Personnel policy. Why is it needed and how to develop it? (Kommissarova T.Yu.)

Article posted date: 08/08/2014

As they say, personnel is everything. This saying is still relevant today, since qualified personnel are the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not turn out that the professionals leave for competitors, a carefully thought-out personnel policy is necessary. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell you in the article.

The concept of personnel policy and its types

One of the decisive factors ensuring efficiency and competitiveness for any company is high human resources potential. It should be remembered that work with personnel does not end with hiring - the process of working with personnel must be structured in such a way as to achieve the desired result in the shortest possible way in relation to any issue, including in the personnel field. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are realized, therefore it is considered the core of the personnel management system.
Personnel policy is formed by the company's management and implemented by the personnel service in the process of its employees performing their functions. The principles, methods, rules and regulations in the field of working with personnel must be formulated in a certain way; personnel policies must be recorded in local and other regulatory legal acts of the company, for example, internal labor regulations, a collective agreement. Of course, it is not always clearly indicated in documents, but regardless of the degree of expression on paper, every organization has its own personnel policy.
The object of personnel policy, as we have already understood, is the organization’s personnel. But the subject is a personnel management system, consisting of personnel management services, independent structural units, united according to the principle of functional and methodological subordination.

Note. Personnel policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policies.
Active. With such a policy, company management can not only predict the development of crisis situations, but also allocate funds to influence them. The HR service is capable of developing anti-crisis programs, analyzing the situation and making adjustments in accordance with changes in external and internal factors.
There are two subtypes of this type of personnel policy:
- rational (when the personnel service has the means of both diagnosing personnel and forecasting the personnel situation for the medium and long term. Organizational development programs contain short-term, medium-term and long-term forecasts of personnel requirements (qualitative and quantitative). In addition, an integral part of the plan is HR program with options for its implementation);
- opportunistic (when management does not have a forecast for the development of the situation, but seeks to influence it. The personnel service of an enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, while the plan for working with personnel is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of ​​the goals of this activity).
Passive. With this type of policy, the organization’s management does not have a program of action in relation to employees, and personnel work is reduced to eliminating the negative consequences of external influences. Such organizations are characterized by the lack of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.
Preventive. It is carried out in cases where management has reason to assume the possibility of crisis situations, there are some forecasts, but the organization’s personnel service does not have the means to influence a negative situation.
Reactive. The management of an organization that has chosen this type of personnel policy seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of sufficiently qualified labor to solve the assigned tasks, lack of motivation for highly productive work). HR departments in such companies usually have the means to identify such situations and take emergency measures.

Note. Personnel policy is carried out at all levels of management: senior management, line managers, personnel management service.

Depending on the orientation towards its own or external personnel, the degree of openness in relation to the external environment, an open personnel policy is distinguished (an organization turns to external sources to meet the need for employees, that is, one can start working in the organization both from a lower position and from level of senior management; this most often happens in new companies seeking to quickly conquer the market and reach the forefront in the industry) and closed (carried out when the company is focused on recruiting new personnel from the lower level, and vacant positions are filled only from among employees that is, one’s own human resources are actually used).

Development of personnel policy

Some long-established companies, especially if they work closely with foreign partners, have a documented understanding of personnel policies, personnel processes and activities for their implementation. For some, the idea of ​​how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with identifying potential opportunities in the field of management and identifying those areas of work with personnel that must be strengthened for the successful implementation of the company's strategy.
The formation of personnel policy is influenced by external and internal factors. An organization cannot change external environmental factors, but must take it into account to correctly determine the need for personnel and the optimal sources of covering this need. These include:
- the situation on the labor market (demographic factors, education policy, interaction with trade unions);
- trends in economic development;
- scientific and technological progress (impacts on the nature and content of work, the need for certain specialists, the possibility of retraining personnel);
- regulatory environment (labor legislation, legislation in employment and labor protection, social guarantees, etc.).
Internal environmental factors are amenable to control by the organization. These include:
- the goals of the organization, their time perspective and degree of elaboration (for example, a company aimed at quickly making a profit and then closing it requires completely different professionals than a company focused on gradual development);
- management style (strictly centralized approach or the principle of decentralization - depending on this, different specialists are required);
- human resources potential of the organization (related to the assessment of the capabilities of the organization’s employees, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);
- working conditions (the degree of harmfulness of work to health, the location of workplaces, the degree of freedom in solving problems, interaction with other people in the process of work, etc. If there are at least a few unattractive jobs in terms of conditions, the personnel service will have to develop programs to attract and retain employees on them);
- leadership style (it will greatly influence the nature of personnel policy).
The formation of personnel policy can be divided into several stages.
At the first stage, the goals and objectives of the personnel policy are formed. It is necessary to coordinate the principles and goals of working with personnel with the principles and goals of the company, developing programs and ways to achieve the goals of personnel work. Let us note that the goals and objectives of personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives of ensuring the effective functioning of the organization as a whole.
At the second stage, personnel monitoring is carried out. For this purpose, procedures for diagnosing and forecasting the personnel situation are being developed. In particular, at this stage it is necessary to determine:
- quality requirements for employees based on job requirements;
- number of employees by position, qualification characteristics, etc.;
- main directions of personnel policy for the selection and placement of employees, formation of a reserve, assessment of personnel development, remuneration, use of personnel potential, etc.

For your information. The main goal of personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

Well, at the final stage, a plan of personnel activities, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.

For your information. The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; activities for professional development, advanced training of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be implemented in the following areas:
- forecasting the need to create new jobs, taking into account the introduction of new technologies;
- development of a personnel development program in order to solve both current and future problems of the organization based on improving the training system and job transfer of employees;
- development of motivational mechanisms to ensure increased interest and satisfaction of employees with work;
- creation of modern systems for recruitment and selection of personnel, marketing activities in relation to personnel, formation of the concept of remuneration and moral incentives for employees;
- ensuring equal opportunities for effective work, its safety and normal conditions;
- determination of basic requirements for personnel within the enterprise development forecast, formation of new personnel structures and development of procedures and mechanisms for personnel management;
- improving the moral and psychological climate in the team, involving ordinary workers in management.
Let us remember that every employee matters, since ultimately the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of personnel policies pursued in organizations. The payment of bonuses and the system of employee participation in profit distribution will ensure a high level of their interest in the final results of the organization’s activities.

Assessing the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be adjusted. In practice, personnel policy is assessed based on the following indicators:
- labor productivity;
- compliance with legislation;
- degree of job satisfaction;
- presence/absence of absenteeism and complaints;
- staff turnover;
- presence/absence of labor conflicts;
- frequency of industrial injuries.
A properly formed personnel policy ensures not only timely and high-quality staffing, but also the rational use of labor according to qualifications and in accordance with special training, as well as support for a high level of quality of life for employees, which makes working in a particular organization desirable.

Finally

So, in the article we very briefly talked about the organization’s personnel policy. What is the main purpose of the HR function? Providing the organization with personnel capable of effectively solving current problems in market conditions, effective use of these personnel, professional and social development. And the requirements for personnel policy boil down to the following.
Firstly, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company’s strategy, production and economic situation.
Secondly, personnel policy must be economically justified, that is, based on the real financial capabilities of the organization, and must also provide for an individual approach to employees.
The introduction of personnel policy involves restructuring the work of the organization's personnel management service. It will be necessary to develop a concept for personnel management, update the regulations on the divisions of the personnel service, and possibly make changes in the management team of the organization, based on the data of the extraordinary certification; introduce new methods of recruiting, selecting and evaluating employees, as well as a system for their professional promotion. In addition, it will be necessary to develop programs for career guidance and adaptation of personnel, new systems of incentives and work motivation and labor discipline management.

An organization's personnel policy is a set of well-known methods and techniques that can influence the organizational process of an enterprise. All rules must be tested in practice and should improve not only the production structure, but also the labor potential of workers.

What is the purpose of personnel policy

Each enterprise has its own methods and ways of transforming personnel policies, but not everyone has everything documented. It is worth noting that the main goal of personnel is to ensure a smooth work process, retain valuable employees, and create suitable working conditions.

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Formation of personnel policy: influence of factors

Activities in this area begin with identifying the needs that need to be satisfied. Potential opportunities in working with personnel are identified. To formulate the correct personnel policy, it is necessary to find out what is most important for the operation of the enterprise.

The formation of personnel policy is influenced by:

1. Environmental factors – These are phenomena that an enterprise must take into account. You cannot avoid them, since everything can be enshrined at the state level. This includes:
   • State of the labor market.
   • Trends in the country's economic growth.
   • The legal framework of the country, which can make changes to the labor code.
   • Scientific and technological progress (if new technologies appear, then we need specialists who can manage them).
2. Internal environmental factors– this is what directly happens at the enterprise itself. This can include:
   • Personnel management style.
   • Main goals for achieving results.
   • Method of leadership.
   • Methods of enterprise management.

Main directions of personnel policy: principles and characteristics

If we talk about different enterprises, then each has a certain direction. A more visual and common view is the following:

1. Organizational personnel management – has the same management principle for both general and individual ideas. In this case, you have to look for constant compromises between employees and senior management.
2. Selection and placement of personnel – consists of several principles - professional competence, individuality, compliance, practical achievements. It is characterized by the fact that each employee meets his qualifications and occupies his position. He must be experienced and have professional skills, and have his own management style.
3. Formation and preparation of a reserve for promotion to leadership positions – This area includes several principles: rotation, suitability for the position, manifestation in work, assessment of the individual qualities of the employee. It is characterized by the fact that promotion is carried out on the basis of a competition or tender. Active training is carried out for the employee who must assume a leadership position. The candidate is determined based on his experience.
4. Personnel assessment and certification – determined using the principles of indicator selection, quality of task performance and qualification assessment. Using this direction, you can determine the main indicators that should be adhered to in your work and which still need to be developed. In this way, it is possible to assess the potential of employees and ways to achieve profit maximization.
5. Staff development - is built through the principles of advanced training, opportunities for self-development, and ways of self-expression. This direction is very necessary, as it will help to prepare qualified personnel as much as possible.
6. Motivation and stimulation of personnel, remuneration – an important point that is determined based on the principles of equal mix and incentives. In this case, tasks and deadlines for their completion should be set. There must be incentive factors, on the basis of which a person will use all his best qualities.

Types of tools

1. Personnel planning– before applying certain methods to work, it is necessary to build a clear plan, which should be worked out beforehand. Having a good plan, you can build the right personnel policy.
2. Current HR work- this is a process that is already involved in implementation, but before this, certain aspects have already been worked out by personnel inspectors.
3. Personnel management– this is not an easy job, which is carried out by a specially trained person. He, in turn, must have skills in working with personnel. Such a person should be respected and listened to.
4. Activities for its development and advanced training– this is an important point that contributes to good and high-quality work. Before introducing new activities, it is necessary to study the people and their work.
5. Activities to solve social problems– in any team, disagreements and other problematic situations constantly arise that the administration must be able to solve.
6. Reward and motivation– to obtain maximum output from employees, it is necessary to motivate the employee and reward him financially accordingly. Thus showing that his work is not in vain.

Production stages

Like any activity, it has its own stages of implementation. They also consist of:

• Research of the enterprise's labor resources, on the basis of which the forecast is based.
• Determining the main points and priorities of activities.
• Familiarization of the administration and personnel of the enterprise with the adopted policy. The main way to promote information.
• Determining the budget for the implementation of a new personnel policy that will ensure effective labor incentives.
• Development of basic activities for the formation of personnel staff.
• Achieving goals through special programs for development, adaptation of employees, and advanced training.
• Summing up – analysis of all activities related to organizing personnel policy, identifying problem areas, assessing the potential of employees.

Main types

By scale of personnel events:

Passive– the administration does not make global changes to personnel policy, it is only trying to solve existing problems, which indicates weak returns on the part of employees. The HR department starts working only in certain cases. This often leads to high staff turnover, which negatively affects the efficiency of work.

Reactive– is based only on the work of problem areas that can lead the organization to a crisis situation. This happens in businesses that do a poor job of defining mission and priorities. In such cases, the manager’s entire interest is only in removing the consequence, but not the cause of the crisis, which can repeatedly appear.

Preventive– is developed only for certain cases or for a certain period. It is not permanent and does not have to be assigned to the staff. There is a specific goal for it, respectively, labor resources that are aimed at performing a specific task.

Active– if an enterprise has forecasts, a specific forecast and a set of actions, then this type of personnel policy takes place. It is aimed at achieving maximum results. In such cases, the best employees who are able to carry out this activity are attracted. All priorities are clearly defined here, there are no exceptions. Management keeps the whole situation under control.

By degree of openness:

Open– it has become more modern. Characterized by the fact that it openly shows the possibilities of work. Career growth starts from the bottom to management. An organization with such a personnel policy is ready to accept any specialist if he is endowed with the necessary skills and qualifications. This system is typical for telecommunications and transport companies. Companies are thus trying to enter a new market and make a name for themselves.

Closed– in such a company, a managerial position can be taken by an employee who has been working for a long time. New employees can only occupy entry-level positions. It is typical for companies that have been working for a long time, they are satisfied with their activities and do not plan to grow.

Criteria for evaluation

1. Quantitative and qualitative composition of personnel. Quantitative is divided into three categories - management, management and service personnel. If we discuss the qualitative composition, then employees are divided among themselves according to their level of education, work experience, and advanced training by employees.
2. Staff turnover rate– one of the most important factors in modern business. An increased level is observed in enterprises where special education is not required. Thus, the entrepreneur wants to make a quick profit without spending money on personnel policies. And the most interesting thing is that initially you can achieve a good result, but after some time the development will be very weak, since there is no incentive for workers in their work.
3. Flexibility of the policy– any activity must be manageable. When a new personnel policy is introduced at an enterprise, it is necessary that it can be implemented for any department. Each production department has its own goal and the implementation of new policies must correspond to their specifics.
4. Degree of consideration of employee/production interests– any changes must be accepted by employees. This will help the staff to perform their jobs to the best of their ability. As stated in the previous criterion, the new policy must be consistent with the responsibilities being performed. Consistency with the team is the first step to success.

What activities are needed?

In order to improve personnel policy, it is necessary to use the following measures:

1. The selection of personnel is based on certain criteria that will correspond to their responsibilities. The more experience a person has, the higher the level of productivity at work. Beginners should also not be pushed aside, as they have a different perspective on work, and they can contribute to new discoveries that will have a positive impact on development as a whole.
2. To ensure a stable and continuous production process, it is necessary to involve long-term cooperation.
3. The personnel department must provide the enterprise with all the necessary staff as much as possible. Management should pay attention to this process. The company operates stably when all jobs are filled.
4. HR specialists must conduct an analysis of the workforce at the enterprise. They are required to ensure that staff members are properly allocated so that their qualifications are appropriate for the position they occupy.
5. The management of the enterprise must provide its staff with courses that can improve their skills. Thus, the company will have experienced workers who will be able to complete work of any complexity. Loss of working time and manufacturing defects can be avoided due to lack of experience.

The personnel policy of an enterprise is a very important point that contributes to the maximum development of the enterprise. There are several areas that help maximize enterprise profits.

Known directions contribute to the correct distribution of personnel in their places.

The enterprise's personnel policy must be updated from time to time. Over time, not only people change, but also their views on the work process. Innovation drives positive results that can be achieved by people with a fresh perspective on the production process. You should not adhere to the old personnel policy, as it will not only be ineffective, it can lead the company to liquidation.

Introduction

Relevance of the research topic determined by the special conditions that have developed in the labor market and in the field of employment during the global financial and economic crisis of 2008–2010.

Personnel have always been one of the most important factors ensuring the efficiency of an enterprise. Realization of the potential capabilities of any organization depends on the knowledge, competence, qualifications, discipline, motivation, ability to solve problems, and receptivity to training of operating personnel and management. Therefore, personnel policy is an integral part of all management and production activities of the organization and is aimed at the effective selection of personnel, their adaptation, training and retraining in accordance with the needs of the company. The ultimate goal of personnel policy is to create a cohesive, responsible, high-performance team capable of solving any problems. Relevant missions and strategies of the organization.

The role of personnel policy especially increases in a crisis economy. The management of any enterprise in a crisis faces the task of retaining the most qualified part of the management team (managers) and personnel. Organizations should develop measures aimed at creating mechanisms for preserving human resources, as well as helping to stimulate the activities of personnel to bring the organization out of a crisis.

Object of study is Trigon Plus LLC.

Subject of research is the personnel policy of the organization.

Theoretical and methodological basis The research was based on the works of Russian scientists and practitioners in the field of personnel management, such as I.V. Bizyukova, V.A. Dyatlova, P.V. Zhuravleva, A.F. Zubkova, M.V. Karlova, A.Ya. Kibanova, V.I. Kurilova, P.I. Lazora, E.V. Maslova, Kh.T. Meleshko, F.P. Negru, Yu.G. Odegova, Yu.N. Poletaeva, G.E. Slesinger, N.P. Sorokina, V.A. Stolyarova, V.V. Travina, A.I. Turchinova, G.A. Tsypkina, S.V. Shekshnya et al.

During the study, the following methods were used: statistical and factor analysis, comparative, analogies, balance sheet, ranking objectives.

Work structure. The work consists of an introduction, three chapters, a conclusion, a list of used sources of information and applications.

1. Theoretical foundations for the formation of personnel policy at the enterprise

1.2 Main directions of formation of personnel policy

1.2.1 Selection of enterprise personnel

Personnel planning is a system for selecting qualified personnel, aimed at ensuring the organization's need for the required number of specialists with the necessary qualification characteristics in a specific period. A labor resources plan is developed to assess the future number of workers that the organization will require and their professional structure that will be needed during this foreseeable period. The plan should reflect potential sources of recruitment. Possible channels of contact with potential employees should also be established and designated. The plan should also include an assessment of the firm's potential financial capabilities, i.e. resources that the company is willing to use in the period under review as compensation for labor. Having familiarized themselves with the plan, potential employees should have a clear idea, monetary or moral, of the future composition of employees. Each organization uses personnel planning, either explicitly or implicitly. Some organizations do serious research in this regard, others are limited to superficial attention in relation to personnel planning. One of the main tasks of personnel planning is to assess the specific needs for skilled workers at different periods of time. Once these needs have been identified as part of workforce planning, measures must be drawn up to achieve these needs. Unscrupulous implementation, and even more so completely ignored, personnel planning can provoke serious problems in the shortest possible time. Using effective personnel planning tools, it is possible to fill vacant positions, reduce staff turnover, and identify the main career opportunities for specialists within the company. Reforms carried out in organizations in crisis conditions economics, imply, along with the achievement of other goals (technical, financial, environmental), the effective distribution and use of workers employed at the enterprise, as well as the rationalization of their number. In a crisis, it is necessary to determine the maximum permissible number of employees at the enterprise, at which the implementation of the adopted strategy for its development and the actual excess of the total number of employees or the shortage of especially valuable personnel can be ensured. Managing such a complex subsystem of an enterprise as personnel involves the use of a variety of tools and methods: economic, organizational, technical, socio-psychological, aimed at ensuring the efficiency of work activity in accordance with the requirements of production (service) and the chosen development strategy. Effective enterprise management is possible only if the organization has specialists who perform their duties with maximum efficiency. Maximum use of the labor potential of employees should be considered as a key factor for the successful operation of the enterprise, both in normal and crisis situations. Optimal workforce planning should help improve the efficiency of the strategic planning process of the enterprise as a whole and provide the means to achieve the desired end results.

In many enterprises, human resource planning is carried out inappropriately, which ultimately leads to the development of various negative phenomena.

The workforce planning process includes three main stages (Table 1.1):

1) assessment of available resources (personnel, management);

2) assessment of future needs for personnel of certain qualifications);

3) development of a program to meet future personnel and management needs.

It is logical to start planning labor resources in an existing organization with an assessment of their availability. Management must determine how many people are involved in each process step required to achieve a specific goal. In addition, management must evaluate the compliance of the qualitative, functional and other characteristics of the existing personnel with the operational and strategic objectives of the organization.

Table 1.1. Personnel planning

The next stage of planning is forecasting the number of personnel required to implement short-term (operational) and long-term strategic goals. In case of cardinal organizational changes, for example, when creating a new enterprise, complete reconstruction of existing ones, assessing the future need for labor is a complex complex (systemic) task. Under these conditions, an adequate assessment of the external labor market and a qualitative analysis of the workforce available on it are necessary.

Having assessed their future needs, management must develop a comprehensive program to meet them. Needs should be considered as a goal, and the program as a means (way) to achieve it. The program must include measures to attract, recruit, train and promote employees, a specific schedule (time frame) for their implementation, taking into account the goals of the organization. Hiring the necessary workers should be based on a detailed and comprehensive study of the types of work to be performed. It is also necessary to have detailed information about the qualification level and personal qualities of potential employees.

This information is obtained through job content analysis (functional analysis, qualification requirements), which is the cornerstone of personnel management. A comprehensive assessment of all jobs requiring personnel and the quality characteristics of potential workers creates a reliable basis for making decisions about recruitment, selection, salary, performance evaluation and promotion through the hierarchical hierarchy.

There are several methods for analyzing the qualitative characteristics (parameters) of an employee. One of them is to directly observe the employee, formally determine and record all the actions he performs. The second method is based on collecting information through an interview with the employee or his immediate supervisor. This method may be less accurate due to possible distortions introduced by the perception of the interviewee (or interviewer). It is also possible to use the survey method. At the same time, the employee answers questions regarding the work being performed or future work. The information obtained from job content analysis is very important for most subsequent activities in planning, recruitment, selection and distribution of personnel. Based on this information, job descriptions are created, which are a list of basic responsibilities, required knowledge and skills, as well as employee rights.

Target recruitment is to create the necessary reserve of candidates for all specialties and positions. From these, the organization selects the employees most suitable for it in terms of functional and other characteristics. The amount of recruiting work is determined to a large extent by the difference between the available personnel and the future need for it. This takes into account factors such as retirement, turnover, dismissals due to the expiration of the employment contract, and expansion of the organization’s scope of activity.

In a crisis economy, the negative dynamics of demand for goods created by the enterprise are taken into account. Recruitment is carried out from both external and internal sources.

To carry out external dialing, various methods (tools) are used. Among them we can highlight: publishing advertisements in newspapers and professional magazines, sending contracted people to special courses at vocational educational institutions, contacting employment agencies and firms supplying management personnel. Most organizations (firms) prefer to recruit primarily within their own organization. Promoting your own employees is less expensive than hiring from outside. In addition, this increases the interest of working personnel, strengthens the attachment of workers to the company and improves the moral and psychological climate. According to the motivational expectancy theory, it can be assumed that if employees believe that their career growth depends on the degree of work efficiency, then they will be interested in more productive and efficient work. At the same time, one of the disadvantages of the stated approach to solving the problem solely through internal reserves is that new people with fresh, perhaps more progressive views do not come to the organization. The absence of such people can contribute to the development of stagnation in the organization.

One of the fairly popular recruitment methods using internal reserves is sending out information about an opening vacancy with an invitation to qualified workers. Many organizations have the practice of notifying all their employees of any opening. This gives them the opportunity to apply for an existing position before outside applications are considered.

One of the frequently used recruitment methods is for the management of an organization to ask its employees to recommend friends and acquaintances for work.

A significant problem when recruiting workers is the desire of the employer to “sell more profitably” the conditions of activity in his company. He may exaggerate the positive aspects or underestimate the difficulties of working in the company. As a result, a potential candidate may have unfounded (distorted) ideas about promising activities.

You can use the power of radio and television to recruit. At the same time, practice shows that these funds enjoy limited success among managers of organizations. More often, enterprises cooperate with newspapers by posting job advertisements, as they consider this method to be quite effective and fast.

Personnel selection. This uh tap is associated with the direct selection of the most suitable candidates from potential individuals identified during recruitment. In the vast majority of cases, the person who has the best qualifications (the best functional knowledge and skills) to perform a specific job in the position should be selected, and not the candidate who has predominantly positive human qualities.

Depending on the circumstances, an objective decision on the choice may be based on the candidate’s professional education, the level of his labor skills, previous work experience, and personal human qualities. For management positions, especially at a higher level, the main importance is the skills of establishing interpersonal, intercompany and interregional relationships, as well as the psychological compatibility of the candidate with superiors and with his subordinates. Personnel selection can be considered as one of the forms of preliminary control of the quality of human resources.

Personnel selection can be considered as a mechanism for actually attracting personnel, the essence of which is to select the most suitable employees from the total number of candidates, taking into account their suitability and individual characteristics. Personnel selection is based on a comparison of the profile of the requirements of a particular workplace (position) and the characteristics (professional and personal characteristics) of the candidate, reflecting his suitability for occupying a given workplace.

The arsenal of methods for assessing the suitability of personnel for a particular vacant position is very extensive and includes technical, verbal, psychological and other approaches. The methods used are shown in Table 1.2.

Table 1.2. Personnel selection methods

Most often, managers of organizations who realize that through optimization of the personnel management system it is possible to achieve more effective personnel management activities, care about the growth of the professional quality characteristics of their personnel and apply various personnel assessment procedures both “at the entrance” to the organization and at the process of his movement along the hierarchical job ladder and in the direction of professional improvement.

The most commonly used methods to collect information required to make selection decisions are tests, questionnaires, interviews and assessment centers.

Tests. Scientific, methodological and practical manuals contain a large number of different types of tests that can be used to assess the effectiveness of a specific job by a potential candidate. Types of selection tests include, for example, measuring the ability to perform tasks related to the proposed job.

Examples of such a test include typing, typing on a computer or shorthand, demonstrating the ability to operate a machine, demonstrating speech abilities through verbal (oral) communications, and performing written work. Another type of test involves assessing such psychological characteristics as intelligence, energy, frankness, interest, emotional stability, self-confidence, and attention to minor details. For such tests to be truly useful in selecting candidates, there must be a meaningful correlation between the high scores achieved on the tests and actual performance. Organizational management must conduct a detailed analysis of the test results and determine whether the people who perform best on the test will actually become more effective employees than those who score lower on the test.

For comparative assessment of skill levels, they are often used questionnaires. However, it should be noted that they do not always provide an adequate description (professional and personal qualities) of a potential candidate for a particular position. Information contained in the application form (about previous work experience, salary, level and specialization of education, completed vocational school, hobbies, etc.) can be used to select candidates if such biographical data helps distinguish more effective from less effective employees already working in this organization.

Interviews. They are one of the most widely used personnel selection methods. In fact, there are no employees who are hired without an interview. The number of interviews is largely determined by the position of the future employee in the professional and official hierarchy. Recruiting senior management may require many interviews and a fairly long period of time.

Scientific research and concrete recruitment practice have revealed a number of problems indicating the lack of absolute effectiveness of interviews as a personnel selection tool. They are caused by the individual psycho-emotional properties of the interlocutors, which largely reduce the objectivity of the information received. For example, there is often a tendency to make decisions about a candidate based on first impressions, without considering what is said in the rest of the interview. Another problem is trying to evaluate the candidate in comparison with the person who was interviewed immediately before. If the previous interlocutor looked particularly bad, then the subsequent candidate (maybe very mediocre) will look at a decent or very decent level. Sometimes there is also a tendency to evaluate more highly those candidates whose social status, appearance and manners are largely reminiscent of their own.

– establishing mutual understanding with the candidate and giving him the opportunity to feel free (uninhibited);

– concentration on the requirements for the upcoming work;

– refusal of the temptation to evaluate a candidate based on first impression;

– preliminary preparation of a comprehensive system of questions that will be asked to all candidates without exception. This will allow you to compare the parameters of all candidates as objectively as possible.

To assess the ability to perform a full range of job responsibilities, you can resort to methods of complex situation modeling. Such models include formal interviews, acting as a manager and meeting participant, presenting reports to a group of workers, and taking psychology and intelligence tests.

The management of a small organization during selection is most often limited to formal interviews and a differentiated approach to candidates.

As a side effect of the subjective approach to personnel selection, there is the problem of subsequent adaptation of the employee to the requirements of the manager and the characteristics of a specific professional activity. Therefore, for effective selection, it is necessary to know and take into account the specific features of the management style of the head of the organization (division), his psychological characteristics, as well as socio-psychological parameters, traditions and other characteristics of the team of the enterprise (division).

It is quite possible that a situation may arise when a candidate who is quite capable, in terms of job requirements, cannot be recommended for a position due to “potential conflict” between management styles and subordination relationships. In addition, a candidate who has been selected based on the criterion of sympathy may in the future pose a big problem for the organization due to his reluctance to adapt to the established corporate traditions and rules of interaction in the team in question.

A very significant problem is the presentation of data on a candidate, regardless of the attitude of the main (significant) persons (current superior manager, potential future manager, relatives, friends, acquaintances). The manager (customer) is always faced with the question of the degree of objectivity of the results of the interview with the candidate, as well as the real applicability of its results. It is typical for organizational managers (HR customers) to always strive to obtain the maximum possible information about their potential employee. To achieve these goals, it is necessary to make significant efforts to develop rules, principles and methods of selection, as well as analyze the results obtained and draw up conclusions.

From the above, it follows that in order to optimize selection procedures, it is necessary to develop methods that would clearly divide professions into those where, to select the appropriate candidate, an interview procedure is sufficient, and those where it is necessary to use, along with the interview, a variety of additional methods (for example, psychological testing, assessment of opinions obtained from the environment, results of tests, experiments, etc.).

The selection technology used can be based on different principles. Thus, the functional-professional principle can be used, the essence of which is to search for compliance of the candidate’s parameters (level of education, skills, experience) with the requirements of future activities. On the other hand, the principle of compliance of the candidate’s psychological and other individual characteristics with corporate traditions and the requirements of the organization’s (division) team can be applied. The ideal option should be considered when both principles coincide.

In the absence of sufficient grounds for hiring a potential candidate, a rather complex management problem arises - the problem of refusal to hire. A justified refusal on the grounds of professional inadequacy does not present any special difficulties. At the same time, refusal to hire on psychological (psychophysiological) grounds based on the forecast of behavior, possible effectiveness of activities and characteristics of interpersonal relationships is associated with significant difficulties. The justification for such a refusal requires special wording in the justification. In this case, the usual conclusion “you did not pass the psychological selection” can cause a feeling of dissatisfaction and protest on the part of the potential candidate and significantly affect further job searches.

The most important theoretical and applied problem of recruitment and selection in the modern world is the problem of developing and selecting sound methods for assessing potential candidates for a particular position. A significant part of the diagnostic methods used in traditional selection practice requires significant improvement.

The above indicates the need to create selection centers, whose functions will include the development and testing of methods (specific, systemic) used for selecting personnel for specific positions (areas of activity. Currently, there are no unified approaches, principles and methods for selecting personnel (personnel). Moreover, there are no universal methods that take into account the specific characteristics of individual organizations.There are practically no recommendations for selecting personnel in crisis situations.

In modern conditions, a significant part of potential employees believe that candidates for certain positions are selected according to a scheme inherited from traditional (Soviet) personnel departments. This statement is based on the fact that selection is mainly carried out on the basis of formal criteria - qualifications and work experience, which organizations draw from work books, diplomas and other documents about the education received. According to many respondents, practiced interviews most likely perform the same role as a formal procedure (regardless of the structure of questions and duration).

The interview most often involves the heads of the organization, line (functional) managers - the candidate's future managers. Many managers often invite psychologists to conduct interviews. In some organizations, it is customary to invite “other persons” to participate in interviews, often remaining “incognito” figures. Most often, this role is played by representatives of security services, chief specialists, and independent analysts.

As a rule, several people (the head of the organization, heads of departments, specialists) participate in interviews on the part of organizations. The additional participation of a psychologist is due to the need to determine the personal psychophysiological characteristics of the candidate, his motivation and other characteristics. The practice of involving psychologists indicates the high effectiveness of this approach.

It also seems very effective to participate in the selection of department heads who have the greatest knowledge of the professional requirements for a potential candidate. This is quite natural, since only an experienced linear (functional) manager is able to carry out professionally sound selection of personnel.

Managerial experience shows that an interview conducted by an experienced personnel officer or line (functional) manager is sometimes the most effective way to identify a candidate’s motivations, personal aspirations and characteristics. There is a very high assessment by respondents of the effectiveness of using various types of testing, test results (one-time tasks) in comparison with an interview. Conducted studies indicate that increased attention is paid when selecting personnel and assessing professionalism in any form. The candidate’s professionalism is important not only for making a hiring decision, but also for his future work history.

For optimal personnel selection, many organizations put forward additional requirements for candidates. Among them are such signs (properties) as sociability, adaptability, desire for career growth, desire to improve one’s qualifications, etc. In modern conditions of intense intercompany and international interaction communication skills, as the ability to establish effective relationships with the outside world, is relevant for many organizations.

Process adaptation– the procedure for including new employees in the organization, familiarizing newcomers with the requirements for activities, organizational structure, culture, traditions, rules and characteristics of behavior in the team.

Plays a special role in personnel policy career planning, which is understood as the process of comparing the potential opportunities, abilities and goals of an employee with the requirements of the organization and its development plans, expressed in drawing up a program for professional and job growth within the current hierarchical ladder.

In the conditions of the information society, the theoretical basis of advanced training programs is the concept of continuous professionalization of the individual and the idea of ​​the systemic structure of work activity.

In almost all modern organizations, hiring decisions are made by the head of the enterprise. At the same time, in many cases (especially in large organizations) this right is delegated to line and functional managers. Sometimes, although quite rarely, personnel selection is entrusted to personnel managers and heads of personnel departments. There are also cases of collective decision-making on personnel selection issues. The collective method is most often used when selecting organizational leaders or heads of individual departments. Sometimes personnel, especially management ones, are appointed by the founder or owner of the organization.

Approaches to the appointment (selection) of leaders largely depend on the degree of democratization of society and management, as well as on the content of the organization’s constituent documents.

An analysis of the effectiveness of hiring decisions indicates that the most optimal decisions in the personnel selection process are the decisions of the enterprise's personnel services.

The following promising problems and tasks related to personnel selection can be identified:

– improvement of interview procedures by filling the interview technology with specific content depending on the requirements of individual professions or the job (hierarchical) level of the future employee;

– practicing the rules (algorithm) for analyzing and describing the results of the interview, as well as presenting conclusions;

– development of packages of tests and other tasks for the selection of personnel for specific specialties and job levels.

After hiring, after a certain period of time, it is necessary to make a current assessment of the personnel’s performance, which should be based on the relevant statutory requirements, job descriptions and other instructions. In this case, it is necessary to evaluate the individual contribution of the new employee to the functioning of the organization or its division. The assessment should also be based on determining the degree to which the employee’s potential is realized (professional knowledge, skills, production experience, business, moral, psychological and other qualities), the dynamics of health, performance and the level of general culture. In addition to the assessment of current activities, which is carried out with the aim of quickly adjusting labor behavior, there is also such an assessment as personnel certification .

Thus, a comprehensive assessment should include three types of assessment:

– assessment of potential employees during selection;

– assessment of employees in the process of activity;

– certification of employees.

1.2.2 Personnel adaptation and development system

In contrast to the dynamics of the cost of fixed production (non-production) assets, which tends to decrease over time, the value of human resources is constantly increasing over time, which is due to the growth of professionalism of workers, their acquisition of managerial, service and production experience. Increasing the productivity of new employees in a large degree depends on the degree of their social adaptation, which should be understood as the degree of adaptation of the recruited personnel to new environmental conditions. The performance of a new employee largely depends on the speed and quality of adaptation. Low adaptability of newly recruited employees usually leads to high staff turnover, which is very expensive. The dismissal of highly qualified workers, which intensifies in conditions of crisis development, is characterized by even greater costs. To retain employees and limit the loss of financial and other resources in modern organizations, it is necessary to develop a personnel adaptation system, which should include measures for professional adaptation in accordance with job responsibilities, adaptation to requirements management, to the traditions, psychophysiological, cultural and other traditions of the team. Professional adaptation should be considered one of the main areas of measures for the adaptation of new employees. New employees who come to the organization have certain hopes regarding the proposed place for professional activity. If an employee is able to quickly adapt, then he will be able to more effectively realize his potential and, thereby, bring greater benefit to the organization. It should be noted that in the theory and practice of management there are several aspects of adaptation, the essence of which is the same, but the methods are different: – adaptation of a young person specialist to the first place of work; – adaptation of an established employee to a new place; – adaptation of an employee upon promotion; – adaptation of an employee upon demotion. The most important element in the adaptation of newly recruited employees is the relationship with management, which is established at the initial stage of contact, i.e. e. at the moment of meeting. These first relationships arise for known and natural reasons for relationships between people - sympathy and antipathy. Theoretically, this should in no way depend on the gender and age of the manager and the new employee. In practice, there is often a departure from this approach. The adaptation of an employee to an organization and the realization of his potential largely depends on the relationship with the organization’s staff. Meeting a new person should be considered a difficult task, since it involves the interaction of traditional foundations with individual personality traits that may not coincide. Ideally, quick adaptation of a newcomer is as beneficial as possible for both the organization and the new employee. At the same time, the presence of differences in mentality, values, traditions, religious and other characteristics can limit the realization of the potential capabilities of a new employee, and in some cases, lead to conflict situations. One of the most sensitive moments of the interview is the question of salary. Therefore, this issue when selecting personnel should be within the competence of the manager. When selecting personnel, it is necessary to exclude situations in which initially (at the conversation stage) a potential employee is offered a high salary. And after receiving his consent, the appointed salary turns out to be significantly lower. This approach can sharply reduce the motivation of a new employee and serve as one of the main reasons for dismissal. During the selection process, the issue of working conditions (environmental, sanitary, chronological). HR managers are required to stipulate in detail the working conditions and operating mode of the organization. However, it is not enough to communicate only the time frame of the organization’s work. It is also necessary to talk about possible situations of staff working irregular hours, including on weekends and holidays. It is also necessary to outline the proposed ways (methods) of rewarding employees for overtime work. To secure a new employee, an important role is played by the person who will perform the duties of the hired employee with a new place of work. The responsible person is obliged to prepare the necessary documents describing the workplace, long-term plans of the organization (division), an action plan for the accelerated adaptation of a new employee and his familiarization with divisions and departments, a list of managers of all hierarchical levels, as well as the closest employees with whom the new employee will work interaction. The management of the organization (division) must also decide which professional tasks can involve a new employee immediately, and which ones are better to wait. At the same time, the prepared plan must be constantly reviewed and adjusted taking into account changes occurring in the internal and external environment of the organization.

Employee adaptation cannot be left to chance. We should abandon the idea that the employee must be able to adapt himself, and no one should help him in this. The speed at which a new employee masters new professional responsibilities and his “entry” into the team depends not only on the adaptation policy pursued by the organization, but also on the individual characteristics of the candidate himself.

Professional orientation and social adaptation of a new employee in an organization should be considered as the most important condition for realizing his potential and increasing his contribution to the final results of the company. Therefore, management should be interested in the employee’s success in the new workplace. It should be remembered that an organization is a social system, and each employee is an individual who needs an adequate individual approach.

A new employee entering an organization brings with him previously acquired skills, experience, and attitudes that may be consistent with or contradict the established order in the organization. If, for example, the new employee's last manager was a bossy person who preferred to communicate only by letter, the employee will feel that it is better to send a paper than simply call or speak directly to the new manager. At the same time, the management of the new organization may prefer verbal communication to written communication.

The lack of action on the part of the organization's management aimed at adapting new subordinates may cause the latter to be disappointed in their choice. New employees in their behavior may give preference to previous experience or be disappointed in the choice made due to the unrealizability of their hopes associated with the new place of work.

In the onboarding program for new employees, less attention is paid to social relationships. Therefore, newcomers are forced to independently master existing norms and rules and sometimes gradually learn about the “glorious” history and traditions of the new organization. Comparing the effectiveness of introducing new employees to certain aspects of a new place of work, we can note an original situation. New employees are most often concerned about the social and psychological sphere, and not about the rules and regulations governing the main production process (direct functional responsibilities). Of course, the organization should not be considered a charitable institution, but when hiring new employees, their socio-psychological characteristics should be taken into account as much as possible.

Most often, the first places in terms of effectiveness come out to information that a person needs for a normal sense of self and sense of belonging - traditions, customs of the organization, features of formal and informal relationships, the established corporate culture and remuneration system. At the same time, the professional aspects of the activities of new employees occupy a secondary place. This is due to the fact that professional characteristics can be realized only under a normal socio-psychological climate in the organization.

Of particular importance for a new employee are the features of the security regime and trade secrets, as well as specific requirements determined by the peculiarities of the organization’s activities.

The effectiveness of the participation of a particular official in the adaptation of new employees decreases with the number of hierarchical levels between the new employee and the person responsible for adaptation. It follows from this that the adaptation of new employees should be carried out by professional managers, for whom this activity is a direct functional responsibility. It is advisable to involve in this work those who are directly related to the workplace to which the newcomer is hired.

The main task of the adaptation period is to establish a system of relationships and interdependencies of the individual (new employee) with a new socio-psychological and production environment in which he will have to realize himself as a specialist and an individual for a long time.

1.2.3 Assessment of personnel work activity

After the employee has adapted to the team and received the necessary training to effectively perform his work, it is necessary to determine the degree of effectiveness of his work. Assessment of the performance of new employees should be carried out as a result of appropriate control measures. Such control should be carried out on the basis of comparison of actual results with current norms (standards). The purpose of this control is to establish the presence of deviations of real parameters from regulatory (standard) requirements. If any, management takes appropriate corrective action.

Performance assessment is necessary not only to assess the compliance of a new employee with job requirements, but also to make decisions about the employee’s possible career advancement. Most often, performance evaluation serves three main purposes: administrative, informational and motivational.

Administrative control functions include promotion or demotion, transfer to another position within the same hierarchical level, and termination of an employment contract. Evaluation of the work of personnel, including newcomers, is an inherent function of the organization, without which an effective personnel policy is impossible.

Promotions make sense for an organization because it allows it to fill vacancies with employees who have already demonstrated their abilities. It is also desirable for staff because it satisfies their desire for success, achievement and self-esteem. Promotion is an excellent way to recognize the effective performance of staff. However, when making promotion decisions, management should promote only those who have actually contributed to improving the organization's performance. Management should not promote employees who perform well in their current responsibilities but do not have the potential to perform effectively in their new position. Therefore, personnel assessment should be divided into an assessment of compliance with the requirements and an assessment of the ability to fulfill future requirements determined by the organization's strategy.

Job performance assessments are most often carried out by organizational leaders, line and functional managers, teachers (committees) of vocational educational institutions, and consulting firms.

The most objective are the opinions of line and functional managers, as well as the heads of the organization. In the assessment process, the following pattern is clearly visible - the farther the appraiser is from the organization and the individual being assessed, the less effective he is.

Performance evaluation is also necessary so that people can be informed about the quantity and quality of the work they perform.

For the head of any organization, it is very important to know the motivation of employees and be able to effectively manage it in order to increase labor productivity and the quality of work performed. Organizational personnel vary significantly in the degree of expression of different motives (needs). It should be kept in mind that needs are constantly changing depending on a large number of factors.

Based on this, it is relevant to create a system for assessing and forming motivation for the work activity of the organization’s employees, at the center of which should be an attractive remuneration system. It should be the main means of motivating staff to work. This system is especially important in times of crisis and shortage of financial resources, as it allows for the most efficient use of human resources.

The system for assessing and developing staff motivation should be comprehensive and include the following components:

– monitoring the real motivation of employees’ work activities;

– assessment of internal and external factors of labor motivation;

– determination of the influence of work motivation on intermediate and final indicators of work activity;

– development and implementation of measures aimed at increasing the motivation of work activities of various groups of employees;

– determination of principles and optimization of the remuneration system;

– monitoring and evaluating the effectiveness of personnel motivation management.

Assessing the results of work is an important means of motivating people's behavior. Having identified strong employees, the administration can properly reward them materially, financially, morally or with a promotion. Informational, administrative and motivational functions of work performance assessment are interconnected. Information that determines the administrative decision about promotion should positively motivate the person to perform well.

Personnel motivation can be defined as the process of regulating the system of relationships between an employee and the material and social environment (enterprise, workplace, team, subject of activity, system of management strategies).

The range of forms of incentives is wide, as it depends only on the imagination of managers. Most often these are insurance, loans, training, vouchers, public transport fares, medical care, etc.

Thus, in the first chapter, the theoretical and methodological foundations for the formation of personnel policy at the enterprise were explored.

The practical part of the study was carried out using the example of the company Trigon Plus LLC.

2. Analysis of the formation and implementation of personnel policy at the enterprise Trigon Plus LLC in a crisis economy

2.1 General characteristics of the enterprise Trigon Plus LLC

The LLC Trigon Plus enterprise is the management company of the Business Center and acts to achieve the main goals of the enterprise:

Building maintenance;

Cleaning services;

Offices for rent.

The company provides services at prices set independently or on a contractual basis.

The company Trigon Plus LLC in its activities is guided by the laws and regulations of the Russian Federation, regulations of local governments, and its own regulations.

The company has a seal and stamp with its name, a bank account for settlements with customers, suppliers, creditors, and the budget.

The procedure for conducting financial and economic activities of Trigon Plus LLC is determined by the Regulations on the enterprise.

Trigon Plus LLC maintains accounting records and submits accounting reports and balance sheets, as well as statistical reporting, to higher government bodies in the prescribed manner.

The management structure of Trigon Plus LLC characterizes the composition, placement and subordination system of all employees of the enterprise.

The organizational structure of an enterprise is a hierarchical structure. The organizational structure is linear-functional, as it is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them. Implements the principle of democratic centralism, in which preparation and discussion of decisions are carried out collectively, and decision-making and responsibility are carried out only by the first leader alone. It synthesizes the best properties of a linear structure (clear lines of subordination, centralization of management in one hand) and a functional structure (division of labor, qualified preparation of decisions).

The management structure is based on a linear type of leadership and a functional division of responsibilities between employees of various structural divisions.

Production management at each management level of the enterprise is carried out on the basis of the principle of unity of command. Each subordinate has only one superior. All instructions emanating from various enterprise management services to the primary production site pass directly through a superior manager - the head of the department.

The management of the Trigon Plus LLC enterprise is carried out by the director, who is the sole manager.

The General Director also hires and dismisses the chief accountant and determines the procedure for remuneration and bonuses.

The director organizes the work of the enterprise in the prescribed manner, disposes of its property, issues powers of attorney, opens current and other bank accounts, approves the staffing table, within his competence, issues orders and other acts, takes disciplinary measures and incentives against them.

The organizational structure of management is two-stage.

The enterprise independently determines the procedure for hiring and firing employees, the forms, systems and amount of remuneration, working hours, work shifts, the procedure for granting days off and vacations. These issues are resolved by the director of the enterprise in accordance with his competence and, if necessary, approved at a general meeting of the labor collective.

2.2 Analysis the state of the system of recruitment, assessment and selection of personnel at the enterprise Trigon Plus LLC

To recruit personnel, the personnel department of Trigon Plus LLC uses both external and internal sources.

External sources of hiring personnel in the company are: universities, colleges and other educational institutions; organizations involved in employment (exchanges, recruitment agencies). When working with external sources, the company uses the following forms and methods of personnel search:

· job advertisements through the media (newspapers, magazines);

· concluding contracts for personnel search with recruitment agencies.

Internal sources of hiring personnel in the company are: full-time employees, former employees of the company, acquaintances and relatives of employees.

At Trigon Plus LLC, the personnel department employees have developed special questionnaires for applicants for the position of specialist (see Appendix 1).

Let's look at the company's requirements for candidates to fill a vacant position.

Trigon Plus LLC carries out a step-by-step selection of candidates. Each time, those candidates who clearly do not meet the requirements are eliminated. At the same time, whenever possible, an objective assessment of the candidate’s actual knowledge and the degree of mastery of the necessary production skills is used. Thus, a complex multi-stage system for selecting human resources is formed.

The following stages of filling a vacant position of a specialist or company manager are distinguished:

– development of requirements for the position; as a result, further searches are limited to applicants who have the necessary qualifications to fill the position;

– wide search for applicants; the goal is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

– verification of applicants using a number of formal methods in order to weed out the worst, which is carried out by the personnel service;

– selection for a position from among several best candidates; usually carried out by the manager, taking into account the conclusion of personnel services and data from various inspections and tests.

Line managers and functional services participate in the selection process. These services at Trigon Plus LLC are staffed by professional psychologists and use the most modern methods.

The immediate manager, sometimes a wider circle of managers, participates in the selection at the initial and final stages. He has the final say in establishing the requirements for the position and selecting a specific employee from among those selected by the personnel service.

The hiring of an employee is preceded by a clear understanding of the functions that he will perform, tasks and job responsibilities, rights and interactions in the organization. Based on pre-formulated requirements, suitable people are selected for a specific position, and great importance is attached to their compliance.

When selecting for management positions, the company is based on the need to find candidates who best meet all the requirements. The Trigon Plus LLC company is making serious efforts to develop its own personnel, improve their qualifications and practical preparation for taking on greater responsibility. However, there may be a shortage of qualified candidates in the organization. In this case, it is necessary to fill the positions of managers and specialists on a competitive basis, i.e. with consideration of several candidates for the position, preferably with the participation of external candidates.

When selecting for a position from among the organization’s employees, it is important to keep in mind that the assessment of employee performance does not provide complete information about the employee’s capabilities when promoted to a higher position or transferred to some other position. Many employees lose effectiveness when moving from one level to another or from a functional job to a line manager position and vice versa. The transition from work with homogeneous functions to work with heterogeneous functions, from work limited mainly by internal relationships to work with numerous external relationships - all these movements involve critical changes that weaken the value of performance evaluation results as an indicator of future success.

The selection of candidates for a vacant position at Trigon Plus LLC is carried out from among applicants for the vacant position of a manager or management specialist by assessing the candidates’ business qualities. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude towards work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) the ability to see and support the cutting edge; 9) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to public ones; the ability to listen to criticism and be self-critical; actively participate in social activities; have a high level of political literacy.

The second group covers the following qualities: a sense of personal responsibility for the assigned task; sensitive and attentive attitude towards people; hard work; personal discipline and insistence on the observance of discipline by others; the level of aesthetics of the work.

The third group includes the following qualities: having qualifications corresponding to the position held; knowledge of the objective principles of production management; knowledge of advanced leadership methods; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; ability to organize your work; knowledge of advanced management methods; ability to conduct business meetings; the ability to self-assess one’s capabilities and one’s work; the ability to evaluate the capabilities and work of others.

The fifth group includes the following qualities: the ability to work with subordinates; ability to work with managers of different organizations; ability to create a cohesive team; ability to select, arrange and secure shots.

The sixth group includes the following qualities: the ability to briefly and clearly formulate goals; ability to compose business letters, orders, instructions; the ability to clearly formulate instructions and issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in one’s work; ability to read documents.

The seventh group is represented by the following qualities: the ability to make timely decisions; ability to ensure control over the implementation of decisions; ability to quickly navigate in complex environments; ability to resolve conflict situations; ability to maintain mental hygiene, self-control; self confidence.

The eighth group combines the following qualities: the ability to see new things; ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes the following qualities: honesty, integrity, decency, integrity; poise, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness of appearance; good health.

In each specific case, those positions that are most important for a specific position are selected from this list (with the help of company experts), and specific qualities that an applicant for this specific position must have are added to them. When selecting the most important qualities to determine the requirements for candidates for a particular position, employees of the company's personnel service should distinguish between the qualities that are necessary when entering a job and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

After this, the experts of Trigon Plus LLC work to determine the presence of qualities in candidates for a vacant position and the degree to which each candidate possesses them for each quality. The candidate who most possesses all the qualities necessary for the vacant position takes this position.

Assessment of the business and personal qualities of the head of the technical department of Trigon Plus LLC, V.N. Grigoriev. is given in Appendix 2.

When selecting candidates for a vacant manager position, the company uses special methods (methods for personnel assessment and selection are given in Appendix 3).

Personnel selection at Trigon Plus LLC is carried out by personnel department employees (HR managers). Their functions include:

· selection of selection criteria;

· approval of selection criteria;

· selection conversation;

· work with applications and questionnaires based on biographical data;

· conversation about hiring;

· carrying out tests;

· final decision during selection.

The optimal definition of selection criteria should be based on clearly defined employee qualities that will be necessary for the intended type of activity. The selected criteria should make it possible to obtain a complex (comprehensive) characteristics of the employee, which will reflect his level of education, experience, state of health and personal psychophysiological characteristics. “Reference” levels of requirements for each criterion are usually developed based on the characteristics of personnel already working in the company who cope well or excellently with professional (functional) responsibilities.

The most important criterion for an employee’s skill level is practical experience. Therefore, the management of Trigon Plus LLC prefers to hire workers with experience. One way to evaluate work experience is to establish seniority. In this case, not only the general work experience is taken into account, but, first of all, the special one corresponding to the future type of activity.

At Trigon Plus LLC, there are some types of work that require certain physical qualities from the performer. To this end, HR staff identify the physical and medical characteristics of successful company employees and use these data as criteria.

One of the most important personal characteristics of any employee is his social status. It is generally accepted that a married, sedate worker is capable of more efficient, productive and high-quality work than a bachelor.

One of the most important criteria when hiring is the age of the applicant. The second important personal characteristic of the applicant is his age. The age criterion is very important for certain types of activities. Therefore, personnel service employees carefully study and compare the age requirements of the future position with the age characteristics of the potential candidate for this position. Applicants who are too young or too old are subject to a particularly careful selection.

The final decision when selecting personnel at Trigon Plus LLC is made in several stages, which every applicant must undergo. At each stage, some applicants may drop out. Sometimes applicants may refuse the necessary selection procedures when deciding to look for a job in another company.

Preliminary selection conversation. Candidates come to the HR department or to the proposed place of work. A HR specialist or line manager of the company conducts a preliminary conversation with him. At the same time, the company applies general rules of conversation aimed at finding out, for example, the applicant’s education, assessing his appearance and defining personal qualities. After this, the applicant is sent to the next stage of selection.

Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and questionnaire. The number of questionnaire items is minimal, and they ask for information that most affects the applicant’s work performance. The questions are related to past performance and mindset so that a psychometric assessment of the applicant can be made based on them. The questionnaire items are formulated in a neutral style and suggest any possible answers, including the possibility of refusing to answer. The survey is the first stage of the procedure for assessing and selecting applicants at Trigon Plus LLC. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors is determined that need particularly close study based on subsequent methods, as well as sources from which the necessary information can be obtained. Any distortion in the questionnaire is grounds for dismissal of the employee at any time when this becomes clear (the text of the questionnaire includes a corresponding indication).

Analysis of personal data in combination with other selection methods reveals the following information:

1) compliance of the applicant’s professional education and practical experience with the qualification requirements of the future position;

2) the presence of certain restrictions (age, gender, anthropometric) on the performance of official duties;

3) the applicant’s readiness to carry out additional workloads – overtime assignments, business trips;

Hiring conversation. At Trigon Plus LLC, the hiring conversation is conducted according to a previously developed scheme. During the conversation, information is exchanged in the form of questions and answers.

During the interview process, it is necessary to avoid various mistakes that can significantly reduce the effectiveness of the conversations. One of the most common mistakes is the attempt to draw a conclusion about the applicant based on the first impression formed in the first minutes of the conversation. Very often there are cases when the person conducting the conversation forms his opinion about the candidate based on an assessment of external signs (appearance, features of sitting in a chair, on a chair, maintaining eye contact). Hiring for a position based primarily on these characteristics often leads to erroneous decisions.

1) careful study of the essence and manner of conversation of the applicant;

2) observation of the applicant’s behavior, aimed at obtaining the most complete information about the candidate;

3) the conversation with the future employee must be conducted around issues that meet the main selection criteria;

4) assessment of the candidate’s compliance, first of all, with the requirements for future work;

5) the final decision on hiring must be based on a comprehensive (comprehensive) assessment of the candidate;

Check references and track record. When applying for a job at one of the selection stages, the candidate may be asked to provide references from previous bosses and other similar documents (for example, job descriptions, information about participation in professional competitions). The value of recommendations depends on the completeness of the information they contain. If previous employers provide only general, minimal information, then letters of recommendation are of little use. If there is a need for a background check, a more appropriate alternative to a letter may be to telephone the previous boss to exchange views or clarify any questions of interest. The most frequently checked items are last place of employment and education.

After a comprehensive study of the candidate, a decision is made to refuse or hiring. The reception ends with the signing of an employment contract (agreement) by both parties.

2.3 Main results of the implementation of personnel policy at the enterprise Trigon Plus LLC

The management of Trigon Plus LLC understands that competent, highly qualified and highly motivated personnel play a key role in increasing the value of the company. That is why the company pays great attention to the selection of highly qualified personnel, the continued growth of their qualifications and motivation.

On May 19, 2009, the company’s management approved a fundamental document in the field of human resources - “Human Resources Management Policy of Trigon Plus LLC.” The HR policy formulates objectives in the field of HR management, based on the business strategy, determines the business needs for human resources and, as a result, is part of the overall strategy of the company

Let us briefly consider the results of 2008–2009. in the field of personnel management and personnel policy:

The “Human Resources Management Policy of Trigon Plus LLC” was developed and approved;

The development, approval and implementation of programs for the formation of the “Health Protection System for Employees of Trigon Plus LLC” have been completed;

The corporate system of non-state pension provision was transferred to work under the scheme of shared participation of employees in the formation of pension savings.

One of the main directions of the company's development is the professional training of its employees. The level of personnel qualifications is the most important factor determining the competitive advantages of any organization. The system of continuous personnel training created by the company is aimed at acquiring the necessary knowledge and professional skills by personnel.

The company uses the entire arsenal of modern training tools: seminars, trainings, foreign internships, computer distance learning programs. Over the past three years, there has been a steady growth in the number of workers who have improved their skills.

The company's special concern is working with young specialists. A system has been created for the training and professional growth of young specialists. Over the past three years, about twenty young specialists have improved their qualifications, the vast majority of them are included in the reserve for higher positions.

In 2008–2009 Work continued with higher education institutions to implement the adopted strategic agreements in the field of personnel training. In order to coordinate this activity, the Council for Work with Higher Educational Institutions was approved.

One of the main components of the personnel management policy is the creation of an effective total remuneration system, which is designed to attract and retain highly qualified employees, create incentives for improving management in the company, increasing the capitalization and investment attractiveness of the company. Personnel policy is aimed at increasing work efficiency, social protection of employees, and maintaining stability in the team. An effective social protection system helps attract qualified specialists to the company, reduces staff turnover and is the basis for successful production activities.

The company stimulates the work of its employees by paying them decent, regularly indexed wages and implementing a wide range of programs and activities that make up the social package for employees and non-working pensioners, which includes:

· health protection and medical care for employees, including voluntary medical insurance;

· creation of conditions for rest and health improvement of employees and members of their families;

· social support for women and families with children;

· social support for pensioners and disabled people;

· personal insurance program for employees;

· social support for young professionals;

· non-state pension program for retiring workers;

· Carrying out physical education and recreational activities.

3. Development of measures to improve personnel policy at the enterprise Trigon Plus LLC

3.1 Development of an onboarding system for new employees at the LLC Trigon Plus enterprise

In connection with the expansion of the enterprise at the moment and planning for its expansion in the future, an urgent problem is the adaptation of new employees to the team. The company's goal is to reduce the adaptation period to a minimum and facilitate the entry of new employees into the life of the organization.

When developing an adaptation system at an enterprise, we will proceed from the fact that recently the management of the organization has been hiring employees with no work experience, mainly immediately after graduating from economic universities.

Presumably, the adaptation system for such employees is designed for 2 months.

Figure 3.1 schematically shows the key points of the onboarding procedure for a new employee; let’s look at them in more detail.

The first stage of adaptation is orientation - this is the practical acquaintance of a new employee with his responsibilities and requirements that are imposed on him by the organization.

At this stage, the immediate supervisor and the head of the enterprise are involved in the adaptation of the newcomer.

Table 3.1. Distribution of functions for employee adaptation

1. General overview of the company:

· goals, priorities, problems;

· traditions, norms, standards;

· products and their consumers, stages of bringing products to the consumer;

· organization, structure, connections of the company;

· information about managers.

2. Organizational policy:

· principles of personnel policy;

· principles of personnel selection;

· direction of professional training and advanced training;

· rules for using the telephone within the enterprise;

· rules for the protection of trade secrets and technical documentation.

3. Remuneration:

· norms and forms of remuneration and ranking of workers;

· pay for holidays and overtime.

4. Additional benefits:

· insurance, record of work experience;

· temporary disability benefits, severance pay, maternity benefits;

· support in case of dismissal;

· on-the-job training opportunities;

· availability of a dining room;

· other services of the organization for its employees.

5. Labor protection and compliance with safety regulations:

· places of first aid;

· precautionary measures;

· fire safety rules.

6. The employee and his relationship with the organization:

· terms and conditions of employment;

· probation;

· appointments, movements, promotions;

· rights and obligations of the employee;

· rights of the immediate supervisor;

· work management;

· information about failures at work and being late for work;

· management and evaluation of work performance.

7. Economic factors:

labor cost

· damage from absenteeism, tardiness.

The next substage of employee orientation is conducting a special program. A special program involves a more detailed introduction to job responsibilities and is conducted by the head of the department. The recommended time of application is the day after the general program, so that the employee can think about general information about the company and draw conclusions. The head of the department describes in detail the job descriptions, introduces the internal rules, talks about the functions of the department and the role of the department in the organization.

The following issues should be addressed.

1. Job duties and responsibilities:

· detailed description of current work and expected results;

· explaining the importance of the work, how it relates to other departments and the enterprise as a whole;

· working hours and schedule.

2. Required reporting:

· types of assistance that can be provided, when and how to ask for it;

· relations with local and national inspectorates.

3. Procedures, rules, regulations:

· rules specific only to a given type of work or a given unit;

· relations with employees who do not belong to this unit;

· rules of conduct in the workplace;

· use of equipment;

· monitoring of violations;

· breaks;

· telephone conversations during working hours;

· monitoring and evaluation of performance.

4. Representation of department employees

5. Assigning a supervising specialist to a new employee for a period of up to 1.5 months.

A specialist should be assigned to a newcomer only with his consent, and it is recommended that the employee be paid a remuneration for the duration of this function.

Effective adaptation (actually the newcomer’s adaptation to his status).

The new employee asks all questions related to direct work to a specialist. After the new employee’s oral report, the immediate supervisor assesses the level of his knowledge and develops an individual adaptation plan.

It is recommended that the individual adaptation plan first include joint work with the specialist supervising the newcomer. The deadline for completing joint work is determined individually by the immediate supervisor. Control over the performance of work and interaction between a specialist and a newcomer is carried out by the head of the department. At the first sign of incompatibility between a specialist and a newcomer, supervision functions should be transferred to another employee. After joint work, when the newcomer is ready to work independently, he is given this right, but the work takes place in close cooperation with a specialist. After a month, the new employee fully begins to carry out his duties, he retains the right to support and assistance, both from the employee assigned to him and from the rest of the team members.

Attaching a new employee to a specialist also has a positive effect on his integration into the team, since the supervisor feels responsible for the newcomer and gets to know him faster than other employees; he tries to introduce him to the rest of the team.

Functioning. This stage completes the adaptation process. It is characterized by gradual overcoming of production and interpersonal problems and the transition to stable work. At this stage, the new employee is assessed as a specialist.

The quality of task performance is assessed by the immediate supervisor. Based on the results of the assessment, an interview is held, in which the head of the enterprise, the new employee and the supervising specialist take part; then, depending on the results of the assessment, an order is prepared to end the probationary period.

An important role in the adaptation of workers is played by the organization of control and regulation of the adaptation process (Table 3.2).

Table 3.2. Organization of control and regulation of the adaptation process

Organizing control and regulation of adaptation will reduce its time and identify shortcomings of the existing structure.

3.2 Organization of a certification system at the enterprise Trigon Plus LLC

Certification is closely related to all elements of the personnel management system; being part of this system, it contributes to the interconnected, effective operation of all its elements. The presence of a unified assessment system at the Trigon Plus LLC enterprise can increase the efficiency of personnel management through:

· positive impact on employee motivation;

· planning of training, retraining and advanced training;

· career planning;

· making decisions on remuneration, promotion, dismissal.

Currently, due to the lack of proper regulatory and methodological support for certification, the company Trigon Plus LLC is forced to develop an assessment program, including the methodology for its implementation, on its own or redo standard recommendations, use the experience of other enterprises and organizations (adapting it to their own goals, time and financial capabilities).

When building an assessment system at the Trigon Plus LLC enterprise, the following conditions must be taken into account:

· the assessment procedure applies to all personnel, and not to individual categories, and especially to specific individuals;

· managers and employees act both as those being assessed and as evaluators;

· the assessment is regulated by established rules (frequency, order, procedures, assessment documentation);

· the assessment is carried out for compliance with certain standards and requirements, which are communicated to employees not at the time of assessment activities, but in advance, at the beginning of the period for which the assessment is carried out;

· assessment activities do not perform a “punitive function”, but are carried out in the form of a dialogue in which both the employee and the administration are interested;

· assessment methods are adequate to the tasks that are solved with their help, provide the necessary reliability, and all participants in the assessment process can use them competently;

· for different categories of personnel, functional and qualification and job groups, their own specific set of criteria and evaluation indicators that are most significant for the corresponding type of activity is formed.

The choice of appraisers is one of the most important moments in preparing the certification. In accordance with the practice adopted in most Russian organizations, specially created certification commissions act as the subject of assessment, the decisions of which form the basis of the manager’s order based on the results of certification. The main task of the certification commission is to decide on the compliance (non-compliance) of the employee with the position being filled. A necessary condition for carrying out the certification procedure by the certification commission is extreme objectivity when assessing the professional activities of employees.

In order to make the certification of employees at the Trigon Plus LLC enterprise more objective, in our opinion, it is necessary:

1) attract experts to work in the certification commission, whose conclusions can improve the efficiency of the certification commission not only in relation to an individual employee, but also the enterprise as a whole.

2) to recruit members of the certification commission and experts, the relationship between whom would be of a businesslike nature, to prevent possible conflictual relations between members of the certification commission and experts and (or) their negative attitudes towards each other;

3) select and attract members of certification commissions and experts who would not have any preconceived notions towards the employees being certified;

4) ensure optimal communication during certification of members of the certification commission and experts with employees subject to the certification procedure;

5) to form optimal motivation for the high-quality performance of their duties by members of the certification commission and experts;

6) keep records of the psychological effect, i.e. peculiarities of perception and processing by members of the certification commission and experts of information and their assessment activities.

The assessment of the immediate supervisor plays an important role in the certification process. It is absolutely clear that it is the manager who can give the most complete picture of the work of his subordinate. Many organizations are currently taking a broader approach, involving in the assessment not only the immediate supervisor, but also colleagues, subordinates and the person being assessed, which, in our opinion, is very important. We propose to use this experience during certification at the Trigon Plus LLC enterprise.

In the latter case, the person being certified is given the opportunity to evaluate himself and compare the results of self-assessment with the desired level. He can independently determine his need for advanced training, since the information obtained as a result of self-assessment provides an understanding of the need for certain knowledge and skills to work in a certain position. Self-assessment allows you to find out the employee’s attitude towards his duties, the degree of proficiency in certain knowledge and skills, as well as those areas in which he should improve first.

In addition, self-assessment using the same criteria by which others evaluate him makes it possible to find out how well the employee understands his strengths and weaknesses, and to effectively organize the procedure for discussing them.

According to current legislation, the main document submitted to the certification commission is a review (characteristic) of the person being certified, which is drawn up by his immediate supervisor. A review of a certified employee must contain, first of all, objective information about the employee’s work in his position, a list of issues in which he personally or as a team took part, a motivated assessment of professional, personal qualities and performance results. In addition to the review, a certification sheet is filled out for each certified employee, which records the conclusions of the certification commission based on the certification results.

In our opinion, in order to increase the objectivity of the assessment, it would be advisable to use a new form of assessment document during certification at the Trigon Plus LLC enterprise, for example, an “Employee Assessment Sheet”, which will be filled out not only by his immediate supervisor, as is generally accepted. , but also the employee himself, assessing his activities during the certification period, the degree of implementation of the proposals and comments of the previous certification, etc. (see Appendix 4).

The assessment of the business and personal qualities of employees at the Trigon Plus LLC enterprise can be carried out using the methodology that we propose below, in paragraph 3.3 of this study.

When choosing assessment criteria and indicators, it is necessary to be guided, first of all, by the objects, goals and content of the assessment. This means that systems of criteria and indicators must be found to evaluate managers, specialists and other employees.

At the same time, it is necessary to take into account the specifics of the field of activity of specific employees, their functional affiliation and other specific features.

It should be taken into account that managers and specialists cannot be assessed according to a single scheme, since when assessing managers it is necessary to take into account many different circumstances that require a non-standard approach. In modern management conditions, the importance of such qualities of managers as:

– ability for strategic thinking;

– ability to make decisions;

– ability to integrate various aspects of activity and understand subordinates;

– ability to perform the functions of a group leader and work as part of it;

– flexibility of thinking and management actions;

– ability to persuade;

– vision of key factors of team performance, etc.

One of the main conditions for strengthening the methodological and regulatory framework for evaluating employees is, in our opinion, the organization of professional studies, the creation of models (professiograms) of a particular position or specialty. Unlike qualification characteristics, they are more detailed and contain, in addition to qualification requirements, requirements for special skills and abilities, and personal qualities of the employee.

A job profile is a ranking list of abilities (in order of importance) required to work in a given position.

It is developed on the basis of expert assessments.

In a number of cases (usually for managers), psychograms are developed - a description of psychological characteristics, the observance of which is necessary for the performance of professional duties.

The psychogram includes the requirements of professional activity for:

– mental processes (perception, memory, imagination, thinking);

– mental states (fatigue, apathy, stress, anxiety, depression);

– emotional and volitional characteristics.

A full description of the position also includes working conditions, workplace equipment and diverse communications, both horizontally and vertically.

When constructing a model of a position at the Trigon Plus LLC enterprise, it should be taken into account that it is designed to work in certain conditions and is essentially static. On its basis, a portrait of an ideal employee is created, possessing certain qualities, which, during the selection or assessment process, are compared with the qualities of the applicant for the position, and thus his suitability or incompatibility with a certain position is determined. In reality, any professional activity takes place in constantly changing conditions, which must take into account changing requirements for employees.

Functional changes in the content of work for a specific position can be caused by structural changes in the enterprise associated with changes in the goals set for it, processes of downsizing, the introduction of new technologies, new technical means, etc. At the Trigon Plus LLC enterprise, such changes occur quite often, which requires constant consideration of their impact in job characteristics, periodic adjustments of their content, and, accordingly, adjustments to the requirements for a particular position.

As for the frequency of certification at the Trigon Plus LLC enterprise, despite the fact that among some experts there is an opinion that frequent certifications irritate personnel and increase the burden on those who evaluate, we consider it appropriate to conduct certification at this enterprise once or even twice a year. This will make certification an important personnel management tool for influencing employee performance, ensuring a closer connection of certification results with job and qualification advancement, with labor results and remuneration.

The critical moment in the certification process is making decisions based on the certification results.

In our opinion, the recommendations given to the employee: complies, does not comply, etc. clearly not enough. In addition to traditionally accepted assessments, we propose to introduce at the Trigon Plus LLC enterprise an assessment that “exceeds the requirements of the position held.” The introduction of such an assessment will allow the management of the enterprise to make more informed and objective decisions about the promotion of employees, their inclusion in the personnel reserve, and increasing wages.

In applying the assessment results at the Trigon Plus LLC enterprise, it is necessary to observe certain principles: maintaining the prestige of the assessment on the basis of the mandatory use of its results; publicity of assessment results, etc.

After the results of the assessment and recommendations of the certification commission are received, they must be discussed with the employee being certified. It is best, in our opinion, if this conversation is conducted by the immediate supervisor.

A conversation with an employee, in addition to informing him of the certification results, can pursue two goals:

– encouraging high labor productivity so that this level is maintained for as long as possible;

– changing the behavior of employees whose performance does not fit into acceptable standards.

One of the results of the certification interview should be the approval of the employee’s personal plan for the next certification period, the main purpose of which is to develop a “recipe” for increasing the employee’s performance. The plan should also include a clause on vocational training, if the recommendations of the certification commission contained this.

During the entire certification period at the Trigon Plus LLC enterprise, the manager must monitor the employee’s work, including the implementation of the personal plan. To do this, the manager must be in constant contact with his employees, maintain feedback with them, which will help improve the efficiency of their work and significantly facilitate the certification process in the future.

In order for certification not to be perceived as a formal procedure, it is very important to ensure the relationship between employee incentive systems and assessment results. A system of material and moral incentives is needed that would interest both specialists and managers in a high level of professionalism, business activity and efficiency.

In this regard, an interesting system of grades (from the English “grade” - rank, class), which has become widespread abroad. The only example of a Russian company in which the grading system is debugged and works successfully is the IBS company.

The company's employees are assessed based on the following factors: knowledge, experience, competencies (ability to do something) and performance of assigned tasks. The assessment is made by the immediate supervisor, assessing all four parameters on an 8-point scale. Grades are not taken out of thin air - there is a special manual that describes in detail what a person must do to earn the appropriate grade. Moreover, a separate description is made for each type of activity.

Based on the assessment results, each employee is assigned a certain grade. And each grade corresponds to a certain salary level and a set of social benefits.

The grading system is not something completely new. In our country, there are tariff schedules that are analogous to grades. This is a basic management mechanism that embodies the strategic goal of any organization - to ensure that the behavior of employees at work meets its requirements. A person strives to improve his grade, since material benefits and career growth within the company are associated with it, and for this he needs to work better.

In our opinion, the grading system can also be used at the Trigon Plus LLC enterprise. However, it should also be taken into account that grades are meaningless if the company does not supplement them with motivation, certification programs, etc.

In addition, in our opinion, in contrast to the existing practice of using a grading system in the IBS company, when the decision on compliance with a particular grade is made by the immediate supervisor of the person being certified, at the Trigon Plus LLC enterprise a “circular assessment” should be introduced, which will increase the objectivity of the decisions made decisions.

3.3 Development of a methodology for personnel assessment at the enterprise Trigon Plus LLC

We propose a methodology for business assessment of employees, which can be used when conducting personnel certification at the Trigon Plus LLC enterprise.

The methodology involves the integrated use of such assessment methods as the expert assessment method, the scoring method of measurement and the “360° certification” method and allows solving issues of wage differentiation, promotion, etc. The criteria are ranked according to their importance by an expert group, as a result of which each criterion a degree of significance is assigned.

To develop assessment sheets, an expert group is created, which includes managers and specialists who have been working at the Trigon Plus LLC enterprise for at least a year, who are well aware of the specifics of the work, and who have proven themselves to be competent workers.

The expert group must consist of at least 10 people, because based on the experts’ proposals, evaluation sheets of business and personal qualities are formed, evaluation criteria and indicators are determined.

A working group, which includes personnel service workers, a sociologist (psychologist), a lawyer, and technical performers, formulates a list of qualities that will serve as the basis for creating assessment sheets for various categories of workers. Experts are asked to score these qualities in order of importance.

Score in points

The working group, based on the experts’ proposals, compiles a summary table in which the points assigned by each expert for a certain quality are indicated. Next, the sum of points is divided by the number of experts, the qualities that received the greatest significance are selected and will be included in the evaluation sheet.

Taking into account the importance (degree of significance) of business and personal qualities, their relative weight in the group is determined. To determine the specific weights of qualities, experts must rank the qualities in order of importance for each category of those being assessed. The most important quality is assigned a rank equal to the number of qualities in the group, the least important is assigned a rank equal to one. However, ranks cannot be repeated.

Summary table of expert opinions to determine the specific weight of qualities

Expert opinions are compiled into one table, and the arithmetic mean of each quality is calculated. The share of quality that received the highest average rank is taken as one; the specific weights of the remaining qualities are determined by dividing the value of the obtained rank by the highest value taken as one.

In order for the assessment sheet to take on its final form, it is necessary to develop an assessment scale of business and personal qualities, which should be sensitive to expert assessments and contain the “difficult to answer” position.

Rating scale option

Direct assessment of the business qualities of employees is carried out:

Managers: by a superior manager (assessment from above); heads of other departments, colleagues (side assessment); direct subordinates (lower estimate).

Specialists: senior manager; work colleagues; in order of self-esteem.

The minimum number of evaluators is 3 people.

As practice shows, the accuracy of such an assessment when the number of assessors is from 6 to 10 people is quite high. Each expert, when assessing the person being certified, is guided only by his own opinion and notes the degree of development of a particular quality in accordance with the proposed scale. It should be noted that the use of a corporate local network can significantly simplify and facilitate the assessment process itself, when the questionnaire is sequentially (electronically) sent to each of the experts.

Determination of the given values ​​of business qualities

The results of assessing the business qualities of certified employees are entered into the table:

The acceptable interval for the given assessments of quality development is calculated using the formula:

Additional int. = A ± (3 * 5) K,

where K = (max– min): n;

n – number of those being certified;

max and min – respectively, the maximum and minimum reduced score received by the person being certified in the group.

In our case: n = 18 people; K = (83.6 – 71.2): 18 + 0.69

The first option for calculating the permissible interval:

Additional int. = A ± 3 x K = 75.6 ± 3 x 0.69 = 77.60 – 73.53

The second option for calculating the permissible interval:

Additional int. = A ± 5 x K = 75.6 ± 5 x 0.69 = 79.05 + 72.15

So, the lower the coefficient K, the more compressed the range of acceptable values ​​of business qualities. The K coefficient should be selected empirically so that 60–70% of those being certified fall within the acceptable range.

Obviously, those attested who have a score above 79.05 points can be promoted or added to the nomination reserve.

The results of certification can be used to improve the qualifications of personnel. Using the above formula for calculating the acceptable interval, you can calculate the acceptable intervals for each of the assessed business qualities.

Thus, the personnel service of the Trigon Plus LLC enterprise gets the opportunity to take an individualized approach to improving the qualifications of each certified person. In addition, having data on the degree of development of business qualities among those being certified, the enterprise has the opportunity to more effectively use personnel in accordance with the requirements of the workplace, select employees for key positions, and carry out personnel rotation.

In conclusion, it should be noted that personnel certification at the Trigon Plus LLC enterprise will be effective only if it is closely linked with other areas of work with personnel, primarily with such as: personnel planning; personnel training and development; employee career planning; system of motivation and stimulation of work; formation and work with personnel reserve. Carrying out certification requires a significant investment of time and material resources. Therefore, formal certification, when it does not result in any specific actions that can improve the efficiency of the staff and the enterprise as a whole, is an unaffordable luxury. The demand for certification results and the readiness of top management to make specific decisions based on its results are a necessary condition for the effectiveness of this work.

Conclusion

Thus, during the study, all the tasks set at the beginning of the work were solved and the goal was achieved.

Once upon a time, human resources work consisted exclusively of recruitment and selection activities. The idea was that if you get the right people, they can do the right job. Modern, well-managed organizations believe that getting the right people is just the beginning. While most of an organization's resources are represented by physical objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the organization's employees, management must constantly work to fully improve the potential of its personnel.

An active personnel policy is ensured by the representation of the head of the personnel service on the company's board and is aimed at meeting the company's needs for a loyal, sustainable workforce that is satisfied with its position.

Such a personnel policy is the basis for the implementation of a successful, competitive strategy and is based, in contrast to traditional methods of personnel management, not on the subordination of employees to the will of the employer, but on mutual consideration of the interests of the parties and mutual responsibility.

A successful workforce development program creates a workforce that is more capable and highly motivated to accomplish the organization's objectives. Naturally, this should lead to an increase in productivity, and therefore to an increase in the value of the organization’s human resources. If, for example, as a result of the implementation of such a program, the total sales revenue increases by 10%, even with an increase in the cost of the HR manager’s salary organization, the development of human resources is much higher than this indicator. Social adaptation is the first step towards increasing the productivity of a new employee. In the dictionary of foreign words, “adaptation” is interpreted as “the adaptation of the body and sensory organs to environmental conditions.” Consequently, a person in life adapts to literally everything, and depending on how quickly and easily this period passes, the greater the return of strength, energy and intelligence will be from a person. Human resource managers have long realized that high labor turnover can be very costly, and experienced and skilled workers are usually quite difficult to replace.

Effective use of “human resources” is one of the conditions for improving personnel management. Therefore, from the material discussed above, the following conclusions can be drawn:

– personnel management becomes one of the most important factors for the survival of an enterprise in market conditions. Sometimes minimal investments and maximum use of “human resources” allow an enterprise to win the competition;

– HR management centers are necessary in every enterprise, and the role of the head of this service is increasing. He becomes one of the main leaders of a modern enterprise or firm;

– personnel planning as a tool for targeted and effective work with personnel is an integral part of the strategy and tactics for the survival and development of an enterprise in market relations. As the employee’s personality develops, it is increasingly necessary to coordinate market conditions and the interests of the company’s employees. The development of production increasingly requires planning for its staffing;

– the effective use of “human resources” is preceded by the selection and selection of enterprise personnel. This issue is usually given the greatest attention in the work of personnel management centers. An error in personnel selection entails a chain of unforeseen complications in the work of the company associated with the possible relocation and sometimes dismissal of an employee.

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Personnel decide everything - this postulate is an axiom not only in business. How to interact with staff so that work proceeds efficiently and the quality of hired employees does not deteriorate and is updated in a timely manner? How to build a communication and management style? Does the law provide for any legislative regulation of personnel policy?

Let's consider the most common styles of interaction between management and/or owners of the organization and hired personnel.

Determination of personnel policy

The concept of politics provides for certain features of management and interaction. In this case, we are talking about personnel, that is, methods, principles, methods, approaches, rules, etc. are taken into account, which reflect all types of direct and indirect influence on hired personnel. Absolutely all activities related to personnel are related to it:

• leadership style;
• drawing up a collective agreement;
• formulation of internal labor regulations;
• principles of personnel selection;
• features of staffing;
• certification and training of personnel;
• motivational and disciplinary measures;
• prospects for career advancement, etc.

Thus, personnel policy- a set of rules that guide representatives of the organization in interaction between each other and the company.

NOTE! Even if these rules are not documented or not formulated at all or are not understood, they nevertheless exist in some form and influence the process of personnel interaction.

Objectives of personnel policy

Not just conscious, but well-planned tactics and strategy for personnel management at an enterprise are designed to solve a number of purely practical problems:

• balance between maintaining and updating the composition of hired personnel;
• the optimal ratio of “fresh” and experienced personnel, their composition in terms of numbers and qualifications;
• increasing the efficiency of personnel depending on the needs of the market and the requirements of the company;
• monitoring and forecasting personnel impacts;
• implementation of targeted influence on the potential of hired personnel.

Principles of classification of personnel policy

1. The degree to which the organization, represented by its management, understands the ways of influencing personnel and using them for direct influence determines 4 types of personnel policies according to its focus and scale:
   • passive;
   • reactive;
   • preventive;
   • active (you can distinguish between rational and adventurous).
2. The degree of desire to isolate oneself from external personnel influences, focus on one’s own human resources or external potential allows one to divide personnel policy into:
   • open;
   • closed.

Different types of scale of personnel policy

Depending on the methods of influence, personnel policies are divided into several types.

Passive

Passive personnel policy operates in business structures that make a minimum of efforts to manage personnel, letting the situation take its course, limiting itself only to punitive measures or leveling out the negative results of personnel actions.

In such companies, management does not have time to analyze personnel needs, predict the impact on personnel and plan any personnel activities, since they are forced to act in a permanent mode of “extinguishing” unexpectedly breaking “fires”, the causes of which are no longer possible to analyze. Tactics far exceed strategy. Naturally, such a policy is the least effective.

Reactive

Reactive personnel policy monitors the causes and consequences of negative aspects related to personnel. Within this management method, management is concerned about possible problems such as:

• conflict situations among personnel;
• dissatisfaction with working conditions;
• lack of qualified personnel in conditions of need for them;
• decrease in employee motivation, etc.

Problems need to be solved - this is where management efforts are directed. As part of this policy, the organization seeks to develop programs aimed at analyzing situations in order to prevent their recurrence, as well as resolve existing conflicts to mutual benefit. The lack of effectiveness of this management method may become apparent during long-term planning.

Preventive

Preventive personnel policy, on the contrary, is aimed at future human resources potential. When choosing between “looking into the past” and predicting the future situation, personnel officers who adhere to this style choose the latter. Sometimes it is not possible to combine immediate impact on personnel situations with perspective-building activities in the same way.

The organization prefers to build development plans for a more or less long period, while also focusing on current situations with personnel. The problem with the effectiveness of such a policy is if it requires the development of a program to achieve a specific personnel goal.

Active

Active personnel policy provides not only forecasting, both medium- and long-term, but also means of directly influencing existing personnel situations. HR services of a company that adheres to this policy:

• carry out constant monitoring of personnel status;
• develop programs in case of crises;
• analyze external and internal factors affecting personnel;
• can make appropriate and timely adjustments to the developed activities;
• formulate tasks and methods for developing the quality potential of personnel.

Depending on how correctly management evaluates the grounds taken into account during analysis and programming, an active personnel policy can be carried out in two ways.

1. Rational active personnel policy– the measures taken are based on conclusions drawn on the basis of realized personnel mechanisms, as a result of a “diagnosis” and reasonable forecasting. A rational way of personnel management provides not only the ability to establish the necessary principles and rules for influencing personnel, but also to change them if necessary in an emergency response to a changed situation. With this approach, any area of ​​activity will always be provided with the required number of performers whose qualifications best correspond to it. An employee can count on development and growth in the long term.
2. Adventurous active personnel policy. The desire to influence personnel exceeds reasonable and conscious information about the situation with them. Diagnostics of the state of personnel is not carried out or is not carried out objectively enough; there are no means for long-term forecasting in this area or they are not used. However, human resources development goals are set and programs for their implementation are developed. If they are based on a generally correct, albeit intuitive, understanding of the personnel situation, such a program can be used quite effectively. Failure is possible if unexpected factors intervene, which could not be predicted.
   The main weakness of this type of management is the lack of flexibility when unforeseen factors arise, for example, unexpected changes in the market situation, changes in technology, the emergence of competitive products, etc.

Types of personnel policies by level of interaction with the environment

Open personnel policy characterized by extreme transparency for personnel at any level. Personal experience in a particular organization is not decisive for potential career development, only qualifications are important. A person can be hired immediately to the position that corresponds to his level, if the company needs it, and he does not have to go through the path “from the very bottom.” Features of this type of control:

• recruitment in a highly competitive environment (the company “buys up” the best specialists for the required positions);
• the ability to quickly get started without a long adaptation period;
• the individuality and independence of thinking of employees is supported (within the required qualifications);
• the firm is committed to providing education, training or retraining of personnel, often at external centers;
• vertical promotion is problematic, since the company is focused on recruiting personnel with strictly necessary qualifications;
• External stimulation prevails as a way to motivate staff.

Closed personnel policy provides for gradual growth and internal replacement of personnel, that is, personnel are “cooked” within the company, gradually improving their qualifications, increasing and accumulating the basic values ​​and principles of the organization, “corporate spirit”. Specifics of this policy:

• often operates in conditions where recruitment opportunities are limited and labor is in short supply;
• adaptation is effective, since there are always experienced “teachers” from among workers with solid experience;
• advanced training is carried out to a greater extent on the basis of the organization itself or its internal divisions, which ensures unity of approaches and traditions;
• careers can be planned, vertical promotion occurs “from the bottom up” through the gradual promotion of employees who have acquired certain experience and received the necessary length of service;
• motivation is carried out mainly by ensuring the basic needs of employees: stability, timeliness of financial support, security, social recognition, etc.

Personnel policy- this is the general direction of personnel work, a set of principles, methods, forms of organizational mechanism for developing goals and objectives aimed at preserving, strengthening and developing personnel potential, at creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account organization development strategies.

The main directions of personnel policy in the organization:

1. Conducting marketing activities in the field of personnel.

2. Planning of personnel requirements.

3. Forecasting the creation of new jobs, taking into account the introduction of new technologies.

4. Organization of attraction, selection, assessment and certification of personnel, career guidance and labor adaptation of personnel.

5. Selection and placement of personnel.

6. Labor adaptation of personnel.

7. Development of an incentive system and motivational mechanisms to increase interest and satisfaction with work and remuneration.

8. Rationalization of the organization's personnel costs.

9. Development of personnel development programs.

10. Organization of labor and workplace.

11. development of employment and social programs.

12. Rationalization of staff numbers.

13. management of innovations in personnel work.

14. Ensuring the safety and health of personnel.

15. Analysis of the reasons for the release of personnel and selection of the most rational options.

16. Ensuring a high level of quality of work, work life and work results.

17. Development of projects to improve personnel management.

Types of personnel policies:

Open - characterized by the fact that the organization is transparent to potential employees at any level; the organization is ready to hire any specialist of appropriate qualifications without taking into account work experience in other organizations. Such a personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid access to the leading positions in their industry.

Closed - characterized by the fact that the organization focuses on including new personnel only from the lowest official level, and replacement occurs only from among the organization's employees. This personnel policy is typical for companies focused on creating a certain corporate atmosphere and creating a special spirit of involvement.

Features of the implementation of personnel processes in open and closed personnel policies.

Goals, objectives, essence of personnel planning. Qualitative and quantitative staffing needs. Their relationship, indicators of quality needs. Basic methods for determining quantitative personnel requirements.

The essence of personnel planning is to provide people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements. From the point of view of productivity and motivation, workplaces should allow workers to optimally develop their abilities, increase labor efficiency, and meet the requirements of creating decent working conditions and ensuring employment. This method of personnel management is able to coordinate and balance the interests of employers and employees.

Personnel planning is carried out both in the interests of the organization and in the interests of its personnel. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are primarily attracted to those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that personnel planning is effective when it is integrated into the overall planning process of the organization.

Personnel planning should answer the following questions:

How many workers, what qualifications, when and where will they be needed?

How can we attract the right staff and reduce redundant staff without causing social harm?

How can staff be better used according to their abilities?

How to ensure the development of personnel to perform work that requires new, higher qualifications, and maintain their knowledge in accordance with production requirements?

What costs will the planned staffing activities require?

Personnel planning:

1. HR strategies. Development of the foundations of the organization's future personnel policy. Creating opportunities for official and professional advancement of employees. Ensuring the development of personnel to perform work with new qualifications and adapt their knowledge to changing production conditions.

2. Personnel goals. Determination of specific goals of the organization and each employee arising from the personnel strategy. Achieving maximum convergence between the goals of the organization and the individual goals of employees.

3. Personnel tasks. Providing the organization, at the right time, in the right place, in the right quantity and with the appropriate qualifications, with the personnel necessary to achieve its goals.

4. Personnel activities. Development of a personnel action plan to achieve the specific goals and objectives of the organization and each employee. Determining the costs of implementing the HR action plan.

Determining the organization's personnel needs- this is the establishment of the necessary quantitative and qualitative characteristics of personnel corresponding to the chosen development strategy of the organization.

Types of personnel needs:

Need for staff training;

Quality staffing needs;

Quantitative staffing requirements;

The need of an individual employee is the awareness of the absence of something that causes the employee to take action.

The purpose of determining personnel requirements is to establish the quantity necessary for employees to reliably perform their official and professional duties. In this case, decisions are made about the need for them - quantity and quality, time and duration, as well as place.

Determining the quantitative need for personnel comes down to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number for a certain time period. A variety of methods are used to determine quantitative needs.