Основы управления персоналом (на английском языке). Учебное пособие

INTRODUCTION

Modern conditions impose requirements on the activity of organizations on the creation of a special personnel policy that ensures the effectiveness of the personnel management system, since personnel management is recognized today as one of the most important and complex spheres of the organization's life, capable of increasing its efficiency manyfold. In the management of personnel, an important place is occupied by technologies, the use of which allows solving the tasks of staffing the organization's strategy.

For any organization, the selection and training of workers who are not suitable for carrying out the work entrusted to them will be a luxury. For small and medium-sized organizations, especially in a rapidly changing and unstable environment, this luxury is simply not permissible. Thus, the improvement of personnel technology in personnel management, which ensure continuous improvement of working methods with personnel using the achievements of domestic and foreign science and the best production experience, is a very urgent task.

Personnel technologies are interrelated and mutually complementary, and in real administrative practice, for the most part, one does not realize one without the other. It is necessary to enrich your management style, focusing first of all on the formation of a cohesive team of employees, by selecting and hiring "the best of the best" instead of spending time, effort and resources on hard management of unsuccessfully selected personnel and on his training.

Now almost no one needs to be convinced that the "right" people, motivated, trained, possessing the necessary competences for this work and the given organization, determine the success of business to a greater extent. Almost no monopoly markets remain, any "know-how" is quickly picked up by competitors, so most often now the winner is the one who has the best team.

Personnel technologies are interrelated and mutually complementary, and in real administrative practice, for the most part, one does not realize one without the other. It is necessary to enrich your management style, focusing first of all on the formation of a cohesive team of employees, by selecting and hiring "the best of the best" instead of spending time, effort and resources

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on hard management of unsuccessfully selected personnel and on his training.

Now almost no one needs to be convinced that the "right" people, motivated, trained, possessing the necessary competences for this work and the given organization, determine the success of business to a greater extent. Almost no monopoly markets remain, any "know-how" is quickly picked up by competitors, so most often now the winner is the one who has the best team.

The training manual examines the following issues:

•methods for assessing the business and personal qualities of potential employees and partners;

•methods for predicting behavior;

•technologies for selecting candidates for positions;

•interview technology;

•technologies for managing personnel adaptation;

•Technology of staff placement techniques;

•Personnel management technology

•technology for performance appraisal

•technology of the system of assessment and selection of personnel. The manual describes the methodology of personnel technology, pol-

ished for decades of its application in personnel management. Without the right selection and placement of personnel, it is impossible to successfully complete any social or economic undertaking.

This methodology includes a certain sequence of steps: an analysis of the work to be done by the organization, the development of personnel requirements that these jobs can carry out, the recruitment of employees from outside and from within the organization, methods of testing and interviewing employees used in the selection and hiring and placement of personnel.

In the training manual, all these stages and procedures of personnel work are described in detail clearly and clearly, their scientific justification is given, the merits and demerits of different methods and procedures are compared, and the statistical assumptions underlying their use are analyzed.

The manual is aimed at students and teachers of economic and management faculties of universities, heads of personnel services of companies, recruiters, managers and entrepreneurs.

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Chapter 1. BASIC HUMAN RESOURCES TECHNOLOGIES

1.1. Personnel of the organization as an object of management

Management of personnel is a universal task and the main function of the driver. He manages those employees to whom he himself delegated powers, tasks, competence. At the same time, the managerial responsibility remains with the manager, who is responsible for the work of the employees.

However, quite often the leader acts by intuition, on the basis of his experience or personal beliefs, which he considers to be correct. The fact is that the head, in the recent past, his career is an engineer or economist, concentrates his attention on the construction, the technology of manufactured products, their prime cost, equipment, components, control operations. While employees often remain outside his field of vision, his relationships and feelings are alien to him, they are only subordinates for him. However, when a specialist becomes a manager, he comes to manage not the technological process, supply or sale, but people, not people as elements of the management system, but every person as a person, persona.

The essence of personnel management lies in the solution of such problems. Personnel management is not limited to rigid frameworks. By the beginning of the XXI century. theory and practice have already developed a number of fairly stable proven criteria, one of which is the operational management of personnel.

The essence of operational management of personnel often depends on the nature of business and human relations that have developed in the enterprise. They differ depending on the particularities of production, working conditions and the type of products or services produced. Personnel management is carried out in unity with technological management, production and labor processes. It allows you to identify the production with the enterprise, and the enterprise with management. However, it is necessary to take into account that personnel management is only part of management, its permanent component regardless of the type of management itself - proproduction, financial, environmental or banking.

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Personnel management is a kind of activity aimed at the management of people, aimed at achieving the goals of a firm, an enterprise by using the labor, experience, talent of these people, taking into account their satisfaction with work.

This activity consists in the formation of a personnel management system, planning of personnel work, marketing of personnel, identification of human resources and staffing needs of the organization. The technology of personnel management of the organization covers a wide range of functions from admission to dismissal of personnel.

It provides for informational, technical, regulatory, methodological, legal and clerical support of the personnel management system. Heads and employees of the HR department of the organization also decide on the evaluation of the activities of the organizational management units, assessing the economic and social effectiveness of improving staff management

The role of personnel management in the organizational structure depends on the changing social and economic situation, the strategy adopted, staff qualifications, as well as an important role in the management of the organization, the HR department, its personnel, information and legal support.

The main goal of personnel management is to effectively use the skills and abilities of employees in accordance with the organization's goals, taking into account their satisfaction with their work and health.

The subject of management is the totality of the elements of the system, the targeted impact (the management apparatus)

The object of personnel management is the executors who ensure achievement of the goal in accordance with the norms and rules established by the subject of management and legislation.

There are two areas of personnel management functions:

1.management of people (personnel);

2.Computational and analytical work with digital material (calculation of personnel needs, determination of its cost, analysis of personnel status, staffing), development of staff requirements, record keeping.

The notion of personnel management is used in various variants, aspects and at several levels. At the enterprise level as a system, it includes the development of a subsystem of regulatory relations. At the level of production processes it is a matter of direct management of employees at the level of

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products as a materialized workforce that was involved in a certain arrangement of employees, the management of personnel is reduced to an assessment of its effectiveness.

Personnel management has three levels, which are due to different scales of tasks and time of their implementation: operational, tactical and strategic management of personnel.

The operational level covers the immediate area of personnel activity and the corresponding sphere of influence of personnel management. Here you can find all the functions of personnel management, from the analysis of data on employees to the calculation of their costs, as well as the management of personnel.

Tactical level emphasizes the ownership of the work with the personnel to the overall processes of personnel management.

The strategic level includes the two most important orientations of the personnel's production management: relations and information. It is called upon to increase readiness for competition, to support business strategy, to ensure the forecasting of segments of the external labor market.

The second area of the functions of personnel management is the content of the work of the department for work with personnel (department of cadres), which performs the service functions to ensure the management of human beings.

Personnel management (personnel management) offers coordinated actions of all employees and performs the functions inherent in the personnel potential of the whole organization. The subject of scientific research are labor relations and the behavior of a person in an organization. Such studies are conducted at the level of:

managerial processes in which a person is directly involved;

organizations (enterprises) as systems on the achievement of certain goals with the help of people and their actions;

the person himself as a person and an obligatory participant in the production relationship.

In accordance with these levels, the science of managing a person includes three groups of areas of knowledge:

1. Level of processes - communication processes, business processes, social conflicts, motivation and control;

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2.The level of organization - an enterprise as a complex open technical, technological, ecological, information and financial system; enterprise as a social system; legal working conditions;

3.The level of a person - the structure of the qualities and abilities of the individual; human resources; value for a person of the results of his work, especially in comparison with others;

The main goal of personnel management is to form, develop and implement with the greatest efficiency the intellectual resources of the organization, its human capital. This means improving the work of each employee so that he optimally builds up and uses his labor and creative potential and, through this, contributes to the achievement of the goals of the enterprise, and also supports the activities of other employees in this direction. To achieve this goal, a number of local goals are implemented. The tree of the goals of the personnel management includes a number of levels (Table 1).

Table 1 - Improvement of the personnel management system

The enterprise has a very branched goal tree, one of the branches of which are the goals of personnel management.

Targeted enterprise concepts include:

1)material purposes (production of products, goods, products, services);

2)the purpose of ensuring success (the technology of selling goods or providing services, creating a corporate style of management);

3)the objectives of ensuring the liquidity of the enterprise.

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