Основы управления персоналом (на английском языке). Учебное пособие

Providing job security is one of the most difficult problems in managing work with staff in organizations. Some managers do not even want to consider this problem, considering that in the market conditions the entrepreneur decides when and whom to fire. However, if the managers of the organization expect employees to improve productivity, quality and efficiency of work, they must provide them with certain guarantees of job retention.

The specifics of job replacement are usually the following:

•the main source of substitution of junior and middle positions - career growth (the role is played by the development of structural units, length of service, results of attestations);

•positions, starting from the chief specialist and ending with the head of the department, are replaced by the competition;

•Individual career development plans are developed by specialists of the personnel management department in conjunction with the heads of departments. The personnel reserve mechanism is used to manage the career of the most promising employees.

7.2. Personnel management planning and management

Planning an employee's career is the organization of his progress through the levels of official and qualification growth, helping him develop and realize professional knowledge and skills in the interests of the firm.

The main task of planning and developing a career is to ensure the interaction of professional and intra-organizational careers. In many firms, planning a business career is mandatory. It consists in determining the goals and ways leading to their achievement.

Development of a career refers to those actions that an employee is taking to implement his plan.

Rules for managing a business career are the principles of the individual's conduct in planning and implementing career growth.

To effectively manage your business career, you need to make personal plans. Personal life plan of the career consists of three main sections: assessment of the life situation, the setting of personal final goals of the career and private goals and plans of activity.

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Career development creates certain advantages for the employee and for the organization: for the employee - satisfaction with work, increasing competitiveness in the market, the ability to plan professional growth, and high employee loyalty, reducing employee turnover and increasing productivity there for the organization.

The success of career planning is provided by the following factors:

Within the framework of the personnel management system, a unit of functions for managing a business career is formed, which is performed by the directorate, the personnel management service, the chiefs of the functional units, consulting centers, trade union committees.

Career planning is the management of the person's development in the direction necessary for the organization, characterized by drawing up a plan for horizontal and vertical advancement of the employee in the system of po-

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sitions or workplaces, from the moment of acceptance of the employee to the organization and ending with the expected dismissal from work.

Personnel management is a complex technology of the impact of managers and personnel services on the purposeful development of the abilities of employees, the accumulation of professional experience and the rational use of their potential, both in the interests of employees and in the interests of the organization. This personnel technology expresses the quintessence of personnel management in the organization.

Career management takes place in specific conditions. They determine the features, content, difficulties with working with staff. Taking into account the conditions for the implementation of this personnel technology, it is possible to develop the main directions, ways, methods, specific measures that will ensure the realization of the professional abilities of a person. Such conditions are:

-Awareness of the value of a person's professional experience as the most important national asset, as the most valuable capital of any organization. For example, a professionally performing state or municipal employee represents social value for the majority of members of a society, and this determines the priority of his professionalism over political orientation;

-high status of personnel services. At the moment, the possibilities of personnel services are very limited. Their status is diminished, they have little effect on the qualitative composition of employees and do not actually affect the rational use of the professional capabilities of staff. In the official promotion of employees in the organization, not the results of competitions, qualification examinations, certification, opinions of heads of the personnel service, but the recommendations of managers dominate. This was indicated by 85% of the polled civil servants and 83% of managers.

-Creation of an optimal career environment and career space. As you know, the organizational and official structure is an established formal delineation of the relationship of tasks, functions in the organization to achieve its goals. They set a formal career space, in which the employee's official status changes, the need for necessary professions and specialties is formed, professional experience and staff abilities accumulate.

Career space is a relatively isolated set of positions in the job structure that sets the necessary conditions for the implementation of the professional

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experience of a specialist. Among the basic requirements for a career space can be called: the relative stability of the job structure, the possibility of space for creative, professional and job growth of staff, the optimal ratio of positions, promoting competitiveness in the professional development of staff, adequacy to the goals and tasks facing the organization.

To realize the formal opportunities laid in the career space, a career environment is necessary. The career environment should be seen as the unity of the necessary (career space) and sufficient conditions created in the organization to manage the career of personnel. Sufficient conditions for the career environment include: the existence of a career management object, i.e. the composition of personnel capable of professional development; availability of a system, mechanism, techniques and technologies for career management; the willingness of personnel to embrace these career management technologies; preparedness of managers and personnel services for such work with personnel; availability of effective material and moral incentives for official growth - the motivational environment.

Career management in this case includes three processes:

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An important condition for personnel management is the availability of trained human resource specialists who would be perfectly familiar with the content of this personnel technology. To do this, it is necessary that the organization has the structure of the most important social tools for career management: the system, the mechanism, the process of personnel management.

Personnel management system is a set of subjects of personnel management, their functions, powers and responsibilities, a set of principles, legal norms and management mechanism that are necessary for a purposeful impact on the management object.

We are talking about the creation of such a system of career management that would be built on legal norms that fix the mechanism of responsibility of the subjects of management for creating favorable conditions for the career environment for professional and official growth of personnel, the demand for professional experience. When dealing with personnel issues, this system would rigidly determine the actions of managers and personnel services (personnel management services).

The career management system should ensure the formation of the most optimal typical career schemes, starting from the lowest positions, as well as from the moment of employment, their openness to familiarization, promotion conditions, material and moral rewards.

In addition, it is important to envisage in the management system an official career and personal responsibility of the heads of the personnel services for creating and maintaining an impeccable reputation of the state authority and, on the whole, the authority of the state in violation of established procedures and rules of career management.

The personnel management system is designed to activate the career management system - the system of functions, powers and responsibilities of subjects and objects of career management through specific forms and methods of working with personnel - and thereby ensure the achievement of personnel management goals.

In essence, this is a coordinated set of tools and methods that ensure qualitative changes in a person's professional potential and adequate ways of implementing it in the interests of both the individual and the enterprise. This is a combination of means of influence, especially personnel technology,

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which provide management of the professional experience of personnel in the organization, the implementation of its career strategy.

There are many means of influencing a person in an organization, and it is very difficult to draw a strict boundary separating the impact of one and the other funds on a person in the process of implementing even such a specific technology as career management.

They are such personnel technologies as selection, evaluation (testing, qualification examination, certification, etc.), staff training, as well as work with the personnel reserve, internships and a number of others. This also includes technology to continuously study the content, nature and working conditions of employees in order to quickly solve the problems of organizational development: timely changes in organizational structure, staff, job descriptions, professional skills of workers, correction of vocational qualifications requirements, vocational training programs, etc.

The mechanism of career management as an element of a career management system is based on the principles of management, legal norms, the organization and use of the results of personnel technology and the tools and methods used to work with personnel. [1].

An analysis of the current practice of working with civil service personnel shows that the importance of many of these technologies is not rejected, but their results are not the basis for making final decisions on personnel matters. In the practice of official promotion, appointment from the reserve, for example, is no more than 7%, competitive selection - 12%, implementation of the appraisal findings - 13.7%. The analysis of personal affairs of civil servants testifies that the use of personnel technologies does not find documentary reflection in the overwhelming majority.

A rather complex problem of implementing a career strategy for personnel is the process of managing a career, i.e. a logically connected and consistently realizable set of actions, from which the required impact is formed. As a matter of fact, this is a carefully planned, well-considered, coordinated and carried out by concrete people set of actions, which allow within the framework of the established system and the adopted mechanism of career management to reach the set goal.

The process of career management includes: identifying the needs (current, prospective) of the enterprise in the staff and assessing its current pro-

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fessional capabilities, i.e. structure of available professional staff experience: a model of needs and a model of opportunities; development and adoption of a decision on the career strategy for the organization and implementation of career management technology; implementation of decisions taken and implementation of career plans for staff.

In the process of managing a career, two interrelated tasks are being solved: the task of ensuring the correspondence of the professional experience of personnel with the required design, structural professional experience; development and rational use of professional abilities of personnel. Their solution allows to achieve highly effective work of the organization.

The most important component of the career development process is the evaluation of the progress achieved. In this process, all three parties - the employee, the head and the department of human resources participate. Evaluation of the employee's activity is carried out primarily through the certification. It is on its basis that conclusions are drawn about the expediency, timing, directions of the promotion of the employee, or about the inexpediency of the latter. In addition to resolving the issue of the promotion of an employee or retaining him in his previous position, the purpose of certification may be to open up reserves to increase the effectiveness of individual work, determine the amount of remuneration, decide on the volume, ways and forms of continuing education, and so on. In this connection, the immediate objects of attestation are: the results of the employee's work, attitudes towards the performance of their duties, creative potential. Personality of the person as such is not subject to an estimation.

Thus, the main purpose of personnel management is to ensure that everything valuable that a person in the organization has or can have, namely his capacity for professional activity, has been effectively used to achieve the goals of the enterprise and satisfy the interests of the individual.

The management of the personnel career is a real integrated tool of personnel policy of the subject of personnel management. This staffing technology assumes the availability of social management tools and is implemented under certain conditions.

7.3. Technology of formation of the personnel reserve

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The personnel reserve is a potentially active and prepared part of the organization's personnel, capable of replacing higher positions, as well as part of the staff, which is being systematically trained to take up jobs of higher qualifications.

The presence of a personnel reserve allows ensuring the filling of vacant posts in case of death, sickness, leave, business trip and dismissal of employees. The formation of the personnel reserve is carried out on the basis of professional selection of personnel, results of personnel certification, organization philosophy, the study of personal affairs of employees, the staffing table, career plans for employees.

It is necessary to distinguish between the reserve for the nomination and the reserve of managers.

Reserve for nomination is a group of employees of this work collective, each of whom by results of activity has proved to be capable and deserving further advancement through the career ladder.

A reserve of managers is a group of employees of the organization that have the potential to take on managerial positions in the future and are selected as a result of a formal selection process. The organization carries out purposeful work on the development and training of the employees included in this group, to the employment of new posts.

Presence of a reserve allows to prepare candidates for newly created and vacant positions, which are newly created and subject to filling, in advance on a planned, scientifically and practically justified program, effectively organize training and internships for specialists included in the reserve, and rationally use them in different directions and levels in the management system.

In terms of its qualitative and quantitative composition, the reserve of leading cadres must meet the existing organizational and staff structures, taking into account the prospects for their development.

The reserve is created for all, without exception, positions of managers exercising management functions at a specific level.

The reserve is formed on the basis of the conclusions of the certification commissions based on an objective comprehensive assessment of information on the business and personal qualities of candidates for managerial positions. At the same time, the conclusions of such commissions should be based, in

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turn, on the analysis of concrete results of professional activity of specialists attained at various stages of their work in the management system. Special attention is paid to the level of professional and general education, organizational and analytical skills, a sense of responsibility for the results of work, dedication, the ability to justify and make independent, responsible decisions. When nominating to the reserve, the results of assessing the knowledge of candidates received during training in the system of professional development, conclusions on the results of internships, tests, etc., as well as the physical condition, the ability to transfer additional loads are taken into account.

Work on the formation of the reserve consists of the following stages.

1.Making a forecast of the expected changes in the composition of leading cadres.

2.Evaluation of business and personal qualities of candidates in the reserve for nomination.

3.Identification of candidates for the reserve.

4.Decision on inclusion in the reserve.

5.Alignment of the list of candidates included in the reserve with high- er-level organizations.

When forming a reserve, it is necessary to accurately know the qualification requirements for the position for which the employee is included in the reserve, to consider what special knowledge and experience are needed in each specific case to provide highly professional leadership.

Annually in December, the head of the HR department of the organization carries out preparatory work to identify candidates worthy of being transferred to the reserve. Then, a preliminary list of reserve personnel is drawn up for the nomination.

This list is discussed at a meeting of the standing committee, and then approved by the head of the organization.

To conduct systematic systematic work with the reserve staff in all organizations are established permanent commissions on working with the reserve.

A standing commission for work with the reserve should contribute to the qualitative preparation and effective placement of personnel, to the maximum elimination of subjectivity in assessing the business and personal qualities of specialists who are enrolled in the reserve.

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The composition of the commission is determined and approved by the head of the organization.

The commission includes:

-the head of the organization (deputy responsible for work with personnel) - the chairman of the commission, is responsible for organizing work with the reserve;

-the head of the personnel service - the secretary of the commission, conducts clerical work, exercises control over the order and organization of work with the reserve;

-Chairman of the trade union organization;

-Representatives of psychological services and lawyers, as well as specialists in the field of professional activities.

The Commission for Working with the Reserve meets regularly, but at least twice a year. The following issues are considered at its meetings:

ensuring the quality selection, placement and training of personnel;

formation of a reserve of personnel for promotion;

analysis of the distribution of leading cadres and specialists;

summarizing the work with the personnel reserve for promotion to senior positions;

work with heads of structural units.

The work on preparing the personnel reserve is purposeful, systematic and planned. The organization of this work is aimed at ensuring the quality and intensive preparation of each specialist for independent activity at a new, higher level.

Differences in the structure and composition of the reserve, as well as the initial preparedness of employees, determine the principle of individual approach when choosing the forms and methods of work, their order and duration.

Work with employees included in the reserve is carried out according to the plan, which provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, deep assimilation of the nature of the work, to develop the manager's skills and skills at the level of modern requirements.

The system of this work includes:

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