of such transitions from the point of view of strategic management can be fundamentally different.

With proper, that is, good, strategic management, transitions from one corporate strategy to another are carried out consciously, professionally and, ultimately, effectively.

With poor strategic management, qualitative changes in strategy can take place either completely unconsciously, or consciously, but not professionally enough. This is always followed by a significant drop in the efficiency of the organization's functioning - up to its complete bankruptcy.

The ability of a commercial organization to distinguish and anticipate the noted strategic changes of the first and second types and, accordingly, to make completely professional transitions from one strategy to another (i.e., qualitatively new) is one of the most subtle and particularly difficult aspects of its strategic management.

This ability is one of the initial and key factors in creating a strategic competitive advantage for a particular organization.

In the process of implementing the strategy, each level of management solves its own specific tasks and carries out the functions assigned to it. The decisive role in organizing the implementation of the strategy belongs to top management. His activities at this stage can be represented in the form of five successive steps.

The first step is an in-depth study of the state of the environment, goals and developed strategies. When implementing the first step, the following main tasks are solved:

A final understanding of the essence of certain goals, developed strategies, their correctness and compliance with each other, as well as with the state of the environment. Through this, the final “go-ahead” is given for the implementation of strategies. At the same time, adjustments are possible if changes have occurred in the environment, as well as if shortcomings are discovered in the previously conducted analysis and development of goals and strategies;

Wider communication of strategy ideas and the meaning of goals to company employees in order to prepare the ground for deeper involvement of employees in the process of strategy implementation.

The second step is that top management must make decisions to effectively utilize the resources available to the firm. When implementing the second step, resources are assessed, decisions are made on their distribution, as well as on creating conditions for the interested involvement of employees in the process of implementing strategies. An important task in this case is to align resources with the strategies being implemented. For this purpose, special programs are drawn up, the implementation of which should contribute to the acquisition of additional resources or the development of existing ones. For example, these could be employee development programs.

In the third step, senior management makes decisions about the organizational structure. The compliance of the existing organizational structure with the strategies adopted for implementation is determined and, if necessary, appropriate changes are made to the organizational structure of the company.

The fourth step is to make the necessary changes in the company, without which it is impossible to begin implementing the strategy. The problem of change is extremely subtle, complex and painful. Changes cannot be carried out without taking into account objective factors that determine the conditions and possibilities for such changes. It often takes several years to make a major change in a firm.

When deciding to make changes, it is very important not only to focus on why the changes are needed, what they should lead to, what and how to change, but also on how the changes will be perceived, by what forces and in what form they will be to resist them, what style of change should be chosen and by what methods they should be implemented.

The fifth step involves top management reviewing the strategy implementation plan if new circumstances warrant it. The strategic plan is not a dogma, and, naturally, it can and should be subject to modification under certain circumstances. However, it is also important to avoid changing the plan whenever new circumstances arise. A new plan may be adopted when it promises significantly greater benefits than the existing plan.

Tactical (operational) measures to overcome the economic crisis can be the following: reducing costs, closing divisions, reducing personnel, reducing production and sales volumes, active marketing research, increasing product prices, identifying and using internal reserves, modernization, attracting specialists, obtaining loans, strengthening discipline.

Strategic and operational planning are interconnected, and it is impossible to do one in isolation from the other. Tactical planning must be carried out within the framework of the chosen strategy. If operational measures to overcome the economic crisis are carried out in isolation from strategic goals, this may lead to a short-term improvement in the financial situation, but will not eliminate the underlying causes of the crisis.

The activities of managers in implementing the chosen strategy include the following tasks:

Final clarification of the developed anti-crisis strategy and goals, their compliance with each other;

Wider communication of the ideas of the new strategy and the meaning of the goals to employees in order to prepare the ground for increasing the involvement of employees in the process of implementing the anti-crisis strategy;

Aligning resources with the implemented anti-crisis strategy;

Deciding on organizational structure.

When implementing a new strategy, it is necessary to focus on how changes will be perceived, what forces will resist, and what style of behavior should be chosen. Resistance must be minimized or eliminated regardless of the type, nature or content of the change.

Management systems support or hinder the implementation of strategy. On the one hand, in enterprises where a bureaucratic management style flourishes, even the most simple decisions and expenses of lower-level personnel must be approved by a higher-level manager. If a person works for a long time in a structure of this type, he is unlikely to want to take on additional responsibility and initiative. In these conditions, excuses that this is not part of the job responsibilities will be a defense against new problems and responsibility. On the other hand, the lack of systems and documentation can lead to duplication of work already done or loss of information if an employee leaves or moves to another job within the enterprise.

Management culture can be a significant driving force. However, we should not forget that the management culture of an enterprise arose as a result of traditions that have a long history and cannot be changed in an instant. Problems may arise if the management culture comes into conflict with the enterprise's anti-crisis strategy.

Different enterprises have their own management style. It may fit well into the company's strategy, or it may conflict with it. In some cases, the predominance of one style can lead to problems. It is believed that the autocratic style can only be useful in situations that require the immediate elimination of resistance when carrying out very important changes.

Skills and resources also have a great influence on the anti-crisis strategy, since their proper use is crucial for the successful operation of the enterprise.

The manager must mobilize the enterprise's resources to the maximum extent and distribute them in such a way as to have the greatest effect. The mechanism for using the resource potential of the enterprise is brought into line with the ongoing anti-crisis strategy. New tasks must be brought to the functional units that manage the movement of resources within the enterprise. At the same time, it is necessary to carry out appropriate preparatory work to eliminate resistance on their part and convince them of the need for effective participation in the implementation of the new strategy.

CONCLUSION

So, having become familiar with the theoretical basis and having studied the modern practice of intra-company “human resources” management, we have identified the main directions for the restructuring of Russian personnel services at this stage.

There is much in common in the search for effective forms of personnel management, in organizing and stimulating work, in the rules of production discipline, in the enthusiasm of innovators and entrepreneurs initiating innovations and overcoming bureaucratic obstacles. But from the experience of leading corporations we can learn a lot of useful and unusual things for our traditional practice. First of all, the following can be extracted: effective personnel management is recognized today as the most important factor in the competitiveness of companies and their achievement of economic success; Effective personnel management is based on a well-thought-out strategy for the use of “human resources”, based on market principles of management; HR services in the company have a high status and broad powers for comprehensive systemic management of labor resources.

Based on the studied theoretical material, the following conclusions can be drawn:

1. The category “human resources” allows us to reflect the real idea that the professional knowledge, experience, creative and entrepreneurial abilities of employees ensure the economic efficiency and competitiveness of the organization in the market environment.

2. The development of human resources, improving their quality, leads to a greater return on material resources through their more efficient use, and this, in turn, provides organizations with an additional incentive to invest in human resources.

3. To carry out each type of activity in the field of human resource development, the organization has a wide choice of practical work methods.

4. Systematic work with personnel, attention to the organization’s employees, concern for improving working and living conditions, development and implementation of relevant social programs - all this contributes to strengthening human resources and more efficient use of the factor of production - human resources. The success of the organization’s activities depends on the competent implementation of this work, and this, in turn, is a reserve for increasing its efficiency.

5. The science and practice of personnel management has been enriched with new theoretical knowledge and applied personnel technologies, as a result of which the approach to the role of a person in social production has radically changed, and a transformation of personnel management into human resource management has occurred.

Thus, in modern management science and practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into the organizational management system. With all the diversity of approaches to managing people in an organization existing in the world, the differences in the means and methods of their practical implementation, it is possible to formulate the fundamental principle of the modern concept of human resource management: the main thing is the recognition of human resources as a decisive factor in the efficiency and competitiveness of the organization, as its key resource , having economic utility and social value.

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Enterprise human resource management system. Human resource management system: institutional aspect

More on the topic HUMAN RESOURCE MANAGEMENT SYSTEM IN AN ORGANIZATION:

1.2 The importance of human resource management system in modern society

1.1 Nature and characteristics of human resources

1.2 The concept of human resource management in an organization

Chapter 2. Current state of human resource management in Russian organizations

2.1 The evolution of human resource management in Russian organizations

2.2 Features of the formation of an intra-company human resource management mechanism in modern conditions

3.1 Developing a human resource management strategy in an organization

LITERATURE