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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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More than one hundred residents of Lesosibirsk work for this factory.
Investment in the production of pellet granules amounted to 816.6 million
rubles, the annual volume of output is 60–70 thousand tons of exportoriented products. The eco-fuel is supplied to consumers in Denmark, Italy,
Sweden and other European countries. The price of pellet in the European
market is growing steadily. All products that will be manufactured in 2019
have already been included into the contract. This makes it possible for the
factory to plan the increase of production.
The company solves the problems of development, implementation
of modern logistics solutions that optimize the freight charges and afford
satisfaction of the growing demand for the company's products. After
a ten-year break the factory reopened the shipment of goods by water (the
Northern Sea Route). The enterprise got a container anchorage terminal
and a new loading equipment, this made it possible to speed up the shipment of products to consumers by rail.
“LDK 1” is one of the town-forming enterprises of Lesosibirsk.
Currently the staff has more than 3.7 thousand employees.
The high percentage of workers are people aged between 24 and 30.
The next age category (31 to 40 years old) is the second most frequent.
Most employees of the company have a required tertiary education
(graduated from university, vocational school or college), all the executive
positions are occupied by the employees that have a higher education.
The employee turnover rate is rather high due to the dynamics of hiring and firing of seasonal workers during the periods of logging operations
and navigation works.
There is an annual indexation of employees’ salaries. At the same
time, the average salary is higher than the industry’s average.
On the subject of the workplace safety, the company works with the
local trade union organizations. Mutual obligations in this area are confirmed by the collective agreements.
The company’s social policy is focused on the improvement of work
efficiency, the arrangement of conditions for the social security system and
the stability of the work collective. The great attention is paid to labor protection and industrial security. The top targets of the factory are to provide
a safe working environment and to protect the health of the staff. Today,
every employee of the factory is provided with modern, high-quality, comfortable working uniform and personal protective equipment. A unique
training class with simulators, clearly demonstrating the consequences
of violation of labor protection requirements, was placed in commission.
In this class the daily briefings for the new employees are conducted.
111
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A unique educational and training class with simulators was put
into operation, clearly demonstrating the consequences of violation of
labor protection requirements. In this class, briefings are conducted daily
for newly arrived workers.
The factory is working to create the conditions for attracting young
people to the enterprise. The problem of qualified personnel is particularly acute for the areas where the factory conducts its own logging.
Also great work is carried out to build up the right interests of the
young citizens of Lesosibirsk – without alcohol and drugs. In the Community Center there is a gym, a winter skating rink, in the summer period there is a roller rink and a paintball field. The so-called Olympics
for the company departments are very popular among the employees.
The company’s future plans are bold and ambitious. There is
a goal to increase the power of sawing and the production of lumber. At
present, the design of a new pulp-and-paper plant (a biotechnological
complex for the production of white-pine paper pulp at the industrial site
of “LDK 1”) is being completed. The planned capacity of the new
production is 500–700 thousand tons of white-pine pulp. The cost of the
plant is about $ 1 billion.
Continuous expansion and development set a mission of staffing
the enterprise with highly qualified engineering and management
personnel.
Questions and assignments to the situation
1. What is the role of human resources in the development of the
potential of the enterprise?
2. How do economic and social transformations influence the
qualitative characteristics of human resources?
3. In which direction should the staff develop according to the
company’s development strategy?
4. What strategy of the human resources management is used
at the enterprise?
113
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. 201].
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114
Chapter 3
DEVELOPMENT OF HUMAN RESOURCES
MANAGEMENT STRATEGY
Strategic human resources management is realized through the
strategic management of the organization, while remaining independent,
the specific function of management. Since a detailed review of the strategic management of the organization is not our task, we will dwell only
on some issues needed to address the critical phases of strategic human
resource management.
Strategic management consists of the two main phases: development of a particular type of strategy, and implementation of the selected
type of strategy. Each stage must be considered separately.
3.1. STAGES OF DEVELOPMENT OF STRATEGIC ORGANIZATION
MANAGEMENT AND HUMAN RESOURCES MANAGEMENT
The stages of strategic management of organization can be presented in different ways. The most common representation gives the
scheme introduced by M. Hilb (pict. 3.1) [23, p. 201].
Phase 5:
Controlling of strategy,
culture and structure
of the company
Phase 1:
What do we have?
Development
of the company
Phase 2:
What should be?
Phase 4:
Actions to overcome
difficulties and to reach
phase 2
Pict. 3.1. The cycles of development of the company
Determination of difficulties
for transition from phase 1
Phase 3:
to phase 2
The authors of our country consider the development stages
of management strategy of the organization in more detail. One example
is presented in the following scheme (pict. 3.2) [4, p. 154].
115
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116
In accordance with the stages of strategic management of the
organization the key stages of strategic human resource management are
identified (pict. 3.3).
Mission of the organization
(the 1
st
stage)
Internal analysis
nd
(the 2
stage)
Can this be done?
Do they want to do it?
Formulating objectives
Selection of one of the options
Pict. 3.2. The development stages of management strategy
of the organization
th
stage)
(the 4
Development
of strategic options
th
stage)
(the 5
External environmental
analysis (the 3
rd
stage)
As seen from the pict. 3.1–3.3, each strategy of the organization
has its own version of human resource management strategy.
The first stage of the development of the management strategy of
the organization is to define the mission carried out by the organization.
The mission defines the purpose of origin and activities on the market. The mission shows what the organization intends to implement, offer
society in the form of goods or services. The mission also determines
what the organization intends to provide its shareholders and employees.
The objectives of the organization are set forth in the regulations
that define its mission. Based on the organization’s mission, the norms
and values of the staff are produced; and the organization’s culture is
formed.
117
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, , , - - (. 3.2) [3, . 155].
118
The second stage is to analyze the strengths and weaknesses of the
organization, that is, internal diagnosis. This analysis allows us to formulate
objectives, appropriate to the pre-planned mission of the organization.
The identified weaknesses of the organization require the improvement of a number of specific approaches to managing human resources,
the changes in the practice of selection, appraisal, remuneration, development, motivation of staff to address the disparity between the capacities of workers and the organization’s goals (tab. 3.1) [3, p. 155].
The organization’s mission
(organization management culture)
The external analysis
(the environmental analysis)
Formulating objectives
(strategic objectives for the staff management,
development of the strategic options)
Staff prediction
(prediction and promotion)
Development of the implementation plan
(plan of acquisition, promotion
and development)
Implementation of the plan
(implementation of social audit strategy,
monitoring and evaluation activities)
Pict. 3.3. Stages of strategic human resource management
The internal analysis
(the analysis of the internal factors)
Selection of possible strategies
(assessment of opportunities)
The third stage is to analyze the external environment, that is, the
study of demand, supply, competition, socio-political and technoeconomic trends (tab. 3.2) [3, p. 155].
119
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( -
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3.2
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120
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