Human resource management: main tasks and goals. Human Resource Management

Human resources represent a person's potential capabilities in terms of labor, mental or physical activity.

Definition of the concept

Human resources are a certain set of qualities and characteristics of a person, which characterizes his ability to perform a certain kind of activity. In addition, it is worth noting that this concept can be considered in the context of a single organization, region or state as a whole.

Human resources can be viewed from several perspectives. Thus, the individual potential of an individual person is of quite great interest. If we consider this concept in the context of a team, then we will talk about the socio-psychological aspect. If it is necessary to determine the total potential of society as a whole, then we talk about sociological research.

Human Resource Management

Since the functioning of any enterprise is based on the human factor, there is an objective need to regulate this process. Human resource management aims to make the most efficient use of personnel in order to obtain maximum economic benefits. This process is based not only on the ability to organize a team from a quantitative and qualitative point of view, but also on the ability to use psychological techniques.

Every manager must be prepared for the fact that personnel management is a more complex process than managing the technological part of production. This is due to the high probability of conflict situations arising both on work and personal issues.

Human Resources and Personnel

Quite often, when carrying out practical activities in personnel management, the boundary between the concepts of personnel and human resources is somewhat blurred. However, these are not exactly the same thing, and therefore it is worth clearly knowing the difference between them.

So, speaking about personnel, it is worth noting that they include only those people who work at the enterprise on the basis of officially registered labor relations. And if we talk about personnel, then we mean some of the employees related to operational management, as well as freelancers.

The concept of human resources is much more capacious and broad. It refers to the abilities and potentialities of a person regarding his physical, mental and emotional activities, which help him to effectively participate in productive activities.

If we consider human resources and personnel from a management point of view, it is worth noting that in the first case global long-term problems are solved, and in the second we are talking about operational programs.

Human Resource Planning

Planning implies a clear determination of the need and cost of human resources at a certain point in time. Not only numbers are assessed, but also qualifications.

Effective planning affects the results of an enterprise in the following ways:

• optimization of the production process, which consists in determining the exact required number of workers;
• improving recruitment mechanisms that make it possible to hire employees who clearly meet the requirements of the organization;
• development of a modern system for training new employees, as well as improving the skills of existing ones;
• studying retrospective indicators and identifying trends that make it possible to predict the future personnel situation;
• A well-thought-out policy in the field of personnel management can significantly reduce costs and increase the economic efficiency of the enterprise.

Resources as a system

Since managing people is a rather complex procedure, it is fair to say that there is such a thing as a human resource system. If we consider it from the point of view of the organization, we can highlight the following main tasks:

• assessment of available resources, as well as planning for future needs for them;
• studying the situation on the labor market;
• selection of personnel based on psychological and professional characteristics;
• taking measures to improve the efficiency of personnel;
• studying the standard of living of workers and actions aimed at improving it;
• development of a new or improvement of an existing mechanism for motivating and stimulating employees to work effectively;
• encouragement of initiative, as well as stimulation for innovative work.

Resource management

The human resource management system has two main goals:

• continuous analysis of the situation with personnel in order to provide the organization with them in a timely manner;
• creating the most comfortable conditions for employees in which they can effectively realize their labor and intellectual potential.

In order for human resource management in an organization to be effective, a number of mandatory conditions must be met:

• goals must be clearly formulated and also have realistically achievable boundaries;
• analysis of the enterprise’s operation to be deep and comprehensive;
• personnel must be fully provided with all the resources necessary for work;
• each employee must perform those duties that correspond to the level of his qualifications;
• the labor process must be carried out using the most modern technologies.

Resource Development

Human potential tends to constantly increase. This is due to the fact that over time, an enterprise or organization begins to demand more and more productivity from its employees. That is why the development of human resources is one of the key issues for company management.

One of the most difficult periods for any employee is his adaptation to the enterprise. Not only are newcomers required to familiarize themselves with all organizational aspects, they also must take a certain place in the team and go through serious psychological pressure. The introduction of a person to a new position, namely, familiarization with job responsibilities, is also of great importance.

The policy of the enterprise management on these issues plays a huge role in the course of these processes. A friendly atmosphere is also important, and methodological support is also required. For example, large firms have practices such as holding lectures and seminars for new personnel, as well as introducing training programs.

Problems of human resources of the enterprise

One of the most important problems facing the human resource of an enterprise is the lack of attention paid to this issue. However, managing people requires specialized knowledge as well as skills and mechanisms. So, the first thing you should pay attention to is the development of leadership in the team. Moreover, this should apply specifically to work issues, and not to personal relationships between employees. Unfortunately, domestic enterprises often neglect this.

Another important problem for organizations is that they pay insufficient attention or completely ignore the need for human resource management. However, it is worth understanding that personnel do not have the ability to self-regulate. A clear policy on this issue must be developed.

One of the most serious shortcomings of modern management is to consider the organization separately from the people. Thus, sometimes employees are not ready for changes in the work of the enterprise.

Human resource management concept

• economic component;
• strict subordination to a single leader;
• defining a clear management hierarchy;
• development of discipline standards, as well as a system of rewards and penalties;
• clear definition of the area of ​​responsibility of each employee;
• development of an organizational culture, thanks to which personnel feel the unity of the work team.

Specifics of human resources

The human resources of an organization have a number of features that distinguish them from other resources of the organization:

• people tend to react emotionally and, at times, unpredictably to certain changes in the operation of an enterprise;
• since a person has intelligence, he constantly improves his knowledge and skills, which must be continuously supported by the efforts of management;
• employees consciously approach the choice of their type of activity.

Personnel management should be guided by the principle of respect. It is also worth adopting the experience of leading foreign companies on this issue.

In order for the use of human resources in an enterprise to be effective, managers must be guided by a number of recommendations in their activities:

• the best motivation for employees will be a clear demonstration of the career growth of senior management (staff should set specific goals and be aware of the reality of their achievement);
• one of the most important aspects is remuneration (even in the most difficult and crisis periods, employees must receive the agreed amount and be aware of their value to the organization);
• employees must thoroughly know comprehensive information about their enterprise, as well as the mechanism for making a profit (the knowledge of employees should not be limited to a narrow range of their responsibilities);
• When communicating with each employee, you should be guided by respect, because each of them has the opportunity to leave for another organization.

The role of human resources must be clearly understood at all levels. This is one of the most important elements of the functioning of not only an individual enterprise, but also the state as a whole. Man is the highest value, and the greatest interest in economic terms is his abilities and intelligence.

The effectiveness of a company and its competitive advantages depend on the effectiveness of using its most important resource - people. That is why the demands on employees are growing, the value of a creative approach to work and the degree of professionalism are increasing.

You will learn:

• Why human resource management is necessary for your company.
• What is human resource management in an organization?
• What are the goals and objectives of human resource management.
• How a human resource management strategy is formed.

Why human resource management is important

The management of many Russian companies focuses on financial, production, and marketing management, forgetting to develop a human resource management system, which often remains the weakest link in the overall management system.

Let's consider the importance of developing human resource management.

• Human resource management directly impacts the overall value of an enterprise. The share of such intangible assets as personnel policy, intellectual capabilities of employees, brand, in the totality of all company assets, is increasing.
• Human resource management is an important “internal competence” of an enterprise, and accordingly represents the main criterion that guarantees primacy in the fight against competitors.
• Many experts believe that people management allows companies to transform from a number of successfully operating their activities to one of the leaders in a particular market.

Human resource management is the most important area of ​​management. People are the main resource of any enterprise. It is people who make new goods, accumulate and use financial resources, and carry out quality control. They always strive for improvement and growth.

What is human resource management in an organization?

Human Resource Management(abbreviation - HRM, or HRM - from English human resources management) is presented as a strategic or logically consistent aspect to the management of the company's most irreplaceable asset: employees who make a valuable contribution to achieving the organization's goals.

The most important properties of human resource management:

HRM is associated with goal achievement in the following areas.

• HRM takes a multi-faceted and coherent approach to support both the theory and practice of work-based employment by developing human resource theory and practice (group configuration);
• human resource management satisfies the need for a strategic approach to HRM, which makes it possible to relate the company and its human resource strategy;
• HRM is aimed at commitment, that is, human resource management emphasizes the importance of commitment to the tasks and values ​​of a particular company;
• human resources can be considered as a source of competitive advantage in conjunction with the concept of strategy, which is based on resources;
• in HRM, employees are associated as an asset, as human capital, since thanks to HRM there is an opportunity for enlightenment and growth of the company;
• the formation and development of HRM is the direct task of the heads of departments of the organization;
• the approach to relations with employees seems to be unitary, not pluralistic: as a rule, employees share the interests of the employer, even if they do not coincide with their own.

1. Selection of resources and their improvement

It is essential that a company ensures that it acquires and retains a highly qualified, loyal and well-motivated workforce. To do this, you need to be able to competently assess and satisfy all the organization’s needs for employees, as well as increase and develop the inherent abilities of employees (potential, personal contribution to the work of the enterprise, the likelihood of using their labor in the future). To implement these activities, the company must provide its employees with the opportunity to learn and grow professionally. In addition, the selection of such resources consists of creating systems with fairly high labor standards that increase flexibility and cover the process of selecting applicants and hiring, a system of payment of bonuses based on performance, as well as training and development activities for management companies.

1. Employee evaluation

Modern human resource management should motivate employees and increase their spirit of commitment to the activities and results of the company. Employees must understand that they are valued, that they are valued and rewarded for the work done, for achievements, for abilities, for professionalism.

1. Relations between employees and company management

The goal of human resource management is to create a microclimate in the company's team in which it would be possible to maintain highly productive and harmonious relationships between employees and management, as a result of which teamwork will succeed and develop. It is necessary to carry out appropriate management activities that will be aimed at increasing employees' commitment to the goals and objectives of the company, as well as apply active actions aimed at demonstrating to employees their importance and value.

The purpose of human resource management is also to help create an appropriate atmosphere of trust and cooperation within the organization. Human resource management assists an enterprise in balancing mutual interests and helps it adapt to the needs of specific groups that have an interest in the company's operations. These may be groups of owners, managers, employees, suppliers, customers, government agencies, public groups, etc.

Another goal of HRM is workforce management, but both group and individual differences between employee needs, operating styles and aspirations must be taken into account. Human resource management must ensure equal opportunities for everyone so that an ethical approach is applied, namely caring for people, transparency and fairness in relationships.

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Human resource management has the following characteristics: functions:

• selection and hiring of employees;
• adaptation;
• employee evaluation;
• employee training and growth;
• career planning;
• strategic planning;
• formation of a system of rewards and benefits;
• providing security;
• analysis and planning of various work processes of the enterprise;
• coordination of labor relations.

Expert opinion

Human resource management should be replaced by human capital management

Igor Khukhrev,

President of the personnel holding company "Ankor", Moscow

The outlook for business in Russia is the latest approach to management: human capital management needs to replace HRM. Let's understand the terminology to understand the difference. A resource is something that may not be enough, the resource needs to be found and attracted to the company, and capital is the accumulation of the enterprise, which increases and develops. Managing employees as capital involves a vision of a system that can be characterized the following properties:

• the management of companies is carried out by people who find solutions to this or that problem, unusual ways of development, encourage and value similar qualities in their employees;
• the performer is an important link; a lot in the company depends on the correctness of his decisions;
• the value of an enterprise increases due to the development of a creative approach to work, regardless of the scope of business activity, and not due to the unification of business processes;
• The management team, giving the greatest authority to its subordinates, provides them with the opportunity to bear responsibility for decision-making in a specific assigned area of ​​the company's activities.

There is no single standard for company management in Russia; you cannot find two organizations that are identical in management. Whatever the decision, it is made for each specific situation, in each specific company. Most of the structured action algorithms that are successful in Western countries do not work in Russia. For example, testing for employees, developed by Western specialists, is not adapted to Russian reality, and focusing on foreign materials during training is not designed for the norms of behavior of Russian citizens and, accordingly, does not bring the necessary result. Employee certification, as a rule, is used by the company not for the growth and development of employees, but is only a reason for their dismissal.

Goals and objectives of human resource management

Fundamental target human resource management is to ensure that the company employs such employees who would allow it to effectively achieve all its goals.

Nowadays, when an organization's employees are the most important resource, an important task of heads of human resource management departments is considered to be participation in the development of the organization's strategy, starting from the situation of human resources.

The content of HRM tasks directly depends on the company's goals. Also, the goals of human resource management are comparable to the stages of the organization's life cycle.

The development and formation of a company goes through several stages, at each of which it has to make decisions on certain tasks.

Human resource management can resolve the following tasks.

1. Formation of the company's needs for employees and their selection:

• development of requirements for employee workplaces;
• labor market analysis;
• development of staffing schedules;
• selection of applicants;
• formation of internal and external personnel sources;
• attracting applicants for vacant positions.

1. Development of company employees:

• employee adaptation measures;
• formation of the company's personnel reserve;
• definition of professional credentials;
• coordinating the professional career of staff;
• formation of corporate powers.

1. Employee rating:

• employee certification;
• formation of requirements for the powers of employees;
• establishing compliance of the actual level of authority of employees with the requirements of the employer.

1. Employee performance management:

• rationing and labor analysis;
• formation of a corporate culture that actively contributes to the achievement of the company’s goals;
• knowledge management;
• formation of a system of non-material and material motivation;
• development of fundamental performance indicators for enterprise employees.

1. Organizational growth and employee development:

• optimization of organizational structure;
• development of workplace projects;
• company assessment and analysis;
• conflict resolution in the organization.

How a human resource management strategy is formed

This strategy is represented by a system of organizational and management decisions that are aimed at achieving the mission, objectives and goals of the company.

Each strategy must be:

• compatible with the environment;
• whole and real;
• balanced in terms of resources;
• combine both short-term and long-term goals;
• moderately risky.

The strategy consists of the following elements:

1. resource allocation priorities. First of all, they need to be directed to solving the company’s most important problems; you can distribute them in proportion to emerging needs, and the ideal option would be to concentrate resources in full accordance with needs; it is possible to provide all departments of the organization with an equal amount of resources;
2. organization of goals(specific, organization-wide, mission);
3. procedure for execution of management actions, including conducting activities with personnel.

To formulate a strategy, the collective work of many people is needed, which is why large companies organize special groups for this purpose, which consist of 10–15 people. They include heads of key departments, highly qualified specialists, representatives from the team, and third-party consultants. They develop alternative models of strategy, its primary directions, and scenarios for the likely course of events. At any moment, it may happen that new circumstances will appear inside and outside the company that do not fit into the strategic concept.

In order not to change the order, the management sets and solves strategic tasks, which, if necessary, complement and improve it.

The human resource management strategy (personnel strategy, personnel strategy) is functional, i.e. subordinate to the general strategy, it follows from it, details and develops it.

Due to the personnel strategy, tasks such as:

• personnel optimization;
• development and improvement of human resource management mechanisms;
• timely supply of the company with employees of the necessary qualifications and in the required quantity;
• increasing human resources, its reasonable use for the implementation of business strategy;
• creating favorable working conditions;
• formation of standards for remuneration, moral and material incentives for employees;
• creating a corporate culture, forming a close connection between a person and the company;
• transformation of human resource management units (transforming them from a bureaucratic to a marketing structure);
• education, staff development, human resource development, instilling strategic thinking skills;
• creating conditions for the implementation of the rights and obligations of employees, which are provided for by labor legislation.

Taking into account the opinion of English professor S. Liz, Strategic areas of activity with employees include:

• maximum embodiment of the capabilities of employees as a resource;
• reducing the share of wages in production costs, for this it is necessary to divide the company’s personnel into 2 groups: unskilled with low wages and highly qualified with high wages;
• minimizing the number of control levels, introducing a flexible way of organizing work;
• correlation of employee management strategy with the type of company;
• growth, cultural development, etc.

Before formulating a strategy, it is necessary to analyze the personnel structure, labor and product markets, technology, labor relations, social values, efficiency of working time, demographic data, overall strategy, and projected information on the development of employment and production.

Human resource management methods

There are several ways to manage personnel in order to further perform production management tasks. We can distinguish administrative, socio-psychological and economic methods, distinguished by the principle of impact on people.

Administrative methods are based on maintaining discipline and penalties; this option is a way of forming managerial influence on employees.

Socio-psychological methods of implementing managerial influence on employees, based on the use of the laws of psychology and sociology. The objects of application of these methods are both individuals and groups of people.

Psychological management methods are very important for working with personnel, since they are focused on a specific person, they address the intellect, the inner world of the individual, his images, feelings, behavior in order to direct the internal potential of the individual to solve various problems of the company. The foundation for the use of these methods is the psychological planning of a new way of working with personnel to create a fruitful psychological state of the organization’s team. It is necessary to comprehensively develop employees and eliminate unfavorable attitudes towards degradation of the lagging part of the team. Psychological planning involves the development of development goals and conditions for effectiveness, the formation of norms, methods of planning the psychological microclimate and achieving final results.

Sociological methods are important in human resource management because they make it possible to control the importance and place of employees in the company’s team, identify leaders and guarantee their support, correlate employee motivation with their final work results, ensure effective communication and resolve conflicts.

Economic methods are considered ways of influencing employees through the use of categories and laws of economics.

Remuneration is an important motive for employee activity, as well as a monetary measure of the price of labor. It is remuneration that ensures a close connection between the results of labor and the work process, and correlates the difficulty of the work of employees of different qualifications. When developing tariff rates for blue-collar professions and official salaries for employees, managers determine the standard cost of labor, taking into account the average labor costs with a limit on its duration.

Based on the individual contribution of the employee and the final result of his work, his remuneration for a specific period of time is determined. Bonus payments correlate the work results of each department and employee with profit, which is an important economic indicator of the company.

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Basic models of human resource management

1. Compliance model

The first statement of the concept of human resource management was made in 1984 by the Michigan School, namely Charles Fombrun. He believed that a company's human resource system and structure should be regulated to align with organizational strategy (hence calling it the “fit model”). He then explained that there is a HR cycle, which consists of 4 important functions that occur in every company:

• selection– the ratio of existing human resources;
• certification- labor factor management;
• reward– to motivate performance, a reward system is used, which, despite being a management tool, is often applied incorrectly or insufficiently; it should stimulate not only short-term achievements, but also long-term ones, implying that the company must be active today in order to be successful tomorrow;
• development- willingness to have a highly qualified workforce on staff.

1. Model 4C

Harvard Business School specialists created the 4C model, which was the result of a study of HRM problems within broader business boundaries than the generally accepted tasks of attracting, recruiting, training, personnel certification, maintaining personnel records, etc. In accordance with this model, HRM policy should be formed based on the analysis of:

• various factors- depending on a particular situation;
• needs of diverse groups of people, one way or another interested and involved in the business.

This stakeholder theory implies that if a company is owned and managed by a diverse group of people, then the goal of management is to achieve a certain balance to satisfy the interests of all groups. Examples of stakeholders include shareholders, various categories of employees, consumers, clients, trade unions, banks, creditors, state and local authorities. Therefore, managers must have the qualities of diplomats and politicians, and also be able to establish favorable relationships with any of the stakeholder groups, develop the ability to persuade, form alliances, introduce groups to each other, etc.

Stakeholder theory implies that any of the groups may have their own interest. For example, if the management of a company needs to make a critical decision, then it must take into account the interests of both the company's owners and employees.

Stakeholders do not necessarily have to occupy high positions in the company, despite the fact that all of them have invested in the company: some financially, some through labor or other resources. That is why any of them wants to receive remuneration from the organization and influence the processes for determining it. Therefore, the management of the company is obliged to:

• identify stakeholders in the company;
• calculate the minimum that each interested party should receive;
• identify key people in each of the groups in order to establish good relationships with them;
• try to influence stakeholder perceptions of the company (for example, by convincing shareholders that excessively high dividends will not be in the interests of the company in the long term, or convincing employees that salary levels cannot be raised this year).

TO situational factors include: employee motivation; their moral qualities; labor market conditions; management style, partly dependent on the culture of the society; production technologies, characteristics of methods of activity. The most important factor is considered to be labor market conditions. It brings together those who are looking for work, as well as companies and institutions that are looking for employees. Labor markets operate at various levels: regional, sectoral, national, international.

Other situational factors that influence are:

• the organizational form of ownership of the company and who the management team reports to;
• the influence of trade union associations and employee unions;
• current labor laws and business practices in the community in which the company operates;
• competitive environment;
• the ability of the organization's leadership to coordinate actions and manage.

The hopes of stakeholders and situational factors must be taken into account when building a strategy in the field of human resources and influencing policy in the field of HRM, which is aimed at resolving the following problems: the level of control over employees, the reward system, the priority in choosing labor-intensive methods of activity compared to financially-intensive ones and so on. Increased competition in business activities may lead to the fact that the organization will be forced to increase labor productivity, fire some employees, restructure the administrative level, etc. Changes in the age strata of the population may lead to a company using predominantly female labor. Improvements in educational standards may entail changes in job responsibilities and provide the employee with maximum independence.

Harvard researchers believe that effectiveness of results human resource management must be analyzed in 4 areas: competence, corporate loyalty, team consistency, corporate cost-effectiveness (from English 4C - competence, congruency, commitment, cost-effectiveness).

1. Competence relates to the level of personnel qualifications, abilities, skills, training needs, retraining and potential to perform work at the highest level. It can be assessed through the preparation of an algorithm of professional skills and a system of employee certification. The HRM course should be designed to attract, retain and stimulate professional, competent employees.
2. Corporate loyalty implies employee loyalty to the company, passion for their work, and personal motivation. An employee’s dedication to his company can be assessed by first studying the opinion of the staff, the degree of staff turnover, absenteeism statistics, and also by talking with the employee on the last working day in case of voluntary dismissal.
3. Team Consistency leads to the fact that the management and personnel of the company look in the same direction towards the goals of the company and work together to obtain good results. If an organization is managed competently, then employees at any level share common views on the factors that determine the development of the enterprise and its future prospects. This unified position addresses important principles underlying the management of the company. A community of opinions can be created by the manager thanks to the system of internal communications, management style, methods of conducting activities, and the organizational system, but direct support and daily work can only be carried out by the organization’s employees. All company personnel must understand that there is a common goal. Each employee should feel involved in the activities, tasks and goals of the company, and realize that they are doing a common cause. The criteria that there is team consistency in an organization may be the absence of any conflicts, complaints, and the presence of harmony in relationships.
4. Corporate efficiency On the cost side, it determines the effectiveness of the company’s processes. Human resources must be used in such a way that their benefits can be reaped with maximum efficiency. The volume of products produced must be increased, but at the same time it is necessary to reduce the costs of materials and resources. The company must quickly respond to the opportunities offered by the market and to changes in the business area.

The Harvard School model implies that human resources courses should focus on improving the flow of communication between the hired workforce and management, and that competence should be enhanced through additional training and practice. Based on the above, the fundamental problems of this approach are the following:

• Correct assessment of all 4 directions.
• Potential for conflicts to arise between corporate cost efficiency and consistency. There are a variety of variables that potentially apply to almost every HR situation. It is often unrealistic to isolate the fundamental factors that would determine the true nature of certain human resource circumstances.
• Awareness of the fact that periodically working conditions or technology make it almost impossible to improve any of the levels of the 4 Cs. Certain types of activities, despite being considered boring, monotonous, dirty, still need to be done by someone.

1. Hard and soft HRM models

Hard approach to human resource management once again shows that people are the main resource, it is thanks to them that the company achieves an advantage among its competitors. Acquire, develop and use this resource so that the organization can profit and benefit from it. The emphasis on factors that can be calculated and linked to the business strategy for managing labor resources is as rational as the methods applied to other economic factors.

This theory applies to management seeking to improve competitive advantage and understanding that to achieve results they need to invest not only in technical resources, but also in human ones. Human resource management reflects the old capitalist trend of treating personnel as commodities. Emphasize management interests, alignment with business strategy, value added through HR development, quality management, the need for a strong corporate culture, which is expressed in a clear statement of mission, values, and is also supported by communication, quality management processes and training.

Soft model human resource management, the source of which is the school of human relations, focuses on motivation, communication, leadership. This model is based on the principle of gentle treatment of employees as valuable personnel, who are the company’s main asset and a source of competitive advantage when they are loyal to the company, adaptive, possess certain skills and have achieved specific successes. Accordingly, this model views personnel as a means, not as an end. She emphasizes the need to win the “hearts and minds” of employees by actively involving them in the work of the company, as well as improving commitment to the company in other ways. In addition, the main role remains with organizational culture.

Exercises that will help improve the relationship between a manager and a subordinate

Many managers strive to maximize the potential of employees, abandoning the directive management system in favor of an individual approach. Top managers are turning from “overseers” into mentors who take into account the character traits and emotional type of employees in their work. However, only an emotionally competent leader who knows how to manage not only other people’s emotions, but also his own can make this management style effective.

Special exercises will help increase your level of emotional intelligence, as well as the level of “healthy” relationships with subordinates. Find out about them from the article in the electronic magazine “Commercial Director”.

What are the stages of the human resource management process?

Stage 1.Analysis of the effects of external and internal environmental factors

At the stage of mission formulation, strategic human resource management, corporate strategy, it is imperative to analyze the external and internal environment in order to correctly set goals and objectives. It is not entirely correct to take them into account only at the initial stage. The environment in which the company operates is actively changing, which can lead to fundamental shifts in human resource management.

Stage 2.Formation of a human resource management strategy

The basis is the company's mission, which serves as the basis for the formation of a corporate strategy, thanks to which a strategy in the field of human resource management is developed.

There are different qualifications of strategies. If we rely on the choice of HRM strategy, then the greatest interest is divided into:

• innovation strategy;
• quality improvement strategy;
• cost reduction strategy.

To reduce company costs, you must first optimize personnel (usually reducing it). The negative aspect of this method is the fact that the established pace of work is disrupted, relationships in the team become tense, and the method of staff reduction requires additional costs.

Focusing on a quality improvement strategy allows us to build a motivation system in such a way as to guarantee employees maximum interest in increasing quality standards.

To use such a strategy, it is necessary to provide training in the implementation of the latest technologies and methods for processing raw materials.

Using the company's innovative development strategy, the human resource management system is created in such a way as to guarantee the most comfortable conditions for employees to carry out innovative work, as well as the constant development and updating of information knowledge.

At the stage of forming a human resource management strategy, the manager decides whether he is ready to invest in the company’s personnel, and if so, in what volumes and in what specifically? Consequently, the next stage in human resource management in an organization should be the formation of a cost budget and calculation of the effectiveness of investments in human capital.

Stage 3.Development of a long-term budget. Calculation of the effectiveness of an investment project

To evaluate investments in human capital, it is necessary to allocate human resource costs to a separate budget in the company’s expenses. Currently, in Russian companies, issues related to budgeting come first. Special departments, bosses, specialists who work in the field of human resource management are transformed into “material responsibility centers,” and human resource costs become a “cost center” - this is the direction of expenditure of the company’s financial and material resources.

Let us highlight a number of budget qualifications and budgeting methods. At the stage of forming a strategy in the field of human resources, it is preferable to form a budget in the long term, using methods of setting management by objectives, and in current work, to draw up budgets for a period of up to one year, using line-item budgeting methods.

In the future, the budget will serve as the basis for calculating standards for assessing investments in human capital.

Stage 4.Formation of personnel policy

A strategy can only give a generalized course of direction for a company's movement in the field of human resource management. Personnel policy is an intermediate link between personnel management and human resource management systems.

Often it is the collective agreement that becomes the document that reflects the personnel policy of the enterprise.

Stage 5.Formation of a human resource management system

This stage is considered the largest in volume, since it requires the preparation of many documents. It all depends on which of the three strategies the company chooses. Particular attention should be paid to the formation of the following subsystems: use, evaluation, reward. When applying a cost reduction strategy, the function of staffing (in these circumstances, dismissal) of employees using a quality improvement strategy is important - the function of development and training, and in the innovation strategy, changes will affect all subsystems in the HRM system.

Stage 6.Budgeting in the short term

The financial component of the human resource management system is reflected in budget planning in the short term for its implementation.

Stage 7.Implementation of the human resource management system. Implementation of the current budget

This stage is considered the longest. It is extremely important here that the staff is informed about all the changes that occur in the company. This fact helps to form the necessary organizational culture, extinguish labor conflicts, relieves unnecessary anxiety among staff, and also helps to overcome resistance to the changes that have come. An information vacuum can delay the system implementation procedure and lead to a negative reaction from employees, thereby aggravating the situation in the work team.

Stage 8.Assessing the implementation of human resource management strategy, system and policy. Budget Implementation Analysis

Any process must be evaluated. This stage cannot be ignored, since the result is the basis for making a decision. Having assessed, the company's management will know where to go next: use the same human resource management methods that were used in the organization previously, or they require major adjustments, or a complete change in the enterprise's personnel policy and human resource management strategy is necessary.

In this case, the next round of the human resource management model in the company arises.

How to evaluate the effectiveness of human resource management

HRM effectiveness- this is the result of achieving personal goals at a minimum of costs.

To characterize management goals, the terms “personal (i.e., social) efficiency,” “organizational efficiency,” and “economic efficiency” are often used.

The general efficiency model can be characterized by three parameters.

1. Social efficiency(contemplation of work), low staff turnover, job satisfaction, low loss of working time.
2. Organizational effectiveness(participation), i.e. the participation of staff in resolving common problems of the company, cooperation, a sense of commitment.
3. Economic efficiency(implementation of tasks), investments in the success of the enterprise, general production activities.

To determine the effectiveness of human resource management, it is necessary to correlate indicators with empirically verifiable data. Let's look at five categories indicators.

• Material efficiency in production, measurement indicators can include deviation from the assigned task, complaint, product quality, defects, compliance with delivery deadlines.
• Efficiency of labor results (overall financial efficiency), measurement indicators include income, productivity, quality of demand satisfaction, profitability, growth of capital turnover.
• Intangible efficiency in production, measurement indicators can include the time to resolve a particular problem, the accuracy of the solution, the desire for innovation, the specificity of the goal, the efficiency in accepting and transmitting information, the reduction of uncertainty, etc.
• Attitude towards people: friendship, respect, unity, harmony, trust, willingness to cooperate, perception of influence, etc.
• Attitude to work: initiative, job satisfaction, loss of working time, acceptance of responsibility, complaints, etc.

Therefore, the first two categories determine economic efficiency, and the 4th and 5th determine organizational efficiency.

Economic efficiency in the field of management is considered as achieving organizational goals with optimal or minimal costs for employees, i.e. stability, economic results, adaptability and flexibility to a constantly changing environment, and social efficiency is understood as meeting the needs and interests of employees (pay, communication with the manager and colleagues, satisfaction with being in a team, the opportunity for self-realization, etc.). The most important indicator of social efficiency is employee satisfaction with wages and the team.

Organizational efficiency reflects the ability of the human resource management system to implement the established socio-economic efficiency.

EFF = E.F./ R.C.,

where RC is the amount of resources or expenses, and EF is the amount of the economic result obtained.

EE is the annual economic effect, which is calculated by determining the measurement value of the cost of the product and its annual volume minus the costs of implementing various production activities. The economic effect can be expressed through labor productivity, i.e. its productivity, which is defined as the ratio of the volume of production to the costs of labor, energy, equipment, materials or to the total costs of resources. Labor productivity can be determined by the following formula:

Pt = O/ T,

where O is the volume of products or services produced over a specific period of time, in physical terms; T is labor costs, expressed in total working time costs for a specific period of time to be analyzed, in man-hours; P is productivity or labor productivity.

The essence of the concept " social efficiency human resource management" can be formulated as the growth of the potential of company employees, especially management personnel.

The social effect of human resource management must show the level of satisfaction of needs. All employee needs can be reduced to 3 types:

• life needs, including satisfaction in housing and in general existence;
• relationship needs, including satisfaction of the need for relationships with the internal and external environment (socio-psychological microclimate in the company team);
• needs of self-expression and growth (can be satisfied by providing assistance to the employee in both personal and professional growth and creative self-expression).

To determine the social effect, use the following indicators:

• salary, including various social benefits;
• level of employee satisfaction with housing conditions;
• intensity of training, retraining, education of workers;
• level of staff turnover in the company, social tension in the workforce;
• the number of reasonable suggestions that were made and implemented by employees of the organization.

Information about the experts

Igor Khukhrev is the president of the personnel holding company "Ankor", Moscow. Igor Khukhrev graduated from Moscow State University named after M.V. Lomonosov (Faculty of Psychology, Department of Social Psychology). At the State University - Higher School of Economics, he defended his Executive MBA diploma in 2004, and in May 1990, together with a group of like-minded people, he created the personnel firm "Anchor" (transcript: "Analysis. Consulting. Recruitment"). The transformation into the personnel holding company "Anchor" took place in 2004.

Basic concepts of HRM theory

Development of HRM theory

New paradigm of personnel management

People management

Personnel Management

Human Capital Management

Human Resource System

HRM models

Goals and objectives of HRM

Characteristics of HRM

HRM and personnel management

Principles of the HRM concept

Main activities and features of HRM

Main functions of the HR department

The place and role of HRM in the organization's management system

Concept of human resource management (HRM)

(HRM, or HRM - from English human resources management.) represents the human aspect of enterprise management and the relationships of workers with their companies.

Purpose of HRM- ensure the use of company employees, i.e. its human resources in such a way that the employer can receive the maximum possible benefit from their skills and abilities, and the employees can receive the maximum possible material and psychological satisfaction from their work.

Human resource management is based on the achievements of labor psychology and uses technologies and procedures collectively called " personnel Management", i.e. relating to the staffing of an enterprise, the identification and satisfaction of employee needs, and the practical rules and procedures that govern the relationship between the organization and its employees. Next, we will look at the differences between personnel management and human resource management.

Everyone who has subordinates is involved in human resource management; no manager can avoid performing this function and transfer it to the shoulders of specialists. Human resources are much more difficult to manage than material resources, partly because of the frequent potential for conflicts of interest between employee and employer, and partly because workers increasingly want to participate in decisions affecting their jobs (their work environment).

Human resource management has its origins in personnel management, which developed in Great Britain in the second half of the 19th century. contributed to the activities of the movement to improve working conditions for industrial workers. However, throughout the history of the development of HRM, a single factor has prevailed - the needs of people in the process of work.

On first stage A handful of entrepreneurs and philanthropists, driven by a desire to improve working conditions, created various programs to improve physical working conditions, the work environment and the quality of life of workers.

Second phase HRM falls during the First World War, when the warring countries of Europe and the United States were faced with an acute shortage of human resources and an equally urgent need to significantly increase labor productivity in a short time. During this time, the US and European governments actively encouraged systematic research in the field of labor relations employer - employee and human factors in industry. This has led to a new understanding of human resource management issues, and hence to a more intelligent and sophisticated approach to the role of the HR manager.

Third stage The development of HRM is characterized by the emergence in the 30s and 40s. XX century various academic theories of management and the integration of management into the general circle of the so-called social sciences.

By the beginning of the 1960s. within the general function of personnel management, separate branches of specialization began to be distinguished, which were formalized as separate sciences with their own subject and field of study, applicable to almost all forms and sizes of business and any situations involving human resources. Nowadays, personnel policies and corresponding generally accepted procedures are used in attracting, selecting and training personnel, in the process of labor relations, in labor planning, managing the wage system and assessing the performance of each employee,

Intense business competition in the 1980s and 1990s, the development and implementation of new industrial technologies, which largely depended on the availability of highly skilled workers, flexible working practices (often associated with teamwork) and the need for cultural change both at the national level, and at the level of an individual enterprise - all this has vigorously brought personnel management to the forefront in a business organization.

Work with personnel has gradually become associated with an increasingly wider range of functions of a business organization, as well as with business strategy. Thus, HR managers inevitably became more and more involved in the process of general business management and began to touch upon such profit-maximizing aspects of the company's activities as personnel motivation, personnel performance management, empowerment of workers, total quality management (TQM - total quality management) , organizational changes, etc. Decisions on human resources began to be made at the highest levels of company management.

Basic concepts of HRM theory

The idea that employees should be treated as assets of the company, and not as a source of costs, or, in other words, treated as human capital, was first formulated by M. Bier et al. (1984). The philosophy of HRM, as stated by K. Legge (1995), says that “human resources have value and represent a source of competitive advantage.” M. Armstrong and Baron (2002) state the following: “It is now believed that people and their collective skills, abilities and experience, combined with the ability to apply all of the above to the benefit of the employing organization, make a significant contribution to the success of the organization and constitute an important source of competitive advantage.” advantages".

So, a person with all his qualities is the most important element in the PM and HRM model. And here the following indicators stand out:

capabilities: It makes more sense to direct people with certain inclinations to jobs that require precisely these inclinations.

emotions: PM and HRM programs are aimed at ensuring a positive attitude of the employee in relation to the work assigned to him.

motives: The manager, using the situation, observing the behavior of employees, finds out the motives of each employee and tries to increase their interest so that there is an internal motivation to achieve certain goals. This part of the model is the most flexible. This block may include such characteristics as: mental abilities, interests, personal qualities: gender, age, marital status, character traits, etc.

Starting to consider the main topic, let us clarify the content of such concepts as we use in the future: "personnel" and “personnel management”, “personnel” and “personnel management”, “human resource” and “human resource management”.

In recent years, the field of personnel management in Russian organizations has changed significantly. Traditional HR departments have been replaced by HR services and HR departments. However, there are often cases when yesterday’s HR inspectors and HR managers suddenly ask to call them in a new way - “HR manager” (human resources manager), without knowing what is behind this abbreviation.

Indeed, in the 20th century. there was a change in three main HR management concepts, which was due to changes in the economic, social, and technical development of society (see table 2.1).

Table 2.1. The evolution of personnel management in the 20th century.

At the beginning of the last century, the concept of personnel management was developed, which, instead of a person as an individual, considered his labor function. In other words, the category " personnel“characterizes not only the ability to work of a single individual, but also a set of workers united to achieve set organizational goals. HR services performed mainly accounting and control and administrative and administrative functions.

After the Second World War, scientific and technological progress, which caused the complication of the production process, necessitated the introduction of new mechanisms for motivating workers, improving their skills, regulating labor relations on the basis of partnership and cooperation, actively involving personnel in management, and participating in profits. It was from the 50-60s, when the technocratic approach to management was losing ground, that the concept of personnel management was replaced by the concept of personnel management. Now the employee is no longer considered only as a subject of labor relations, but also as a person with all his abilities, characteristics, needs and interests. The role and place of personnel services in the organizational structure of enterprise management is changing.

The personnel management system covers a wide range of management problems: planning personnel needs, selection and professional adaptation of new employees, development of compensation programs, corporate training of employees, etc. However, personnel management services, as a rule, also performed a servicing role, being functional divisions, and personnel were considered as costs that needed to be optimized.

In the 70-80s. last century, when the economies of developed countries were affected by structural changes under the influence of scientific and technological progress, a new concept appeared - “human capital”.

The development of the theory of human capital is reflected in the works of Nobel Prize winners S. Kuznets, T. Schultz, G. Becker and many other economists. Harry Becker, in the classic work in this field, Human Capital: A Theoretical and Empirical Analysis, defines human capital as “a set of acquired and inherited qualities, such as education, knowledge acquired in the workplace, health and others, which can be used over a certain period of time to produce goods and services.”

In human capital theory, costs are a kind of capital investments, allowing an individual, a company, society as a whole to achieve certain economic results, produce goods and services in larger volumes and of better quality, receive higher monetary incomes, etc. These costs are called " investment in human capital».

In the most general form, human capital theories can be defined as follows: it examines the relationship between investments in human factors and the returns that are obtained from these investments.

To express a new view on the role of man in modern production since the mid-80s. the term " human resources».

Thus, in the most general form, the totality of all human resources that an organization possesses - its main resource - is called staff of the organization.

It should be noted here that usually the term “ human resources» used in relation to the potential composition of the organization’s employees, the terms "personnel", "personnel"" - in relation to its actual composition, while the term " staff" is preferred over the term " personnel“, since the latter mainly takes into account only a person’s ability to work and does not sufficiently take into account the personal qualities of the employee.

So, let’s formulate the basic concepts of PM and HRM.

Personnel- the actual composition of the organization’s employees, taking into account their ability to work and perform formal roles (positions) in accordance with their official status.

Staff- the actual composition of the organization’s employees, taking into account not only their ability to work, but also their personal qualities (needs, interests, motives, value orientations, character, abilities, feelings, moods, etc.).

Human resources- this is the potential composition of the organization’s employees, taking into account all the potential capabilities of the personnel, taking into account their further development and effective use.

Human Resource Development- this is an activity aimed at developing the potential abilities of employees with the aim of their continuous professional growth and development.

Development of HRM theory

Personnel management, or personnel management, is part of the management of the entire organization - management. According to Makarova I.K. It is advisable to consider the history of personnel management within a broader framework - within the framework of the history of labor organization.

And here we can highlight pre-industrial phase, which, in connection with the first scientific and technological revolution of the 19th century, turns into first industrial phase, which, in turn, in connection with the so-called second scientific and technological revolution, turns into second industrial phase. The pre-industrial phase is preceded by early phase(Table 1.1).

Tab. 1.1 Phases of development of work organization

Early phase. In the early phase of development, at the dawn of human history, everyone had to do everything themselves. There was no division of responsibilities, and professional boundaries were not defined. Therefore, this phase was called undifferentiated.

Pre-industrial phase. With the growing complexity of society, many activities began to develop, carried out by specialists: farmers, soldiers, fishermen, priests, etc. The phase primary differentiation. More and more professions appeared: millers, bakers, shoemakers, tailors, blacksmiths, hairdressers and hundreds of others. Some professions were very well protected, and they organized this protection in guilds.

An analysis of this phase of the development of work organization shows that, regardless of the type of activity, the profession, there are common aspects in the organization of work: be it a hairdresser, a baker or a blacksmith, each of them independently resolved all issues related to supply, production and sales. The quality of the product and, accordingly, the possibility of making a profit from its sale depended only on him.

Thus, the responsibility in this phase was also high. Accordingly, and motivation was also high. At this phase, the employee needed enough high qualification in order to produce products and sell them. Each worker performed a fairly wide, varied set of operations requiring different skills and abilities.

First industrial phase. The situation changed for many people with the beginning of the so-called first scientific and technological, or industrial, revolution of the 19th century (after the invention of the steam engine and machines). Guilds lost their power, and in large factories work began to be divided into small parts that were carried out by different people. Therefore, this phase can be called the phase of secondary differentiation of work.

This approach found its culmination in Henry Ford's assembly line: work was divided into its smallest elements. Workers only had to do these small pieces of work.

New professions have emerged: those responsible for purchasing raw materials and those responsible for selling final products. There were specialists who had to organize the production process, and specialists who coordinated different parts of the production process, as well as those who checked the quality.

Analysis of work organization first industrial phase reveals the following points.

1. There was no need for good education or highly qualified workers.

2.They were only trained for a small piece of the job. If they needed to move to work in another department of the factory, they received short-term training and after that they could perform another small part of the production process. Thus, on the one hand, the organization’s expenses for training and retraining of personnel were reduced, labor productivity increased by bringing work to the simplest operations; on the other hand, performing these smallest operations required low qualifications and a narrow set of required skills and abilities, used to complete tasks.

3. The individual worker had no responsibility either for the production process, or, especially, for the sale of the final product (unlike, for example, a baker or a tailor). He was responsible only for his small piece of work, for his operations.

Thus, we can talk about low level of responsibility among workers in this phase. A worker of that era might not know where products come from, where they are sent next, what the final product is and who its consumers are.

Work reduced to separate, frequently repeated operations during the working day, requiring only a few skills, i.e. monotonous in essence, could not but cause a state of monotony, psychological fatigue, and boredom. If we add to this the difficult conditions, low wages, and very difficult relationships with bosses, then we can say with confidence that job satisfaction and work motivation were low.

Thus, if in the pre-industrial phase people doing work had: high qualifications, high responsibility and, accordingly, high motivation, then the first scientific and technological revolution and a certain organization of work in organizations (which was based on the theory of “scientific management” by F. Taylor and A. Fayol) led to a low level of qualifications, responsibility and motivation to work among workers, i.e., what was valuable in the previous phase was lost.

Second industrial phase. The next phase is an attempt to regain what was lost, but at a new turn of the spiral, since the products being manufactured have become significantly more complex: one person cannot completely manufacture a computer, a car, etc. Therefore, we are talking about a working team, which is a small group in size. It is the team, as a self-governing working group, in accordance with the new form of work organization, that independently resolves issues related to supply, production and sales, performing a fairly large integral identifiable volume of work. This phase can be called secondary undifferentiated.

To achieve their goals, team members must have high diversified qualifications, diverse skills and abilities, which they use to do their job.

Responsibility team members high. They themselves are responsible for many issues: supply, production, sales, profit distribution, hiring, etc. Accordingly, motivation is very high(Table 1.2).

Table 1.2 . Features of personnel at different phases of organization development

As is known, high responsibility has a positive effect on the quality of performance: the higher the responsibility, the better the quality of the products.

The transition to this phase is due, on the one hand, to the theory of “human relations” by E. Mayo and his followers (D. McGregor and others). The ideas of this theory were not heard in the 1920-30s, since there was still a strong fascination with the ideas of F. Taylor, and they produced results.

It was only in the 1960s that a decline in labor productivity began to be observed as a result of the excessive and unnecessary introduction of ideas about the division of labor and increasing dissatisfaction with their work among workers. That's when the ideas of the theory of "human relations" began to spread among managers. Perhaps it was influenced by economic growth in all countries, the transition to the so-called information society, computerization, etc. In any case, it is believed that most countries are in the middle of this phase.

People management

According to M. Armstrong, the term “ people management» includes two interrelated concepts – human resource management(HRM) and human capital management(UCHK). These concepts have almost completely replaced the term “ personnel Management”, although the philosophy and practice of human resource management is still fundamental to the philosophy and practice of HRM and HCM. The relationship between these aspects is presented in Fig.

Rice. 1.1. Relationship between aspects of people management

When describing the processes involved in managing an organization's employees, the term “personnel management” is increasingly being replaced by the terms “human resource management” (HRM) and “human resources” (HR).

The concept of HRM includes all the activities described in this course of lectures.

Human Resource Management (HRM) can be defined as a strategic and coherent approach to managing an enterprise's most valuable asset: the people who work there, who collectively and individually contribute to solving the enterprise's problems.

M. Armstrong argues that HRM can be viewed as “a set of political strategies based on an ideological and philosophical foundation.” He offers four aspects characterizing a meaningful version of HRM:

1) a certain set of beliefs and assumptions;

2) decisions about personnel management are based on strategic needs;

3) the leading role of line managers;

4) emphasis on the system of “levers” when forming working relationships.

The systematic approach in foreign management practice in recent decades has led to the emergence of a fundamentally new technology of personnel management - human resource management. This technology has become part of strategic management, and the function of personnel management is a mandatory component of the competence of senior officials of the organization. The nature of personnel policy has also changed - it has become more active and targeted.

Under human resource management is understood strategic and operational management of activities aimed at increasing the efficiency of using the organization’s human resources.

Unlike personnel management, human resource management has been reoriented from the needs of personnel to the organization's own labor needs, and the priorities of personnel management are determined primarily not by the existing personnel potential of the organization, but by the results functional analysis of existing and designed workplaces.

Human resource management makes HR policies more proactive, as opposed to the passive and reactive policies found in traditional HR management systems. At the same time, the personnel work of managers at all levels of management is integrated into the personnel management system, which contributes to the effective implementation of this work.

In the human resource management system there is a reorientation of management towards individual work with staff, and, consequently, a reorientation from collectivist values ​​to individualistic ones.

The management personnel of personnel services in the human resource management system is aimed at increasing efficiency long-term investment in human capital, instead of striving to save on costs associated with the reproduction of labor. Human resource management technology provides for ensuring continuous professional growth workers and improvement of working conditions.

Unlike personnel management, where all the attention was focused on ordinary employees, in human resource management the emphasis shifts to the management staff, since managerial competence is called, ultimately, a key element of the human resources potential of a modern organization.

The human resource management system stimulates an atmosphere of mutual responsibility between the employee and the employer, the desire of all personnel of the organization to make it the best among competitors by supporting initiative at all levels of the organization, constant technical and organizational innovations, and open discussion of problems. Human resource management technology provides significant economic and social benefits.

Human Resource Management organization involves a whole complex of interrelated types of activities:

Determining personnel needs based on the organization’s strategy;

Personnel Marketing;

Selection, recruitment and adaptation of personnel;

Career planning for the organization's employees, their professional and job growth;

Ensuring optimal working conditions at each workplace;

Formation of a favorable socio-psychological climate in the team;

Labor efficiency management;

Development of a work motivation system;

Design of a remuneration system;

Participation in tariff negotiations between the employer and employees together with the elected trade union body;

Stimulation of rationalization and inventive activities;

Prevention and elimination of conflicts;

Development and implementation of the organization’s social policy;

Organizational, legal and regulatory support for labor protection as a system for ensuring the safety of life and health of workers in the process of work;

Socio-economic and psychological support for personnel.

“Human resources management is a part of management that concerns working employees and their relationships within the enterprise. Its purpose is to unite and develop the efforts of the men and women who make up the enterprise within the framework of an effective work organization and, taking into account the well-being of each employee and work groups, to ensure that they work most effectively for the benefit of the company.

Personnel management is associated with the organization and development of the following management functions.

Human resource planning, attraction, recruitment, staffing, dismissal.

Education and training, professional growth.

Terms of employment, methods and standards of incentives.

Working conditions and provision of services to employees.

Formal and informal communications within the organization and consultations between employer representatives and employees at all levels of the organization.

Negotiation and application of agreements on wages and working conditions, procedures for resolving or preventing disputes.

Personnel management is also concerned with the human and social aspects of changes in internal organization and working methods, as well as with economic and social changes in society.”

HR management functions also include:

Constant monitoring of wages established in other companies in the region in order to maintain the remuneration system adopted by the company at the same level;

Motivation to work, i.e. development of a reward system that encourages employees to work more efficiently;

Administering old age pension schemes (in conjunction with finance departments), providing advice to employees on the amount of pensions and other social benefits to which they may qualify;

Recording the professional achievements of employees and maintaining special databases;

Preparation of detailed job descriptions and other materials for working with personnel;

Application of health and safety regulations, prevention of accidents at work and provision of all necessary first aid;

Provide leadership training, development and consistent planning;

Maintaining communications with staff, establishing a system for disseminating information of interest to employees through news bulletins, bulletin boards, organizing briefings, etc.

Another definition personnel management- is to regard it as a set of policies, institutions and procedures that enable the practical application of the principles of occupational psychology.

Its goal is not only to use the employee’s labor with the greatest efficiency and to establish normal relationships between employees in the labor process, but also to motivate employees both by providing work that would bring them satisfaction (if possible), and by offering financial and other types of remuneration for work.

That's why personnel Management can be considered as the part of management that deals with employees in the workplace and is concerned with:

a) attraction, selection, transfer, promotion, division, assessment, training and development of personnel;

b) motivation - development of basic job responsibilities, remuneration system, construction of a system of additional benefits, consultations, participation of employees in management, negotiations with employees, compliance with fairness;

c) social protection - creating safe working conditions, ensuring compliance with legislation.

These three areas are not isolated and are not self-sufficient. For example, an employee who is carefully selected and well trained will be significantly more motivated than one who was chosen at random and poorly trained. The use of consultations and the involvement of employees in management often not only helps to increase their motivation, but can also suggest how to use the employee in the best way. Carefully designed and safe working conditions will always make the best use of workers' capabilities and, in many cases, will help better meet human needs.

HRM models

According to M. Armstrong, one of the first unequivocal statements about the concept of HRM was made Michigan school(Fombrun, 1984). They believed that HR systems and the organization's structure should be adjusted to be consistent with organizational strategy (hence the name "fit model"). They further explained that there is a human resource cycle (Figure 1.3) consisting of four main processes or functions performed in any organization. This:

selection - matching available human resources to jobs;

certification– performance indicator management;

reward– “the reward system is a management tool that is used to stimulate organizational performance, often insufficiently and incorrectly”; it must reward both short-term and long-term achievements, keeping in mind that “an enterprise must perform today to succeed in the future”;

development– the desire to have highly qualified workers.

Rice. 1.3. Human Resource Cycle

Other founding fathers of HRM were representatives of the Harvard school - M. Bier et al. (1984), who developed a scheme later called Harvard by P. Boxell (1992).

Harvard School believed that HRM has two characteristic features:

1) most of the responsibility for ensuring a competitive strategy and personnel policy lies with middle managers;

2) employees must develop rules that guide the development of personnel activities and are applied in such a way as to mutually strengthen both levels.

The Harvard circuit as modeled by Bier et al. is shown in Fig. 1.4. P. Boxell (1992) believed that the advantages of this model are that it:

Takes into account the interests of all pressure groups;

Recognizes the importance of compromise, expressed or implied, between the interests of owners and employees, as well as between different interest groups;

Expands the HRM context to include employee influence, work organization and the related issue of lower-level leadership style;

Recognizes the wide range of environmental influences on management's choice of strategy, integrating both market and product-related aspects and socio-cultural aspects;

Emphasizes strategic choice - this model is not guided by situational or environmental determinism.

The Harvard framework had a significant influence on the theory and practice of HRM, in particular on the concept that HRM is a matter for managers as a whole, and not a private function of the personnel department.

Rice. 1.4 Harvard Human Resource Management Framework

Goals and objectives of HRM

During the development of cybernetics and behaviorism in philosophy and psychology, the image of a black box was often used: there are incoming and outgoing data, but what happens in the “black box” is unknown, and they did without this knowledge. The well-known formula “stimulus-response” made it possible to get out of this difficult situation when influencing a person.

Recently, apparently due to the accumulation of some knowledge (the theoretical views of Z. Freud can also be included), the image of an iceberg has begun to be used. At least we know what's at the top, and that makes up 20% of all information. And you can guess what is hidden. If we recall the theoretical views of Z. Freud, we can define the upper part as conscious, and the lower part as unconscious. Now, if we apply the image of an iceberg to understand the processes occurring in an organization, we get the following (Fig. 1.

Human Resource Management, HRM ) - an area of ​​knowledge and practical activity aimed at providing the organization with “quality” personnel and their optimal use. The optimal use of personnel from the point of view of “personnel management” is achieved by identifying the positive and negative motives of individuals and groups in the organization and correspondingly stimulating positive motives and “extinguishing” negative motives, as well as analyzing such impacts. Personnel management is an integral part of quality management systems in the controlling concept. Other names may appear in various sources: labor management, human capital management, HR management, personnel management.

Contents of personnel management

Personnel management includes:

I. Preliminary work on personnel search:

• Personnel search

II. Operational work with personnel:

• Personnel training and development
• Business communications management.
• Labor organization

III. Strategic (only long-term) work with personnel:

• Corporate culture management

Personnel Management- one of the most important components of modern management.

Modern personnel management is a system of ideas and techniques for effectively building and managing organizations and projects, in the presence of appropriate controlling systems. For example, quality management systems, (multi-)project management systems, etc. and so on.

Personnel management activities are a purposeful impact on the human component of the organization, focused on aligning the capabilities of personnel with the goals, strategies, and conditions for the development of the organization.

The effectiveness of operational personnel management “systems”, if a “systems approach” is used, is determined through appropriate interaction with management responsible for the controlling function in the organization.

The main methods of personnel management include:

• Economic methods - techniques and methods of influencing performers using a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price).
• Organizational and administrative methods are methods of direct influence that are directive and mandatory in nature. They are based on discipline, responsibility, power, coercion.
• Social and psychological methods (motivation, moral encouragement, social planning, etc.).

Human Resources Specialist - HR Manager (HR Specialist). Enterprises sometimes solve HR problems with the help of more qualified recruitment agencies, if they have the appropriate qualifications (education, experience, results). In practice, work related to the hiring of employees is most often transferred to recruitment agencies. The activities of recruitment agencies for operational work in the organization are actively developing.

Criticism

In Russia, many organizations and enterprises have had experience of unsuccessful implementation of personnel management “systems”. This was often due to the lack of appropriate management systems (controlling) that would be able to evaluate qualitatively or (more preferably) quantitatively the productivity and quality of work of these HR managers and the effectiveness of their personnel management “systems” for the enterprise. This was largely due to the underdevelopment of these areas of knowledge and, accordingly, the “weak” training of specialists. The roots rest on the fact that in Soviet times, psychology and economics were “enemy” sciences.

see also

Literature

• Personnel management: Textbook / Ed. Bazarova T. Yu., Eremena B. L., 1999.
• Fundamentals of Management: Textbook, 2nd edition, expanded and revised./ Goldstein G. Ya. Taganrog: TRTU Publishing House, 2003. 250 p.
• Dave Ulrich 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.: “Williams”, 2006. - P. 304. - ISBN 0-87584-719-6
• Mark A. Hugheslid, Dave Ulrich, Brian E. Becker Measuring the performance of the HR department. People, Strategy, and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M.: "Williams", 2007. - P. 304. - ISBN 1-57851-136-4
• Magazine "Human Resources Management"

Links

• USIB Electronic Library (psychology, management, speech/negotiations, marketing, economics, pedagogy, articles)
• Articles on personnel management on the open portal LeanZone.ru

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See what “Human Resource Management” is in other dictionaries:

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Human Resource Management

Content and difference between the concepts of labor resources, human resources of the organization, human capital

Labor resources represent the working-age part of the country's population, which, due to psychophysiological and intellectual qualities, is capable of producing material goods or services. Labor resources include people both employed in the economy and those not employed but capable of working.

The concept of “labor resources” is used to characterize the working population throughout the country, region, sector of the economy, or within any professional group. Along with it, such concepts as human resources of an organization, human capital, which have different content and semantic load, are also used in economic science and practice. They complement each other, revealing one of the sides of the bearer of these concepts - man. The use of different terms is also important because there are established international standards against which comparisons between countries can be made.

Human resources are a concept that reflects the main wealth of any organization, the prosperity of which is possible by creating conditions for the reproduction, development, and use of this resource With taking into account the interests of each person. The concept of “human resources” is more capacious than “labor resources” and “personnel”, since it contains a set of sociocultural characteristics and personal and psychological properties of people. The specificity of human resources, in contrast to all other types of resources (material, financial, information, etc.), is as follows:

people are endowed with intelligence, therefore, their reaction to external influence (control) is emotionally meaningful, and not mechanical; the processes of interaction between the subject of management and people are two-way;

due to the possession of intelligence, people are capable of constant improvement and development, which is the most important and long-term source of increasing the efficiency of any society or individual organization;

people choose a certain type of activity (industrial or non-industrial, mental or physical) consciously, setting themselves certain goals.

There are many definitions of human capital (HC), including those by the founders of human capital theory, Gary Becker and Theodore Schultz. They directly connected the concept of Cheka only with a person as a bearer of knowledge. And they attached special importance to education as the main factor in the development of society and the economy. At present, this definition of Cheka already seems narrowed. Human capital includes not only educated specialists, knowledge, upbringing, science, but also the tools of intellectual labor and the operating environment of the human capital in terms of performing its productive functions. Indeed, a specialist without the software of his work, without the necessary sources of information, databases, methods and technologies cannot perform his work, his functions in modern conditions. just as without a high quality of life, a specialist will not work in this country, but will go to a country where he will be provided with comfortable conditions for intellectual work.

Human resource management. Indicators of the use, movement and development of the organization’s human resources, human capital

The main indicators of the efficiency of using human resources are: labor productivity, the number of operational workers per one management employee, the share of labor costs in the total costs, the rate of change in labor productivity and average wages, losses due to unforced downtime, etc.

The main indicator of the efficiency of using human resources is labor productivity - the volume of production per employee, measured in value terms. Labor productivity is calculated as the ratio of revenue to the number of employees. Productivity can be hourly, shift, monthly, quarterly, annual.

Indicators of the movement of human resources of the organization:

Attrition rate - the ratio of the number of employees dismissed for all reasons for a given period of time to the average number of employees for the same period *100

Personnel retention ratio is the ratio of the number of employees on the payroll for the entire reporting year to the average number of employees for the year. At the same time, those who left during the year for all reasons (except for transfer to other organizations) are excluded from the payroll as of January 1, but those who left from those hired in the reporting year are not excluded

The staff turnover rate is determined by dividing the number of employees of the enterprise who left or were dismissed during a given period of time at their own request or on the initiative of the organization by the average number for the same period.

Personnel turnover is the totality of hired and retired employees in accordance with the average number of employees for a certain period.

The intensity of personnel turnover is determined by the following coefficients:

Total turnover - the ratio of the total number of hired and retired employees during the reporting period to the average number of employees on the payroll

Hiring turnover is the ratio of the number of employees hired by an enterprise for a certain period of time to the average number of personnel for the same period.

An indicator of the development of human resources and the potential of an organization is considered to be morality and spiritual health, versatility of professional training, the desire for innovation, the ability to make extraordinary decisions - all this is an important factor of progress.

Human resource management. Analysis of indicators for assessing the quality of human capital and human resources

Modern production places increasing demands on the level of training of workers. The main qualitative indicators of human capital that characterize a skilled worker today are as follows.

Basic skills: technical literacy - the ability to understand and present (on paper and orally) texts in one’s specialty; computer literacy - the ability to collect and analyze information in order to solve production problems.

technical skills- ability to retrain in a short time: master new equipment, computer programs, telecommunication networks, systems for receiving, processing and transmitting data. Currently, the share of information technology in production has increased to 50-60%. For some industries (communications, insurance, stock exchanges), the share of information technology (and related equipment in fixed assets) exceeds 75%.

Organizational abilities- ability to work in a team to solve non-standard problems, analytical and creative abilities, communication skills, self-organization, leadership qualities.

Specific skills and abilities- readiness for innovation, due to constant changes in the external environment, requiring innovative solutions in almost every company. Competition in a market economy entails changes in technologies, conditions for organizing the production process, methods of serving consumers and, accordingly, requires constant updating of specific knowledge and skills.

Human resource management. Modern human resource management strategies

Let's look at the main types of human resource management:

1) Management by results

This is a management system with the task of results in a decentralized management organization (corporate profit centers). Tasks are delegated to working groups and the achievement of specific results is determined. Such a system has various stages of setting results, stages of measuring results and stages of monitoring results. Tasks delegated from the center are controlled based on their comparison with the results obtained.

2) Management through motivation

This model is based on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with production requirements and goals of the enterprise. Personnel policy under this model is focused on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

As is known, various motivational models have been developed in management science, which have found wide practical application in successful companies in developed countries. Among them, the most traditional are: rational motivational model (use of material incentives), self-realization model (activation of a person’s internal motives and opportunities for self-expression),

model of ownership (development of cooperation, partnership, participation in management).

3) Framework management

This model assumes that employees can make their own decisions within predetermined boundaries (framework). The framework can be set by the importance of the process, its unpredictability, and norms that cannot be violated. Framework management technology involves the following sequence of actions: defining a task, receiving it by an employee, creating an appropriate information system, determining the boundaries of independence and methods of intervention by a manager.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

4) Management based on delegation

Delegation of authority has long been used in management, implying the transfer to a subordinate of functions assigned directly to his manager, that is, it is the transfer of tasks to a lower level. Management based on delegation of authority and responsibility is fundamentally different from the above. The essence of this management model is to combine three actions:

clear statement of the problem

clear definition of the decision-making framework

clear delineation of responsibility for actions and results.

The model was designed to activate the untapped potential of employees and to transform ordinary performers into thinking and acting as entrepreneurs.

5) Participatory management

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

From the point of view of the methodology of human resource management, employees are transformed from an object of management into a subject of management, which independently solves the problems of the organization's development. On the basis of self-management, an employee can realize his needs for self-expression, recognition and participation, and the enterprise achieves high productivity and product quality.

6) Entrepreneurial management

The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

The main thing that distinguishes an entrepreneurial organization is the formation of an entrepreneurial philosophy that permeates the entire management system, including the human resource management system. The spirit of creativity, constant search for new opportunities, collective self-learning, partnership and trust encourages employees to self-realization, innovation and cooperation within their own organization. A feature of intrapreneurship is its focus on a democratic, rather than a coercive, management mechanism, and on the integration of entrepreneurial initiatives with corporate strategy plans.

In modern management science and practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations

Human resource management. Legislative standards for human resource management

Legislative and legal support for the personnel management system consists of the use of means and forms of legal influence on the bodies and objects of personnel management in order to achieve effective operation of the organization.

The main tasks of legal support for the personnel management system are the legal regulation of labor relations between employers and employees; protection of the rights and legitimate interests of employees arising from labor relations.

Legal support for the personnel management system includes: compliance, execution and application of the norms of current legislation in the field of labor and labor relations; development and approval of local normative and non-normative acts of an organizational, administrative, economic nature; preparation of proposals to change existing or cancel outdated and actually no longer valid regulations issued by the organization on labor and personnel issues.

The implementation of legal support in the organization is entrusted to its head and other officials (within the limits of the rights and powers granted to them when they exercise organizational, administrative, administrative, economic, labor and other functions), as well as to the head of the personnel management system and its employees on issues within their competence. The main department for conducting legal work in the field of labor legislation is the legal department.

One of the specific conditions of the work of personnel services is that their daily activities are directly related to people. Organize work on hiring employees, ensure timely transfers to another job, make dismissals, prevent the emergence of conflict situations related to violations of hiring, dismissal, etc. - all such measures are possible only on the basis of a clear regulation of the rights and obligations of all participants labor relations. This is achieved by establishing legal norms of a centralized or local nature.

In labor legislation, the predominant place is occupied by acts of centralized regulation - the Labor Code of the Russian Federation, decrees of the Government of the Russian Federation, acts of the Ministry of Health and Social Development of the Russian Federation. At the same time, there are labor issues that can be resolved with the help of local legal norms adopted in each organization. In conditions of market relations, the scope of local regulation is steadily expanding. Such acts include: orders of the head of the organization on personnel issues (on hiring, dismissal, transfers), regulations on departments, job descriptions, organizational standards, etc.

The main tasks of the legal department in this area are: (a) development of draft regulations of the organization; (b) legal examination of regulations developed in the personnel management system for compliance with legal requirements and their approval; (c) organization of systematic recording and storage of legislative and regulatory acts received by the organization and published by it; (d) informing departments and services about current labor legislation; (e) explanation of current labor legislation and the procedure for its application.

The system of labor regulations includes general, sectoral (tariff), special (regional) agreements, collective agreements and other legal acts applied directly in organizations.

Legal acts of a non-normative nature are orders and instructions that can be issued by the heads of the personnel management service and all its divisions on the issues of announcing disciplinary action, encouraging employees, safety precautions, vacations, termination of employment contracts, etc. The main legislative acts regulating labor relations are: Civil Code of the Russian Federation, Labor Code of the Russian Federation, Law of the Russian Federation “On Collective Bargains and Agreements”, Law of the Russian Federation “On Employment of the Population in the Russian Federation”, Law of the Russian Federation “On the Procedure for Resolving Collective Labor Disputes” (conflicts)”, Decree of the President of the Russian Federation “On social partnership and resolution of labor disputes (conflicts)”, etc.

Human resource management. Processes of coordination of group and personal relationships in organizations

Every organization is a group of people. The organization, first of all, expects the person to perform in a certain way the role for which it hired him. A person also looks at an organization as a place where he gets a certain job, does it and gets rewarded accordingly from the organization. However, the interaction between a person and an organization is not limited to role interaction. It's much broader. A person performs work surrounded by people, in interaction with them.

The survival and success of any organization depends on its ability to obtain from employees and other members behavior that is sufficiently consistent with its values. This is precisely why coordination of group and personal relationships is necessary.

Coordination is the bringing together of individuals and work units into one coordinated effort that promotes a common goal.

Coordination is based on three principles: 1) “group effort”, 2) “unity of action” and 3) “common goal”. Coordination helps ensure that the aspirations of individual workers are united into one group effort. Managerial coordination seeks to ensure the effectiveness of this group effort by integrating the efforts of different groups or departments within the organization. And the effectiveness of these collective efforts is “coordinated” by maintaining a connection between the common goal and all individual or group activities.

The three fundamental principles of coordination are: unity of command, chain of command (or scalar chain), and control interval. Managers who understand and use these concepts when making organizational decisions incorporate an element of coordination into the activities of the structures they model.

According to the principle of unity of command, each subordinate should be responsible to only one superior.

The idea of ​​a scalar chain is that the line of authority in an organization starts at the top and flows down through the organization, forming a complete chain.

The scalar chain serves to define the formal lines of communication between subordinates and immediate superiors throughout the organization. It also serves to strengthen team unity. However, following the chain does not mean that managers must move up and down the chain to connect with each other at the same management level. To facilitate and speed up communications, there are so-called “bridges” that connect managers at the same level.

The management span (or control span as it is often called) is the number of people or production units over which a manager supervises. Choosing the correct control interval is a very important point. Sometimes the control interval is referred to as the control interval. This is because there is one thing that helps determine the appropriate span of control, and that is how many subordinates a manager can effectively “supervise.” But the term "control span" seems to be more preferable, since control is only one management function, and the implication is that the concept should be consistent with all aspects of management activity.

The management span is often characterized as “narrow” or “wide,” depending on the number of subordinates the manager has.

Coordination activity is carried out using certain mechanisms, among which there are such as: informal non-programmable, programmable impersonal, programmable individual and programmable group coordination. To carry out coordination, enterprises can use one or more of these approaches (mechanisms).

Informal coordination is built on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction.

Programmable impersonal coordination. If the appropriate conditions for informal coordination have not been created, or if the organization is too complex for informal communication to be effective, then the manager can use standard operating methods and rules.

Individual coordination. Employees do not always understand the tasks and directions of work in the same way.

Group coordination. Coordination issues can also be resolved at group meetings, whether regularly meeting committees or specially created commissions.

Human resource management. Types of organizational cultures, their impact on the motivation system and human resource management

Organizational culture can be expressed through the composition of values, points of view, expectations, beliefs, traditions and norms of behavior accepted by the majority of the organization's members.

Organizational cultures are distinguished according to several parameters. The shortest and most accurate version of their classification was given by an American researcher William Ouchi. He identified three main types:

1. market culture, which is characterized by the dominance of value relations and profit orientation. The source of power within such a culture is ownership of resources;

2. bureaucratic culture based on the dominance of regulations, rules and procedures. The source of power here is the position of the organization's members;

3. clan culture, complementing the previous ones. It is based on the internal values ​​of the organization that guide its activities. The source of power here is tradition.

Based on circumstances such as - the orientation of a culture toward people or material conditions, on the one hand, openness and closedness, on the other, the following are distinguished: types .

Bureaucratic culture characterized by regulation of the organization’s activities on the basis of documents, clear rules, and procedures; personnel assessment according to formal principles and criteria. The source of power is position. Such a culture guarantees people stability, security, and eliminates conflicts.

Guardian culture manifests itself in a favorable moral and psychological climate, cohesion of people, group norms and values, informal status of employees, their personal activity, mutual understanding, harmony of relationships. Culture guarantees staff stability, development, and participation in the affairs of the organization.

Praxeological (gr. rgaktikos - active) culture based on order, rationality, plans, careful control, and evaluation of activities based on results. The power of a leader is based on official authority and deep knowledge. Minor involvement of workers in management is allowed.

Entrepreneurial culture supports actions directed outside the organization and towards the future, innovation and creative activity of personnel, guarantees satisfaction of the needs of employees for development and improvement. Management is based on faith in the leader, his knowledge and experience.

By location of the organization and degree of influence on it The following types of crops are distinguished:

Undeniable culture characterized by a small number of core values ​​and norms, but the requirements for orientation towards them are strict, it is closed (the closedness of the culture is the reluctance to see shortcomings, wash dirty linen in public, the desire to maintain ostentatious unity), suppresses staff and becomes a decisive moment of motivation.

Weak culture practically does not contain organization-wide values ​​and norms, is easily amenable to internal and external influence and changes under its influence. Such a culture separates members of the organization, pits them against each other, and complicates the management process.

Strong culture open to internal and external influence: implies openness and dialogue between all participating organizations and outsiders. She actively absorbs all the best and as a result only becomes stronger.

Human resource management of a modern organization is influenced by such components of organizational culture as the basic requirements for the activities of personnel, the main characteristics of the activities of personnel, the main characteristics of the conditions in which the activities of personnel take place, including the perception by personnel of the goals of the organization, their involvement in decisions made, opportunities and methods obtaining the information necessary for work.

Organizational culture often has a significant impact on individual motivation. What are the main motivating factors of organizational culture? They are observed in an organization in which:

Belonging to a strong culture creates pride in your organization;

Team unity helps to work successfully;

The company's mission helps to understand the personal goals of work;

In comparison with corporate values, the personal values ​​of the employee are recognized and analyzed;