Enterprise human resource management system. Human Resource Management System: Institutional Aspect

Lesson Objectives:

To 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 NY manager.

A systematic approach to human resource management

The most important trend in the development of management in recent decades is a systematic approach, which is considered as a modern way of managerial thinking that allows you to present a holistic and comprehensive management of an organization and its subsystems in a complex market environment. The application of a systematic approach enables managers to reveal the internal structure of the human resource management system as an integral system consisting of subsystems, elements, the structure of relationships, and on the basis of a systematic study, in practice, form an effective human resource management system in the organization.

The initial premise of system analysis is the definition of the goals of the system. A feature of the goal-setting process of the human resource management system is 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 increment of profit and competitive advantages of the company.

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, household and medical services, legal security, 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 meet the personal needs of employees.

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

A systematic holistic approach to human resource management is to integrate all the 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 the functions of human resource management, which are no longer limited to performing and accounting, but perform analytical, managerial, educational, and informational tasks.

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

Forecasting, long-term and current planning of the need for human resources, marketing of human resources. 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 employees.

Implementation of the procedure for hiring, placement, movement, rotation of employees.

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

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

Evaluation of labor productivity and performance appraisal of employees.

Formation of a personnel reserve and work with it.

Development and implementation of the program of corporate development of human resources.

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 promotion of employees.

Development and implementation of social programs.

Assistance in improving the psychological climate in the team, managing organizational culture.

Organization of remuneration and incentives for labor, implementation of the policy of participation in profit, property and capital.

Monitoring the effectiveness of human resource management.

Information and documentation support for human resource management.

Management of layoffs and layoffs.

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

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

Human resource management system in an organization

What are the top five 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 implementation of labor legislation

Source: Handbook of Human Resources. 2006. No. 1.

1.2 The importance of the 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 the 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 the ways of making managerial decisions based on the use of the relationship between the organization and the staff. The number of literary sources on this topic is growing all over the world, and most of them recognize that human resource management differs in a number of basic elements 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 those 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 leaders and specialists is especially great in the organization of the main link, where significant changes are taking place in the organization's management system 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 the 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 providing leadership in the competitive struggle, since it is put forward among the most important competitive advantages of the organization, it becomes a guarantee of its success and survival in the face of increased competition;

According to some experts, it is human resource management that allows companies to move from being a good, successful company to being a leader in a certain market segment.

"System", "system approach", "system research" - these words can be found in any modern textbook. But there must be content behind the words. This fully applies 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 makes it possible to single out systems in inanimate nature, wildlife and society. All systems have much in common. In any case, the system is a set of elements that are interconnected, interdependent and represent an integral entity. 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 define the system at the level at which the problem can be solved.

It is impossible not to mention one more 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 links.

The control system functions in the external environment. The external environment of a system is part of a set of elements outside the system that can influence the behavior of the system or be influenced by it. It depends on the objectives of the study what to attribute to the system, and what to the external environment. It is important that the links between the elements within the system are stronger than the links with the elements of the external environment. At the same time, the depth of the external environment is also determined.

It should also be borne in mind that different authors put different meanings into the concept of "organization". We will consider that an organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

The most important element of the system, which defines its boundaries, are personnel (see Chapter 1). Formally, the boundaries of the organization are defined by the charter, staffing and other documents.

The 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 system of a higher order, at the same time, the elements of the system can themselves be considered as independent systems; as a result of the first act of splitting the system, subsystems of the first level are formed, further splitting gives subsequent levels.

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

The personnel management system is a part of the management system that performs the functions of personnel management. The subject of personnel management in the organization is management, in subsystems (structural divisions) - heads of structural divisions.

The personnel management service is a headquarters unit that professionally performs the functions of personnel management in the management system and subsystems. A 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, trustees of the first leaders of the organization.

The financial director manages the 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 director of personnel, takes an indistinct position between the personnel inspector and the assistant secretary. They do not manage the staff, as the immediate supervisor manages the staff. They rarely have real powers, and then only if their activities are supported by top officials.

Unfortunately, the emerging problems 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 another 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 the organization this is manifested in the division and cooperation of labor). And this means that in the personnel management system, duties and responsibilities should be clearly distributed 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 fixed 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 arose, most likely, in opposition to HR for the sake of HR:

“The main task of the personnel manager is to ensure the most complete exploitation of the mental and physical capabilities of the employee at the lowest possible cost. Well, if HR comes to you and starts talking about the balance of interests, mission, social obligations and other things that your company lacks so much, be sure to check if he is lying, whether he believes in it.

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

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

Objectives should be formulated depending on the goal. In accordance with the principle of constructing a tree of goals and objectives, the set of tasks should be such that their solution in the aggregate will achieve the goal. These tasks can be:

Ensuring the organization's need for personnel in the required quantity and required qualifications;

Achieving a reasonable correlation between the organizational and technical structure of production and the structure of labor potential, the growth of the qualifications of employees and their careers;

Adaptation of new employees, etc.

In accordance with the goals and objectives, directions in the management of personnel and human resources 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 personnel policy of the organization;

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

2. Personnel formation management:

Implementation of socio-demographic policy in the organization;

Determining the need for personnel (the 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 when hiring, hiring, refusing to hire;

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

3. Staff adaptation:

Development of regulations on structural divisions and job descriptions;

Organization of primary and repeated briefing;

Establishment and use of a trial period;

Acquaintance with the organization, nature and conditions of work;

Supervision, mentoring;

Management of professional adaptation.

4. Managing the placement and movement of personnel:

Placement of personnel by structural divisions, sections, workplaces;

Organization of intra-organizational movement of personnel;

Organization of professional and qualification movement of personnel;

Organization of official promotion of managers and specialists;

Working with freelancers.

5. Evaluation and certification of personnel:

Development of methods and technologies for the assessment and certification of personnel;

Work with personnel reserve, development groups;

Planning and career development of employees.

6. Stimulation and motivation of personnel:

Development and use of a social package;

Non-material motivation of personnel;

Improving the wage system;

Organization of the system of material and moral interest.

7. Formation and maintenance of organizational culture:

Formation, maintenance and change of organizational culture;

Development of an ethical code;

Team building;

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

Development of measures to ensure staff loyalty.

8. Personnel development:

Assessment of training needs;

Development and justification of the budget for training;

Evaluation and selection of teaching methods;

Evaluation of the effectiveness of training;

Staff training, application of a competent 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 labor;

Scientific organization of labor;

Assessment of workplaces;

Labor rationing;

Evaluation of labor efficiency.

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, a personnel policy is formed. The needs for human resource management make their own adjustments to the formulation and implementation of personnel policy.

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 organization's personnel management service. This is a strategic line of conduct in working with personnel.

The personnel policy defines:

Dismiss employees in difficult situations or seek to retain them; retain the entire staff 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;

With an increase in the volume of work, expand the recruitment of workers or increase the efficiency of existing staff;

Invest in the training of "cheap" but highly specialized workers or "expensive" but flexible;

Whether to use the human resources of the staff or not, etc.

“We prefer to hire ready-made specialists, although not necessarily from the automotive industry,” these are the words of 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, factors of the external and internal environment are taken into account:

Q production requirements, organization development strategy;

Financial opportunities, allowable costs for personnel management;

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

The situation on the labor market;

Demand for labor from competitors, emerging wage levels;

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

Labor law 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 opportunities;

Individual approach to employees. Personnel policy forms:

Requirements for the labor force at the stage of its hiring;

Attitude to "investment" in personnel, to a targeted impact on certain qualities of personnel;

Attitude towards stabilization of frames (all or a certain part);

Attitude towards training and retraining of personnel;

Attitude to intraorganizational movement of personnel, etc. Personnel policy provides:

Timely staffing, attracting additional staff;

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

Team stabilization;

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 the organization's development, 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. The strategy answers the question in what way, with the help of what actions the organization will be able to achieve its goals in a changing competitive environment.

The strategy is the general direction of the organization's actions, following which in the long term should lead it to the goal.

The strategy provides answers to the following questions.

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

What is the purpose (mission) of the organization?

What specifically needs to be achieved (goals)?

What and how to do this (tasks, rules, procedures)?

The strategy defines the present actions based on the future result. 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 the strategy, it is necessary to take into account the position of the company in the market:

Which business to terminate;

Which business to continue;

What business to go to.

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, whom 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 addressed.

Diversification. The issues of changing the professional structure of the staff are being addressed.

Reduction. The following questions are being decided: whether to dismiss the staff or to mothball it, whether it is worth restraining the dismissal of one's own free will, 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 destiny 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 it that is responsible for the development of this functional strategy.

The main thing in strategic management is to shift the focus of top management to the environment, 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 the organization to carry out its mission.

Mission - a common goal that causes the members of the organization to a state of striving for something. The mission answers the questions: why does the organization exist, why are we in it, why do we do what we do.

The right choice of mission and strategy, strict adherence to them contribute to survival. The choice of strategy is connected with the forecast of changes in the external and internal environment. When studying the external environment, the macroenvironment of the environment (PEST-analysis) and the microenvironment (Porter's model: "suppliers - buyers - substitute products - competitors - competition") are distinguished.

The analysis of macro-environment factors is carried out in order to establish their influence on the activities of the organization now and in the future and to develop its strategic behavior.

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

Table 2.1 SWOT matrix

The analysis itself consists in identifying the strengths and weaknesses of the organization in terms of the manifestation of opportunities and threats in the external environment. Thompson and Strickland have proposed an approximate 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 evaluated.

In addition to this analysis, separate matrices of threats, opportunities, environment profiles can be built.

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

Conducting a personnel audit is primarily due to the dissatisfaction of the owners with the pace of business growth, the inconsistency of the company's development with the goals set, and the decrease in profitability. However, even when the company is doing well, but the management understands that there is room to expand, sets new goals and objectives, a personnel audit is essential. A personnel audit is required to evaluate the effectiveness of an organization's personnel management system. It helps to 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 understand its significance and value. But the result of the audit can be a decrease in the level of staff turnover, an increase in labor productivity, the identification of the need for staff training and savings in the search for new employees.

In the practice of Russian companies and providers of consulting services, according to Vladimir Pravotorov, the methods of "minimal and extended personnel audit" are the most common.

The 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 whether the personnel complies 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 verify the compliance of personnel with the intended goals of the company or to verify the appropriateness of just such a 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;

Building / adjusting the 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 interview, 360-degree method, sociological research, etc.

Today, express audits are ordered more often, 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 conduct of an extended personnel audit was stopped at the diagnostic stage. There is a psychological moment here. A personnel audit usually reveals many different problems, and this often applies even to a completely successful company. A natural consequence should be the restructuring of all processes, the breaking of established ties and the creation of new ones, etc.

An extended HR audit uses the following set of methods: a group of interviews with top managers, heads of training centers, heads of trade unions, heads of departments, HR heads, directors of branches. Further - a meaningful analysis of the interaction of departments with the HR service, clarifying the difficulties in various aspects of personnel management.

Experts note that often Russian companies do not order a complete HR audit, but only one or several services included in it. But usually the diagnosis of one area of the 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, the measurement of 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 the team is assessed is staff turnover. The result of an extended personnel 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.

Analysis of the environment allows you to define the strategy not only as a plan, but also as actions and approaches to achieve the specified performance indicators. The 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 excessive quality of the internal environment. However, in the future, this redundancy must be in demand, otherwise there will be disappointment.

The 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.

The development and implementation of a personnel management strategy requires strategic changes. Strategic changes are systemic in nature and affect the organizational structure and organizational culture. But any change is met with resistance. To overcome it, you need:

Analyze and predict what the resistance will be;

Reduce it to the minimum possible;

Set the status quo to a new state.

1 THEORETICAL FOUNDATIONS OF REGIONAL HUMAN RESOURCES MANAGEMENT

1.1 HUMAN RESOURCES AS A MANAGEMENT OBJECT

The solution of current and future tasks of any society is connected, first of all, with the decisive role of the human factor. The population is a naturally and historically formed and continuously renewed in the process of production and reproduction of immediate life, a set of people. One of the characteristics of the population is the labor (or personnel) potential.

Labor potential is a broader and deeper concept than the labor force, labor resources, personnel, personnel; it 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"). At the same time, the following main aspects of the study of human resources are distinguished:

Individual psychological (personality level);

Socio-psychological (the level of the team);

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

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

Composition of human resources:

STAFF STAFF WORK FORCE

WORK RESOURCES HUMAN

RESOURCES

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

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.

The labor force is also a socio-economic category. Labor power is directly connected with the means of production and is reunited with the individual. The carriers of a single labor force are all able-bodied members of society, actual or potential workers in the production and non-production sectors of the economy of all categories (workers, employees, specialists, managers). At the same time, it is necessary to distinguish between general and professional work capacity. General working capacity implies the ability of an employee to work that does not require special training. Professional ability to work is the ability of an employee to work in a specific area of professional activity, which involves special training.

Thus, the labor force is the ability to work, the totality of the physical and spiritual abilities of a person used in production activities. The direct basis of the labor force is the ability to work, that is, the state of health, as well as the 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, which is a group according to professional or other characteristics (for example, service personnel). In other words, the main characterizing components of the concept of "personnel" - the constancy and qualifications of employees - are not mandatory for the concept of "personnel". Personnel are called 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, country. Unlike labor resources, which unite the entire able-bodied population of the country (both employed and potential workers), the concept of "personnel" includes a 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 a person's physical and intellectual abilities necessary for him to produce life's goods. However, there is a difference between these concepts. Labor force is the general capacity for productive labor, its use is associated with the production of material or spiritual goods. Personnel is usually understood as full-time qualified employees who have undergone preliminary professional training and have special knowledge, work skills or work experience in their chosen field of activity.

As an object of management, human resources are both producers and consumers of material and spiritual goods. The peculiarity of human resource management is the need to take into account the interests of the individual, organization, region and the whole society, ensuring their organic combination. The subject of human resource management - the state - develops a set of socio-economic and organizational-legal measures aimed at their effective formation, distribution, redistribution and use. The function of human resource management, along with state bodies, 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 are developing 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 a high-quality human resources potential and meeting the needs of social production in qualified personnel; secondly, to ensure effective employment of the able-bodied 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 THE MECHANISM OF STATE REGULATION OF THE LABOR POTENTIAL OF THE REGION

State regulation of labor potential is a very complex mechanism that covers the whole variety of aspects of the object of regulation (demographic, economic, social) and its entire reproducing cycle - formation, distribution and use.

The purpose of state and regional regulation of labor potential is to maximize the preservation of labor potential, its multiplication, and ensuring effective employment of the population.

State regulation of the labor potential of the region involves the solution of the following main tasks:

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

2 Achievement of rational employment of the population, i.е. creation of conditions under which the needs of people in work and study are satisfied;

3 Providing industries and sectors of the national economy with a workforce, the quantity and quality of which would correspond to real needs;

4 Rational and efficient use of labor potential and certain groups of the population (youth, women, persons 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 political approach. In other words, the political orientation should reflect the economic requirements of society and implement them in the system of state regulation.

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

The economic aspect necessitates the regulation of the labor potential as a combination of the already working population and persons studying off-the-job, regulation of the efficiency of the use of labor and its professional level, provision of sectors of the national economy with labor, etc.

And, finally, the legal aspect ensures the legislative consolidation of legal norms and guarantees for workers, forms of ownership and other elements of the economic system, thereby guaranteeing the stable 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 activities of economic 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 indexation, etc. .

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

As part of the 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 employment of the population;

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 the realization of the right to work and free choice of the sphere of application of their labor;

Ensuring rational employment;

Ensuring labor mobility;

Ensuring social protection of the population;

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

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

Inter - republican and international cooperation in solving problems of employment .

The whole set of measures of state influence on labor potential can be divided into 2 groups: active and passive. Active methods are aimed at solving the problem of unemployment and increasing the level of employment. These include: job creation, public works, subsidies, preferential taxation, lending, incentives for providing 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 predetermining reduction in the supply of labor, that is, an increase in the duration of school education, the expansion of daytime education, an increase in the duration of parental leave, annual leave, etc.

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

Passive measures of state regulation include appropriations for the payment of unemployment benefits, partial compensation for the unemployed of their losses in income.

INTRODUCTION

CHAPTER 2. The 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 one, when instead of the limited concept of economic growth, new approaches are proposed in the economy - organizational, social, psychological, etc., in which a person is considered in the totality of his qualitative characteristics .

The main part of human life takes place in organized labor activity. In this situation, the organization's personnel management becomes especially significant, 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 external and internal conditions of the production environment.

The human resources of the organization set in motion, organize the interaction of all other resources, this is their key and strategic role. In the 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 that has arisen in our country, the change in the economic and political systems at the same time bring both great opportunities and serious threats to each individual, the stability of its existence, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation is of particular importance: it allows you 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 human resource management strategy.

The purpose of the work: the study of the basics of human resource management.

· Consider the essence of human resources.

· Define the concept of human resource management.

· Consider the practice of human resource management 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 employed in economic activities. In Russia, these are men from 16 to 59 years old and women from 16 to 54 years old.

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

Let's distinguish between the concepts of labor resources, company personnel and personnel.

The labor force is the sum total of all the people working in the firm. The personnel of the company are all people employed, with the exception of management. Cadres are employees who are officially registered in the state. For simplicity, these concepts are combined into one staff, characterized by the number and structure.

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

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

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

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

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

Based on the tasks performed, the staff is divided into two categories.

Human resource management is a complex system that includes interrelated 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) creation of conditions for the maximum realization of the abilities of employees and the achievement of the goals of the organization.

Tasks of the subsystem for managing the formation of human resources

1) forecasting and planning the need for employees;

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

3) attraction, selection and selection of personnel;

4) adaptation of newly arrived workers;

5) raising the efficiency of the work performed;

6) improving the quality of employees' activities;

7) improving the quality of the organization 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 receive and improve education, staff rotation and delegation of authority, career planning and development, and much more. This subsystem expands the functions of the personnel department, which requires its employees to have a wide range of knowledge in the fields of production, economics, psychology, jurisprudence, etc. The subsystem for managing the development of human resources is becoming increasingly important.

The efficiency of the enterprise is determined not only by the amount of human resources, but also by the correspondence of the qualifications and abilities of employees to their positions.

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 according to socio-demographic characteristics (gender, age, religious denomination, nationality, etc.);

4) qualification level of human resources.

The effectiveness of the use of human resources is evaluated by the following indicators:

1) production volume, profit) per employee; 2) labor productivity per unit of time in physical and value terms; 3) the time spent on the production of a unit of output. This indicator is used in the case of orientation of production to one type of product and organization of the service sector; 4) staff turnover; 5) an indicator of absenteeism (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 hours lost, from the absence of employees at work); 7) the coefficient of internal mobility (the ratio of the number of employees who have been rotated 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 for one productive hour (the ratio of total labor costs to the total number of working hours).

In order to increase the efficiency of the use of human resources, especially on. large enterprises, a personnel department is being created, which is engaged in the development of emerging needs for workers, their recruitment and selection.

The most common method for evaluating the effectiveness of human resources is cost analysis. In this approach, the concepts of initial and recovery costs are used.

Initial costs include the costs of finding, attracting and adapting new personnel. Recovery costs are the current costs of improving the level of skills, competence, motivation of employees and replacing some employees with others. Periodic professional development of personnel is an integral factor in the successful operation of the enterprise. The effectiveness of the use of human resources is determined by the availability of a high-quality information base, the competence of employees and the awareness of the importance of this issue by the management of the enterprise. It is necessary to constantly improve the knowledge and skills of employees.

Conditions for successful human resource management: 1) clarity and achievability of the 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) the clarity and interconnectedness of the organization's work plans, as well as their provision with all types of resources; 4) the correspondence of the qualification level of the personnel to the work performed; 5) the joint participation of the maximum number of employees in the development and implementation of strategic plans; 6) the high quality of control over the implementation of the strategic plan and the requirements for assessing its socio-economic efficiency; 7) the introduction and use of modern labor tools and technologies; 8) the delegation of authority, the creation of flexible working conditions. It is necessary to enrich labor, 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 of 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 leaders, 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 values or services of an industrial nature.

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

2. Employees are workers who are mainly engaged in mental work.

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

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

A qualification is a body 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 (social 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. Basic aspects .

Economic - gave rise to the use of labor resources. Technology has taken 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, and the understanding that an enterprise is a collection of parts connected by a control line in the form of control.

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

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

The main tasks of personnel management include:

1. Help the firm to achieve the goal.

2. Providing the firm with qualified and interested employees.

3. Effective use of skills and abilities of the staff.

4. Improvement of motivation systems.

5. Increasing the level of job satisfaction.

6. Development of advanced training and professional education systems.

7. Preservation of a favorable climate.

8. Career planning, that is, promotion, both vertical and horizontal.

9. The creative activity of the staff increased.

10. Improving methods for assessing the performance of personnel.

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, which reflect the fundamental principles of the modern concept of human resource management. Results-based management can be defined as a process aimed at achieving the set goals and results, in which: using the planning process, the aspirations of the organization and its members are determined at different time intervals (in other words, the requirements for results and expected results); persistent implementation of plans is supported by a conscious daily management of affairs, people and environment; the 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 interested and productive.

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 the costs of personnel selection, training, social insurance, etc. On the other hand, human resources are characterized by the ability to generate 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 the individual productivity of labor, its duration and efficiency. It is clear that a healthy employee with a high level of qualification, training and motivation brings the company a higher income, which determines his “value” for the company.

The main theoretical premise of the concept of human resources is the consideration of employees as a key resource of production and the rejection of ideas about the labor force as a gift of wealth, the development of which does not require financial resources 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 cases where the employer is dealing with a surplus labor market, low-skilled personnel or the corresponding economic situation, this concept turns into other facets and is actually combined with the most archaic forms of personnel work, 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 the economic assessment of the effectiveness of the costs incurred. The choice of a personnel work strategy is determined by the actual conditions of the functioning of corporations. They, in turn, are largely due to the current mechanism of state-monopoly regulation.

Chapter 2. The current state of human resource management in Russian organizations

2.1 The evolution of human resource management in Russian organizations

The 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", "personnel" and "human resources". Human resources is a term that characterizes the personnel of an organization in terms of quality. The approach to people as an economic resource means the rejection of the notion of the labor force as a "gift wealth", the development of which does not require investment and organizational efforts on the part of the organization of society. Orientation to the economic usefulness of human resources requires targeted investments related to the formation, rational use and development of the 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 dismissing employees, as well as organizing their training, advanced training and retraining. To carry out the latter functions, training departments or technical training departments are often created.

The basis of the concept of personnel management of the organization is currently 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 that has arisen in our country, the change in the economic and political systems at the same time bring both great opportunities and serious threats to every individual, introduce a significant degree of uncertainty into the life of almost every person.

2.2 Features of the formation of an intra-company mechanism for human resource management 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 is developing have changed significantly. These changes are associated with the transition of a time-sustained shortage of labor resources to their surplus. The main reserves are the best use of personnel, their optimal distribution among jobs, an increase in the load on each member of the team. 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 decrease in the number of employees should be compensated by a greater intensity of labor, and hence a higher qualification of the employee. In this regard, the responsibility of personnel services is increasing in choosing directions for the qualification growth of employees, in increasing the effectiveness of forms of training and stimulating their work.

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

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

Ensuring 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 for young people to caring for labor veterans;

Widespread introduction of active methods of search and targeted training of workers necessary for the enterprise and industry. Contracts with educational institutions should become the main form of attracting the necessary specialists and skilled workers for enterprises.

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

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

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

Ensuring social guarantees for workers in the field of employment, which requires personnel workers to comply with the procedure for employment and retraining of laid-off workers, providing them with established benefits and compensations;

The transition from predominantly administrative-command methods of personnel management to democratic forms of evaluation, selection and placement, wide publicity in personnel work. The personnel services of enterprises in modern conditions are becoming bodies of organizational and methodological support for electivity and competitiveness, periodic reporting of officials to labor collectives, which will require personnel 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 the scientific and methodological support of personnel work, as well as its material, technical and information base. In this regard, it is expedient to identify in the branches 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 is ideally carried out at three levels:

1. Individual level - employees at all levels develop to become partners within the organization who behave as if this organization is their own.

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

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

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

Personnel selection - identifying differences between candidates and selecting candidates that are most relevant to the requirements of the position and organization.

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

1. Determining the need for personnel, taking into account the main goals of the organization.

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

3. Establishment of qualification requirements necessary for the successful completion of the work.

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

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

6. Determination of which selection methods best assess the suitability of candidates for the position.

7. Providing optimal conditions for the adaptation of new employees in 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 at the expense of the internal resources of the organization and at the expense of external sources. Internal selection is used to fill vacancies at the expense of the employees of the organization; external selection - candidates from outside are involved to fill vacancies.

Personnel 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 assessment system is designed to contribute to the achievement of five main groups of goals:

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

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

Giving feedback to employees on how well their performance is meeting the organization's requirements - this helps to direct employees' efforts in the right direction, clarify the requirements for their work and motivate them to improve their performance;

Employee development - the assessment system helps to determine the employee's need for training and development;

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

The organization shall establish which categories of personnel are subject to regular performance appraisal. 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 it is possible to judge how well an employee performs his work. Criteria allow assessing the employee's contribution to the achievement of the organization's goals. Based on these assessments, the organization makes administrative decisions.

The personnel reserve is a specially formed and trained group of employees intended for promotion to senior management positions. In order to work with the personnel reserve systematically and systematically, the manager must have a well-functioning personnel management service. Work on the formation of a personnel reserve of any organization provides:

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

Increasing professionalism and improving the staffing of management personnel;

Activation of managers and specialists to the constant acquisition of new knowledge;

Checking the readiness of managers and specialists enrolled in the reserve to fulfill the duties of the position planned for replacement;

Reducing the period of adaptation of personnel of departments newly appointed to higher positions;

Possibility of forming a rational management structure at all levels;

Decreased turnover of management staff.

Work with the personnel reserve is aimed primarily at improving the development of personnel, their professional growth and career building. Talent pool 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 a successful advancement in a particular field of activity. Planning and implementation of the career of employees is an integral part of the personnel policy of the organization, which is organically included in the system of work with the personnel reserve, ensuring the development of the personality of employees, the solution of strategic, innovative, managerial and other tasks. Career planning is the development of the most probable system, the replacement of positions for a particular manager or specialist during his work.

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

3.1 Developing an organization's human resource management strategy

The first significant difference between the process of implementing a strategy and the process of implementing a long-term plan is the mandatory presence of creativity 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 implementing a long-term plan is as follows. The traditional implementation of the plan is only, to one degree or another, accurate, conscientious, but in any case, simply the implementation of decisions already made, set within fairly clear and strict boundaries. As they say, “here's a plan for you - get down to execution and think only about how to accurately execute 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 the form of a system of clear strategic instructions and implement such instructions strictly in accordance with the current operational plan for the implementation of strategic changes.

The management of the organization during the entire process of implementing the strategy is obliged to ensure the full flow of all necessary resources to this process.

Top managers should practice special support for the implementation of the strategy, which must necessarily include: monitoring its actual implementation by monitoring 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 should be well communicated to all personnel of the organization.

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

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 tasks. But at the same time, decisions at the level of top managers play a major role.

The top managers of the organization at this stage of the implementation of the strategy must decide the following issues.

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

Secondly, they also carry out the final correction of the strategy by making the necessary changes to it with emphasis on all key strategic goals. At the same time, the final correction of the strategy in terms of goals also means its final balancing in terms of providing all the necessary resources.

Thirdly, after the final correction, the general strategy is first approved by the top leaders of the organization, and then a clear command is given throughout the organization about the so-called “legal start”, i.e. about launching the strategy into action.

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

At this stage of the implementation of the strategy, the main content of the 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 correction of the implemented strategy is 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, one must always remember that any specific changes that are carried out in real business practice in the course of the continuous process of implementing a particular strategy refer 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 particular strategy, remaining within the boundaries of its special initial quality, that is, they are the current results of a situationally qualitatively primary strategy.

Changes of the second type are practical changes that are carried out in the process of implementing this particular 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 the implementation of tactical changes of the second type essentially means that a practical transition is already taking place from a situationally primary strategy to a different 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 activity 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, i.e., complex transitions from one qualitatively defined strategy to another qualitatively different strategy.

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

With properly set, 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 the strategy can take place either unconsciously at all, 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 quite professional transitions from one strategy to another (i.e., a qualitatively new one) is one of the most subtle and especially difficult moments 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 specific tasks and performs the functions assigned to it. A decisive role in organizing the implementation of the strategy belongs to top management. His activity 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:

The final clarification of the essence of certain goals, developed strategies, their correctness and correspondence to each other, as well as the state of the environment. Through this, as it were, the final “go-ahead” is given to the implementation of strategies. At the same time, adjustments are possible if there have been changes in the environment, as well as in the event that shortcomings are found in the previous analysis and development of goals and strategies;

Broader communication of the ideas of strategies and the meaning of goals to the employees of the company in order to prepare the ground for in-depth involvement of employees in the process of implementing strategies.

The second step is for top management to make decisions about the efficient use of the firm's resources. During the second step, an assessment of resources is carried out, decisions are made on their distribution, as well as on the creation of conditions for the interested involvement of employees in the process of implementing strategies. An important task in this case is to bring resources into line with the strategies being implemented. To do this, special programs are drawn up, the implementation of which should contribute to obtaining additional resources or the development of existing ones. For example, it can be employee development programs.

In the third step, top management makes decisions about the organizational structure. The compliance of the existing organizational structure with the strategies adopted for implementation is clarified 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 firm, without which it is impossible to start implementing the strategy. The problem of change is extremely subtle, complex and painful. Changes cannot be carried out without taking into account the 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 implement changes, it is very important not only to focus on why changes are needed, what they should lead to, what should be changed and how, but also on how the changes will be perceived, what forces and in what form to resist them, what style of change should be chosen and by what methods they should be implemented.

The fifth step involves a top management review of the strategy implementation plan if new circumstances urgently require it. The strategic plan is not a dogma, and, of course, it can and should, under certain circumstances, be modified. However, it is also important to avoid changing the plan whenever new circumstances arise. A new plan may be adopted when it offers significantly greater opportunities for gain than the existing plan.

Tactical (operational) measures to overcome the economic crisis can be as follows: cost reduction, closing of divisions, staff reduction, reduction in production and sales volumes, active marketing research, increase in product prices, identification and use of internal reserves, modernization, involvement of specialists, obtaining loans, strengthening discipline.

Strategic and operational planning are interrelated, and it is impossible to deal with one in isolation from the other. Tactical planning should 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 the implementation of the chosen strategy include the following tasks:

Final understanding of the developed anti-crisis strategy and goals, their correspondence to each other;

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

Bringing resources in line with the ongoing anti-crisis strategy;

Deciding on the organizational structure.

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

Management systems help or hinder the implementation of the strategy. On the one hand, in enterprises where a bureaucratic style of management flourishes, even the most simple decisions and expenses of lower-level personnel must be approved by a higher-level manager. If a person has been working in this type of structure for a long time, he is unlikely to want to take on additional responsibility and initiative. Under these conditions, protection from new problems and responsibilities will be excuses that this is not part of the job responsibilities. 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 the enterprise arose as a result of traditions that have a long history and cannot be changed in an instant. Problems can arise if the managerial culture comes into conflict with the anti-crisis strategy of the enterprise.

Different companies have their own style of management. It may fit well with the firm'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 making very important changes.

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

The manager must mobilize the resources of the enterprise 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 should be brought to the functional units that manage the movement of resources within the enterprise. At the same time, appropriate preparatory work must be carried out in order 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 familiarized ourselves with the theoretical basis, and having studied the modern practice of intra-company management of "human resources", we have identified the main directions for the restructuring of Russian personnel services at this stage.

In the search for effective forms of personnel management, in the organization and stimulation of labor, in the rules of industrial discipline, in the enthusiasm of innovators and entrepreneurs who initiate innovations and overcome bureaucratic obstacles, there is much in common. But from the experience of leading corporations, you can learn a lot of useful and unusual things for our traditional practice. First of all, we can extract the following: effective personnel management is recognized today as the most important factor in the competitiveness of companies and their 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; personnel departments in the company have a high status and broad powers for the integrated systemic management of labor resources.

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

1. The category "human resources" reflects 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. For each human resource development activity, an organization has a wide range of practices to choose from.

4. Systematic work with personnel, attention to the employees of the organization, concern for improving working and living conditions, development and implementation of appropriate social programs - all this contributes to strengthening human resources and more efficient use of the factor of production - the human resource. 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, the approach to the role of a person in social production has changed dramatically, and personnel management has been transformed into human resource management.

Thus, in modern science and management practice, as the above analysis shows, there is a constant process of improvement, updating and searching 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 not be effective at all for another, since it has not been possible to integrate it into the organizational management system. With all the variety of approaches to managing people in an organization that exist in the world, 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 an organization, as its key resource having economic utility and social value.

LITERATURE

1. Bazarova T.Yu., Eremiva B.L. Personnel Management. - M., 2008., 200s.

2. Vesnin V.R. Technology of work with personnel and business partners. - M., 2007., 650s.

3. Vesnin V. R. Practical personnel management: A manual for personnel work. - M: Infra-M, 2006. 480 p.

4. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M.: Gardariki, 2007. - 528 p.

5. Gerchikova I.N. Management: Textbook for universities. - 4th ed., revised. and additional - M.: UNITI-DANA, 2005. - 511 p.

6. Gerchikova I.N. Management. - M., 2004., 560s

7. Gavrilenkov E. Russian economy: the prospect of macroeconomic policy // Questions of Economics, 2004, No. 4, pp. 21-35.

8. Graham H.T., Bennett R. Human resource management. – M.: UNITI-DANA, 2006, 180s.

9. Drucker P.F. Effective management: Translation from English. – M.: FAIR-PRESS, 2008.

10. Egorshin A.P. Personnel Management. - N.Novgorod: NIMB, 2007, 210s.

11. Zhuravlev P.V. Human resource management: the experience of developed countries. - M., 2007, 430s.

12. Zhuravlev P.V. Personnel: a dictionary of concepts and definitions. - M., 2006., 250s.

13. Zhuravlev P.V. etc. Technology of personnel management. - M .: "Exam", 2007. - 135 p.

14. Kostrov A.V. Fundamentals of Information Management: Textbook. - M.: Finance and statistics, 2006 - 336 p.

15. Kalashnikova L., Biryukov Yu. Human resource of the enterprise.// Personnel service. - 2006. - No. 8. - P.12 -17;

16. Kozlov V.D., Zaitseva A.N. Optimization of the use of human resources of the organization.// Handbook of personnel management - 2006 - No. 8 - P.80 - 92;

17. Kibanov A.Ya. Organization personnel management. - M., 2007., 130s.

18. Korgov A.A., Korgova M.A. Supervisor. Team. Staff. Fundamentals of management and interaction. - Pyatigorsk, 2006., 230s.

19. Korotkov E. M. Concept of management. - M.: DeKa, 2006 p. 160.

20. Krichevsky RL. If you are a leader: elements of management psychology in everyday work. - M., 2006.

21. Mordovin S.K. Human resource management. - M: INFRA, 2007, 320s.

22. Management and the market: the German model. Tutorial. - M.: Publishing house BEK, 2005.? 520c.

23. Magura M.I., Kurbatova M.B. Evaluation of the work of personnel. - M., 2007.

24. Marra R., Schmidt G. Personnel management in a social market economy. - M., 2007., 450s.

25. Nikolenko I.P. human resource management. - M., 2004, 160s.

26. Management is a science and an art: Fayol, Emerson, Taylor. Handicap. - M. Republic 2007, p. 224.

27. Management by results; Per. from Finnish / total ed. Ya. A. Leiman. - M.: Progress, 2006

28. Human resource management: Encyclopedia - St. Petersburg, 2006.

29. Utkin E.A. Management course. M., 2007., 340s.

30. Popov A. V. Theory and organization of American management. - M.: Economics, 2007 p. 70.

31. Pugachev V.P. Personnel management of the organization. - M., 2008.

32. Porshnev A.G., Rumyantseva Z.P., Salomatin N.A. Organization management. - M., 2007.

33. Pugachev V.P. Tests. Business games. Trainings in personnel management. - M., 2005., 140s.

34. Prigogine A.I. Methods for the development of organizations. - M.: MTsFER, 2007. - 864 p.

35. RAGS. State personnel policy and the mechanism for its implementation. - M., 2007., 150s.

36. RAGS. Public service personnel management. - M., 2007., 210s.

37. Modern Universal Russian Encyclopedia. Cyril and Methodius. - M., 2007.

38. Spivak V.A. Organizational behavior and personnel management. - St. Petersburg, Peter, 2006. - 224 p.

39. Travin V.V., Magura M.I., Kurbatova M.B. Human Resource Management: Module IV. – M.: Delo, 2004, 350s.

40. Tachi M., Devanna M. A. Leaders of reorganization. From the experience of American corporations. - M. Economics, 2006 300s.

41. Ivantsevich J. M., Lobanov A.A. Human resources management. - M., 2006., 340s.

42. Innovation management: Textbook for universities / S.D. Ilyenkova, L.M. Gohberg, et al.; Ed. S.D. Ilyenskaya. - M .: Banks and stock exchanges, UNITI, 2007.- 327 p.

43. Shekshnya S.V. Personnel management of modern organizations. - M., 2008., 320s.

44. Cheremnykh O. How to survive and succeed in the 21st century: a practical guide for Russian business // Management today, No. 4, 2007.

45. Fundamentals of management theory: Textbook / Ed. V.N. Parakhina, L.I. Ushvitsky. - M.: Finance and statistics, 2007. -560 p.

46. Shchekin G. Profession - HR manager//Personnel and personnel. 2006, No. 3, pp.12-16.

47. Howard K., Korotkov E. Principles of management, - M .: Infra - M, 2005. - 358 p.

48. http://www.grebennikov.ru

49. www.humanresources.about.com

50. http://www.aksionbkg.ru

51 www.hrzone.co.uk

52. http://www.hr-zone.net/index.php?mod=articles&go=show&id=18

53. http://www.ovsem.com/user/effup/

Enterprise human resource management system. Human Resource Management System: Institutional Aspect

More on the topic HUMAN RESOURCE MANAGEMENT IN THE ORGANIZATION:

1.2 The importance of the 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. The 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 mechanism for human resource management in modern conditions

3.1 Developing an organization's human resource management strategy

LITERATURE