Goals of the personnel policy of the enterprise. The main directions of personnel policy - what and how? Factors affecting personnel policy

Personnel policy organization is a set of well-known methods and techniques that can affect the organizational process of an enterprise. All rules must be tested in practice and should improve not only the production structure, but also the labor potential of workers.

What is the purpose of personnel policy

Each enterprise has its own methods and ways of transforming personnel policy, but not every one has everything documented. It is worth noting that the main goal of personnel is to ensure an uninterrupted work process, retain valuable employees, and create suitable working conditions.

Formation of personnel policy: influence of factors

Activities in this area begin with the identification of needs that need to be met. Potential opportunities in work with personnel are determined. To form the right personnel policy, it is necessary to find out the most important thing for the operation of the enterprise.

The formation of personnel policy is influenced by:

1. Environmental factors - these are phenomena with which the enterprise must reckon. You cannot leave them, since everything can be fixed at the state level. This includes:
   • The state of the labor market.
   • Trends economic growth countries.
   • The regulatory framework of the country, which may make changes to labor Code.
   • Scientific and technological progress (if new technologies appear, then specialists are needed who can manage them).
2. Internal environmental factors- this is what happens directly in the enterprise itself. This can include:
   • Personnel management style.
   • The main objectives of achieving results.
   • Way of leadership.
   • Enterprise management methods.

The main directions of personnel policy: principles and characteristics

If we talk about different enterprises, then each is characterized by a certain direction. A more visual and common view is the following directions:

1. Organization personnel management - has the same principle of management, both to general and individual ideas. In this case, you have to look for constant compromises between employees and the highest level.
2. Selection and placement of personnel - consists of several principles professional competence, individuality, conformity, practical achievements. It is characterized by the fact that each employee meets his qualifications and holds his position. He must be experienced and have professional skills, have his own style in management.
3. Formation and preparation of a reserve for promotion to leadership positions – this direction includes several principles: rotation, compliance with the position, manifestation in work, evaluation individual qualities worker. It is characterized by the fact that promotion is carried out on the basis of a competition or tender. Active training of the employee who is to take up a managerial position is carried out. The candidate is selected based on their experience.
4. Assessment and certification of personnel - is determined using the principles of selecting indicators, the quality of assignments and assessing qualifications. With the help of this direction, you can determine the main indicators that should be followed in the work and which still need to be developed. Thus, it is possible to assess the potential of employees and ways to achieve profit maximization.
5. Staff development - is built using the principles of advanced training, the possibility of self-development, ways of self-expression. This is a very necessary direction, as it will help to prepare qualified personnel as much as possible.
6. Motivation and stimulation of personnel, remuneration – an important point, which is determined on the basis of the principles of equal combination and incentives. In this case, the task and the deadlines for their implementation should be set. There must be motivating factors, on the basis of which a person will use all his best qualities.

Types of tools

1. HR planning- before applying certain methods to work, it is necessary to build a clear plan, which should be worked out before that. Having a good plan, you can build the right personnel policy.
2. Current personnel work- this is a process that is already involved in the implementation, but before that certain points had already been worked out by personnel inspectors.
3. Personnel management This is not an easy job, which is carried out by a specially trained person. He, in turn, must have skills in working with personnel. Such a person should be respected and listened to.
4. Measures for its development, advanced training- this is an important point that contributes to good and high-quality work. Before introducing new activities, it is necessary to study the people and their work.
5. Resolution activities social problems - in any team there are constantly disagreements and other problematic situations that the administration must be able to solve.
6. Reward and motivation– to get the maximum return from employees, it is necessary to motivate the employee and accordingly reward him financially. This shows that his work is not in vain.

Development stages

Like any activity, there are stages of implementation. They also consist of:

• Study of the labor resources of the enterprise, on the basis of which the forecast is built.
• Definition of the main points and priorities of activity.
• Familiarization of the administration and personnel of the enterprise with the adopted policy. The main way to promote information.
• Budget definitions for the implementation of a new personnel policy that will provide effective labor incentives.
• Development of the main measures for the formation of staff for personnel.
• Implementation of the goals set through special programs for the development, adaptation of employees, advanced training.
• Summing up - analysis of all activities for the organization of personnel policy, identification of problem areas, assessment of the potential of employees.

Main types

By the scale of personnel activities:

Passive- The administration does not introduce global changes in personnel policy, it only tries to solve existing problems, which indicates a weak return on the part of employees. The personnel department starts working only in certain cases. This often leads to high turnover of staff, which negatively affects the efficiency of work.

Reactive- is based only on the work of problem areas that can lead the organization to a crisis situation. This happens in enterprises that poorly define the task and priorities. In such cases, the entire interest of the leader is only to remove the consequence, but not the cause of the crisis, which can repeatedly manifest itself.

preventive- is developed only for certain cases or for a certain period. It is not permanent and it is not necessary to fix it among the staff. There is a specific goal under it, respectively, labor resources, which are aimed at performing a specific task.

Active- if an enterprise has forecasts, a specific forecast and a set of actions, then this type of personnel policy takes place. It aims to achieve maximum results. In such cases, the best employees who are able to crank out this activity are involved. All priorities are clearly defined here, there are no exceptions. Management is in control of the whole situation.

By degree of openness:

open- it has become more modern. It is characterized by the fact that it openly shows the possibilities of work. Career growth starts from the bottom to the leadership. An organization with such personnel policy ready to accept any specialist, if he is endowed with the necessary skills and qualifications. Such a system is typical for telecommunications and transport companies. Companies are thus trying to enter a new market and make themselves known.

Closed- in such a company, a managerial position can be occupied by an employee who has been working for a long time. New employees can only take entry-level positions. It is typical for companies that have been working for a long time, they are satisfied with their activities and do not plan to grow.

Criteria for evaluation

1. Quantitative and qualitative composition of the staff. Quantitative is divided into three categories - managerial, managerial and service staff. If we discuss the qualitative composition, then the employees are divided among themselves according to the level of education, work experience, advanced training by employees.
2. Staff turnover rate- one of the most important factors in modern business. An increased level is observed in enterprises where special education is not required. Thus, the entrepreneur wants to make a quick profit without spending cash for personnel policy. And the most interesting thing is that initially you can achieve a good result, but after some development it will be very weak, since there is no incentive for workers in their work.
3. Policy flexibility Every activity must be manageable. When a new personnel policy is introduced at an enterprise, it is necessary that it be amenable to implementation for any department. Each production department has its own goal and the implementation of new policies should correspond to their specifics.
4. The degree of consideration of the interests of the employee / production– any changes must be accepted by employees. This will contribute to the maximum return of staff in the performance of their work. As stated in the previous criteria, new policy should be in line with the responsibilities. Teamwork is the first step to success.

What activities are needed?

In order to improve personnel policy, it is necessary to use the following measures:

1. The selection of personnel is based on certain criteria that will correspond to their responsibilities. The more experience a person has, the higher the level of productivity at work. Beginners should also not be pushed aside, as they have a different outlook on work, and they can contribute to new discoveries that will favorably affect development as a whole.
2. To ensure a stable and continuous production process, it is necessary to attract long-term cooperation.
3. The personnel department should provide the enterprise with all the necessary staff as much as possible. Management should pay attention to this process. The enterprise works stably in cases where all jobs are filled.
4. Human resources specialists should analyze the workforce in the enterprise. They have to ensure the correct placement full-time employees so that their qualifications correspond to the position they hold.
5. The management of the enterprise should provide its staff with courses that can improve their skills. Thus, the enterprise will have experienced workers who will be able to perform work of any complexity. It can be avoided due to the lack of inexperience of the loss of working time, manufacturing defects.

The personnel policy of the enterprise is a very important point that contributes to the maximum development of the enterprise. There are several directions that contribute to maximizing the profit of the enterprise.

Well-known directions contribute to the correct distribution of personnel in their places.

The company's personnel policy should be updated from time to time. Over time, not only people change, but also their views on the workflow. Innovation contributes to the positive results that can be achieved by people with a fresh look at the production process. You should not stick to the old personnel policy, as it will not only be ineffective, it can lead the company to liquidation.

The concept of the organization's personnel policy implies an increase in the level of competitiveness and profitability based on the stabilization and rationalization of the existing human resources through the transformation organizational culture, systematization of work on personnel management, optimization of material incentives and social protection of employees and ensuring the full use of the knowledge and experience of highly qualified employees, attracting young professionals.

The main goal of personnel policy– creation of a personnel management system based mainly on economic methods and social guarantees, focused on the convergence of the interests of the employee and the organization, achieving high labor productivity, increasing production efficiency, obtaining the best economic results for the organization. Components main goal personnel policy are economic and social goals. Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions personnel decisions rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

When developing and implementing social goals organizations need to take into account, first of all, such factors as wages, social expenses, optimization of working hours, equipment of workplaces, providing greater freedom of action and the right to participate in decision-making, etc. modern conditions personnel policy should be aimed at social values, social policy and well-being of each person.

The main goal of the personnel policy is aimed at solving the following tasks.

• 1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by labor legislation.
• 2. Compliance by organizations and employees with provisions on trade unions, model rules internal regulations and other documents adopted within the framework of the state personnel policy.
• 3. Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative personnel of the organization, its development in accordance with the needs of the organization itself and the state of the labor market.
• 4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity the required number of employees of the required professional and qualification composition.
• 5. Rational use of human resources available to the organization.
• 6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.
• 7. Development of principles for organizing the labor process.
• 8. Development of criteria and methods for the selection, training and advanced training of personnel, their remuneration.
• 9. Development of principles for determining the social and economic effect activities included in the personnel management system.
• 10. Formation, optimization and stabilization of the personnel of key structural divisions companies.
• 11. Creation effective system motivation of company employees.
• 12. Creation and development of a system of training and advanced training of specialists and managers.
• 13. Formation and strengthening of the business corporate culture of the company.

In more detail, the hierarchy of goals and objectives of the personnel policy is presented in Fig. 1.5.

It should be noted that companies determine the goals and objectives of personnel policy depending on their stage. life cycle and the development strategy chosen in accordance with it. For example, the Rosneft company has identified the following main objectives of its personnel policy:

• maintaining the required level of social protection for employees and their families;
• providing employees with the opportunity to realize their abilities for the benefit of the company's business for a decent remuneration;
• ensuring the preservation and enhancement professional experience, its transfer from distinguished experts to young professionals through a mentoring system;
• formation of a fair and transparent remuneration system tied to the result;
• searching for and attracting talented young people to the company, facilitating their training in specialized universities and at work;
• organization professional development young professionals;
• ensuring the further development of young professionals with high potential for their possible appointment to leadership positions;
• use of the strategy of "internal growth" - promotion on key positions the best managers and specialists from among the employees of the company.

Another example of a personnel policy is the policy of AvtoVAZ OJSC (Table 1.2).

Rice. 1.5.

Table 1.2

Characteristics of the personnel policy of JSC "AvtoVAZ"

Personnel process	Policy features
Recruitment	Availability of labor force and low competition in the labor market
Staff adaptation	Effective adaptation due to the institution of mentors ("guardians"), high team cohesion
Personnel training and development	It is carried out in intra-corporate centers, contributes to the formation of a single view, common technologies, adapted to the work of the organization
Staff promotion	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out
Motivation and stimulation	Preference is given to questions of motivation (meeting the need for stability, security, self-realization)
Implementation of innovations	The need to specifically initiate the process of developing innovations, a high sense of ownership, change through awareness of the unity of man and enterprise

As an example, we can consider the experience of Cheboksary Aggregate Plant OJSC (hereinafter referred to as ChAZ OJSC), which, after reforming its own personnel management system, laid the following goals at the heart of its new personnel policy.

• 1. Creation of a team of managers, specialists, workers and employees, corresponding to the needs of the enterprise in qualified personnel.
• 2. Creation of a motivational environment and an appropriate infrastructure for continuous professional development of employees.

To achieve these goals, a number of operational tasks were identified (Fig. 1.6).

The need to solve the above tasks led to the transformation of the personnel department into a personnel department, consisting of two departments: the personnel management department and the personnel development department (Figure 1.7). To solve the problem of the lack of competent personnel, the Resolution of the Council of Ministers - the Government of the Russian Federation of November 4, 1993 No. 1137 "On the organization of work in the field of personnel training" was adopted.

Rice. 1.6. Goals and objectives of the personnel policy of JSC "CHAZ"

The purpose of Decree No. 796 was to form an Interdepartmental Commission for the Staffing of the Economic Reform, whose leadership should submit a draft regulation on the Interdepartmental Commission for the Staffing of the Economic Reform and proposals for its personnel within two months. According to this resolution, personnel departments and similar personnel services are recommended to be transformed into personnel management departments (services) with the responsibility of forecasting and planning the need for personnel, organizing work on assessing and forming personnel reserve, training, certification, rational use of personnel. Their activities should be based on the widespread use of scientific methods, information and pedagogical technologies, close interaction with the authorities public service employment of the population.

Necessary are the organization of retraining and advanced training of managers and employees of departments (services) of personnel management, as well as training in higher and secondary specialized educational institutions specialists in marketing and exchange business, economics and sociology of labor with a specialization in the field of personnel management and an in-depth study of economic, social and managerial, sociological, psychological, legal, pedagogical, cultural disciplines.

The personnel management service in its traditional sense was not capable of fulfilling the assigned tasks, since it did not have the functions of planning, organizing, coordinating, stimulating, controlling, and did not participate in the development of personnel policy. It was limited only to the technical execution of documents related to personnel records management.

The personnel service has become not only an organizational and methodological center that forms and develops personnel strategy and controlling the implementation of the personnel management function at the enterprise, but also the bearer of the idea of ​​continuous development.

The current stage of economic development in most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That's why Special attention focuses on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

• development of each employee to his maximum productivity and the highest well-being;
• selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of an organization is a purposeful and conscious activity, the purpose of which is to create such labor collective, which maximally combines the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition are forcing business leaders to pay special attention to long-term aspects in matters of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and preparation of staffing. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• downsizing;
• information, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents some form of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow the economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful solution of all existing tasks will allow obtaining the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achieving the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to improve the material and non-material position of employees. This is possible with an increase wages and social spending, giving employees more rights, freedoms, etc.

Principles of work on personnel management

HR policy is important aspect successful operation of the enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

1. Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel officers cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
5. methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the available principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, methods of hiring, etc.

Personnel policy at the present stage

The changes caused by the development of market relations also affected the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. Personnel service today he cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

• creating employee motivation for effective and highly productive work;
• ensuring efficiency production processes that depend on employees.

Today, the implementation of the goals and existing tasks of personnel policy is carried out by officials all levels of company management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, they are obliged to comply not only regulations enterprises, but general provisions available in labor law.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

• using the achievements of scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides an organization with necessary staff and keep it running.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing and potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the conditions for personnel management available in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the enterprise's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is a fundamental orientation to own or external personnel, and also reveals the degree of appeal to external environment during the recruitment process. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict the further development of the situation with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are various options for its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product or significant change on the market.

Open Policy

In its implementation, the organization is transparent for people seeking to occupy the available vacant positions. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. After all, for the implementation of grandiose plans they need a large number of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

• develop strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• provide management and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the implementation official duties;
• to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
• create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity for creative growth;
• to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

Personnel policy of the enterprise defines the main approaches and methods of personnel management in a particular company. For the formation of the main directions of the personnel policy of the enterprise, as a rule, the personnel department and the top management of the company are responsible. The priority goal of the organization's personnel policy is to answer the question: what principles and specific tools will the company use in the field of personnel management.

Often the scope of personnel policy includes such processes as:

• Remuneration, system of remuneration and penalties
• Formation of a personnel reserve
• Rotation and internal promotion of personnel
• End of employment relationship

Factors influencing the formation of the main directions of the company's personnel policy.

There are a number of external and internal factors, which are taken into account when forming the personnel policy of the enterprise.

External factors

Legal field. First of all, any personnel policy of an enterprise should not contradict the laws of the country in which it is applied. So, for example, in Russian Federation The labor code very clearly and strictly regulates the procedure for hiring, remuneration and dismissal of employees. Therefore, when developing a personnel policy, it is necessary to take into account the possibilities, practices and limitations of the current legislation. This can be a significant problem for companies that operate in different legal environments (different industries, regions, countries). Such international companies and large corporations, the HR department faces the dilemma of balancing global versus local approaches. On the one hand, the temptation to create a single set of personnel policies is great, on the other hand, the application and implementation of these policies encounters difficulties associated with the nuances of local legislation or accepted market practices.

For example, with a global approach to the development of the main directions of the company's personnel policy, there is an understandable desire to develop consolidated rules that will be applied regardless of the specifics and geography of the business. This allows the personnel department to form a unified approach to certain issues of personnel management, which in turn creates the basis for a common corporate culture, greatly facilitates the task of personnel movement within the company and increases the degree of objectivity. The complexity of this approach lies in the fact that the practical implementation of global personnel principles and technologies may encounter the impossibility of their implementation within the framework of local legislation. A vivid example of this is the need to adapt policies in one way or another in such personnel areas as:

• Policy on equal gender or national rights and non-discrimination on any grounds

Labor market. Not unimportant factor in setting priorities in the formation of the main directions of personnel policy of enterprises are current trends in the labor market. Any company, entering the market, enters the struggle for personnel. In this war for talent, each company chooses its own strategy. Someone tries to keep up with trends in the labor market. Someone is trying to stand out. Someone is always on the catch-up positions. But the market and the expectations of employees often dictate their own requirements for the content of the personnel policy of enterprises. Therefore, it is so important for the personnel department in the development and implementation of the main directions of personnel policy to have a good idea of ​​​​what competitors are doing and to be aware of new methods and tools in the field of personnel management.

Technology. Recently, the influence of scientific and technological progress on the company's personnel processes has been more and more felt. Automation of production and office activities, digital reality is changing approaches in the field of personnel management every day, which in turn is reflected in personnel policies and procedures. A vivid example of this is the process of automation of personnel workflow, algorithmization of the process of selection and evaluation of personnel. The introduction of online portals provides opportunities for employees and managers to implement HR policies and procedures through digital applications without the direct involvement of HR employees.

Cultural differences and peculiarities. The main success in the formation of personnel policies and processes of the organization is measured by their ultimate effectiveness. And this seriously depends on how cultural differences and peculiarities were taken into account in the development of documents and approaches. As they say, what is good for a Russian is death for a German.

Internal factors

Goals and business model of the enterprise. The main objectives of the personnel policy of the enterprise should be directly related to the overall goals of the business and the chosen business model. After all, the human resource of the company is mobilized in order to ensure the achievement of these goals within the framework of a given business model. Therefore, the policies and procedures created by the HR department, in particular, are designed to explain to managers how they should act in order to increase the efficiency and productivity of employees.

Corporate culture. The definition of the main directions and content of personnel policy is also influenced by the corporate culture of the organization and the chosen leadership style. What may be encouraged in one company may be a reason for dismissal in another. In personnel policies and procedures, the company gets the opportunity to codify its norms and clearly explain to employees the norms of what is acceptable.

Also, in practice, examples are not uncommon when the personal qualities and preferences of a leader can be reflected in practices in the field of personnel management.

Tools for implementing the company's personnel policy

The main directions of personnel policy can be fixed in different ways:

• Oral agreement within the framework of the company's traditions (example: it is customary for an enterprise to issue bonuses to employees by March 8 or February 23).
• Written in the form of personnel policies and procedures (example: various regulations - selection, adaptation, training and development, rotation, remuneration and motivation, etc.).

The tools for implementing the personnel policy of an enterprise can be:

• System of fines and rewards
• and staff promotion
• The system of values ​​and norms adopted within the corporate culture
• Philosophy of leadership and .

The main areas and directions of the company's personnel policy

As a rule, in most large and medium-sized companies, the following areas of personnel management are regulated and prescribed in one form or another:

Selection selection and recruitment

Policies and procedures in this area usually cover the following issues:

1. How is an employee searched for an open vacancy?
2. What methods of selection, interviewing and testing are applied to applicants?
3. Who and in what terms makes the final decision on hiring a candidate?
4. How is feedback built with candidates?
5. What is the recruitment process for a job candidate?

Additional policies in this area are:

• (referral program).
• Policy for equal rights and opportunities in recruitment (non-discrimination regulation).

At the stage of registration of an employee, some companies include in the set of personnel documents:

Policy on the verification of the candidate's personal data (the so-called background check)

Employee Liability Documents

Introduction and adaptation of new employees

The main directions of the personnel approach in this direction, as a rule, are fixed in. Additionally, the processes of training, instruction and provision during a trial period can be prescribed.

Personnel training and development

The set of personnel policies in this area describes the processes and approaches of the company in the following areas:

Additionally, the processes of formation and distribution of the budget for training, the procedure for selecting contractors for the provision of training and training services, assessing the quality and effectiveness of training can be regulated.

Assessment and certification of personnel

The main directions of personnel policy in the field of assessment or certification of personnel are reflected in the following normative documents:

• The main directions for improving the personnel policy of the enterprise

  Changing market conditions and new trends in the field of personnel management require companies to constantly improve their approaches to managing their human capital. What can be the sources of improvement of the personnel policy of the enterprise:

  • changes in labor market conditions
  • emergence of new technologies
  • a significant generation change in the management of the enterprise
  • change of business owner
  • various forms of restructuring and reorganization
  • new methods in the field of personnel management
  • feedback from company staff.

  I would like to talk about the latter separately. The involvement of the company's personnel in the optimization of the organization's business processes is not an easy task, but in case of success, it promises a lot of benefits for both top management and the team. This statement is especially relevant in the issue of personnel approaches. If the company's personnel policy is aimed at creating a comfortable working atmosphere and increasing productivity, then the team should be given the opportunity to express their opinion and wishes on how the personnel policy is implemented. Affordable feedback, the HR department can obtain valuable information about how policies and procedures work in the field, which areas of personnel policy require adjustments and improvements.

  Feedback from employees can be implemented in the form of:

  • opportunities to express their suggestions to the HR department through internal forums and mail portals
  • publication of draft new policies and procedures in the public domain for discussion and suggestions from the team
  • invitation of team representatives to take part in the development of certain aspects of personnel policy
  • regular employee surveys.

  All these measures will create a two-way dialogue between the top management of the company and the team, increase the degree of involvement of employees in enterprise management issues and provide a better level of support and understanding to the personnel of the principles and main directions of the personnel policy of the enterprise.

Types of personnel policy on the scale of personnel activities.

The first reason may be related to the level of awareness of the rules and norms that underlie personnel measures, and the level of direct influence of the management apparatus on the personnel situation in the organization associated with this. By this reason The following types of personnel policy can be distinguished:

• · passive;
• reactive;
• · preventive;
• active.

Passive personnel policy.

The very notion of passive politics seems illogical. However, we may encounter a situation in which the management of the organization does not have a pronounced program of action for personnel, and personnel work is reduced to the elimination negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

Reactive personnel policy.

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although in the enterprise development programs personnel problems are singled out and considered specifically, the main difficulties arise in medium-term forecasting.

Preventive personnel policy.

In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy.

If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

In accordance with this, we can distinguish two subspecies of active personnel policy: rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long-term periods. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include plans for personnel work, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of ​​the goals of working with personnel.

Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the emergence of a new product that can replace the current one from the enterprise. From a human resources point of view, retraining of personnel will be necessary, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with a rather young staff than in an enterprise with a very qualified, well-specialized elderly staff. Thus, the concept of "staff quality" includes another parameter, which, most likely, was not taken into account when preparing the personnel work plan within the framework of of this type personnel policy.

Types of personnel policy according to the degree of openness.

The second basis for differentiating personnel policies can be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

• 1. open;
• 2. closed.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position and from the position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this organization.

Such a personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy is also characteristic of new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

Table 2. Comparative characteristics open and closed types of personnel policy

Personnel process	Open personnel policy	Closed personnel policy
Recruitment	The situation of high competition in the labor market	The situation of labor shortage, lack of inflow of new workers
Staff adaptation	Possibility quick turn on in competitive relations, the introduction of new approaches for the organization proposed by newcomers	Effective adaptation due to the institution of mentors ("guardians"), high team cohesion, inclusion in traditional approaches
Personnel training and development	Often held in external centers, promotes the borrowing of new	Often held in intra-corporate centers, promotes the formation of a single view, common technologies, adapted to the work of the organization
Staff promotion	Difficult to grow as recruitment trend prevails	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out
Motivation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)
Implementation of innovations	Constant innovative impact on the part of new employees, the main mechanism of innovation is the contract, determining the responsibility of the employee and the organization	The need to specifically initiate the process of developing innovations, a high sense of ownership, responsibility for changes through awareness of the common fate of a person and an enterprise