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"Folk Wisdom"

The company's personnel are the main asset and business growth potential.

Our consulting practice often does not so much provide answers as raise questions. Questions accumulate, “settle in a pile” and wait for their finest hour to accumulate the necessary critical mass for analyzing this mass and comprehending it.

Another issue that has waited in the wings concerns hiring personnel in companies. More precisely, not even the hiring procedure as such, but more in-depth processes that in one way or another relate to this extremely important issue for every business. Now to the point.

In developed (or, more accurately, sophisticated) businesses, there are standard procedures regarding the organization's personnel. These are usually considered:

• Planning,
• Hiring,
• Development,
• Education,
• Control,
• Motivation,
• Rotation,
• Adaptation,
• Studying,
• Certification.

In short, activities related to the organization’s personnel are capacious, necessary and extremely responsible. It would seem that everything is quite simple: put an intelligent, thinking person at the head of the personnel service - and this area is “closed”. In general, this is practically what happens. But, as they say, there are nuances. This is what we will talk about.

Nuance FIRST. Personnel planning.

Take our word for it: probably only one in ten companies know (and apply!) that it is necessary to plan not only finances, purchasing, sales, logistics, etc., but also personnel.

A very typical example: a company launches a new product. Accordingly, “everything is according to plan”: finances, logistics, equipment... And when the time comes, SUDDENLY (!) (how else?) it turns out that there is no necessary specialist who will set up the equipment (maintain, promote, advise, sell, etc.). That is, a situation arises like “let’s go skiing if we find skis.” Sound familiar? So, if personnel were planned similarly to other areas of activity (say, finance), then such a situation would not exist in principle.

Nuance SECOND. Staff development.

There is an observation: the stronger the leader, the weaker the subordinates. The logic is this: a leader is a person who is not only burdened with power, but also implies a high level of competence. If a leader has the authority of suppression, then his opinion is always higher than everyone else’s and his point of view is the most correct. Over time, this leads to a certain lack of will of subordinates, who turn into performers of the type “they told me to do - I do, they tell me to think - I will think.” The problem, and a significant one at that, is that if such a manager leaves the company, then none of his subordinates are able to fully replace him due to lack of confidence in their own abilities and rapid adaptation to the role of a weak-willed performer. Any newly arrived manager from the outside “inheritance” receives a “managed herd” of employees who can only work “as you, boss, need.” So, if the company had regular activities to develop personnel (courses, trainings, theoretical training, testing knowledge of anything, mentoring, etc.), their competencies and skills, then, firstly, such a situation would quickly would have been identified, and secondly, knowledge always gives confidence. Accordingly, it is more difficult to overwhelm a competent employee with authority, and an experienced HR manager receives a personnel reserve in a timely manner.

The personnel reserve is a kind of “safety cushion”, which is very useful when:

• planned or sudden rotation of personnel (vacation, maternity leave, dismissal, illness, long business trip, etc.);
• an increase in orders and, accordingly, the intensity and volume of work;
• the emergence of projects whose implementation will require certain employee competencies.

THIRD nuance. I don't know who, but I need someone.

A very common situation for many organizations. The logic of such decisions is that as the scale of the business grows, it creates the feeling that someone is no longer coping. Another explanation is that we can afford to hire additional employees. Like this. No more, no less. That is, instead of analyzing business processes and measuring the load on existing staff, the company’s management decides to recruit more employees “just in case.” Especially often, this is how the number of deputies for various managers increases. In our practice, we have encountered the fact that in an average company in terms of turnover and size, the number of deputies for various managers reached up to five!

We, as consultants, always recommend that in this matter we proceed from an understanding of what exactly is not being done in the organization and, in fact, why? Finding answers to these questions crosses all the E's and often closes the question of the need to hire “someone else.”

FOURTH nuance. Hiring.

The main problem related to personnel in companies is the lack of personnel planning and the most thought-out recruitment procedure (system). We talked about planning, I think the essence is clear. But as for the actual hiring SYSTEM, there is still the same problem...

The recruitment system is a well-thought-out chain of search, selection, testing and hiring of specialists. For specialists of different levels of responsibility (managers, that is), for obvious reasons it should differ from the system of hiring ordinary employees: not only is it expected that there will be a different procedure for interviewing and studying candidates, but also a different procedure for conducting interviews: as a rule, the interview is carried out in several stages with increasing interviewer rank. More on this below.

In our opinion, the most significant mistakes that, like a well-known rake, lie in wait for an organization that does not have a written procedure for hiring employees are the following:

1) TOP management does not specify (does not prescribe) the profile of the hired specialist: his experience, industry affiliation, competencies, personality type, character, type of leadership (if we are talking about a manager);

2) The qualities of the candidate being studied, his experience, as well as other essential issues are not specified. The levels of interviewing (i.e. when and who) at which they are studied are not specified;

3) The powers of each level of interviewing are not defined;

4) A unified report form for interviewing a candidate by company specialists is not created. There is no connection between the HR department and the organization’s top management;

5) The information given to the candidate is not consistent (which leads to conflicting answers and the emergence of distrust on the part of the candidate).

What can the above errors in the recruitment procedure lead to:

1) If hiring is carried out by one person (usually the head of the personnel department), then the person does it according to his OWN vision. Accordingly, everything can simply boil down to “like it or not.” In other words, the selection of personnel (including key personnel) is left to ONE person, his understanding and vision, his competence, human qualities and pursued goals;

2) If the hiring procedure is not regulated and is not optimal for a given organization, then some positions may take months to be “closed.” You can guess what the absence of a key specialist, for example, means for an organization. Although, we have encountered examples in our practice when even large manufacturing companies were in great trouble due to the lack of just one (!) necessary specialist;

3) The company may lose potentially valuable candidates due to the fact that the powers of each of the interviewing levels are not defined;

4) The company may acquire an unfavorable image due to the lack of consistency in the information provided to candidates: such information is quickly spilled onto the network on special resources dedicated to reviews of employers, thereby increasing the time it takes to find the necessary candidates.

In our practice, we have encountered situations where it turned out that many (!) problems in a company are caused precisely by the work of the company’s personnel service. It is for this reason that processes related to personnel should not be left to chance or to the head of the personnel service. You just need to understand well that the manager must be received by the manager, assessing during meetings not only “tabular” data, but also the candidate’s business sense, general market orientation, value system, knowledge of information on the profile market, etc.

A separate and very significant problem is hiring TOP personnel. In the vast majority of companies, hiring top executives follows the same procedure as hiring other employees. The problem is that in addition to questioning and checking the TOP candidate by the HR service, it should be dealt with by higher-level managers to understand his life and business outlook, type of leadership, psychological stability, etc. In addition, it is extremely advisable to involve security specialists to check the history candidate. It is for this reason that the personnel service, working according to a different scheme for working with TOP candidates, should not have the ability to reject a candidate at its level.

FIFTH nuance. Motivation as a source of dynamics.

It would seem that there is a truism when interviewing and studying candidates: identifying their motivation. Nevertheless, we very often encounter the fact that this work is either not performed by HR specialists or is performed formally. I would like to note that this issue is very important both for the company as a whole and for specific candidates in particular. The reasons for this are simple:

1) The company (more precisely, its management) must accurately understand the motivational component of each employee. This is required both in order to optimally organize work for each employee (rotation, training, etc.), and in order to develop the most correct version of the motivation system;

2) The company’s management must carry out the “movement” of personnel in the company, taking into account the motivation of each individual employee. It must be taken into account that, at a minimum, positions that “earn” money for the company should be filled with employees for whom material motivation is paramount.

Motivation is a certain guarantee that the company's goals will become the goals of its employees. It is for this reason that one should not underestimate both the fact of finding out the internal motivation of employees and the actual creation of a full-fledged staff motivation system.

SIXTH nuance. Personnel certification.

How many times have they told the world that the level of knowledge and skills of personnel ALWAYS tends to decrease. This is due to a certain “comfort” of the employees, associated with the confidence that since I work here, it means that I suit everyone. Well, of course, and Self-confidence in your own “professionalism”, based on experience and length of service (in the industry, at the enterprise or in your specialty in general).

Personnel certification as a system is necessary in order to:

1) The level of knowledge and skills of employees not only did not decrease, but also gradually increased;

2) Identify the most knowledgeable, competent employees in order to develop the company’s human resources potential;

3) Make changes to the personnel motivation system in the form of increasing rank, category, etc. With the right and transparent approach, this will have a beneficial effect on other employees of the company.

In relation to this nuance, it is necessary to understand that if the staff is not maintained in a certain tone, then after a while the situation begins to resemble such a calm swamp with all the ensuing consequences. It is necessary to understand that very often the company, as an organization, and its employees have mutually opposing goals. So the company must try with all its might to achieve its goals in order for the business to remain afloat at a minimum, and at a maximum to actively develop. This, among other things, is ensured by the increasing efficiency of personnel, the increasing level of knowledge and skills of personnel. It is for this reason that it is worth paying increased attention to the issue of certification of the organization’s personnel. It is clear that personnel certification is a periodic procedure and secondary to the training and professional development of employees.

SEVENTH nuance. Personnel adaptation.

Experienced personnel officers know that the most “dangerous” period for newly hired employees is the first two months of work. During this period, not only the new employee is evaluated, but the employee also evaluates the organization and its team for compliance with their value system, and also searches for a certain “comfort zone”: determining potential psychological and business compatibility with managers, the team, and also makes assessment of own prof. suitability in a new place.

In order for a new employee to PASS this period and pass it with maximum benefit for the organization and himself, it is required that for the entire period of the probationary period (or the induction period, if there is no probationary period as such), he must be a driven (as far as possible) employee ( or more than one) responsible for its adaptation.

From experience, we will say that in order to adapt new employees as quickly and efficiently as possible, it is necessary to prepare (and approve) an adaptation program in advance with the obligatory indication of:

• employee(s) who are responsible for onboarding;
• parameters and results that a new employee must achieve at the end of the adaptation period;
• calendar schedule for induction into the position (who, where, what, at what time what knowledge/skills are given/tested, etc.);
• intermediate results that a new employee must achieve (say, every month for the first three to five months);
• parameters of material and/or non-material incentives for employees involved in the adaptation process in the event of successful certification of a new employee.

From the moment of employment, a new employee must have a list of theoretical questions and practical skills that will be tested at the end of the adaptation period (or probationary period). This will specify his period of adaptation and determine guidelines.

EIGHTH nuance. Personnel rotation.

Rotation is the process of labor movement of employees throughout the organization. That is, it is the use of a person in various production areas and/or in various positions in the interests of the organization. It is worth agreeing on the terms: rotation without promotion - horizontal rotation, rotation with promotion - vertical rotation.

The basis of personnel rotation is the ability to use the enterprise’s labor resources in an optimal way for the organization. In order to have more opportunities for personnel rotation, it is necessary to train personnel in related (and not only) professions, giving skills, knowledge and checking their level. The process is more successful in the case of financial incentives, when the organization pays extra money to an employee for having an additional profession (professions) or stimulates him in another sensitive way (for example, by adding days to vacation). Our experience in consulting projects at manufacturing enterprises suggests that this measure can simultaneously both reduce personnel costs and protect the organization from situations where “the pilot gets sick, there will be no aviation.” That is, thanks to the additional competencies of personnel, the organization has the opportunity to more flexible and rational personnel management.

Vertical rotation is the process of “growing” one’s own leaders in an organization. If a person stands out from the general mass of employees, if he shows results and strives to understand more and do better, then it is worth relying on such employees by promoting them in the organization. Such employees, as a rule, quickly integrate into new functionality and find a common language with colleagues than outside personnel.

* * * * *

As a summary

1. Personnel are one of the most (if not the most) significant resource (more precisely, ASSET!) of any organization. Neither buildings and structures, nor equipment and mechanisms, nor finances - it is the personnel that is the basis of any organization and its driving force. For this reason, working with personnel is an extremely important and responsible area of ​​work that top management must plan, coordinate and control. The most valuable thing an organization has is its employees, take our word for it. Remember this.

2. It is necessary to try to attract employees:

• with a POSITIVE attitude in life, who take on any task with an inner attitude “ everything will work out", but not " this is impossible»;
• able-bodied, who are able to quickly understand and do it correctly and quickly;
• who obviously go to a new place TO BE USEFUL, and not to serve their number (to go to work);
• who want to make money or make BIG MONEY. Exactly EARN!;
• who are able to live and work SYSTEMICALLY;
• who understand and love ORDER (in the head, in work, in the workplace);
• who are able to work FOR RESULTS;
• who “will not give up their own and will not covet someone else’s” - those who are able to respect the values ​​and property of the organization and treat them rationally.

For those who read to the end, a small bonus in the form of a thoughtful application form for personnel selection. You can take it.

Good luck to you in the difficult task of personnel management!

We analyzed data from 600 surveys we conducted between 2012 and 2014. We used information obtained from five million employees from more than 400 companies operating in different countries. After studying the data, four problems in personnel management, equally characteristic of all countries.

The article provides data only for Russia. Based on the results below, employees and CEOs hold opposing views. Managers are confident that the company is doing everything right, while their subordinates feel and see the opposite every day.

The best employees are enterprising employees. They are full of new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. In the best case, they will simply leave and create their own business, in the worst case, they will grab your information, a pool of clients and become competitors.

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We called inconsistencies challenges because they indicate directions for business development. The described problems of personnel management, among other things, negatively affect its involvement. The level of profit growth in organizations with the highest indicators of employee engagement in work and conditions for success is 4.5 times higher than in companies where these indicators were the lowest. Successful companies have 54% lower employee turnover.

Problem #1. Cooperation

The overwhelming number of Russian managers (81%) believe that the strength of their teams is the ability to work harmoniously in a team. However, 38% of employees say their team does not receive support from other departments. Another 32% of respondents note that cooperation and the exchange of new ideas do not generate enthusiasm in the company. This HR challenge will only get worse in the coming years as the workforce becomes multi-generational and includes people who are used to working remotely.

An example of how to establish cooperation. Aujan Coca-Cola in Saudi Arabia launched a “Day in the Life” program. Employees work one day in a new role, and then share their observations and ideas with colleagues and the manager. Employees who completed the internship noted that it became easier for them to understand other teams and the tasks facing them.

A similar experience is being implemented by the Russian company “220 Volt”. Once a year, each employee finds himself in the role of performer in another department. Accountants, lawyers, and service department employees go on business trips to retail stores. The director of the company managed to work in the franchising, logistics and contact center departments. By the way, every newcomer is required to work in the contact center for a week.

• 8 weak management links that exist in any company

Problem #2. Honesty and openness

Only 46% of employees notice a clear connection between work results and the amount of pay; 47% are convinced that they receive unfair remuneration for their work. In addition, 41% complain of a lack of clarity about possible career paths, and 36% do not believe their employer communicates changes honestly to staff.

An example of how to become an honest and open company. The management of the American investment bank UBS sent its employees a report on the results, both positive and negative, of the latest staff survey. The team liked this frankness. Employees noted that they had never received such open and honest information from the director. The head of the bank decided not to limit himself to the report. He personally headed the “Working Together as a Team” project, appointed one top manager for each direction and set a deadline for solving each task - in one hundred days. The project includes six directions.

1. Big why. Why do employees want to work and stay long-term with a company?
2. A terribly smart approach to work. Actions in response to work-life balance issues identified through the survey.
3. Partnership culture. Bringing together disparate teams to build strong relationships with clients.
4. Forward-thinking leadership. Development of inspiring leaders in the team who know how to lead people.
5. Company for talents. How can a company differentiate itself from its competitors by offering employees outstanding development and career opportunities?
6. Simple process for clients. Elimination of bureaucracy in customer service.

In the Russian IT company SoftBalance, employees have access to any information, including financial information, from the profit of a specific transaction to the salary of managers and the General Director. The doors to all rooms are transparent and open; only the server rooms and ventilation rooms are locked. One of the most viewed documents by staff is the income and expense report. Employees see what the divisions' income is made up of, what the expenses are, operating and net profit. The employee understands how his work affects the success of the company.

Problem #3. Culture of Innovation

More than a third (39%) of respondents note that their company does not encourage new ways and methods of working. In addition, 31% of employees say they lack the opportunity to put their ideas into practice.

An example of how to develop a culture of innovation. The American insurance company Aegon has launched the “Client License” program. Each employee must work a week in one of the customer service positions. Then employees talk about their experience and offer ideas on how to better satisfy customer needs.

At the Russian furniture factory "Maria", each new top manager is required to personally go through each stage of work with the client: take measurements, discuss the kitchen project with the customer in the studio, visit production, take part in the installation of the kitchen, communicate with the buyer in case of a complaint, call him after the sale. After completing each stage, the top manager fills out an online report within three working days, where he describes the problems found and offers ideas for solving them.

• Informal leaders in a team: how to manage them

Problem #4. Performance

According to 47% of respondents, the number of personnel in their department is not optimal, and 43% are confident that the company’s structure is irrational.

An example of how to increase productivity. Luck Companies has issued iPads to warehouse workers and delivery drivers. Previously, warehouse employees did not know when or what needed to be loaded onto a truck until it pulled into the loading dock. Now truck drivers can contact warehouse workers in advance, and loaders have time to prepare materials for loading in time. Thanks to well-established automation, shop managers monitor the work of staff from their home computer. This has fundamentally changed the work-life balance and eliminated overtime, burnout and decreased productivity.

At the Russian company Dodo-Pizza, tablets are attached to the walls or on tables at key production points (the kitchen and the room where orders are received and issued). At each production site, an interface is displayed on a tablet with the information necessary at this stage. Only the actual completion of one operation (the “Finish” button is pressed) makes it possible to begin the next one. Thanks to this, employees do not take on several tasks at once, but efficiently solve one after another.

• How to make the most of the probationary period for the benefit of the company

A “quiet” way to involve employees in work

The Australian company Navy switched its team to a four-day work week thanks to a daily “quiet hour” from lunch until the end of the working day. Without distractions, in silence, staff worked a quarter more efficiently. Does noise interfere with the work of employees of Russian companies? Do they want a period of time free from meetings and chatter? The HeadHunter portal helped find this out, surveying 3 thousand people. Employees admit that they are used to the noise, but dream of daily quiet hours for thoughtful work. At the same time, they do not believe that such an idea can be implemented in their company.

1. Feel free to enter “quiet hour.” 58% of respondents were in favor of a daily “quiet hour”. This idea is most popular among representatives of the food production and sales sector (66%), the media (65%), and the information technology sector (62%).

2. Have a quiet time in the afternoon. At this time, 42% of all employees and 50% of newcomers work concentratedly. People don't want to be distracted by meetings and calls. According to employees, the first morning hours are the most inconvenient time for a “quiet hour.”

3. Introduce “quiet hour” for newcomers and old-timers. The need for silence depends on length of service in the company. Silence is especially necessary for beginners. After working for a year, employees begin to feel comfortable in noisy offices. But as the length of service increases to three to six years, the need for silence becomes stronger than at the beginning of work in the company.

4. If you lead a women's team, then be sure to arrange a “quiet hour”. Noise bothers women more than men. Therefore, they want “quiet time” more than men (46% versus 35%). However, they may find daily quiet time a burden – an option that received greater support among men (60% vs. 57%). In order not to become a victim of female logic, experiment with the regularity of “quiet hours” and settle on the option that creates the most favorable atmosphere.

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Posted On 05/19/2018

Belyaeva V. A.

Scientific supervisor: Ph.D., Associate Professor. Miroshnichenko Yu. V.

Kharkov Trade and Economic Institute KNTEU, Ukraine

The relevance of this topic lies in the fact that labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment, the choice of the optimal wage system, and the creation of social partnership relations in the enterprise.

Personnel management in an enterprise is management that is a relatively autonomous and specific subsystem of the overall management system of an organization; a set of interconnected processes for managing human activity; a set of methods of influencing human behavior in the process of work, as well as the very process of interaction between the subject and the object of management.

The problems of personnel management have been studied from various points of view and quite a lot of works have been published on this topic. In particular, the problems of personnel management have been studied by many scientists. Among them: A. V. Alexandrov, L. M. Gatovsky, A. G. Zhuravlev, I. N. Kirpa, G. A. Kovaleva, A. E. Kotlyar, N. V. Kochkina, V. P. Mazyrin, A. N. Neverovskaya, P. A. Papulov, L. N. Ponomarev. But the problem of personnel management is still at the stage of improving management strategy, which does not meet modern enterprise development goals.

The purpose of this article is to study effective personnel management, as well as to develop methodological tools for improving the personnel management system, including proposed models and management techniques used at various levels.

In accordance with the goal, the following tasks are formulated:

1. Identify the main problems of increasing personnel efficiency at the enterprise.

2. Conduct an analysis of existing personnel management systems and present the main directions for their improvement in order to adapt to modern approaches, methods and principles.

At the present stage of research into personnel management, the following main problems in the field of personnel management can be identified: – a new (market) field of activity on the same theoretical and practical basis; – management strategy does not meet modern enterprise development goals, managers do not can use the potential of their subordinates; – understanding of the role and place of personnel management in the economic system does not correspond to the actual volume and nature of the tasks assigned; – the inability of employers to accurately set the “specifications” of the required parameters of employees, from -lack of ability to analyze jobs and determine qualification requirements for jobs, lack of labor market analysis and labor price calculations; – mentality of the subject and object of management, lack of sense of the market; – problems with professional quality - qualification training and retraining of personnel; - the action of anti-market forces (massive organized crime and corruption pose the problem of security and trust with particular severity to the detriment of professionalism in the selection of personnel).

The process of forming an effective human resource management system in a modern enterprise is shown in Fig. 1.

Rice. 1. The process of forming an effective human resource management system in a modern enterprise.

The human resource management system will be effective and contribute to favorable business development if proper management is implemented. In order to successfully manage an organization and avoid problems with personnel management, it is necessary to follow the following principles:

1 Develop a process for making decisions and applying adequate methods for solving problems.

2 Develop the ability to manage yourself and manage a group.

3 Treats staff kindly.

4 Motivate staff.

5 Develop the ability to subtly manipulate employees, take their thoughts, beliefs, and interests into account.

6 A meaningful recruitment and placement process.

Another optimal solution to the company’s personnel management problems may be to involve a hired top manager in management, who includes in his work:

1. Result. This is the square of behavior.

2. Motivation. This is the square of psychology.

3. Team. This is a square of corporate spirit.

4. System.

5. Leadership.

Based on the results of the study of this problem, we can conclude that the formation of an effective human resource management system has become one of the practical tasks, factors, and economic success.

Achieving these conditions will allow us to develop an effective human resource management system in the organization.

Problems in the field of personnel management and daily work with personnel, according to experts, will be constantly in the focus of management's attention in the near future. In the future, with the development of scientific and technological progress, the content and working conditions will become more important than material interest.

Literature:

1. Personnel management / Ed. B.Yu. Serbinovsky and S.I. Samygina. M.: Prior, 2004. – 432 p.

2. Bustard V.V., Polovinko V.S. Personnel management of research and production organizations. - M.: Inform-Knowledge; Omsk, 2005. – from 12.

3. Davidenko, N. Development of managers - the sail of talent management / N. Davidenko, V. Lyakh // Personnel Management. – 2010. – No. 11. – P. 14-17.

4. Ovchinnikova T.I. Place of the personnel management service in the structure of the organization //Enterprise Personnel// -2003 - No. 11. – P. 7-8.

5. “Personnel management.” . // Official website of the magazine. - Access mode http://www.top-personal.ru/.

POSSIBLE PROBLEMS OF THE PERSONNEL MANAGEMENT SYSTEM AT THE ENTERPRISE

Uzakov Ruslan

PROBLEMS OF PERSONNEL MANAGEMENT. WAYS TO SOLUTION THEM

The purpose of the work is to identify the problems that a manager faces in the process of his management activities, as well as to find various options for solving these problems. This topic is relevant in modern production and in the economy in general, because managers who constantly improve their personal educational level and care about the level of qualifications of the company’s employees ultimately grow into the most effective managers and the main potential of any developed state is these educated people.

The success of any organization depends on the effectiveness of the joint work of personnel, their qualifications, professional training and level of education, as well as on working conditions that promote or hinder, on the one hand, the satisfaction of the material needs of the employee, and on the other hand, the highly effective work of the organization as a whole. Personnel management is a very complex and delicate matter and often the problems become more and more complex over time. After all, in order to lead, you need to have knowledge in a variety of fields (management, psychology, strategic planning, and so on). It is important to build a personnel management system at the enterprise that will help solve the company’s problems and get rid of some of the problems of personnel management.

Let's consider the methods and methods that are basic for regulating the process of managing an organization:

1. Financial incentives. Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity.

The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs.

2. Improving the quality of the workforce. Sometimes, when setting certain goals, a company is faced with a lack of experience and knowledge among employees and then a decision is made on additional staff training. In order not to constantly encounter this, the enterprise should create a personnel training system. First of all, in order to avoid problems with personnel management already at the initial stage, such work should be entrusted only to a true personnel management professional.

3. Improving labor organization. It contains: goal setting (a correctly set goal through the formation of an orientation toward its achievement serves as a motivating means for the employee), expansion of labor functions (increasing the number of operations performed by one employee), labor enrichment (providing a person with work that would provide the opportunity for growth and creativity , responsibility, including in his responsibilities some functions of planning and quality control of the main and sometimes related products), time research (if a person does not have enough time to do the work well, he will consider that it is not worth spending effort on it), improvement of working conditions (the new level of social maturity of the individual denies the unfavorable conditions of the working environment), pace of work (the manager should strive to reduce the monotony of semi-automatic processes, giving employees freedom to choose the pace).

4. Involvement of personnel in the management process. Enable the employee to make decisions necessary to carry it out, i.e. there must be autonomy (within established limits)

5. Non-monetary incentives. All employees need and expect positive evaluation of their work. Giving congratulatory letters or simply appreciating employees can lead to better productivity. The productivity of those employees who strive for success can be increased by expanding the range of tasks performed or enriching them. Including employees in total quality management programs has a positive effect on employee commitment to their work. The use of flexible working hours is another motive that can increase staff productivity. Such a measure will only work if the individuals working flexible hours are trustworthy and responsible.

To summarize the above, it must be said that people are the main resource of any enterprise; the quality of products, the level of service, and the overall growth and development of the company depend on the personnel. Adjusting the work of staff is the first thing a company manager should do.

Literature:

1. http://www.finansy.asia/node/132

2. http://www.klubok.net/pageid504.html

3. http://www.c-culture.ru/go/211

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R.F. Khisamutdinov, O.E. Small

Current problems of personnel management in government organizations

The article analyzes the psychological mistakes that managers make when working with personnel in a government organization. In addition, other options for errors in team management are considered. The organization itself plays an important role.

Problems of personnel management in the service sector

A management development framework is proposed with the main objective of increasing the effectiveness and quality promotion of management, but it also shows how management influences the organization.

Key words: leader, management, personnel, organization, development, methods, structure.

Any government organization must have management. But unfortunately, it is difficult to find an effective, experienced and high-quality specialist for this position. In addition to education, he must be able to use various equipment and have perfect verbal communication during negotiations or assigning duties. If we lean towards what the nature of each person rewards, for example: charisma, charm, the ability to get along with people, then it is accordingly impossible not to use this, but we must not forget that in this case mistakes will occur much more often. This can cause trouble in a government organization. It is better to prevent such problems than to solve them. In order to get ahead of the problem, you need to understand what it is and start doing it when recruiting. So, let's look at a few management mistakes when managing a team:

1) There are a type of people who have the “excellent student” syndrome. Such a leader often becomes a rare employee. Due to the fact that he has a narrower specialty, he is little aware of any subtleties and aspects, and this can lead to a number of mistakes.

2) The next problem may arise due to a certain distance between employees. Sometimes the team notices the leader how he tries to elevate his position and puts himself above every employee of the staff.

This problem can be called “the elder’s problem.”

3) “Inside people” is the next problem that occurs in a government organization. The team management function can have an adversarial nature. Management may face resistance from employees.

4) Sometimes managers expect talented employees who will immediately do all the work perfectly and without errors. But you shouldn’t expect this; now it’s difficult to find such an employee on the labor market. The problem is called “waiting for a miracle.”

5) “Money bag” - this problem occurs due to the dissatisfaction of employees. A large difference in wages can anger the entire team.

6) Firing employees is not always a positive aspect for managers. If the organization is unable to control staff turnover, then the use of personnel may not be of good quality. There are situations when managers refuse young employees due to their age and inexperience, although they can become valuable and irreplaceable employees. This problem is called “personnel leakage”.

These are the six main reasons for the problem of poor leadership. According to statistics, about 71% of employees suffer due to the fault of their manager. And all because bosses cannot always manage staff competently and well.

Despite the fact that leadership may turn out to be bad from a psychological point of view, we must not forget about three main aspects:

Negative reputation of the organization
High chances of bankruptcy
The quality of the product leaves much to be desired

The mistake of many managements is that they attribute problems to temporary difficulties. Management often uses the wrong methods to increase productivity. Such methods include strict discipline, increasing punishments and much more. As a result, personnel may leave the enterprise en masse due to ill-considered actions of management.

Personnel Management. Problems and ways to solve them.

People are the main resource of any enterprise; the quality of products, the level of service, and the overall growth and development of the company depend on the personnel. Adjusting the work of staff is the first thing a company manager should do.

Personnel Management is a very complex and delicate matter and often the number of problems increases over time. After all, in order to lead, you need to have knowledge in a variety of fields (management, psychology, strategic planning, and so on). It is important to build a personnel management system at the enterprise that will help solve the company’s problems and get rid of some of the problems of personnel management. Human resource management of a company is a set of measures to create and develop qualified personnel capable of achieving the goals of your business.

Now, regardless of existing domestic and foreign methods of personnel management, each individual company builds its strategy individually. In some companies, already at the initial stage, a large HR department is formed and technologies are used, while in others, there may not be a specific management system or strategy for a long time.

An interesting fact is that in foreign companies personnel management is carried out with an emphasis on technological methods, and in Russian companies - mainly on the opinions and experience of managers. In other words, they determine priorities in the company's personnel policy. The most important thing is to find the optimal balance, when a competent social program supports employees, satisfies them and motivates them, and a system of subordination and punishment that sets limits and deadlines for achieving the company's goals.

To obtain results, you must adhere to the objectives of the enterprise and the interests of employees. But in reality it is very difficult. There are too many factors influencing the work of employees, and it is impossible to take them all into account; on the other hand, personnel management requires significant resources (HR department, outside consultations, and so on), so each company sets priorities in accordance with its own capabilities.

A manager, concerned about achieving effective management over his subordinates, faces the task of creating a working environment that will most effectively influence their work motivation.

By a motivating work environment, we understand the entire context of the professional activities of the organization’s personnel, including both the characteristics of work tasks and the characteristics of the work situation that affect the work motivation of employees.

A systematic consideration of the problem of labor motivation of an organization’s employees requires taking into account the following factors:

individual characteristics of workers;

features of the work performed;

characteristics of the work situation in which work takes place;

identifying job satisfaction.

To determine the job satisfaction of organizational personnel, it is necessary to conduct research. Any research should begin with the formulation of goals. A vaguely formulated problem will not allow you to correctly determine the goals of the study.

The simplest and most effective is the questionnaire method.

Most often, employees of organizations are dissatisfied for the following reasons:

Salary amount. On average, 68% of respondents indicate average satisfaction with the level of wages.

Prospects for professional and career growth. Surveys show that more than half of employees do not see prospects for growth in this organization.

Awareness in the enterprise. 40% of employees noted a lack of information about the goals and objectives of the enterprise.

Working conditions.

Reliability of operation, giving confidence in the future. The low level of this indicator is more likely associated with the instability of the Russian market, rather than specifically with organizations.

Work as a means to achieve success in life. More than half of the respondents noted average satisfaction with this indicator. This is due not only to the enterprise, but also to the low standard of living in Russia.

There are several ways to improve the effectiveness of labor management. Based on the research conducted, they can be divided into five relatively independent areas:

1. Financial incentives. The amount of wages is of utmost importance for workers. Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.

2. Improving working conditions. The most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity, and, consequently, the efficiency of its management

3. Improving labor organization. It contains: setting goals, expanding job functions, enriching work, production rotation, using flexible schedules, improving working conditions, studying the time spent by an employee on work, the pace of work, and increasing feedback.

4. Involvement of personnel in the management process. One of the options for using this method is Western companies using a form of so-called “partnership” participation. Any person who comes to the company knows that he has the opportunity to become its partner. But this opportunity is not given to him right away. First he must prove himself in business. However, the practice of career growth in this company stipulates that in order to achieve each next stage of job development, a person must work at the previous one for at least 4-6 years. Partners usually become those who go through 3-4 stages in their development, that is, they grow to the position of a fairly large manager. When a person receives an offer to become a partner, he already occupies a fairly high managerial position, which means he understands the seriousness of the company’s development issues, has a good understanding of the market requirements, the competitive environment, the conditions for survival and the like.

Having become an owner, he is no longer inclined to extremist demands for maximizing dividends, if only because he expects that dividends will be a significant help for him even in the period when he retires. And for this it is necessary for the company to live and develop sustainably not only today, but also in the long term.

5. Non-monetary incentives. This type of incentive includes:
- moral stimulation;
- stimulation with free time;
- organizational stimulation.

Personnel management problems

When determining what the ideal job should be for subordinates, one should not strive for excessive specificity and originality. Still, it is rarely possible to take into account the differences in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If a manager considers the below factors, he has a chance to get the confirmation of the maximum number of his subordinates.

An ideal job should:

Have a goal, i.e. lead to a certain result;

Be valued by co-workers as important and worthy of being accomplished;

Enable the employee to make decisions necessary to carry it out, i.e. there must be autonomy (within established limits);

Provide feedback to the employee and evaluate him depending on the effectiveness of his work;

Provide compensation that is fair from the employee’s point of view.

Work designed according to these principles provides inner satisfaction. This is a very powerful motivational factor that stimulates high-quality performance of work, and also, according to the law of increased needs, stimulates the performance of more complex work.

Literature

1. Current problems of personnel management and their possible solutions based on motivation. http://www.klubok.net/pageid504.html

2. Personnel Management. How to be and what to do? http://www.finansy.asia/node/132

http://www.glossary.ru/cgi-bin/gl_exs2.cgi?RRyoszrowuigtol!ywzkg

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Moscow Institute of Humanities and Economics

Kaluga branch

Test

Course: "Human Resources Management"

Prepared by: Tatarenkov A.V.

Checked by: Assoc. Letnik V.V.

Kaluga 2016

• Introduction
• 1. Modern problems of personnel management
• 2. The essence of the subsystem and elements of the personnel management system, their relationship and interaction
• 3. Test
• List of used literature

Introduction

Personnel management is a vital strategic function formed, under the influence of many factors, into an independent structure.

Trade union intervention led to the creation of national social insurance systems, the establishment of minimum wages, and restrictions and reductions in working hours. Compliance with these requirements fell on HR departments.

The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform are more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.

The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are: instability of connections between enterprises and insufficient coordination of their activities; freedom of economic activity due to the existing legal system; instability of the regulatory sphere and economic policy.

Let's add to this the lack of information in almost all areas of economic life. As a result, a climate of uncertainty arose when the activities of enterprises were aimed mainly at everyday survival. Therefore, in these conditions, effective management of the enterprise and human resources, in particular, becomes especially important.

In order not to repeat the mistakes of the past, it is very important to make significant adjustments to the economic strategy and implement a number of organizational and structural decisions.

1. Modern problems of personnel management

In the modern world, the main challenges facing organizations are new ones. The main ones are: stimulating the work of hired personnel, preventing “brain drain”, indexing wages in conditions of inflation, ensuring that the level of qualifications of personnel meets the strict requirements of the modern economy and, finally, strengthening the sense of belonging to the company among staff, etc.

But even now there are contradictions between the declared goals and functions of personnel management departments, so the list of responsibilities includes actions for accounting, control, motivation of personnel, regulation of relations between management and personnel, but in reality the functions of personnel management services, judging by the facts, turn out to be rolled up. The heads of these services assess their role in managing social personnel processes as secondary, believing that everything depends on the management of the enterprise.

It is known that the successful development of production in modern conditions largely depends on the competitiveness of personnel. And it is achieved by constant training of personnel, improvement of their qualifications and strategic determination of their number and professional guidance at a given moment and in a given production. The narrow skills of the management corps, especially its senior management, negatively affected the transition to market relations from the very beginning of the reforms. It turned out that “many managers failed to organize the work of the institutions under their control in general and orient it towards studying and meeting consumer demand in particular. A great difficulty for them was determining the directions for using resources, first of all, this applies to such important resources as personnel , fixed assets, financial resources."

This gives grounds to assert that the key problem for the vast majority of Russian enterprises is the problem of ineffective personnel management. Now is the time when it is necessary to pay closer attention to systematic training and, especially, retraining of qualified specialists. This will make it possible to respond more quickly and effectively to changes in the country, to strengthen the elements of stability, solidity, representativeness, sober calculation, and rejection of excessively risky speculative play in market activities.

The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of enterprise employees is significantly inferior to the requirements imposed on the international labor market. The personnel management system at most enterprises does not correspond to the strategy of market reforms, which significantly hinders the possibility of implementing programs of sustainable stabilization, revitalization of production and structural restructuring of the economy, improving the quality and competitiveness of Russian products.

It is necessary to train and significantly improve the qualifications of the management corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation and the Russian market. The formation of a business services industry should become one of the primary problems of structural investment policy.

Among the most pressing problems, the following should also be noted: the departure of qualified specialists, low performance and labor discipline of personnel, insufficient qualifications of personnel and individual managers, unsatisfactory moral and psychological climate, low level of motivation of employees, and, as a consequence, insufficient initiative of employees in solving production problems. problems, confrontation between administration and staff.

It should also be noted that there is an erosion of traditional values, which leads to serious disturbances in personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. This has significantly complicated the system of motivation and incentives for employees, primarily in connection with hiring on short-term contracts, setting various preconditions (including a probationary period), strictly linking material incentives to profits and other factors.

When revising personnel management methods that do not meet the state of the external environment, management may encounter a conflict generated by the rejection of new methods by the organizational culture of the company due to the conservatism and inertia of some of the team. Such a conflict can be quite painful and destructive in its consequences.

Thus, K. Davis identified three groups of reasons for resistance to innovation. The basis of all economic reasons is the fear of loss of earnings, which creates an anti-innovation attitude in the employee. hired personnel qualifications incentives

Regarding the personal reasons that encourage people to resist the innovation process, we can say that the main one is the individual’s resistance to devaluation, which the innovation process very often brings with it.

In the group of anti-innovation barriers that are socio-psychological in nature, most of the reasons are based on a person’s reaction to the innovative processes that accompany many organizations, a kind of encroachment on his psychological comfort.

These and some other problems raise the question of improving the personnel management system for managers. However, we often have to deal with the fact that, trying to put the work with personnel in the company at the proper level, managers make a number of mistakes that do not allow them to achieve the goals for which, in fact, the work with personnel was started.

To eliminate these types of shortcomings, personnel development planning is necessary. First of all, this is planning the natural movement of personnel - retirement, dismissal due to illness, due to study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. What is more difficult is to strengthen the potential of the team and increase its competitiveness.

There are several ways to do this, including: careful selection of personnel, systematic improvement of their qualifications, creation of conditions for the most effective manifestation of their abilities and development of a methodology for assessing the actual effectiveness of the team.

Many commercial structures in Russia are now taking a different path. Instead of intensifying the work of adapting teams to the conditions of economic reforms, taking care of ensuring a painless psychological restructuring of each person, especially experienced specialists, workers are sometimes mercilessly fired as they have not adapted to the new requirements. This approach is a manifestation of short-sighted policy. After all, any replacement of an employee is an economically expensive undertaking. This damages the company's reputation.

The problem of “obsolescence” occupies a special place in the process of professionalization of management. "Obsolescence" occurs when an individual uses viewpoints, theories, concepts and methods that are less effective in solving a problem than others currently existing. Of course, not every example of a firm's HR inefficiency is due to "obsolescence." Laziness, lack of understanding, and overload with other responsibilities can also lead to ineffectiveness. But the cost to a firm of developing and adopting second-rate solutions to emerging problems is likely much greater than the costs required to overcome the obsolescence of its workforce.

Management practice also shows that in any company, as a result of a combination of different reasons, the presence of conflicts is inevitable. Conflicts often arise due to staff dissatisfaction with the manager’s assessment of their work. In cases of very serious conflicts, there may even be a shift in organizational goals.

It is significant that in the activities of the manager himself, as the main subject of management, there are various contradictions associated with undesirable trends in people’s behavior. The difficulty in assessing these phenomena lies in their heterogeneity.

It should be noted that recently in our country some work has been carried out to train high-class managerial personnel, various business schools have been organized, and a lot of special literature, although of varying quality, by domestic and foreign authors has been published.

However, in the literature on management topics, as a rule, publications of an educational and educational-methodological nature predominate, considering mainly the history and fundamentals of management, special management issues (financial management, personnel management, situational and systemic approaches to management, sociology of organizations, marketing). In this sea of ​​publications on management problems, there is clearly not enough literature for specialist managers and senior management.

There are also problems at the lower level of personnel management, which have their own aspects and characteristics. “An important point in their assessment is that in their mentality and roles, lower managers belong to managers, and vice versa, the situation contributes to the fact that their psychology is closer to that of workers. Such duality of position in the company often leads such managers to a state of stress.”

Lately there has been a lot of talk about the fact that the roots of the problems of most Russian enterprises lie in ineffective management. What effective management is, each of the enterprises that managed to adapt to new conditions understands in its own way. Everyone finds their own levers of control and implements their own management principles. But until now, the valuable experience developed by each of the enterprises remained only its experience.

At the same time, there is also positive experience that needs to be studied, refined and recommended for implementation. The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams and ensuring high quality personnel potential are decisive factors in production efficiency and product competitiveness.

Problems in the field of personnel management and daily work with personnel, according to experts, will be constantly in the focus of management's attention in the near future. In the future, with the development of scientific and technological progress, the content and working conditions will become more important than material interest.

2. The essence of the subsystem and elements of the personnel management system, their relationship and interaction

The methodology of personnel management involves consideration of the essence of personnel as an object of management, the process of shaping the behavior of individuals that corresponds to the goals and objectives of the organization, methods and principles of personnel management.

The personnel management system involves the formation of goals, functions, organizational structure of personnel management, the establishment of vertical and horizontal functional relationships between managers and specialists in the process of justification, development, adoption and implementation of management decisions.

Personnel management technology includes: organizing recruitment, selection, reception of personnel; his business assessment, career guidance and adaptation; education; management of business career and professional advancement; motivation and work organization; conflict and stress management; ensuring the social development of the organization, releasing personnel, etc. This should also include issues of interaction between the organization’s leaders and trade unions and employment services, and personnel safety management.

The basis of the concept of personnel management currently consists of: 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.

Changes in the economic and political systems in our country simultaneously bring both great opportunities and serious threats to every individual, testing the sustainability of its existence and introducing a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system. In summary, we can distinguish three factors that influence people in an organization.

1. The hierarchical structure of the organization, where the main means of influence are relations of power - subordination, pressure on a person from above through coercion, control over the distribution of material goods.

2. Culture, i.e., joint values, social norms, behavioral guidelines developed by a society, organization, group of people, which regulate the actions of an individual, force the individual to behave one way and not another without visible coercion.

3. The market is a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and the buyer.

These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority is the shape of the economic situation in the organization.

During the transition to a market, there is a slow move away from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations and property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values, “the main thing within the organization is the employees, and outside it - the consumers of the products. It is necessary to turn the consciousness of the worker to the consumer, and not to the boss; to profit, and not to waste; to initiative, and not to mindless execution, move to social norms based on common economic sense, without forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the labor management and wages department, the labor protection and safety department, etc. The tasks of the new services are to implement personnel policies and coordinate labor management activities in the organization . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

Of course, the structure of the personnel management service is largely determined by the nature and size of the organization and the characteristics of the products produced. In small and medium-sized organizations, many personnel management functions are performed primarily by line managers, and in large ones, independent structural units are formed to implement the functions.

A number of organizations are creating personnel management systems that unite under the unified leadership of the deputy director for personnel management all departments related to work with personnel. An organization's personnel management system is a system in which personnel management functions are implemented. It includes a line management subsystem, as well as a number of functional subsystems that specialize in performing homogeneous functions (Fig. 1).

The line management subsystem manages the organization as a whole and manages individual functional and production departments. The functions of this subsystem are performed by: the head of the organization, his deputies, heads of functional and production departments, their deputies, foremen, and foremen.

Rice. 1. "Composition of subsystems of the organization's personnel management system"

Functional subsystems combine homogeneous, similar in content functions in the most important areas of work with personnel. The bearers of the functions of these subsystems are individual functional units and officials: heads of these units, their deputies, specialists, and other employees. Depending on the size of organizations, the composition of divisions changes: in small organizations one division can perform the functions of several subsystems, and in large ones, as a rule, the functions of each subsystem are performed by a separate division.

The full list of HR functions covers a wide range of activities and is open to new forms of work. According to one survey, 95% of firms in the United States carried out personnel selection and hiring within the framework of the personnel department (the rest, mainly small ones, relied only on line managers in this matter), 88% performed the functions of organizing wages and 90% - other types of compensation , 72% were in charge of safety issues, 69% carried out planning and activities for social and personnel development, 74% were engaged in labor force forecasts, 65% were involved in sociological research at enterprises, 41% analyzed the dynamics of labor productivity, 70% of firms organized social and cultural life.

Today, personnel departments implement many functions that were previously dispersed among economic, production, technical and other departments. Their integration in one place indicates a real increase in the influence of human resources in the practice of intra-organizational leadership. This service structure allows the administration to actually manage this important resource and solve complex problems of increasing production efficiency.

A survey of specialists showed that currently the greatest efforts of personnel departments (in terms of time spent) are aimed at improving labor relations, selecting candidates for vacant positions, developing and implementing training programs and social development programs, as well as organizing wages. Moreover, not in all cases they can independently make appropriate decisions, but share this responsibility primarily with line managers and other services. Thus, today it is not accounting, but substantive analytical and organizational aspects of activity that are increasingly predominant. The professional level of HR specialists has increased sharply. They include psychologists, conflict experts, specialists in management, teaching methods (teachers) and labor relations, whose training is carried out on a large scale at universities. Out of 100 personnel management specialists, on average, 12 are specialists in training, professional development and social development, 37 are specialists in human resources and 38 are general managers in human resources.

In recent years, a number of new professions and specialties have emerged in intra-organizational management, including recruiters (recruiters) and interviewers (psychologists who interview job applicants). Methodists and instructors, career consultants, career guidance and organizational planning specialists.

Currently, in the United States, many HR functions for companies are performed by specialized consulting organizations, training centers, executive search firms and firms providing temporary workers, i.e., management infrastructure organizations. According to a survey of management consulting firms, 25% are involved in HR streamlining. In the USA, along with organizations providing a wide range of personnel services, specialized companies have acquired the greatest importance.

Thus, information Sciences acts as a leading developer of management information subsystems for working with personnel, at the same time providing various services for their implementation and conducting extensive consulting work. A large group of companies specializes in building payment systems and/or other types of remuneration (social benefits). Among them, we can distinguish companies that provide complex services and companies that provide consulting on certain types of remuneration (benefits) and on certain methods of calculating them (for example, on analytical assessment of work and tariffication). Along with consultants, research firms and information centers play an important role.

A new phenomenon in the field of personnel services is the separation of the function of selecting key personnel, managers and specialists into a special type of infrastructure organizations (execuftVe search firms). Some of them count hundreds of thousands of specialists recommended and hired by clients. And the number of firms themselves, for example, in the USA, is estimated at about 1.5 thousand. The most significant area of ​​human resources services is the area of ​​professional training and advanced training. It accounts for 20 to 40% of the total amount spent by organizations in this area. Moreover, an extensive market for educational materials, programs, and technical teaching aids has also been created.

3. Test

In what case does the labor motive form?

a) if work activity is the main condition for obtaining benefits;

b) if work experience is a criterion for distribution relations;

c) if high status provides an opportunity to receive benefits.

List of used literature

1. Organizational personnel management / ed. prof. AND I. Kibanova. - M., 2010.

2. Armstrong M. Practice of human resource management. - St. Petersburg. : Peter, 2009.

3. Bakirova G.Kh. Personnel management training. St. Petersburg, 2004.

4. Borisova E.A. Personnel assessment and certification. St. Petersburg, 2003.

5. Bossidy L., Charan R. Execution. System for achieving goals = Execution: The Discipline of Getting Things Done. - M.: "Alpina Publisher", 2012.

6. Glazov MLM. Personnel management: analysis and diagnostics:! personnel management. - St. Petersburg, 2007.

7. Dyatlov V.A., Kibanov A.Ya., Pikhalo V.T. Personnel management: textbook. - M.: Prior, 2004.

8. Egorshin A.P. Personnel Management. - N. Novgorod: NIMB, 2007.

9. Ivantsevich J.M., Lobanov A.A. Human resources management. - M., 1993.

10. Komkona O.S. Reorganization of the enterprise. Personnel management during the period of reorganization. - M., 2006.

11. Commentary on the Labor Code of the Russian Federation. - M., 2003.

12. Cornelius N. HR management. - M.: Balance Business Books, 2005.

13. Kibanov A.Ya., Durakova I.B. Organizational personnel management / ed. prof. AND I. Kibanova. - M., 2010.

14. Magura M.I., Kurbatov M.B. Personnel training as a competitive advantage. - M., 2004.

15. Mordvin S.K. Personnel Management. Modern Russian practice. - M., 2005.

16. Ulrich D. Effective personnel management: the new role of the HR manager in the organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M.: "William", 2006.

17. Personnel management: textbook / ed. T.Yu. Bazarova, B.L. Eremina - M.: UNITY, 2005.

18. Shapiro S.A. Personnel management as a type of business activity. - M., 2006.

19. Shekshnya S., Ermoshkin N.N. Strategic HR management in the Internet era. - M., 2002.

20. Shinkarenko O.N. Organizational personnel management in the implementation of ISO 9000:2000 series standards. -M., 2007.

21. Hugheslid M.A., Ulrich D., Becker B.I. Measuring the performance of the HR department. People, Strategy, and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M.: "William", 2007.

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Formation of instructions for the process of selection and hiring of employees. Personnel management of a modern organization. Certification as a mechanism for assessing the level of personnel qualifications. Formation of a better job profile. Improving work motivation.

thesis, added 08/28/2017


The concept and essence of motivation. Incentives as a way of personnel management. The main types of traditional and modern labor incentives. Assessment of the system of motivation and incentives for personnel at the enterprise. Professional development.

course work, added 10/24/2014


Problems of economics and organization of enterprise personnel management. Efficiency of personnel use. Conditions of personnel management. Economic tools for personnel management. The role and significance of the labor stimulation process.

thesis, added 03/28/2007


Theoretical foundations of the personnel formation system in a modern organization. Modern approaches to education and training of personnel. Legal regulation of employee training in enterprise conditions. Opportunities to improve the level of qualifications of employees.

Management plays an important role in the life of any enterprise. For effective management it is necessary to properly manage personnel. Problems often arise from poor management. It is better to prevent such problems than to solve them. In order to prevent a problem, you need to understand what it is and start doing it when hiring staff.

Employee management is a complex of various techniques, principles and forms of influence on workers in order to improve labor performance. The problem of the personnel management system is considered a hot topic not only for company managers, but also for the personnel themselves. The best scenario for the development of the situation is as follows: the director treats his employees loyally and does not show excessive severity, and the employees do their work efficiently and are not late on deadlines.

This development option does not occur very often. A variety of reasons can hinder such development. Modern problems of personnel management lie in the fact that organizational leaders do not apply modern technologies that would increase the efficiency of working relationships. For a manager, experience alone is not enough in many cases.

Problems of enterprise personnel management

Personnel management is a rather complex dilemma that requires costs, not only time and organizational, but also financial. The problems of enterprise personnel management are usually limited to the fact that the leader needs not ordinary people, but qualified employees. Most employees are educated and have some professional skills. Problems can arise due to poor management. The most common problems are:

• The company does not have a very high reputation;
• The chances of going bankrupt are very high;
• The quality of the product leaves much to be desired.

If you look at the statistics, difficulties usually arise due to the fault of the governing bodies. Statistics say that 71% of cases are associated with improper management. The level of performance always depends on the leader. Human resource management problems in an organization often arise because they fail to identify a crisis at an early stage.

The mistake of many managers is that they attribute problems to temporary difficulties. Management often uses the wrong methods to improve performance. Such methods include harsh discipline, increased punishment and much more. As a result, personnel may leave the enterprise en masse due to rash actions of management.

Increasingly, you can notice situations where the rights of an employee are violated. Sometimes this is due to the fault of managers, but often the culprit is the employees themselves. The worker may perform his duties poorly or fail to meet deadlines. The current problems of personnel management are that management must constantly improve its skills in personnel management. To achieve positive results, continuous anticipation of problems is necessary. Difficulties are best addressed at their initial stages.

When managing employees, the following types of problems can be identified:

• The so-called problem of an excellent student. The most outstanding employee often becomes the leader. Since this employee usually has a narrower specialty and is not familiar with all the intricacies, he may make gross mistakes in managing employees.
• Senior problem. It is not uncommon for employees to observe their manager. The latter, in turn, can emphasize the fact that there is a certain distance between him and the employees.
• The problem with the name "your guy". The employee management function can be adversarial. A leader may face resistance from employees.
• The problem of hoping to find a hero. Many managers expect employees to do all the work correctly. Unfortunately, such employees are difficult to find in the modern labor market.
• The problem is the large wage gap. Employees may become dissatisfied with this problem.
• The problem is high staff turnover. If an organization cannot control employee turnover, then the use of personnel may be ineffective. There is often a situation where company managers do not want to hire young employees, despite the fact that many may be valuable employees.

The following questions may often arise: how to evaluate the effectiveness of employee management? By what criteria can effectiveness be determined? What data is needed for this? Among specialists who analyze human resource management problems, there is no consensus regarding the assessment of the system. The reason for this phenomenon is that the activities of employees are directly related to the production process and other factors.

To assess how effectively a manager manages personnel, you can choose one of the modern approaches. One approach is to analyze production results. Another approach is to analyze the complexity of work. The next approach is to analyze employee motivation. It is also necessary to determine what social and psychological climate is observed in the team. It may be necessary to address the improvement of the organization's personnel management system. But in any case, personnel management problems can be significantly reduced by taking measures appropriate to the specific situation.