Основы управления персоналом (на английском языке). Учебное пособие
.pdfTeam trainings contribute to the elimination of this tension and enable the new leader to understand the existing system of relations in the work collective.
As part of the team training, each employee can show discontent with the newcomer. Before such an event, it is extremely important to hold a briefing for all participants, where you need to tell them about the rules and regulations. Ideally, the result of such training is the improvement of interpersonal relations among workers.
A kind of event of this kind can be a business game or method of case studies. As a rule, it is customary to invite experienced trainers to conduct such classes.
5. Methods of organizational adaptation
An employee who came to work should understand what will be required of his specialty. If he can master the basic rules and competently build communication with the rest of the staff, then the adaptation will be fast enough and problem-free.
For example, if an employee goes on a business trip, he must collect information about how to buy a ticket, where to take money and what documentation you need to take with you. After the employee has already got acquainted with the rest of the staff, such questions will not cause any difficulties at all.
6. Briefing in the units
This method of staff adaptation involves providing the newcomer with all the necessary information about the basic requirements of each department. In any division there are certain rules that all personnel must observe. All this needs to be written down and structured so that any employee can assimilate this information.
If the staff does not perceive the requirements, then this is fraught with certain consequences - the employee will spend too much time on finding out the nuances of the work process. That is why it is very important to compile a rulebook so that it is simple and understandable for all staff.
The help of the staff is needed. The most fundamental requirements of the organization need to be brought to the beginner during the first briefing, and only then the new employee can independently try to get acquainted with other attitudes to the work, formed in this or that department of the company
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Abroad, the methods of staff adaptation are much more diverse. For example, it is possible to note such effective methods of personnel adaptation as:
-Budding (buddyng), the method in which adaptation occurs through equal friendships with a colleague at work. Unlike mentoring there is no hierarchy, relations are built on equal, there is a constant two-way feedback.
-"job shadowing", the method in which a new employee becomes a shadow of a more experienced employee, accompanies him during the working day, discusses with him production situations and receives real experience and quality feedback. This is a method of teaching that allows students to get a practical idea of the chosen profession. As part of the job shadowing, the student observes the work and interacts with an experienced specialist, and it happens right on the job. The student gets an opportunity to learn what knowledge, skills and characteristics are needed for this position.
-The immersion method, which is used in the adaptation of employees in management positions and assumes a complete immersion in practical activities from the first day of work. This method is effective if the employee is really an experienced, competent and qualified specialist, otherwise the adaptation process will be unsuccessful.
The Human Resources Manager should take the following actions when a new employee leaves for work.
The activities that make up the technology for organizing the adaptation process can be conditionally divided into three groups:
1) preliminary (presentation and preparatory);
2) introductory;
3) through.
1. Preliminary activities, i.e., activities that take place before the employee has started to perform job duties, can be divided into presentation and preparatory ones.
Presentations include events on supplying candidates with information about the organization itself, its mission, purpose, the product or services provided, as well as corporate policies and attitudes towards staff.
Some companies practice working with students, who are attracted to internships or to practice; they also receive the necessary general information
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about the company, working conditions, as well as the norms and values of the organization.
The preparatory activities carried out by those responsible for management of workers' adaptation are:
-preparation of the workplace;
-notification and preparation of the leader, colleagues about the arrival of a new employee;
-appointment of a mentor;
-entering the personal data of the new employee in the usual lists for the company (telephone directory, website);
-Preparation of a set of business cards for a new employee;
-Forming a package of documents related to the design of the employee;
-registration of access documents;
-informing the employee on the eve of his official work placement by phone, whether there were any new questions or problems.
2. Opening activities are carried out on the first day of the employee's work. Their goal is to create a positive attitude for the beginner, a positive attitude to the company and a new workplace. The most important activities are:
-a meeting of a new employee with a member of the HR department or mentor;
-preparation of the employee's handbook;
-registration of documents related to the reception of a beginner;
-Organization of the employee's meeting with the direct supervisor;
-drawing up a work plan for the probation period;
-realization of general acquaintance of the employee with the enterprise, its features, collective agreement;
-conducting a briefing on safety precautions, fire safety, labor protec-
tion;
-presentation of the employee to the staff of the organization. Often the newcomer represents a leader, which gives his appearance greater importance;
-clarification of household issues of the unit;
-posting a welcome message on the pages of a corporate newspaper, a wall newspaper, a website or sending it by e-mail;
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-enlightenment of a new employee regarding the location of the main units, services (including canteen, medical center, etc.);
-delivery of business cards, access documents.
In addition, the new employee will be pleased to receive a souvenir with the company's logo as well as a congratulation from the representative of the higher management. On the first day, it is advisable to assign a newcomer to work one or two hours later, generally accepted in the organization, when all employees are already in the workplace.
3. End-to-end activities are carried out throughout the period of adaptation. The following may be effective:
-organization of seminars, courses, etc. on various aspects of adaptation;
-Conducting scheduled meetings with the head, the HR manager whose main purpose is to determine what difficulties the employee faces, whether all the necessary information has been provided to him, whether all the necessary activities have been carried out;
-Gradual complication of tasks performed by a new employee;
-execution of one-off public commissions to establish contacts between the new employee and the team;
-execution of one-off orders for organizing the work of the management body (the production meeting, the board of directors, etc.);
-Conducting in the team special role-playing games, trainings for the consolidation of employees and the development of group dynamics;
-Development of an individual training plan.
To improve the effectiveness of staff adaptation, a new employee is assigned a mentor.
This method is very effective, because it facilitates the process of entry for beginners, and also serves as a motivating factor for those members of the team who act as curators.
A mentor can be both the direct supervisor himself and an experienced employee of the department. He not only helps the newcomer to quickly adapt to the new team and take the corporate culture of the company, but also, first and foremost, to better master his basic duties within the new post.
Stimulate curators can be various allowances for the conduct of such novice pupils (this item can be reflected in a special Regulation on Mentoring).
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A person who performs the functions of a specialist in the adaptation of personnel in a company must know perfectly well its organizational structure and all labor and ethical requirements.
It is also important to have information about the psychological characteristics of primary and secondary adaptation of employees. This person must know the basics of the psychology of this process, have the ability to inspire and convince, have the skills to recognize hidden problems in the process of adaptation of staff. Such an expert should be able to quickly identify and resolve any conflict situation before it leads to the development of a crisis, the result of which will be the dismissal of a newcomer or violation of labor discipline.
Chapter 6. TECHNOLOGY OF MANAGEMENT OF
DEVELOPMENT OF PERSONNEL
6.1. Development of personnel as a tool for conservation competitiveness of an enterprise
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The management of training and development of personnel is becoming increasingly practical, is seen as a factor of increasing competitiveness, longterm development of the organization.
Training your employees is a profitable investment in your own company. In the modern world, updating of knowledge is proceeding at a rapid pace, and qualified employees are the guarantee of stability and business prosperity. Staff training allows to solve such tasks as increasing the efficiency of employees, introducing new technologies, standards that improve the quality of the company, increasing the level of competence of employees and their loyalty to the organization.
What is the role of training and development of personnel in the overall system of improving the effectiveness of the organization?
In the situation of acute shortage of working capital at many enterprises, it is human capital that becomes its main competitive advantage. Against the backdrop of the economic crisis, the "qualitative" characteristics of personnel become especially important, since it is highly skilled workers with creative thinking that can find a way out of the non-standard situations that arise in connection with the recession of the world economy. The main factor that directly affects the qualitative characteristics of personnel and the cost of human capital of the enterprise as a whole is the personnel development system. This system is a key component of personnel management in general and contributes to strengthening the competitive advantages of the enterprise in the market.
Qualification and motivation of employees become crucial for positioning an enterprise on the market. A growing number of Western companies are leaning toward a long-term 80: 20 policy, in which 80% of staff are focused on developing and raising the level of professional competence, and less than 20% of personnel are hired by the organization to perform low-level jobs or to enter a new business area for which the company does not yet have enough qualified specialists.
Practice has shown that such a policy helps employees of the organization at all levels to maximize their potential.
In the work of P. Young, the development of personnel is defined as follows: "Staff development is a systematic process, focused on the formation of employees who meet the needs of the enterprise, and at the same time to
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study and develop the productive and educational potential of employees of the enterprise."
The works of other researchers contain the following definitions.
Staff development is a set of measures, including vocational training, retraining and skills development, as well as career planning for staff in the organization. "
Professional development is the process of preparing an employee for the performance of new production functions, the employment of new posts, the solution of new tasks.
Personnel development is a system of interrelated actions, including strategy development, forecasting and planning of personnel needs, career management and professional growth, organization of the process of adaptation, training, training, and the formation of an organizational culture.
Staff development includes the following components: vocational training, advanced training and retraining, rotation, delegation of authority, career planning.
The purpose of personnel development is to increase the labor potential of employees to solve personal tasks and tasks in the field of the functioning and development of the organization.
Leading organizations spend on professional development from 2 to 10% of the wage fund.
Reasons for investments in personnel development:
-the need to increase the business activity of each employee in order to survive the organization;
-maintaining the competitiveness of the enterprise is impossible without new technologies, and training in working with new technology is impossible without significant investments in the development of personnel;
-staff development activities ensure the growth of labor productivity, therefore, their financing corresponds to the principle of economic efficiency.
Thus, in general, the development of personnel can be defined as the process of training personnel for the performance of new production functions, the replacement of new posts, the solution of qualitatively new tasks.
In the structure of staff development M. Hilb singles out the individual, group and organizational levels. In accordance with this, you can define the tasks for each of the levels:
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-Individual level of staff development - employees of all levels are developing to become partners in the company or entrepreneurs who behave as if this company is their property. The task is the identification of the individual with the organization;
-group level - instead of the "team of stars" in all spheres of the organization, "star teams" are being developed, based on the principles of humanism and intraprenance. Under intrapreneurship is understood the development of the spirit of entrepreneurship and its implementation within an existing enterprise
In the structure of staff development M. Hilb singles out the individual, group and organizational levels. In accordance with this, you can define the tasks for each of the levels:
-Individual level of staff development - employees of all levels are developing to become partners in the company or entrepreneurs who behave as if this company is their property. The task is the identification of the individual with the organization;
-group level - instead of the "team of stars" in all spheres of the organization, "star teams" are being developed, based on the principles of humanism and intraprenance. Under intrapreneurship is understood the development of the spirit of entrepreneurship and its implementation within the existing enterprise. Intrapreneurship is that at an operating enterprise that produces certain products (work or services), conditions are created for the promotion of innovative entrepreneurial ideas. The task is teamwork for the benefit of each employee and the group as a whole;
-organizational level - the company develops to become an organization that constantly learns and is able to develop its vision of a new state of the company and the external environment.
At the organizational level, the following tasks of personnel development can be distinguished:
-Advanced training for special activities, increasing in-house mobility and employee employment. The qualification of employees must correspond to the needs of the scope of their work assignments;
-Increase in labor productivity, ie, increase the contribution of each employee to achieve organizational goals;
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-improving social behavior and employee productivity by creating a favorable climate in the organization, increasing staff motivation and commitment to the organization;
-maintenance of continuity in management: education and development of change of heads among own employees with a view of independence from the labor market;
-purposeful use of the potential of the employee and activation of previously used knowledge and abilities, thus having a positive impact on the employees themselves: by upgrading their skills and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for the professional growth both within the organization (career planning for talented professionals and managers) and outside it. This is especially important in the current conditions of rapid obsolescence of professional knowledge. Professional training also leads to the general intellectual development of a person, expands his erudition and circle of communication, strengthens self-confidence.
The main elements of personnel development are personnel training and career management.
Some researchers, considering the problem of personnel development within the framework of psychology and industrial pedagogy, emphasize professional competence and social abilities as elements.
Professional competence is the professional knowledge, the use of auxiliary tools and tools, general planning, knowledge of quality standards, the availability of analytical thinking (intelligence coefficient), entrepreneurial thinking and the pace of work.
Social abilities are self-confidence, self-motivation, self-management, contact with the group, empathy (when you adopt the state of another person), the availability of leadership abilities, the qualitative development of consciousness, the mood for results, the ability to express one's thoughts, knowledge of foreign languages , the desire for innovation, the ability to cooperate, motivation (active and passive), work with conflicts and criticism, demonstrating entrepreneurial behavior and correctness.
Training is only one aspect of development, since it is possible to develop employees not only through training, but also through delegation of authority, design of work (designing the work in such a way that it is interest-
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ing, creative, meaningful), providing opportunities to make decisions, staging interesting and complex tasks.
Thus, the development of personnel is an essential condition for the successful functioning of any organization, since it helps to unify the strategic goals of the organization and the personal goals of each employee.
6. 2. Training as an element of staff development
The concepts of "personnel development" and "staff training" should be distinguished. Personnel training is implemented within the framework of personnel development programs.
Personnel training is a purposefully organized, systematic and systematically implemented process of mastering knowledge, skills, skills and methods of communication under the guidance of experienced teachers, mentors, specialists, managers, etc.
The subject of training are:
-knowledge - obtaining theoretical, methodological and practical knowledge necessary to perform duties in the workplace;
-skills - ability to perform duties in the workplace;
-skills - a high degree of ability to apply the knowledge gained in practice, conscious self-control;
-Methods of communication (behavior) - the development of a character of behavior that meets the requirements, the workplace, the social relationship, communication skills.
What is the technology of teaching associated with?
the need to train for a job
the need for training when changing positions
the need for further training in the same position
the need for training to change the psychological climate
the need to learn when changing the production process
the need for training when changing the range of goods or services The personnel development system considers the organization primarily
as a self-learning environment. Back in the late 70's. T. Peters and R. Water-
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