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Файл:Strategic analysis and planning. Textbook
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Types of personnel policies from the point of view of the level of awareness of
the rules and the norms that underlie personnel activities:
1. Passive personnel policy is a policy in which the management of the
organization does not have a program of action in relation to personnel. Personnel work
comes down to eliminating negative consequences. Such an organization is
characterized by the lack of a forecast of personnel needs, means of assessing labor and
personnel, and diagnosing the personnel situation as a whole. Conflict situations that
arise in the team are extinguished by any means, often without attempts to understand
the causes and possible consequences.
2. Reactive personnel policy is a policy in which the management of the
enterprise monitors the symptoms of a negative state in working with personnel, the
causes and situation of the crisis: the emergence of conflict situations; lack of qualified
workers to solve the assigned tasks; lack of motivation for highly productive work. The
management of the enterprise is taking measures to localize the crisis and is focused
on understanding the reasons that led to the emergence of personnel problems. Human
resources services are developed, but there is no comprehensive program for
forecasting personnel development.
3. Preventive personnel policy is a policy in which the management of the
enterprise has reasonable forecasts of the development of the situation, but the
organization does not have the means to influence it. Organizational development
programs contain short-term and medium-term forecasts of demand in personnel
(qualitative and quantitative), objectives for personnel development are formulated.
The main problem is the development of targeted personnel programs.
4. An active personnel policy is a rational personnel policy. Management is not
only a forecast, but it also has means to influence the situation, and the personnel
service is able to develop anti-crisis personnel programs, conduct constant monitoring
of the situation and adjust the implementation of programs in accordance with the
internal and external environment.
Types of personnel policies from the point of view of openness:
1. An open personnel policy is characterized by the fact that the organization is
transparent to potential employees at any level. An employee can start working in the
company either from a very junior position or from a position at the senior management
level. Any specialist is hired if he has the appropriate qualifications. Such a personnel
policy is typical for modern telecommunications companies or automobile concerns,
which are ready to “buy” people for any positions, regardless of whether they have
previously worked in similar organizations. This type of personnel policy is also
characteristic of new organizations that pursue an aggressive policy of conquering the
market, focused on rapid growth and rapid access to the leading positions in their
industry.
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2. A closed personnel policy is characterized by the fact that the organization
focuses on the inclusion of new personnel only from the lowest official level, and
replacement of management occurs from among the organization’s employees. This
type of personnel policy is typical for companies that are focused on creating a certain
corporate atmosphere and work in conditions of shortage of human resources.
Depending on the factors of the external environment and the characteristics of
the corporate culture, either an open or closed personnel policy can be effective. A
comparison of these types of personnel policies according to the main personnel
processes is presented in table 17.
Table 17
Comparative characteristics of open
and closed types of personnel policies
HR process
Personnel policy
Open
Closed
Recruitment
High competition in the job
market
Labor shortage
Personnel adaptation
Quick adaptation, it is
possible to introduce new
approaches for the
organization proposed by
newcomers
Mentors help you adapt, there is high
team cohesion, and traditional
approaches are used
Personnel promotion
Opportunities for growth
are hampered as
recruitment tends to
dominate
Preference in appointment to higher
positions is always given to company
employees, career planning is carried
out
Education and development of
personnel
Trainings are conducted
and advanced training
courses are organized in
external centers of
education and retraining of
personnel, which facilitates
the adoption of new
experience
Personnel training is carried out in
internal corporate centers. This
contributes to the formation of a
common view, common
technologies, adapted to the work of
the organization
Motivation
Preference is given to
incentive issues (monetary
motivation)
Preference is given to issues of
motivation (satisfying the need for
stability, security, social security)
Introduction of innovations
Constant innovative impact
from new employees, the
main mechanism of
innovation is a contract,
defining the responsibility
of the employee and the
organization
It is necessary to specifically initiate
the process of developing
innovations, a high sense of
involvement of each team member in
the fate of the enterprise
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Depending on the type of organization strategy, the following personnel
measures are possible for open (table 18) and closed (table 19) personnel policies.
Table 18
Personnel activities implemented in an open type of personnel policy
Strategy
Planning level
Long term (strategic)
Medium-term
(managerial)
Short-term
(operational)
Growth and
development
Attracting young
promising specialists.
Information about the
company: media,
company websites.
Certain requirements for
candidates have been
established
Searching for promising
people and projects,
creating a bank of
candidates for work in
the organization, hiring
on a competitive basis,
establishing contacts
with recruitment
agencies
Recruitment of
specialists for projects
Dynamic growth
and expansion
(creation of new
directions in
business, new
divisions and so on)
Active policy of
attracting professional
personnel
Development of
principles and
procedures for assessing
candidates. Creation of
job descriptions,
development of staffing
schedules. Reflection of
the company's policies in
internal documents and
rules of the organization.
Workforce planning
Recruitment for
specific types of work
Stabilization
Adjustment of already
developed methods of
labor organization
Adjustment of existing
labor incentive schemes,
analysis and
rationalization of jobs
Recruitment is not
carried out
Reduction
Not considered
Personnel assessment for
the purpose of reduction
Use of part-time
schemes.
Implementation of
social assistance
programs
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Table 19
Personnel activities implemented
in a closed type of personnel policy
Strategy
Planning level
Long term (strategic)
Medium-term
(managerial)
Short-term
(operational)
Growth and
development
Creation of your own
(branded) institutions
Search for promising
students, payment of
scholarships, internship
at an enterprise
Involving friends,
relatives and
acquaintances
Dynamic growth and
expansion (creation
of new directions in
business, new
divisions and so on)
Career planning
Conducting in-house
training programs taking
into account personal
needs in teaching.
Development of labor
incentive programs
depending on
contribution and length
of service work
Recruitment with high
potential and ability to
learn. Conducting
personnel adaptation
programs
Stabilization
Adjusting labor
optimization schemes
Implementation of
training programs for
management personnel.
Development of social
programs
Creation of quality
circles, use of existing
resources (internal
combination)
Reduction (partial
reduction)
Not considered
Conducting retraining
programs. Development
of part-time employment
programs in the main
area with the opportunity
to implement employee
activity in areas useful to
the company
Search for jobs for
relocating personnel.
Dismissal of new
employees first
The procedure for developing and improving personnel policies.
The development of personnel policy can be initiated by the management of an
organization at any stage of its existence, but the sooner attention is paid to this aspect
of labor, the more effective the overall economic activity of almost any organization
will be.
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The easiest way to start developing a personnel policy is to use a fairly simple
algorithm of actions:
1. Determination of the overall strategic goals of the organization and its
development plan as a whole. This stage is necessary, because personnel policy is only
an auxiliary tool for achieving the objectives of the organization itself.
2. Development of basic principles of personnel policy, its priorities, as well as
identifying strengths and weaknesses, taking into account all factors affecting the
organization. At this stage, the specific type of personnel policy and the general
personnel structure of the enterprise are determined.
3. Formation of a financial base for personnel policy. At this stage, it is necessary
to assess the assets of the enterprise and possible funds that will be used to implement
the personnel policy, after which its final approval occurs.
4. Approval of personnel policy. An effective personnel policy must be
accurately and understandably reflected in the regulatory documents of the
organization, which must also comply with it.
5. Promotion of personnel policy. Each employee must understand exactly what
level he occupies in the hierarchical structure of the enterprise and how exactly the
current personnel policy can help him achieve his goals — at this stage, clarity and
accessibility of the basic principles of personnel policy for each employee should be
ensured.
6. Development of operational plans. At the initial stages, personnel policy is
oriented in its development towards achieving global goals and direct methods for
determining and implementing tactical tasks. After the actual implementation of the
personnel policy, its direct and primary goals in the short term should be determined.
7. The actual implementation of operational plans and the use of personnel policy
methods. At this stage, work is underway within the framework of the developed
personnel policy as a whole.
8. Evaluation and analysis. Personnel policy should always be analyzed by the
management of the enterprise and revised to improve its effectiveness and,
accordingly, the overall economic benefit of the organization.
Product marketing strategy
A product is an integral complex, which may consist of a separate material product
(products) and corresponding services, works, etc.; i.e. this is a certain value supplied by
a given organization to the market in the form of a specific commodity unit.
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Product marketing strategy is a subsystem of the organization’s strategy, which
is aimed at analyzing, developing and making strategic decisions on the nomenclature,
range, quality and volume of production of products, as well as the sale of products in
the relevant markets. This strategy is a key strategy for survival, quiet existence,
economic growth, and major success of the organization.
A product marketing program is a long-term program of specific actions that
implement a product marketing strategy.
The organization’s product marketing strategy / program should answer the
following key questions:
• What products will be produced and sold?
• Who will the products be sold to?
• Where (in which regions and locations) will the products be sold?
• How do the prices of the organization's products currently competing and will
compete with those of their peers?
• How does the organization set prices for its products: is it a price leader or does
it follow its competitors?
• What is the organization's strategy for promoting and distributing its products
in relevant markets?
Stages of forming a product marketing program:
1. An analysis of the general state of the current stage of functioning of a specific
market in which the organization’s products are sold is carried out. The stage ends with
an analytical document that provides a complete description of the trends
characterizing the current market conditions.
2. For each product, market leaders are identified on a tactical basis and strategic
period.
3. An assessment is made of the competitiveness of the organization’s actual and
potential product range in comparison with market leaders.
4. Specific market niches are identified in which the organization considers itself
competitive in terms of its actual and potential products for a tactical and strategic
perspective.
5. A system of priorities is established for the organization’s actual and potential
products for a tactical and strategic perspective.
6. A system of specific real and potential competitive advantages that need to be
maintained, developed or created is determined in ensuring the competitiveness of the
organization’s new product profile for a tactical and strategic perspective.
7. The main and main competitors (products, organizations) for the new product
profile are established.
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8. A unified product program of the organization is being developed for a tactical
and strategic perspective as a program of practical actions that concentrates the
resources and efforts of the organization on the implementation of its new product
profile.
9. The product program is agreed upon as a subsystem of the overall
development program of the organization for a given strategic perspective.
Production strategy
A production strategy is a long-term program of specific actions for the creation
and sale of enterprise products.
Strategic decisions in the field of production are made in the following areas:
• focusing production capacity (by geography, product groups, technology
factor, production volume, stage of the product life cycle);
• use of production personnel;
• development of production;
• product quality management;
• development of production infrastructure;
• organizing relationships with suppliers and other cooperation partners;
• production Management.
Features of developing an effective production strategy:
• the production strategy is mostly formulated and developed by middle
management, but its implementation involves the participation of all levels of
management;
• production strategy — a functional strategy based on a general strategy, its task
is to correct and direct the production activities of the enterprise;
• production strategy is an organizational process, largely inseparable from the
structure, behavior and culture of the enterprise within which it is carried out;
• implementation of the production strategy is the implementation of strategic
changes in production, preparing it for the implementation of the strategy;
• the production strategy is supplemented and specified by tactics, which is a set
of management decisions that ensure the formation of a production strategy in the
existing conditions;
• production strategy is influenced by changes in the organization and can itself
shape these changes.
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Financial strategy
A financial strategy is a master plan of action to provide an enterprise with funds.
The sequence diagram for developing a financial strategy for an enterprise is
presented in fig. 20.
Fig. 20. Sequence diagram for developing an enterprise’s financial strategy
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The financial strategy of the enterprise, covering all aspects of the enterprise's
activities, includes optimization of fixed and working capital, capital management,
optimization of profit distribution, securities policy, tax management, and non-cash
payments policy. The listed components of the financial strategy determine the objects
of the financial strategy. The objects of development and implementation of the
financial strategy of an enterprise are income and receipts of funds, expenses and
deductions of funds, relationships with the budget and extra-budgetary funds, credit
relationships (fig. 21).
Fig. 21. Components and objects of the enterprise’s financial strategy
Innovation strategy
An innovation strategy is one of the means of achieving the goals of an
enterprise, which differs from other means in its novelty, primarily for a given
organization and, possibly, for the industry, market, and consumers.
The innovation strategy is subordinated to the overall strategy of the enterprise.
It sets the goals of innovation activity, the choice of means to achieve them and the
sources of attracting these funds. Innovation strategies create particularly challenging
conditions for project, company and corporate management.
The impact of innovation strategy on corporate governance is as follows:
• increasing the level of uncertainty of results. This forces us to develop such a
specific function as innovation risk management;
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• increasing investment risks of projects. The portfolio of innovative projects is
dominated by medium-term and especially long-term projects. We have to look for
riskier investors. A qualitatively new management object appears before the
management system of this organization — an innovation and investment project;
• increased flow of changes in the organization due to innovative restructuring.
Streams of strategic change should be combined with stable ongoing production
processes. It is required to ensure a combination of interests and coordination of
decisions of strategic, scientific and technical, financial, production and marketing
management.
Social strategy
The social strategy of an enterprise is associated with the justification and
development of a program of measures to ensure the normal course of the process of
reproduction of the workforce in the enterprise and the preservation of a favorable
microclimate in the team. The implementation of such action programs helps to
increase the productivity of enterprise employees and, therefore, directly affects the
flow of the production process.
The main components of the enterprise’s social strategy include the following:
• strategy for the development of the enterprise’s personnel potential (planning
the personnel needs of the enterprise, strategy for the formation of the enterprise’s
personnel, strategy for the development of the enterprise’s personnel, strategy for staff
usage and retention);
• the basic social strategy of the enterprise (improving the social structure of the
enterprise's production team, improving labor conditions and safety, strengthening the
health of workers);
• targeted social programs — within the framework of the development and
implementation of a social strategy, targeted programs can be allocated to solve the
highest priority tasks of the social development of an enterprise.
Environmental strategy
The environmental strategy of the enterprise provides for the development of
systems of measures to solve environmental problems aimed at:
• rational use of resources;
• limiting emissions (preventing or reducing the leakage of harmful substances
into the environment);
• waste reduction (reduction of waste, recycling and reuse);
• production of harmless products that, throughout their entire life cycle, do not
pose any harm in terms of emissions and waste, and have a low risk.
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