Основы управления персоналом (на английском языке). Учебное пособие

future success. The quality of human resources, their contribution to the achievement of the organization's goals and the quality of the products or services provided depends to a large extent on the effectiveness of the work on the selection of personnel. The experience of creation and use of personnel technologies allows us to conditionally outline the following main stages of their life cycle presented in Figure 3.

Analysis

- the definition of what the personnel

Figure 3. Life Cycle of Personnel Technology

At the first stage, a determination is made of what personnel technology should do, then there is a design phase, that is, a definition of how human technology will do what it should do. This is, first of all, the specification of subsystems, functional components and ways of their interaction in the overall system of personnel management.

Creation of functional components and subsystems separately, connection of subsystems into a single whole occurs at the development stage. Veri-

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fication of the functional and parametric matching of personnel technology to the indicators determined at the first stage - the analysis phase takes place during the testing phase. Next are the stages of implementation and maintenance, that is, the installation and commissioning of the system, and the provision of a staffing process for the operation of human resources technology at the customer's enterprise.

1.3Basic human resources technologies: structure and functions of the personnel management system in the organization

The term "personnel management (personnel)" is close to the notion of "human resources management". In both cases, the object of administrative influence is the same, the difference in the specific approach to the employee, his workforce as a resource.

The focus on human resource management changes the management tasks, functions and structure of the relevant services in the enterprise. So, one of the most important functions of personnel management in connection with the increased role of the human factor in modern production is the development of personnel, and not just bringing its numerical strength into line with the availability of jobs.

The task of staff development, the need to assess the feasibility of investing an enterprise in its own workforce naturally requires a different approach to making managerial decisions. This became an argument for some scientists when allocating human resources management to a particular direction of management, when the emphasis is placed on the strategic aspects of solving the problem of the enterprise's workforce, on the social development of personnel, while "personnel management" is considered by them as the current operational work with personnel.

In this regard, the notion of "human factor management" is approaching, meaning the purposeful impact on the person as a carrier of the ability to work in order to obtain a greater result from his activities, greater humanization of the technical progress at the enterprise as a condition for better the use of technology, the orientation of the organization of production and labor on the possibilities of man, his interests. Practice shows that in personnel man-

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agement as an integral part of management at the enterprise there are two extreme approaches - technocratic and humanistic.

The essence of any activity can be characterized by a specific list of its components or its constituent elements. Contents of personnel management are:

-determination of the need for personnel taking into account the enterprise development strategy, the volume of production of products, services;

-the formation of a numerical and qualitative composition of personnel (the system of manning, placement);

-Personnel policy (relationship with the external and internal labor market, the release, redistribution and retraining of personnel);

-the system of general and professional training of personnel;

-adaptation of workers in the enterprise;

-payment and stimulation of labor, a system of material and moral inter-

est;

-Evaluation of activities and personnel certification, its orientation to the promotion and promotion of employees on the basis of labor outcomes and employee value for the enterprise;

-Personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through the planning of a working (career) career;

-interpersonal relations between employees, between employees, administration and public organizations;

-the activities of the multifunctional human resources service as the body responsible for providing the enterprise with labor and for the reliable social protection of the employee.

The objectives of personnel management of an enterprise (organization)

are:

-Increase of competitiveness of the enterprise in market conditions;

-increasing the efficiency of production and labor, in particular, achieving maximum profit;

-Ensuring high social efficiency of the collective.

Successful implementation of the goals set requires the solution of such problems as:

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-Ensuring the needs of the enterprise in the workforce in the required quantities and required qualifications;

-achievement of a well-grounded relationship between the organizational and technical structure of the productive potential and the structure of the labor potential;

-full and effective use of the potential of the employee and the production team as a whole;

-Provision of conditions for high-performance work, high level of its organization, motivation, self-discipline, development of the employee's habit of interaction and cooperation;

-consolidation of the employee at the enterprise, formation of a stable collective as a condition of recoupment of the means expended on labor (attraction, development of the personnel);

-ensuring the realization of the desires, needs and interests of workers in relation to the content of labor, working conditions, type of employment, the opportunity for professional and qualification and promotion, etc .;

-coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);

-improving the effectiveness of personnel management, achieving management objectives while reducing labor costs.

The effectiveness of personnel management, the most complete implementation of the objectives set in many ways depend on the choice of options for building the personnel management system of the enterprise, understanding its operation mechanism, choosing the most optimal technologies and methods of working with people.

The formation of the personnel management system presupposes, first of all, the construction of a "goal tree", with the goals of the employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main objectives of the enterprise (organization, firm).

Then, questions are resolved concerning the organizational structure of the personnel management service, identifying the structural elements of the service, formulating their targets and functions, building a structure for personnel management depending on the characteristics of the enterprise and the

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management structure that has formed on it, questions about the relationship of the structural divisions of the personnel management service to each other and with other management structures of the enterprise.

At the next stage, depending on the organizational and structural construction of the personnel management service, issues of information support for management decisions-content, traffic routes and information carriers-are being studied.

Personnel management is based on the use of a whole complex of legal documents, among which the most important place is occupied by the Labor Code. In addition, a whole range of norms and standards (number, service, time, etc.), generally accepted procedures for working with documents, is applied.

In the management of personnel as a process, several particular processes are distinguished:

-planning - definition of management objectives, means to achieve them, modeling and forecasting of the management object;

-organization - work on staffing: vocational guidance, vocational selection, employment, employment, job placement, vocational training, improving the organization of work, improving working conditions, etc .;

-regulation - inter-shop, interprofessional and qualification movement of the workforce, change in the number of personnel, the level of wages, etc .;

-control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc .;

-accounting - obtaining information on personnel changes, maintaining state and internal reporting on personnel, etc.

Management can also be seen as a decision-making process. In this case, management is a set of consistently performed work: the study of the situation, the very decision-making, control over the implementation of the decision, evaluation of the results and (in the order of feedback) adjustment of management tasks.

In order to study the staffing or personnel situation, a system of categories and concepts (capacity, personnel policy, etc.) is developed, and on this basis information is collected that characterizes the quantitative and qualitative side of the state, the dynamics of the development of the personnel situation in the context of the adopted categories.

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There are two groups of principles for building a system of personnel management in an organization: the principles that characterize the requirements for the formation of a personnel management system, and the principles that determine the direction of development of the personnel management system.

All principles of building a personnel management system are realized in interaction. Their combination depends on the specific conditions for the functioning of the personnel management system of the organization.

Science and practice have developed tools (principles) for studying the state of the existing system of personnel management of the organization, building, justifying and implementing the new system.

Thus, the technology of personnel management is a set of methods and methods of influencing personnel in the process of hiring, using, developing and releasing them in order to obtain the best end results of labor activity. The technology of personnel management is regulated by specially developed normative and methodological documents.

In order for the technology of personnel management to give the desired effect, the management of the organization must provide employees who are engaged in its development, relevant material, information, technical bases. The emergence of this need is associated with constant changes occurring in the world, which are the cause of the emergence of new requirements for the organization of labor.

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Chapter 2. WORLD EXPERIENCE OF IMPLEMENTATION OF TECHNOLOGIES MANAGEMENT OF PERSONNEL

2.1 The American approach to human resource management

The American practice of organizational management attaches great importance to the initiative and responsibility of employees, the selection and promotion of personnel based on:

1) the assumption that the employee must and wants to be loyal to the employing organization,

2) willingness to fire employees whose work does not meet the established level.

The motivation of employees is often made dependent on rewards and penalties. Compared to other countries in US companies, there are open vertical and horizontal communications, as well as a relatively informal nature between employees.

The main trends in employment in the US:

-Increased demand for highly skilled labor (the share of jobs for those who do not have qualifications is ≈ 5%);

-decrease in the number of jobs for highly paid, highly skilled workers;

-reduction in the share of labor in the manufacturing industry;

-increase in the share of employed in the service sector;

-an increase in the share of new jobs attributable to the low income category.

There is an increase in the uneven distribution of unemployment among various categories of the population (for example, unemployment among young blacks is 30%).

For the current stage of development of the human resources management in American companies, it is typical:

• Expansion of the content, forms and methods of work with the company's personnel;

• deepening of specialization in various functions of personnel management;

• the growth of the professionalism of the staff of the SCHR;

• Increase of expenses for the activity of the CCHR;

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• activation of the use of information technology.

In the end, we can distinguish the following features of the sphere of human resources management in US companies.

In modern systems of personnel management, special attention is paid to systematic preparation of managers for senior positions, especially careful selection of applicants for these positions.

Some corporations have identified in their organizational structure staff services that provide, on a strictly individual basis, the development of issues related to the planning of training, promotion, and replacement of top-level management personnel.

All the main technological and methodological innovations in personnel management emerged from the practice of managing the management personnel of American companies

American managers are traditionally focused on individual values and results. All management activities in American companies are based on the mechanism of individual responsibility, the evaluation of individual results, the development of quantitative expressions of goals, which are of a shortterm nature. Management decisions, as a rule, take specific individuals and are responsible for their implementation.

Many American corporations focus on the individualistic values of the American - the desire to become richer, smarter, more meaningful than everyone else. Personnel management warms up ambitions of employees, and the main emphasis is on developing informal competition between the creators of new products, new forms of service, etc.

Features management system in US firms are the following:

•staff is seen as the main source of increasing efficiency in the activities of companies;

•employees are given a certain autonomy in decision-making;

•In the selection of a special role play such criteria as education, practical work experience, psychological compatibility, the ability to work in a team;

•focus on narrow specialization of managers, engineers, scientists

In the US, the human resources of firms are relatively large units. As a rule, the second person of the company is the vice-president of personnel. Some vice-presidents embody some increasingly important functions in per-

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sonnel management: vice president of talent management, knowledge management, etc. Without the consent of heads of personnel services, no strategic decision is taken. Personnel service takes an active part in the formation of the organizational culture of the company

In American companies, a great deal of attention is paid to training and retraining of personnel. Internal and external training programs are widespread, distance and electronic forms of education are becoming increasingly important. In large and innovative-oriented companies corporate universities are being created. One of the trends in the development of corporate universities is the provision of the opportunity to study in them to external specialists and the acquisition by the corporate universities of the status of revenue centers

In American firms, the focus is on the narrow specialization of managers, as well as engineers and scientists. American specialists, as a rule, are professionals in a narrow field of knowledge, and therefore their advancement in the hierarchy of management occurs mainly vertically, which means that the financier will only make a career in this area. This limits the opportunities for advancement through the levels of management, which causes the turnover of management personnel, their transition from one firm to another

In US firms, potential candidates are tested for job training when hiring. Usually, each firm develops its selection criteria and the procedure for hiring employees. After recruitment, an induction procedure is carried out when the employee is introduced to his duties in accordance with instructions limited to his narrow specialization and does not introduce the activities of the firm as a whole and its organized culture.

Due to the recognition of the great role of individual competencies, a big role is played by headhunting and the development of innovative methods of searching and recruiting the required personnel.

The dismissal of staff, including managers, in American firms, as a rule, is accompanied by a long series of evaluation and educational methods, except for extreme situations (theft, fraud, obvious violation of order). If there is a trade union at the enterprise, the reasons for the dismissal of an employee who is a member of this union are discussed with his representatives.

The work of each employee is evaluated once or twice a year. The results of the assessment are discussed by the employees and their supervisor

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and signed by both parties. They contain a list of shortcomings in the work and ways to eliminate them, and if necessary - a warning of dismissal or that the continued tenure depends on improving the work

In the US, the wage system provides for the following:

•workers receive time-based payment, which is associated with a high level of mechanization of labor, where production from the worker is practically independent;

•The minimum wage is regulated by law;

•When determining the average level of payment, companies are monitored to ensure that they are not lower than those of other firms in a given geographic area;

•The amount of earnings depends on the qualification of the employee and the cost of living in the area;

•Increase in earnings is usually made annually for all employees whose work is evaluated positively. Attestation of employees is conducted annually. The assessment of the work is given by the head on the basis of information provided directly by the head;

•the wages of engineers and technicians and management are not disclosed. They are established on the basis of an individual agreement between the administration and the relevant employee.

Bonuses are usually paid only to the top management of the firm.

In most American firms, wage systems are inflexible, do not have sufficient motivational effect, and weakly stimulate higher labor productivity. The wages themselves can only grow and practically never decrease. The main types of additional pay in the US include:

•bonuses to management personnel;

•compensation payments upon retirement;

•special bonuses to managers regardless of their success;

•at a constant value of the base salary of the premium, depending on the amount of profit;

•additional payments for professional development and work experi-

ence;

•payment without hourly rates;

•sales of company shares to employees.

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