Personnel policy of the enterprise and its improvement. Improving the personnel policy at the enterprise

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Novosibirsk 2015

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

NOVOSIBIRSK STATE UNIVERSITY OF ECONOMICS AND MANAGEMENT - "NINH"

Department of Labor Economics and Personnel Management

Academic discipline: Personnel management of the organization

COURSE WORK

on the topic: "Improvement personnel policy organizations"

Completed by: Petrova Nadezhda Yurievna

Checked by: Sotnikova Svetlana Ivanovna

Introduction

2.1 Analysis of labor potential

Conclusion

List of sources used

personnel policy organization

Introduction

Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia largely depends on the successful operation of enterprises today. In our time, an enterprise that is clearly organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their personnel. In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations.

Human resources policy aims to create a cohesive, responsible, highly developed and highly productive workforce. It should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work. The success of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel. Personnel policy in any organization should be given great attention. Personnel -
are the main resource of each enterprise, the quality and efficiency of which largely determine the results of the enterprise and its competitiveness.

The relevance of the topic is explained by the complex and, undoubtedly, significant problem of personnel policy in the organization. To date, the implementation of the personnel policy is not fully formed and continues to be improved and updated.

Problems effective management human resources in organizations are considered in the works of A.Ya. Kibanova, N.I. Arkhipova, O.L. Sedova, A.P. Egorshina, T.Yu. Bazarova, B.L. Eremina, S.A. Shapiro, S. Ivanova, A.N. Averin and other authors.

Target term paper- improvement of the personnel policy of the organization.

To achieve the goal, the following tasks have been identified:

ѕ Consider the socio-economic essence of personnel policy

* Consideration of a systematic approach to the management of personnel policy

ѕ Study of domestic and foreign experience in organizing personnel policy

* Analysis of the labor potential of the organization CJSC Svyaznoy Logistics

* Analysis of personnel policy in the organization

* Activity analysis personnel service

ѕ To form the main directions for improving the personnel policy of the organization

The object of the study is CJSC Svyaznoy Logistics

The subject of the research is the personnel policy in the organization.

The course work consists of an introduction, three chapters and a conclusion. The introduction reflects the relevance of the topic, the object and subject of research, goals and objectives.

The first chapter deals with theoretical material relating to the personnel policy of the organization, classification, stages of construction, as well as domestic and Foreign experience formation of the personnel policy of the organization.

In the second chapter, analyzes of the labor potential, number, and activities of the personnel service are carried out.

In the third chapter, the main directions for improving the personnel policy of the organization CJSC "Svyaznoy Logistics" are formed.

The conclusion reflects the conclusions based on the results of the study.

1. Theoretical foundations of the organization's personnel policy

1.1 Socio-economic essence of the personnel policy of the organization

Table 1

The concept of the personnel policy of the organization

Literary source		Views/functions
AND I. Kibanov Personnel management of the organization, M. Infra-M, 2005, page 627		Passive, reactive, preventive, active personnel policy
AND I. Kibanov Fundamentals of personnel management, INFRA-M, 2015, page 448	The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing requirements market, taking into account the development strategy of the organization and the strategy of managing its personnel	Passive, reactive, preventive, active, rational, adventurous, Open, closed personnel policy of the organization
A.P. Egorshin Management of social development of the organization, INFRA-M, 2013, p 416	The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing requirements market, taking into account the development strategy of the organization
P.E. Shlender Organization personnel management, INFRA-M, 2010, p396	Personnel policy is characterized by a set of methods aimed at maintaining and developing human resources, a system of fundamental principles that are implemented by the personnel department of the enterprise.
V.P. Fomina, S.P. Anzorova Personnel management, MGOU, 2011, p 79	Personnel policy - these are general guidelines for the action and management decisions regarding personnel, ensuring the optimal achievement of the organization's goals.

The definitions of personnel policy are very similar to each other. But still in some sources they differ. For example, in Schlender's textbook, personnel policy is presented as a set of methods aimed at maintaining and developing human resources. In the textbook of Fomin and Anzorov, personnel policy is a general guideline for action and management decision-making regarding personnel.

The main characteristics of the organization's personnel policy are its connection with the organization's development strategy, focus on long-term planning, the importance of the role of personnel, the philosophy of the company in relation to employees, the system of interrelated functions and procedures for working with personnel.

The main object of the personnel policy of the enterprise is - personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. From the qualifications of workers, their professional training, business qualities production efficiency depends to a large extent.

When forming a personnel policy, in order to comprehensively determine the direction of activity in an organization, it is necessary to take into account the basic principles of individual areas of personnel policy, namely:

a) Personnel management of the organization:

The principle of the equal need to achieve individual and organizational goals - determines the need to seek honest compromises between the administration and employees, and not give preference to the interests of the organization;

c) Selection and placement of personnel:

The principle of conformity - determines the need to match the volume of tasks, powers, responsibilities with human capabilities;

The principle of professional competence - determines the need for a level of knowledge that meets the requirements of the position;

The principle of practical achievements - determines the presence of a certain level of experience;

The principle of individuality - determines the presence of individual qualities of an employee, character traits for performing the necessary work;

c) Formation and preparation of a reserve for promotion to senior positions:

The principle of competition - determines the need to select candidates on a competitive basis;

The principle of rotation - determines the need for a systematic change of position vertically and horizontally;

The principle of individual training - determines the need to prepare a reserve for specific position according to an individual program;

d) Evaluation and certification of personnel:

The principle of selection of evaluation indicators - determines the need to compile a system of indicators that includes the purpose of evaluations, criteria and frequency of evaluations;

The principle of assessing the performance of tasks - determines the need to evaluate the results of activities according to the selected criteria;

e) Personnel development:

The principle of advanced training - determines the need for periodic training of personnel in accordance with the individual development strategy of the employee;

The principle of self-expression - determines the need for independence, influence on the formation of methods of execution (for managers);

The principle of self-development - determines the need for development in the presence of the ability to do so;

f) Staff motivation and stimulation:

The principle of compliance of remuneration with the volume and complexity of the work performed - determines the need for effective remuneration of employees;

The principle of a proportional combination of incentives and sanctions - determines the need for a specific description of tasks, responsibilities and indicators;

The principle of motivation - determines the need to establish incentive factors that affect the individual desire to complete the tasks

The classification of types of personnel policy of the organization is based on:

The direct influence of the administrative apparatus on the personnel situation (there are: passive; reactive; preventive; active rational, adventurous).

the degree of openness of the organization in relation to the external environment in the formation of personnel, the fundamental orientation to its own or external personnel (there are: open; closed).

A passive personnel policy is carried out when the organization's management does not have a clearly developed program of action for personnel, and work with personnel is reduced to eliminating negative consequences by assessing personnel, diagnosing the personnel situation as a whole. At the same time, the management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without analyzing the causes and possible consequences.

A reactive personnel policy is carried out when the organization's management monitors the symptoms of a negative state in working with personnel, the causes of conflict situations, lack of motivation for highly productive work and owns the situation of the development of the crisis. The management is taking measures to eliminate it, focused on analyzing the reasons that led to the emergence of personnel problems.

A preventive personnel policy is carried out when the management has reasonable forecasts for the development of the situation. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. In the development programs of the organization there are short-term, medium-term, qualitative and quantitative forecasts of the need for personnel, tasks for the development of personnel are formulated.

An active personnel policy is carried out when the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation. An active personnel policy can be rational and adventurous.

With a rational personnel policy, the management of the organization has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel service of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term, the organization's development programs contain forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a personnel work program with options for its implementation.

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis and a reasonable forecast for the development of the situation, but it seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means of predicting the personnel situation and diagnosing personnel, however, personnel work plans are included in the enterprise development programs, often they are focused on achieving goals that are important for the development of the enterprise, but are not analyzed from the point of view of changing the situation. The plan for working with personnel in this case is based on a rather emotional, little reasoned, but perhaps correct idea of the goals of working with personnel.

An open personnel policy is characterized by the transparency of the organization for potential employees at any level, that is, the organization is ready to accept an employee for any position in the organization if he has sufficient qualifications for it, but without taking into account work experience in this or related organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

A closed personnel policy is characterized by an orientation towards the inclusion of new personnel, starting only from the lowest rung of the "official" ladder. Here, the replacement occurs only from among the employees of the company. Such a policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources. The main lever for the implementation of personnel policy is the administrative powers of managers used by them in relations with subordinates.

The personnel policy of the organization is designed to provide:

* high quality of work and its results, working conditions, as well as the workforce itself;

ѕ structural adaptation of personnel to continuous organizational changes, social and cultural innovations - flexibility of personnel potential;

ѕ rejection of the traditional, strict restriction between different types of work, as well as the widespread use of various flexible forms of organization of labor processes: full, part-time and temporary employment, etc.;

ѕ organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated personnel management strategy as “their own” and implement it in their own operational activities;

ѕ a high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday life practical work;

ѕ new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor

The main tasks contributing to the achievement of the goals of personnel policy:

* Improving the system of recruitment and selection of personnel.

* Improving the management of the personnel adaptation process.

ѕ Management of the process of professional development of employees.

* Improving the system of motivation and stimulation of labor.

ѕ Career management of employees of the enterprise.

* Improving the personnel assessment system.

ѕ Creation of conditions for the involvement of personnel in the process of enterprise management through the interaction of the personnel management service, heads of departments with employees of the enterprise.

Thus, personnel policy is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the organization's development strategy. The main focus is the staff. And the personnel policy has quite a lot of types, namely, it can be active, passive, open, closed, reactive, preventive, rational, adventurous.

1.2 A systematic approach to the management of personnel policy

The constituent elements of the personnel policy are the employment policy, the remuneration policy, the policy in the field of social and labor relations, the personnel development policy.

The employment policy includes the formation of a system for attracting, selecting and hiring personnel, determining the quantitative and qualitative needs of the organization in personnel, securing employees in the organization, ensuring the flexibility of the staff, as well as determining the criteria and methods for releasing employees if necessary.

The remuneration policy involves periodic monitoring of staff satisfaction with their work, the creation of a system for assessing, motivating and stimulating staff work.

The policy in the field of social and labor relations provides for appropriate information support for employees of the organization, analysis of the causes of staff turnover, identification of methods for diagnosing and resolving conflicts, establishing feedback channels, the existence of a social protection system for employees, creating and maintaining an organizational culture, increasing the level of cooperation between ordinary employees and management .

The personnel development policy includes a policy of vocational training, advanced training and retraining, as well as a policy of professional and career advancement, career development employees.

The formation of the personnel policy of the organization should occur in the following sequence:

– Development of general principles of personnel policy, determination of priorities of goals;

– Planning the need for personnel, the formation of the structure and staff, the creation of a reserve of personnel;

– Creation and support of the system of personnel information, implementation of personnel controlling;

– Formulation of principles for the distribution of funds, ensuring an effective system of motivation and stimulation of labor;

– Providing a personnel development program, career guidance and adaptation of employees, planning of individual advancement, team building, professional training, advanced training and retraining of personnel;

– Analysis of the compliance of the personnel policy and strategy of the organization with its personnel management, identification of bottlenecks in personnel work, assessment of personnel potential.

Personnel policy is developed taking into account internal resources, traditions of the organization and factors of the external environment. Personnel policy is part of the organization's policy and must fully comply with the concept of its development. The formation of personnel policy can be divided into stages.

At the first stage, the formation of the goals and objectives of the personnel policy is carried out. Rationing and programming - harmonization of the principles and goals of working with personnel with the principles and goals of the organization, development of programs, ways to achieve the goals of personnel work established at the first stage. The goals and objectives of the personnel policy are determined on the basis of the main provisions of regulatory documents, from the totality of goals and objectives to ensure the effective functioning of the organization and its divisions. The main goal of the personnel policy is the full use of the qualification potential of the personnel. This goal is achievable by providing everyone with a job in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out - procedures for diagnosing and forecasting the personnel situation are developed. This stage consists of three blocks:

1) quality requirements for employees, which are determined based on the description of the workplace and the requirements for the applicant for the position;

2) quantitative requirements that are associated with determining the need for personnel by positions, qualification characteristics, etc.;

3) the basic principles of personnel policy in the most important areas: the selection and placement of personnel, the formation and preparation of a reserve for positions, the assessment of the degree of development of personnel, remuneration, the use of human resources, etc.

At the third stage, the choice of the main forms and methods of personnel management is determined, a toolkit is developed personnel planning.

At the fourth stage, a plan of personnel activities is developed, the terms and responsible executors of these activities are determined.

The development and state of the personnel policy of the organization is influenced by internal and external factors.

Internal factors are the goals and structure of the organization, the moral and psychological climate in the team.

External factors are labor legislation, prospects for the development of the labor market, relations with the trade union, etc. Taking into account these factors, the personnel policy of the organization develops within the limits established by external influence on the organization, and is determined by the state internal factors.

Formation of the personnel policy of the organization is very difficult process. It consists of 4 stages: the formation of the goals and objectives of the personnel policy, the procedures for diagnosing and forecasting the personnel situation are being developed, the choice of the main forms and methods of personnel management, the development of personnel action plans. The development and state of the personnel policy of the organization is influenced by internal and external factors that do not go unnoticed.

1.3 Domestic and foreign experience in the formation of the personnel policy of the organization

The search for new ways in the field of work with personnel, the formation of an effective personnel policy and its implementation at the present stage of economic development are practically the primary problem of most foreign companies.

Analysis of the experience of forming personnel policy in foreign and domestic enterprises made it possible to single out three main approaches to the formation of the personnel policy of an enterprise: American, Japanese, Russian.

Note that the American approach (Western European) is associated with the individualization of management; Japanese - characterized by the collectivity of relationships.

In the process of implementing personnel policy in American firms, a distinction is made between two categories of personnel - administration and ordinary performers. on the content of the work of personnel services American companies can be judged by the distribution of the time fund between individual functions.

The most important functions of the personnel service here are: providing the company with personnel High Quality, personnel development, maintenance and stabilization.

table 2

Japanese, American, Russian approaches to personnel policy

Research criteria personnel policy	Japanese approach	American approach	Russian approach (business organization)
Basis of the organization	Harmony	Efficiency	Efficiency
Attitude to work	The main thing is execution responsibilities	The main thing is implementation	The main thing is the implementation of tasks
Competition	Hardly ever		Hardly ever
Guarantees for the worker	High (life
Making decisions	Down up	Top down	Top down
Delegation of power	In rare cases	Common	In rare cases
Relationship with subordinates	Family	Formal	Family
recruitment method	After finishing studies	By business qualities	By business qualities
Salary	Depending on experience	Depending on the result	Mixed

The principles of personnel selection in the United States are based on active methods of personnel search and recruitment and a strict system of requirements for candidates and the selection procedure. It should be noted that in the United States, not only the personnel service is involved in the organization of personnel selection, but also line managers who own decisive word when establishing requirements for a position and selecting a specific employee

The focus of German companies is the organization of training and advanced training for all categories of employees. ensuring the release of high-quality products is directly related to the level of training of workers. In Germany, great importance is attached to continuous professional development of employees, while 1/3 of employees improve their skills in their free time. Such a high level of interest in replenishing and updating one's knowledge is primarily associated with a fairly large number of unemployed in the country.

The main features of the personnel policy of Japanese enterprises are implemented in the following areas:

1. Lifetime employment, which, however, applies to some employees

2. The system of training and advanced training. Every year, companies recruit workers from colleges and universities. The management of Japanese companies is not at all embarrassed by the fact that most of the young people who come to the company do not have a certificate of qualification, because professional training in the company is an integral part of the personnel policy. training in a company has a number of advantages: firstly, the employee acquires exactly the qualifications and skills that the company requires, and, secondly, due to training in the company, young people develop a respectful attitude towards work. Education in Japan is characterized by: a focus on long-term development (“career development programs”), intensity, an individual approach, and a developed mentoring system. Advanced training, the acquisition of new knowledge are an integral part of the working life of the Japanese, while self-education is widely developed. No one forces the Japanese to improve their qualifications, they strive for this themselves, and the management stimulates such activity of personnel by allocating funds for the purchase of educational and special literature, for the distribution of printed materials, payment for group activities (target groups), because in conditions of lifelong employment human resources represent the most important part of a company's capital.

3. Remuneration and promotion depending on the length of service in the company and skill level.

4. Collective decision-making, collective responsibility, lack of differences in rank and class - all members of the team are one big “family”.

Both Japanese and American systems of personnel policy are characterized by a flexible response to changes in market demand for labor. On the one hand, temporary workers are less protected from a social point of view, do not enjoy a number of benefits, but, on the other hand, this allows firms to adapt to market fluctuations, avoid the social and psychological consequences of dismissal, and save on preferential payments.

The analyzed foreign experience shows that the culture of companies includes: the system of internal values of the organization, its image, image; the philosophy of the company, its life principles, ethics, norms and standards of conduct, rituals, traditions and other forms of ownership; management style; forms of relationships between workers, both formal and informal; socio-psychological climate in the team; personnel policy and personnel management strategy, social guarantees and incentives. Based on the analysis, the author concluded that the corporate culture and personnel policy in developed foreign enterprises closely related

Speaking about the experience of an effective personnel policy of an enterprise, one cannot ignore the domestic experience. In this regard, the organization of work with personnel is interesting.

An analysis of the personnel policy implemented by the leadership of modern Russian industrial organizations has shown that it carries a number of shortcomings.

When recruiting personnel, there is a contradiction between the personal qualities of most of the personnel with high qualifications and professionalism, and the role of obedient performers, which is assigned to them by the management of the enterprise, which reserves the right to innovate in activities. This leads to employee dissatisfaction with what they are doing and lays the foundation for future conflicts.

Another miscalculation is made in the field of remuneration and labor incentives. Wages are not properly individualized, and the stake is most often placed on the stabilizing function of wages, while the status and incentive functions are left without due attention. As a result, workers do not proceed from how much they can earn, but from how much they want to have, and with such an orientation, an increase in wages does not lead to satisfaction, but only causes an unreasonable increase in claims for payment. Together with the lack of awareness of employees about what the increase wage, what actions were encouraged (lack of official, well-known criteria for the individualization of remuneration within the job category), the above factor gives rise to dissatisfaction of workers with remuneration at sufficiently high earnings. Pay-oriented workers are given a reason to look for new higher-paying jobs.

In turn, the lack of awareness of the personnel about the reasons for this or that action of the management leads to the lack of a common understanding of the goals of their activities among the personnel of enterprises, and also aggravates relations between “old-timers” and “newcomers”, creates an atmosphere of dissatisfaction with the policy of management.

To the deterioration of the moral and psychological climate in the team, to unreasonable disruptions in communication with colleagues, the fatigue of workers, which is a consequence of poor organization of work and insufficiently high level of its conditions, also leads. Lack of clear distribution of duties and responsibilities, duplication of functions and subordination, excessive overload of managers, lack of skills business communication are the cause of systematic overtime work, create an atmosphere of fuss

The fact that the growth of professionalism is encouraged only if it leads to an increase in income is also negative in the policy of the management of enterprises, while for the improvement of qualifications, the growth of professionalism is one of the priority factors when choosing a place of work.

The lack of attention of management to the needs and problems of their employees, the stake that high pay compensates for low organization and working conditions, are the cause of high staff turnover and dissatisfaction. In a fairly short period of time, almost half of the personnel is changing at enterprises, and 2/3 of those working at enterprises today expressed their readiness to leave for another place of work with more favorable conditions, from their point of view.

Thus, if the management of enterprises in the private sector of the economy continues to adhere to the existing personnel policy, this threatens to lose more promising employees, increase turnover and, as a result, worsen business, create a negative image.

The formation of the personnel policy of the organization is very different both in Russia and abroad. The Japanese personnel policy is focused on lifelong hiring of employees, lack of competition, they are hired immediately after graduation from the university. Both Japanese and American approaches are characterized by a flexible response to changing market demand for labor. Workers' guarantees are less protected than the Japanese. As for domestic experience, it has a number of shortcomings that need to be corrected.

2. Organizational and economic analysis of the personnel policy of the organization CJSC "Svyaznoy Logistics"

2.1 Labor potential analysis

Svyaznoy is the largest independent federal retail network in charge of distribution mobile devices, as well as providing operator and financial services. October 9, 1995 is considered to be the founding date of Svyaznoy Logistics CJSC (hereinafter referred to as Svyaznoy). A retail outlet on Gorbushka, an office with an area of 20 square meters - then the company had only 5 employees. Starting with the minimum working capital, the company in a short time has become a large and rapidly growing commercial enterprise. Location of Svyaznoy: Russian Federation, 115280, Moscow, st. Leninskaya Sloboda d.19. In Novosibirsk Main office CJSC "Svyaznoy Logistics" is located branch Siberia 630007 Novosibirsk, st. Oktyabrskaya highway 4.

CJSC "Svyaznoy Logistics" offers its customers:

1. Cell phones and accessories, DECT phones and walkie-talkies, personal audio and photo equipment, video cameras, laptops, portable TVs and DVD players, weather stations, game consoles and games for them;

2. best price guarantee. Svyaznoy works directly with the world's best manufacturers, so it offers customers only certified products at the best prices;

3. availability of registration on credit. Many goods in Svyaznoy can be bought without paying a single ruble as a down payment;

4. a wide range of available services: extended warranty, purchase insurance, phone tuning, financial services;

5. accepting payments without commission. Svyaznoy instantly transfers funds deposited by customers to pay for operator services cellular communication, Internet providers, bills for commercial television, long-distance and international calls;

6. free shipping. It is enough to call the delivery service or order the desired product in the Svyaznoy online store, and within a day the courier will deliver the goods to your home or office absolutely free of charge.

The activities of the Svyaznoy company, like any other commercial organization, aimed primarily at making a profit (clause 1, article 50 of the Civil Code of the Russian Federation). The strategic goal is to increase the value of the company.

Table 3

General analysis economic indicators

According to economic indicators, it is obvious that the volume of sales, specific revenue, and profit of the company are increasing every year. This is due to the fact that the company is expanding its business, increasing outlets and attracting more staff.

In the personnel structure for 2014, 280 people (11.46%) are administrative and managerial personnel and 2126 people (88.54%) are sales personnel.

The qualification level of workers largely depends on their age, education, work experience. Therefore, in the analysis process, it is necessary to consider the composition of employees on these grounds.

Table 5

Personnel structure by education

The level of education


Lower secondary
General average
secondary specialized
Incomplete Higher

Rice. 1 Personnel structure by education

As you can see, according to the level of education, the company employs mainly workers with a general secondary education. Skilled workers make up only 20%; they include the entire administrative and managerial staff and a small part of the trade. Also, 20% of employees have incomplete higher education.

We turn to the consideration of the age structure of the staff.

Table 6

Age structure of the staff of Svyaznoy Logistics CJSC

Rice. 2 Age structure of the personnel of CJSC Svyaznoy Logistics

As you can see, the main age of workers falls on the category of 26-36 years. The organization employs young employees and is rejuvenating the staff.

Now let's calculate the personnel movement indicators for 2014.

Ktec.==*100=19.15%

Cob. by reception == =0.18

Cob. by knockout===0.19

Thus, the staff turnover at the enterprise amounted to 19.15, which actually exceeds 3 times the norm (7-9%).

During the analysis of the reasons for layoffs, the main ones were identified:

* Dissatisfaction with the level of wages;

* Inability to combine work and study;

* Dissatisfied with the work schedule;

* Family (personal) circumstances;

* Company initiative.

In general, the organization employs a young team, the average age is 26 years. Basically, the education of employees is secondary education. But the company has a fairly high turnover of about 20%. Employees quit due to the fact that their wages do not satisfy, and the work schedule is inconvenient for students, that is, they cannot combine study with work.

2.2 Analysis of the personnel policy of the organization

The company has formed friendly and open relations not only among employees, but also between managers and subordinates. The leader's behavior is based on the totality of the principle of unity of command, but at the same time it is combined with the active involvement of subordinates in the decision-making process and leadership. Therefore, the management style in this company can be called democratic. The leader prefers to influence employees through persuasion.

planning, selection and hiring, release (retirement, layoffs), analysis of staff turnover, etc.;

staff development, evaluation, organization of promotion;

· stimulation of labor, provision of safety measures, social payments.

Human resources is the basis of the company, and its formation is given a key role in the implementation of management. The staff of the company is in constant professional and creative development. When analyzing the personnel management system, such issues as recruitment, staff turnover, advanced training, personnel motivation system and personnel development are considered.

Personnel selection. Employment at CJSC Svyaznoy Logistics begins with a detailed definition of who the organization needs. At the heart of this process is the preparation of a job description, i.e. a document describing the main functions of the employee occupying this workplace. To facilitate the process of selecting candidates, documents are created that describe the main characteristics that an employee must have to successfully work in this position - qualification cards and competency cards (portraits or profiles of ideal employees).

The qualification card is a set of qualification characteristics (general education, special education, special skills, such as computer skills, etc.) that the “ideal” employee in this position should have. Competence map (portrait of an ideal employee). Competencies are personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, assertiveness, originality of thinking.

Having determined the requirements for the candidate, the HR department can proceed to the next stage - attracting candidates. Svyaznoy Logistics CJSC uses ads in mass media- TV, radio, press, internet. Main advantage this method selection of personnel - wide coverage of the population at relatively low costs. The disadvantages are reverse side advantages - media announcements can lead to a huge influx of candidates, most of whom will not have the required characteristics.

When selecting candidates, a method such as an interview is used. It involves, first of all, finding out information about the candidate in the course of personal contact.

Also, when analyzing the personnel management system, such an issue as the personnel motivation system is considered.

CJSC Svyaznoy Logistics uses cash bonuses and trips to various parts of the world as a motivation system. The use of this kind of rewards is intended not only to increase the loyalty of employees, but also to motivate them to work actively during the next period. In order for bonuses to give results, each employee must clearly understand what he received the bonus for and what tasks will allow him to count on it in the future. Career development of employees directly depends on activities aimed at developing personnel. The prosperity of the organization itself will depend on how effective this process will be.

At CJSC Svyaznoy Logistics, upon hiring, initially each employee undergoes a training course according to the specifics of the job. In the future, also in order to improve their skills and develop their professional knowledge, the staff takes professional training courses, attends various trainings.

The training of the company's employees is carried out both by the internal coaching staff and by external providers.

Formstrainingevents:

1. Classroom training in groups:

· Trainings

Seminars

2. Development in the process of work:

· Mentoring

· Coaching

Self-learning

After the end of the training, an assessment of the effectiveness of training is carried out. Specially designed electronic courses are aimed at self-acquisition of knowledge on a given topic. An employee can take these courses on the training portal remotely from any computer with access. Specially designed electronic courses are aimed at self-acquisition of knowledge on a given topic.

Development methods:

· Developmentonworkingplace- specific assignments / tasks from the daily work of the employee;

· Educationalprojects,internships- participation in a project or temporary appointment to a position requiring a higher level of quality development;

· Educationonexperienceothers- observation of a more experienced person; joint discussion of his experience;

· self-learning- analysis of past experience, independent search for more effective forms of work, reading of specialized literature.

· TrainingsAndeducationalprograms- specially selected programs and trainings for development.

Advantage:

Classes are conducted by experienced trainers;

Employees receive a charge of fresh ideas and information;

Increased self-esteem;

Improvement of qualification and professional competence;

Extension career prospects both inside and outside the organization.

Flaws:

Courses can be divorced from the practice of your business, and oversaturated with theory;

Employees may not be in the mood for training in their spare time.

Analysis of the main regulatory and methodological documents of Svyaznoy Logistics CJSC is considered in Table 7.

Table 7

Analysis of the main regulatory and methodological documents of the personnel management system

Types of main regulatory and methodological documents of the personnel management system	Form of normative-methodical document		Positive/ negative points in the practice of using the document
Reference documentation	Charter of CJSC "Svyaznoy Logistics" (Appendix No. 1)	Regulates the activities of the company, relations with other organizations and citizens, the rights and obligations of shareholders.	"+" Is the main regulatory document in which all the rules are written "-" information overload
Documentation organizational, organizational- managerial And organizational and methodological character	Job description of the HR manager (Appendix No. 2);	Reveals functional responsibilities, rights, responsibility.	"+" Reflects the most complete list of rights and obligations of employees.
Documentation technical, technical and economic And economic character	Instruction on labor protection (Appendix No. 3)	The main aspects of labor protection for each position are presented.	"-" does not sufficiently regulate the labor protection of personnel

In general, the personnel policy of this enterprise consists of such activities as planning, selection and hiring, dismissal, analysis of staff turnover, personnel development, evaluation, organization of promotion, labor stimulation, safety, social benefits. Staff training takes place in our own training center, on the job. And this center has not only pluses, but also a number of shortcomings, but these shortcomings must be eliminated.

2.3 Analysis of the activities of the personnel service of the enterprise CJSC "Svyaznoy Logistics"

In Svyaznoy Logistics CJSC, the HR department consists of 6 employees:

Sh Head of Personnel Department

Sh Leading HR Specialist

Ш 2 Human Resources Specialist

HR Specialist

Ш Occupational Safety Specialist

Sh Lead Recruitment Specialist

All employees of this department have higher education in the field of personnel management.

Table 5

Functional responsibilities of positions

Functional responsibilities	Positions
	Lead HR Specialist	Labor protection specialist	Lead Recruitment Specialist	HR business specialist	HR Specialist
Registration of reception, transfer, dismissal of employees of the Company in accordance with the Labor Code of the Russian Federation;
Registration of apprenticeship agreements for the Company's employees in accordance with the Labor Code of the Russian Federation;
Providing reporting.
Ensuring the correct execution of documents related to the vacations of company employees; with layoffs of employees, compulsory medical insurance policies
Registration of vacations, business trips, KMO contracts, sick leave, benefits and other personnel documentation in accordance with the Labor Code of the Russian Federation and the internal regulations of the Company
1. Selection of office staff; 2. Adaptation of office staff; 3. Administrative support for carrying out activities to motivate, develop, evaluate the Company's personnel; 4. Creation of a flow of applicants for open vacancies; 5. Preparation of management reporting.
Ensuring correct filling work books upon dismissal of employees of the Company in accordance with the Labor Code
Processing of requests from employees (Base of Applications);
Implementation of labor protection and fire safety requirements in the Company in accordance with the legislation of the Russian Federation
Ensuring timely and correct registration of personal files of the Company's employees in accordance with the Labor Code of the Russian Federation and timely change of personal data

To date, the personnel department at Svyaznoy Logistics CJSC is mainly involved in the issues of hiring and dismissal of employees, registration employment contracts, sick leaves, leave applications. It is necessary to expand the scope of its activities by adding the following functions:

- evaluate the performance of each employee;

ѕ engage in the process of adaptation of employees;

ѕ manage industrial and social conflicts.

Such a structure of the service allows the administration to really manage labor resources, will reduce the turnover of personnel of enterprises to a minimum and solve complex problems of increasing production efficiency and stimulating staff.

3. The main directions for improving the personnel policy of the organization CJSC "Svyaznoy Logistics"

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Graduate work

Analysis and improvement of personnel policyIn the organisation

Introduction

Relevance of the topic thesis is determined by the fact that in the conditions of the emerging way out of the financial and economic crisis, the understanding of many socio-economic processes and phenomena is changing. It is obvious that today, more than ever, among the most important problems of reforming the economy, one should single out the quality of labor and the most complete implementation of the human factor, since the importance of the place and role of workers in relation to equipment and technology seems to be fundamental. People, their experience and knowledge are a decisive prerequisite for the formation of a company's survival strategy in harsh market conditions. Not only the efficiency of the enterprise, but also the fate of socio-economic reforms as a whole, largely depends on how fully the creative and intellectual potential of the personnel is revealed.

The successful development of any enterprise is unthinkable without appealing to the staff. In order to ensure its effective functioning, a highly professional team must be formed on it.

Until the early 1990s, the very concept of "personnel management" was absent in domestic management practice. True, the management system of each organization had a functional subsystem - personnel management and social development of the team, but most of the work on personnel management was performed by line managers of departments. The need to improve the personnel management system at the present stage is determined by many factors. This is the need to optimize the number of employees and their functions; and the introduction of automated control systems, and the development of modern decision-making systems. At the same time, it is important to ensure the coordination between the strategy of personnel management and the strategy of entrepreneurship.

Personnel management is carried out in the process of performing certain actions and involves: determining the goals and main areas of work with personnel; means, forms and methods of achieving the goals; organization of work for the implementation decisions taken; coordination and control over the implementation of the planned activities; continuous improvement of the system of work with personnel. When the overall strategy of the organization is understood, it becomes possible to establish individual functions of personnel management that will be combined with the strategy of the organization in the best possible way.

In practice, the following main functions of personnel management can be distinguished:

A clear understanding and implementation of the strategic and tactical goals of your company;

Forecasting the situation on the labor market and in own team to take proactive staffing measures;

Analysis of the existing human resources potential and planning of its development taking into account the future;

Selection, selection and hiring of personnel for the best achievement of production goals;

Motivation of personnel, assessment and training of personnel, assistance in adapting employees to innovations, creating socially comfortable conditions in the team, solving particular issues of psychological compatibility of employees, etc.

The functions of personnel management are very closely interconnected and together form a certain system of work with personnel, where the changes that occur in the composition of each of the functions cause the need to adjust all other related functional tasks. At the same time, the traditional tasks of administrative work with frames.

In modern conditions, any enterprise, organization, institution, in order to achieve its goals and solve problems, needs personnel with appropriate training, experience and skills. Today, a whole range of measures is needed to develop and implement personnel policy.

The problems of effective human resource management in organizations are considered in the works of A.Ya. Kibanova, N.I. Arkhipova, O.L. Sedova, A.P. Egorshina, T.Yu. Bazarova, B.L. Eremina, S.A. Shapiro, S. Ivanova, A.N. Averin and other authors.

From all of the above, we can conclude that personnel management occupies an important place in the organization's management system, therefore, the study and improvement of methods and approaches in this area continues.

Trade provides services to the population by identifying and satisfying consumer demand, providing customers with the opportunity to choose the right goods, creating comfortable services for them to purchase goods and organizing quality service. In the interests of flexible response to dynamically changing market conditions, increasing the stability of the organization and its ability to quickly respond to variability in consumer demand, ensuring the high quality of services provided, enterprises should purposefully carry out organizational changes in the field of not only production, but also personnel policy. Therefore, it is this problem that formed the basis of this thesis project.

The purpose of the thesisth work- analyze the theoretical and practical foundations of personnel policy and develop specific practical advice for its improvement at JSC Seventh Continent.

To achieve this goal in thesis it is planned to solve the following main tasks:

Determine the essence of the personnel management system, the role and place of personnel policy in it;

Consider the goals, objectives and types of car policy;

Analyze the conditions and stages of development of the company's personnel policy;

Examine Essence economic evaluation personnel and performance indicators of personnel management of the enterprise;

Give a general description of JSC "The Seventh Continent";

Conduct an analysis of the company's personnel policy, applied technologies in the field of personnel management;

Determine the main directions and ways to improve the company's personnel policy.

object graduation research is JSC "The Seventh Continent".

Subject research - personnel policy of the company.

The systematic and behavioral approaches served as the methodology for analyzing the topic of the thesis.

theoryCzechbasis diploma research became the legislative acts of the Russian Federation on labor relations ( Labor Code RF, Civil Code RF), organization of activities of joint-stock companies ( the federal law of the Russian Federation dated December 26, 1995 No. 208-FZ “On Joint Stock Companies”), as well as the work of specialists in personnel management in general and the personnel policy of the organization in particular (Arkhipova N.I., Sedova O.L. “Management ( Personnel management)", Kibanov A.Ya. "Basics of personnel management", Egorshin A.P. "Personnel management", Savitskaya G.V. "Analysis economic activity enterprises, etc.).

Articles in the periodicals of L. Nikiforova, A.V. Medvedev, I.L. Simonenko and others.

The methodological basis of the study was the methods of collecting information (observation, study of documents, non-formalized survey).

The regulatory documents of JSC "The Seventh Continent" were studied (Charter of JSC "The Seventh Continent", job description of the store manager, internal labor regulations for the work of stores, the procedure and structure of motivational payments to employees of the company, the staffing of department 1 - Supermarket, the register of the staff of the store, other personnel documentation).

Formal-logical methods (comparison, generalization, analysis, synthesis), statistical, graphic, etc. have become methods for analyzing empirical information.

The Introduction substantiates the relevance of the topic, defines the goal, objectives, object, subject, theoretical and methodological basis of the study, as well as specific methods collection and analysis of information.

The first section of the thesis reveals the theoretical foundations of the organization's personnel policy, the concept of the personnel management system, goals, objectives, types of personnel policy, conditions and stages of its development, determines the methodology for the economic evaluation of personnel and indicators of the effectiveness of enterprise personnel management.

The second section analyzes the personnel policy of JSC "The Seventh Continent", characterizes the trade enterprise, its activities and organizational structure, composition and structure of personnel, examines the personnel policy, and identifies existing problems.

The Conclusion contains the main conclusions and proposals based on the results of the thesis research.

1. Theoretical foundations of personnel policyIn the organisation

1.1 The role of personnel policy in the personnel management system

personnel management staff

Management is a conscious purposeful activity of a person, with the help of which he organizes and subordinates to his interests the elements of the external environment - society, living and inanimate nature, technology.

Personnel management activity is a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

Management activity is a specific kind of labor process, characterized by its methods and results.

The elements to which this activity is directed are control object, and the one who directs the activity of the object is called subject of management, which can be either an individual or a group of people.

One of the most important areas of management activity is personnel management. The rational use of the personnel of the enterprise is an indispensable condition for ensuring the continuity of the production process and the successful implementation of production plans.

Personnel management system is a set of interrelated elements that ensure the functioning and development of the organization as a whole.

In the theory and practice of management, different terms are often used to refer to employees of one organization: personnel, personnel, labor or human resources.

The term "cadres" (with the primary meaning "frame" in German and French) came into managerial terminology from the army lexicon, where it meant a group of professional soldiers. In English-speaking countries, it is customary to use the term “personnel” in this sense. Many authors still use these terms interchangeably.

Personnel - the main composition of qualified employees of the enterprise.

Personnel - totality individuals who are with the organization as a legal entity in relations regulated by the contract of employment.

The labor force is all workers employed in permanent, seasonal and temporary (more than one day) work, which is very similar to the definition of personnel.

Sufficient provision of the enterprise with the necessary labor resources, their rational use are of great importance for increasing the volume of sales of services, profits and a number of other economic indicators, as well as for improving the efficiency of the enterprise's economic activity.

The most important strategic factor determining the success of an enterprise is its personnel potential: qualifications, professionalism, competence, motivation of the personnel of enterprises determine the possibility of implementing modern technologies production and management, innovative transformation of jobs in order to ensure the growth of labor productivity and competitiveness.

In this regard, the basis of the organization's policy, its system of norms and rules, according to which the enterprise as a whole "lives" and according to which the people included in it, should be a view of the personnel of the enterprise as an object of management, a "human resource" equal in its importance to the financial and production resources of the organization.

Human resources - the same personnel of enterprises, but considered as an object of management, taking into account a number of social characteristics: abilities, professional competence, industrial motivation, interpersonal relations.

There are various interpretations of the concept of human resource management in the scientific literature:

The mechanism of labor relations, which is the interaction of people in the process of production, distribution and consumption of material goods.

Purposeful impact on the human component of the organization, focused on bringing the capabilities of the personnel, goals, strategies, and conditions for the development of the organization into line.

If the components of the management process for a specialist are not particularly difficult, then the most difficult is human resource management. This is due to the fact that each member of the labor collective has its own potential employment opportunities, its own character traits, in its plan it is unique. Therefore, managers at various levels are required to know the psychology of each employee subordinate to them and, on this basis, influence him in such a way that his potential opportunities at work are fully revealed and realized.

A comprehensive analysis of the human resources of an enterprise is the key to identifying hidden reserves, so its main tasks are:

1) analysis of the number, composition, structure and skill level of personnel;

2) study of the forms and causes of the movement of personnel;

3) assessment of the provision of the enterprise with personnel of the required qualification, assessment of future needs for personnel;

4) analysis of the achieved level of labor productivity at the enterprise;

5) determination of factors and reserves for the growth of labor productivity;

6) study of the effectiveness of the forms and systems of remuneration used at the enterprise;

7) evaluation of the effectiveness of the use of funds allocated for wages;

8) determining the ratio of growth rates of labor productivity and wages.

One of the most important components of human resource management of an organization is personnel management and, as a rule, it is based on the concept of management - a generalized idea of a person's place in an organization.

Human resource management is a complex activity in an organization. This type of management also includes the personnel policy of the organization. Therefore, each enterprise should develop and implement a targeted personnel policy.

Under the policy of the organization as a whole, as a rule, is understood the system of rules in accordance with which the people in the organization act. The most important component of the organization's policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources.

The term "personnel policy" has several definitions:

A holistic HR strategy that integrates various forms of HR work and aims to create a cohesive, responsible and highly productive workforce capable of adequately meeting changing market requirements, taking into account the forecast horizon;

A system of principles and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy (hence it follows that all activities for working with personnel - selection, compilation staffing, certification, training, promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization);

A set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and an organization: in this sense, for example, the words “our company’s personnel policy is to hire people only with higher education”, can be used as an argument in solving a specific personnel issue, etc.

The basis for determining the composition and functions of personnel management and the enterprise as a whole is the system of enterprise goals. This system can be divided into four types of goals:

1. economic- this is the receipt of the estimated amount of profit from the sale of products and services;

2. scientific and technical, that is, ensuring a given scientific and technical level of products and developments, increasing labor productivity by improving technologies;

3. industrial and commercial- production and sale of products or services in a given volume and with a given rhythm (contractual obligations that ensure the economic goal, government orders, etc.);

4. social- achievement of a given degree of satisfaction of the social needs of workers.

Achieving the goals of the organization is carried out by implementing common functions management. The relationship between general management functions and personnel management functions is shown in fig. 1.

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Rice. 1. Relationship between general management functions and personnel management functions

Creation of a healthy and efficient team; increasing the level of qualification of employees of the enterprise; creation of a labor collective that is optimal in terms of gender and age structure, as well as in terms of skill level; the creation of a highly professional management team capable of responding flexibly to changing circumstances, feeling and implementing everything new and advanced and able to look far ahead - the personnel policy of the enterprise should be aimed at achieving all these goals.

The design of a personnel management system cannot be separated from the design of an organization's management system, since the first includes not only the functional units involved in working with personnel, but also all line managers - from the director to the foreman, as well as the heads of functional units that perform the functions of scientific, technical, production , economic management, management of external economic relations and personnel. In a word, the personnel management system, created in the process of implementing personnel policy, is the "backbone" of the organization's management system.

In conditions market economy one of the decisive factors in the efficiency and competitiveness of an enterprise is to ensure the high quality of personnel policy. The essence of an effective personnel policy is work with personnel that corresponds to the concept of the organization's development.

1.2 Ttypes of personnel policy

If we analyze the existing approaches to personnel policy, we can single out two grounds for dividing them into groups.

The first reason is related to the degree of awareness of the rules and norms underlying personnel measures, and the associated impact on the personnel situation in the organization of the administrative apparatus. In this case, the following types of personnel policy can be distinguished:

· passive- with this type of policy, the head of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the absence of forecasting the need for personnel, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. Management with such a personnel policy works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences;

· active- in such a company, the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the execution of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active politics. But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description). On this basis, we can distinguish two subspecies of active personnel policy: rational and adventurous.

Rational personnel policy has both a qualitative diagnosis and a reasonable prognosis of the development of the situation and has the means to influence it. The personnel service of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term, the organization's development programs contain forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.

At adventurous personnel policy the management of the enterprise does not have a qualitative diagnosis and a reasonable forecast for the development of the situation, but it seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means of predicting the personnel situation and diagnosing personnel, however, personnel work plans are included in the enterprise development programs, often they are focused on achieving goals that are important for the development of the enterprise, but are not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of the goals of working with personnel.

Problems in the implementation of such a personnel policy will arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, when a new product appears that can replace the company’s current one. From a human resources point of view, retraining of personnel will be necessary, but this can be done quickly and effectively, for example, in an enterprise with young staff rather than qualified, well-specialized older staff. Thus, the concept of "staff quality" includes one more parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy;

· reactive- here the management of the enterprise controls the negative manifestations in the work with the personnel, the reasons and the situation in which they manifested themselves: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the tasks at hand, the lack of motivation for highly productive work. Management in such a company is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting;

· preventive- an organization characterized by the presence of this type of personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The organization's development programs contain short-term, medium-term, qualitative and quantitative forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

The second basis for differentiation can be a fundamental orientation towards own or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two more types of policy can be distinguished:

· open personnel policy, characterized by the transparency of the organization for potential employees at any level, that is, the organization is ready to accept an employee for any position in the organization if he has sufficient qualifications for it, but without taking into account work experience in this or related organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

· closed personnel policy, which is characterized by an orientation towards the inclusion of new personnel, starting only from the lowest rung of the "official" ladder. Here, the replacement occurs only from among the employees of the company. Such a policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

When considering the personnel policy of the organization, special attention is paid to the analysis, planning, accounting and personnel management. At the same time, all employees of the enterprise are classified according to a number of criteria.

In Russia, personnel is divided according to the following classification criteria:

Functions performed in manufacturing process;

By the nature of the actual activity;

on the principle of participation in technological process;

by working time.

Depending on the participation in the production process, the entire staff of the enterprise can also be divided into two categories:

· industrial and production personnel(PPP) - it includes employees who are directly related to production and its maintenance;

· non-industrial personnel- These are employees who are not directly related to production and its maintenance. Basically, these are employees of housing and communal services, children's and medical and sanitary institutions belonging to the enterprise.

In turn, industrial and production personnel, depending on the functions they perform, six categories of personnel are distinguished in the production process:

workers - these include employees of the enterprise directly involved in the creation of material values or the provision of production and transport services. They, in turn, are divided into main and auxiliary. The main ones include workers who are directly related to the production of products, while the auxiliary ones are the maintenance of production. This division is purely conditional, and in practice it is sometimes difficult to distinguish between them.

· engineering and technical workers (ITR);

employees - supply agents, typists, secretaries-typists, cashiers, clerks, timekeepers, freight forwarders, etc.

Junior service personnel

· students;

· protection.

By the nature of the actual activity (occupation): in this case, the basis for classifying an employee as an engineer is not education, but the position held.

According to the principle of participation of workers in the technological process: workers are divided into main and auxiliary, and engineers - into managers, specialists and technical performers.

By the term of work: permanent, seasonal and temporary workers.

In addition to the generally accepted classification of PPP by category, there are classifications within each category. For example, production managers, depending on the teams they lead, are usually divided into linear and functional. Line managers include managers who lead teams of production units, enterprises, associations, industries, and their deputies; to the functional - the leaders who head the teams of functional services (departments, departments), and their deputies.

Science and practice have long established that the efficiency of an enterprise by 70-80% depends on its leader. It is the manager who selects the team for himself and determines the personnel policy at the enterprise. A lot depends on how he does it. If the enterprise does not have a long-term plan for the development of the enterprise, if there is no strategy for the long and short term, it means that all this is not in the head of the head. In this case, consider that the enterprise has a bad future. Therefore, at each enterprise, the main core in personnel policy should be the selection and placement, first of all, of managers at various levels.

The efficiency of the use of labor in an enterprise to a certain extent depends on the structure of the enterprise's personnel - the composition of personnel by category and their share in the total number.

The structure of the PPP is influenced by the following factors:

level of mechanization and automation of production;

type of production (single, small-scale, large-scale, mass);

the size of the enterprise;

organizational- legal form management;

the complexity and science intensity of the products;

sectoral affiliation of the enterprise, etc.

The personnel policy at the enterprise should be aimed at the optimal combination of PPP categories.

The process of personnel management requires that at each enterprise the structure of the PPP is determined and analyzed by gender and age composition, as well as by skill level. This is necessary in order to prepare replacement personnel in a timely manner, as well as to achieve the most acceptable and effective personnel structure for the enterprise.

We are talking about the selection of not only the best employees at the moment, but also about the selection and identification of those capable of actively influencing the continuous process of updating production (this is especially important in the conditions of functioning in the organization of innovative design structures). It is necessary to determine the time limits in which the organization can count on the effective return of the employee. Finally, it is necessary to outline specific measures for personnel development, which should be individual, and for this it is necessary to find out what exactly is missing. this employee or a candidate for a job in the company.

1.3 Technologydevelopment of personnel policy

If the question arises of improving the efficiency of the enterprise, then it is necessary to reconsider the attitude to the personnel management system. It is of exceptional importance that the personnel policy be carried out consciously and purposefully. To do this, it is necessary to carry out a number of stages in the design of personnel policy.

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and stages of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the path of his development and growth, the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the present and possible changes in the situation. It is necessary to build a system of procedures and activities to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of a “single family”, it is inappropriate to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group events, simulation of real production situations, etc.

Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify the factors of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel.

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

TO external environment include: regulatory restrictions and the situation on the labor market.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competitors, sources of recruitment, structural and professional composition of free labor resources. It is important to gain an understanding of professional and public associations in which employees or job candidates are somehow involved. As a means of struggle, it is necessary to take into account the creation and implementation of effective personnel programs.

The most significant factors internal environment it could be considered:

1. Enterprise goals, their time perspective and degree of development. So, for example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual development of a large production with many branches.

2. Management style fixed in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. For example, here are some of the most important characteristics of jobs that attract or repel people:

the degree of physical and mental effort required,

degree of health hazard of work,

the location of jobs,

the duration and structure of the work,

Interaction with other people in working hours,

The degree of freedom at problem solving,

understanding and acceptance of the purpose of the organization.

As a rule, the presence of even a small number of repulsive tasks for employees requires the HR manager to create special programs to attract and retain employees in the organization.

4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by the manager, the following goals are important:

maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization

Personnel policy, as mentioned earlier, is an integral part of the organization's policy. Its goal is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, the requirements of current legislation, and the state of the labor market.

It must be taken into account that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, in the ideal case, the following aspects should be coordinated:

· development of general principles of personnel policy, determination of priorities of goals;

organizational and staffing policy - planning the need for labor resources, the formation of the structure and staff, appointments, the creation of a reserve, displacement;

· information policy - creation and support of a system for promoting personnel information;

· financial policy - formulating principles for the distribution of funds, ensuring an effective system of staff motivation and labor incentives;

· personnel development policy - provision of a development program, professional orientation and adaptation of employees, planning of individual advancement, team building, professional training and advanced training;

· assessment of performance - analysis of the conformity of the personnel policy and strategy of the organization, identification of problems and shortcomings in personnel work, assessment of human resources (assessment center and other methods for assessing performance).

It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

1.4 Pperformance indicators of personnel management

An important aspect in personnel management and assessment of the state of personnel policy is the answer to the question of the effectiveness of the organization's personnel management.

Before talking about methods for assessing personnel as a resource, it is necessary to highlight its main distinguishing characteristics or what makes it “not quite a resource”.

Under the effectiveness of personnel management understand the ratio of results and costs. When analyzing labor efficiency, the ratio of the profit of this type of activity and the corresponding labor costs is estimated. Currently, there is no single approach to assessing the effectiveness of the organization's personnel management system. A number of authors propose to evaluate the effectiveness of personnel management based on the final results of the organization's activities for a certain period. Comparing the planned and achieved results (profit, production cost, payback period, etc.), it is possible to evaluate the effectiveness of the work of the staff as a total public worker.

Of great importance for assessing the effectiveness of the use of personnel in an enterprise in a market economy is the indicator of personnel profitability (the ratio of profit to the average headcount):

The factor model of this indicator can be represented as follows:

R П - personnel profitability;

P - profit from the sale of products;

NWP - average headcount production personnel;

B-revenue from the sale of products;

VP - the cost of output in current prices;

R about - profitability of turnover (sales);

D RP - the share of sold products in the total volume of its output;

GV is the average annual production of products by one employee at current prices.

This model allows you to establish how much the profit per employee has changed due to the level of profitability and sales, the share of revenue in the total volume of sales.

Another approach is based on the analysis of performance indicators and the quality of human labor (the share of wages in the cost of production, the quality of labor, the level of industrial injuries, loss of working time, etc.).

A fairly comprehensive methodology for assessing the effectiveness of the personnel management system, taking into account the advantages and disadvantages of all approaches, has been proposed and shared by a number of authors, including I.A. Nikitina. According to these specialists, the personnel management system is a comprehensive part of the enterprise management system, therefore its effectiveness is determined by the final result of the enterprise's activities.

This result is proposed to be considered in three directions:

· Product competitiveness.

The competitiveness of the organization itself.

· Competitiveness of work in the organization.

The proposed criteria for assessing the success of an enterprise are general for an enterprise of any type, size and form of ownership.

The overall evaluation of performance should be given on the basis of criteria that determine the success of the organization. The choice of specific indicators characterizing competitiveness may be individual for each enterprise.

The indicators characterizing the competitiveness of an enterprise include:

· return on invested capital(profitability of turnover x capital turnover),

· return on equity(profit / equity x 100%),

· profitability of turnover(profit per turnover x 100%),

· degree of coverage fixed costs (coverage amount / turnover x 100%),

· equity share(own capital total capital x 100%),

· liquidity (working capital/ short-term debt x 100%), capital intensity (gross investments) / turnover x 100%),

· capital productivity(volume marketable products/ cost of OPF)

· investment intensity(investment (net) / turnover x 100%), etc.

Indicators characterizing the competitiveness of work for working and hired personnel:

· profile, type of enterprise(business profile, legal form of the enterprise, owners of the enterprise),

· enterprise management(management structure, executives),

· management costs(apparatus maintenance costs / total costs x 100%),

· worker-to-employee ratio(number of production personnel / total number x 100%),

· staff turnover for the period(number of dismissed employees / total headcount x 100%),

· average salary(variable part of salary / headcount),

· intra-company social programs(life insurance, temporary disability payment, medical insurance, contributions to the pension fund),

· quality of working life(working conditions, diversity of work, professional growth),

· company image(public opinion about the enterprise, its products), etc.

Since the staff is also characterized by its mobility, much attention is paid to this issue in the analysis.

To characterize the movement of the labor force, the dynamics of the following indicators is calculated and analyzed:

Recruitment turnover ratio (K PR):

Retirement turnover ratio (K B):

staff turnover rate (K TC):

The coefficient of constancy of the composition of the personnel of the enterprise (K SP):

It is necessary to study the reasons for the dismissal of employees (of their own free will, staff reductions, violation of labor discipline, etc.).

Today, employee turnover is also one of the many problems that modern businesses face.

It is necessary to distinguish between its natural level in the range of 3-5% of the number of personnel and increased, causing significant economic losses. The natural level contributes to the renewal of production teams. This process takes place continuously and does not require any emergency measures on the part of personnel services and management. Some employees retire, some leave for various reasons, new employees take their place - every enterprise lives in this mode.

Another thing is when the fluidity significantly exceeds 3-5%. In this case, the costs become significant and increase with an increase in the outflow of personnel. As a rule, the outflow is associated with the dismissal of employees.

A feature of the staff as one of the resources of the organization is its activity. People are not a passive object of management, they, through their activity and activity, change their personal and professional characteristics, attitude to business and to the organization. The personnel, being a managed level, also influences the managerial level, forcing him to make certain decisions, including the development of personnel, which change its “cost” as a whole or one individual specialist.

Another characteristic is the human right to individual behavior. An employee can refuse the conditions under which he is going to be used, demand changes in wages, learn other professions, evade duties, quit of his own free will, etc. This indicates the limited predictability of personnel behavior, which leads to limited controllability of this resource and the limitation of actions performed on it.

Entering any organization, each employee brings into it non-organizational values and projections of those roles that influence his behavior and largely determine his motives. labor activity.

As a result, such measurable qualities as productivity and effectiveness directly depend on the quality characteristics of a person that cannot be measured.

The personnel of the most manageable level - the management of the organization - is part of the personnel, being part of its workforce. The management link manages itself, measures and makes judgments about its "cost" and effectiveness.

In assessing the cost of personnel or one certain employee there are several trips.

At the origins of the formation of the theory human capital were the American economists T. Schultz and G. Becker. They evaluate the value of an employee as the sum of investments in his education, professional experience, health care spent by the state, organization or the employee himself. The development of the theory of human capital was the concept, called "Human Resource Analysis", focused on the use of those reserves that are hidden in the staff.

Personnel as a resource is characterized, first of all, by the economic efficiency of use and requires being treated not as costs or expenses that need to be minimized, but as assets that need to be optimized.

So, focusing on the recruitment of specialists with higher education, we acquire a specialist with a high cost, investing in his training and development, we objectively increase his cost. Objectivity is associated with the demand for our employee by other employers and, consequently, with its value in the labor market.

In contrast to the “pure” theory of human capital, in this perspective, education in itself may turn out to be useless, having no value, if specialists of any profession are not required in a given region at a given time. Here, the experience and skills of the activity that our employee acquires by performing their tasks are more significant for increasing the value. official duties.

Accordingly, the cost increases and if a person has such organizational and useful qualities as responsibility, sociability, the ability to get along with colleagues and work in a team, the motivation to perform labor activity as such or diligence is very valuable.

The following approach to assessing the cost of personnel is defined as a set of costs (wages, costs of providing and maintaining working conditions, paying for a social package, etc.) for meeting life-supporting and social needs, the presence of which is characterized by an average representative of a given professional group with a similar level of qualification .

That is, the cost is equal to the standard of living that the wages for which he agrees to work can provide him, "everyone is worth as much as he is paid."

Despite the straightforwardly declared economic approach, its essence is socio-economic, as it allows to include in the cost analysis of personnel such concepts as the degree of achievement of not only economic, but also social goals, satisfaction with the conditions and content of labor and the possibility of restoring working capacity.

Another approach to determining the cost of personnel is related to the real benefit that the organization has from the process of personnel labor. The implementation of this approach is most justified where it is possible to directly use such criteria for assessing the effectiveness of personnel work as the volume, quality and timeliness of the performance of assigned functions. It is more difficult to use this approach in evaluating such categories as managers, it is difficult to assess the benefit of an organization from the activities of a marketer or, for example, a public relations specialist.

An attempt to combine different visions about the cost of personnel leads to the idea of employers' responsibility, on the one hand, to society, on the other hand, to a specific person, for the compliance of hired specialists with the needs and capabilities of the organization. The overestimation of the cost of personnel leads to an increase in the cost of goods and services, and, as a result, the competitive stability of the company decreases. The underestimation of the cost of personnel, in turn, leads to its turnover, moreover, the transfer of the best specialists to competing firms or the opening of new organizations by them.

An expensive specialist, who, due to his education, life and career path, can do a lot, should be hired in such an organization and to perform such tasks, where his capabilities can bring significant surplus value, which is enough for wages (ensuring the satisfaction of his needs), and for the return of investments invested by the company, previous organizations and the specialist himself. Hiring "for the future" or inept personnel management should be as disadvantageous to organizations as inadequate assessment of the cost of personnel.

Personnel management is an integral part of enterprise management. The personnel management system is a set of interrelated elements that ensure the functioning and development of the organization as a whole. Personnel management activities are a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

Personnel policy is reduced to the development of a certain set of personnel decisions relating to individuals or their groups, to ensure the normal functioning of the organization: decisions on hiring, placement, promotion, training, incentives, payment and dismissal of personnel. It is possible to single out passive and active personnel policy, as well as two subspecies of active personnel policy: rational and adventurous. It can be reactive and preventive, open and closed. For a conscious and purposeful implementation of a personnel policy, it is necessary to carry out a number of stages in its design: regulation, programming, personnel monitoring.

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In a market economy, the goal of any enterprise is to be profitable, competitive and developing. The reasons for the failure of many companies lie not in technology, finance or sales markets, but in the wrong personnel policy. In modern conditions of reforming the economy and the social and labor sphere, there is a need to apply adequate and flexible approaches to the management of labor resources Bazarova T.Yu., Eremina B.L. Control. -- M: UNITI, 2002.

Personnel policy is an integral part of all management activities and production policy of the organization. In our time, an enterprise that is clearly organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their personnel.

The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market conditions taking into account the development strategy of the organization.

The purpose of the personnel policy is to formulate goals in a timely manner in accordance with the organization's development strategy, set problems and tasks, find ways and organize the achievement of goals.

To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, personnel policy is developed taking into account the resources and traditions of the organization and the opportunities provided by the external environment. Personnel policy is part of the organization's policy and must fully comply with the concept of its development.

The main objective of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in everyday personnel work.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.

The main characteristics of the personnel policy of the organization:

Communication with the development strategy of the organization;

Orientation to long-term planning;

The importance of the role of staff;

Philosophy of the company in relation to employees;

A system of interrelated functions and procedures for working with personnel.

The personnel policy of the organization is designed to ensure:

High quality of work and its results, working conditions, as well as the workforce itself;

Structural adaptation of personnel to continuous organizational changes, social and cultural innovations - flexibility of personnel potential;

Rejection of the traditional, strict restriction between different types of work, as well as the widespread use of various flexible forms of organization of labor processes: full-time, part-time and temporary employment, etc.;

Organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated personnel management strategy as “their own” and implement it in their operational activities;

A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday practical work;

A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.

In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributes to the combination of the goals and priorities of the enterprise and its employees.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;

Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, emerging wage levels;

The influence of trade unions, rigidity in defending the interests of workers;

The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

Personnel policy is closely connected with all areas of the economic policy of the organization. Namely, consideration and decision-making in personnel policy takes place in all complex functional subsystems of the organization, for example: management of scientific and technical activities, production management, social policy, etc.

Thus, great attention should be paid to personnel policy in any organization, because the successful operation of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel Makarov I.K. Personnel Management. - M.: 2004..

In the improvement of the personnel policy of most enterprises at the present stage, a number of directions and main trends can be distinguished.

The first and main trend is the humanization of management activities. Modern organizations perceive a person as their main value, the main resource. Any managerial activity is the activity of managing people.

The second trend follows logically from the first. This is a transition from personnel work as accounting for employees of an enterprise to personnel management and human resource management - as a tactic and strategy for using human potential. An organization striving for competitive activity in the market needs to manage personnel, find and hire the right employees, motivate and evaluate, train and develop, plan a career, etc.

The third trend is the improvement of personnel management methods. This trend is typical for all elements of personnel policy - recruitment and selection, motivation, evaluation, training, career planning, and release of personnel. For example, in personnel assessment it is necessary to use such methods as Assessment center, business games, management by objectives (MBO).

The fourth trend is implementation information technologies in personnel management systems. Enlargement of the enterprise requires automation of personnel accounting, modern organizations use different software for personnel accounting, control and documentation. Computer technologies should also be used in planning, training, and personnel assessment. In addition, thanks to the Internet and other network technologies, new forms of interaction between a person and an organization are emerging - such as SOHO (Small Office Home Office) - remote work that does not require the presence of a person in the office. Accordingly, the personnel policy should be adjusted to this type of organization of work.

The fifth trend is connected with global globalization processes. First, in the context of globalization, human resources are becoming more mobile not only within the country, but also between states, the competition for the best shots exists not only at the level of organizations, but also at the level of states (there is such a phenomenon as “brain drain”). Secondly, transnational companies appear, whose employees are representatives different countries and cultures. Under these conditions, a new task appears in personnel management - the organization of conflict-free and effective interaction of employees with different national mentality, national value system, culture.

In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.

- Introduction - Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia largely depends on the successful work of enterprises today. In our time, an enterprise that is clearly organized, with a competent, dedicated and disciplined staff, able to quickly rebuild and learn to speak, wins and prospers. In this regard, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their staff. In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. Many leaders realized that the American, Japanese, German experience is not suitable for a Russian person and state of the art economy of Russia. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The sᴨȇcifi commercial structure- the period of its existence and the position it occupies in the market, the number of employees, the composition of personnel services, etc.

Of particular interest are the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creatively searching for the most correct effective solutions, perfect methods, and techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.

It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future. In this regard, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of workers and social groups of the workforce are taken into account in the daily personnel work. The successful operation of any institution depends, first of all, on the well-coordinated and stable work of a qualified staff. Personnel policy in any organization should be given great attention. One of the areas of training and formation of effective personnel potential of SU-451 is cooperation with educational institutions on the issues of training and education of enterprise socialists, as well as attracting young socialists - university graduates.

Without a well-established personnel system, it is difficult to increase the capabilities of an enterprise, respond to changing technology and market requirements in the near future, create favorable working conditions, provide opportunities for promotion and the necessary degree of confidence in the future. Today, it is important for human resources departments to achieve more than just timely filling of vacancies in order to maintain production at the proper level. The system of work with personnel should be planned in such a way as to constantly seek to increase in the workforce of the enterprise those people who have good knowledge, and to ensure that there are more such workers. Scientific principles of production organization, optimal systems and procedures, of course, play an important role, but the realization of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning. Credibility is required for an employee involved in the development of new products or equipment, if only because the creation of new good equipment requires, at a minimum, knowledge of how old machines and equipment work. But for an enterprise that has decided today to excel in the competition, it is necessary that each employee has a very extensive knowledge. The formation of the necessary competence among employees begins already during the selection of personnel and their hiring. People who come to the organization should strive to master the aspects of this activity as much as possible. It is often more a matter of the will of the workers themselves than of their prior work experience or basic education.

The purpose of the thesis is to improve the personnel policy of SU-451.

The objectives of the study of personnel policy and personnel formation in SU-451 are: determining the priority of personnel policy, the styles of managing the personnel of an enterprise and reviewing personnel information.

The object of the study is Construction Management № 451.

The subject of the research is the personnel policy in SU-451.

The priority issues of the thesis are the selection and involvement of SU-451 employees, their certification, the organization of professional training, advanced training, training of the reserve and career planning. In addition, the thesis considers stimulating the staff of the enterprise to the most efficient work through the formation of a corporate culture of the enterprise, planning an intra-corporate career and motivation to work, as the main factor for success in the field of enterprise activity.

Thesis tasks:

To reveal the theoretical issues of personnel policy;

Describe the activities of the enterprise, its functions, goals, objectives, financial condition;

To characterize the number and categories of personnel of SU-451, the organization of the reception of personnel and the improvement of their qualifications;

Identify problems and propose measures to improve the personnel policy in SU-451.

1 MeaningAndrolepersonnelpoliticiansenterprises

1.1 Contentpersonnelpoliticians

The implementation of the goal and objectives of personnel management is carried out through personnel policy.

Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel policy as a management tool is an organizing activity aimed at merging the efforts of all employees of the enterprise to solve the set tasks. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.

The main characteristics of the personnel policy of the organization:

Communication with the development strategy of the organization;

focus on long-term planning;

the significance of the role of staff;

philosophy of the company in relation to employees;

a system of interrelated functions and procedures for working with personnel.

The main object of the personnel policy of the enterprise is -- ᴨȇpersonnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, tearing the productive force of society. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

The formation of personnel policy is based on the analysis of the structure of the staff, the efficiency of the use of working time, forecasts for the development of production and employment.

The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;
- analysis of the ᴨȇrsᴨȇactivities of the development of labor force potentials;

Generalization and prevention of reasons for dismissal from work.

The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.

The personnel policy of the organization is designed to provide:

High quality of work and its results, working conditions, as well as the workforce itself;

Structural adaptation of staff to continuous organizational changes, social and cultural innovations - flexibility of human resources;

Organizational integration, when the top management of the organization and line managers accept a developed and well-coordinated personnel management strategy as “their own” and implement it in their operational activities;

A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.

In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributed to the combination of the goals and priorities of the enterprise and its employees.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the ᴨȇrsᴨȇktiv, etc.;

Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, emerging wage levels;

The influence of trade unions, rigidity in defending the interests of workers;

The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of staff, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of targets designed for further development, the current personnel work is focused on the operational solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between strategy and tactics for achieving the goal.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

1. Dismiss employees or retain; If you save, which way is better:

a) transfer to reduced forms of employment;

b) use at unusual works, at other objects;

c) send for long-term retraining, etc.

2. Train workers yourself or look for those who already have the necessary training.

3. Recruit from outside or ᴨȇtrain workers to be released from the enterprise.

4. Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.

Personnel policy is both general in nature, when it concerns the personnel of the enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural divisions, functional or professional groups of workers, categories of personnel). This takes into account:

Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of social training, etc.);

Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;

Attitude to the stabilization of the team (of all or a certain part of it);

Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel;

Attitude towards intra-company movement of personnel, etc.

The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:

Quantitative and qualitative composition of staff;

Staff turnover rate;

Policy flexibility;

The degree of consideration of the interests of the employee / production, etc.

For ease of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, employees and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc. The qualitative composition of the staff is usually divided into employees with higher, secondary social, secondary and primary vocational education, taking into account work experience, staff development and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. Firstly, the worker's capabilities are expanding, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.

The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.

The degree of taking into account the interests of the employee is considered in comparison with the degree of taking into account the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

1.2 GoalsAndprinciplespersonnelpoliticians

the main objective personnel policy - the creation of a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees focused on convergence of the interests of the employee and the organization, achieving high labor productivity, increasing production efficiency, obtaining the best economic results for the organization.

The main goal is specified in the following tasks:

1. Providing conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.

2. Compliance by all organizations and individual citizens with the provisions on trade unions, model rules internal regulations and other documents adopted within the framework of the state personnel policy.

3. Ensuring the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.

4. The subordination of all work with personnel to the tasks of trouble-free and high-quality support of the main economic activity by the required number of employees of the necessary professional qualified composition.

5. Rational use of human resources available to the organization.

6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.

7. Development of principles for organizing the labor process.

8. Development of criteria and methodology for the selection, training and advanced training of employees; personnel remuneration.

9. Development of principles for determining the social economic effect of activities included in the personnel management system.

All goals of personnel policy can be divided into economic and social.

Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In existing economic conditions personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.

Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization:

1. Goals related to the external conditions of the enterprise (labor market, relationships with state and local authorities).

2. Goals determined by internal conditions, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, deepening professional knowledge, etc.).

Table 1.1 discusses the fundamental principles of the formation of personnel policy.

Table 1.1 - Fundamental principles for the formation of personnel policy

Name of the principle	Principle characteristic
Scientific	the use of all modern scientific developments in this field, which could provide the maximum economic and social effect
Complexity	coverage of all areas personnel activities and all categories of workers
Consistency	taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result
Efficiency	any costs for activities in this area should be repaid through the results of economic activity
methodical	qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods

Of the several options for the proposed principles in relation to the conditions of a given organization, one must be chosen. Such materials include the development of provisions on job descriptions, the methodology for hiring and the placement of newly hired workers, etc.

1.3 Are commonrequirementsTopersonnelpolitics

General requirements to personnel policy in modern conditions are as follows:

1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, she represents the staffing support for the implementation of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those parties that are focused on the interest of the staff and are related to organizational culture enterprises.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to their employees.

5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.

So, the personnel policy is aimed at the formation of such a system of work with personnel, which is focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

1.4 CertificationpersonnelAndherprocedure

The business assessment of an employee most often takes place in the form of certification. Organizationally, its implementation is formalized by an appropriate order for the enterprise, which gives it an official status and gives the right to use its results to make organizational decisions in relation to a particular employee. So, attestation should be considered as some completed, documented result of an employee's assessment.

Certification is a widespread form of work with personnel, actively used by enterprises, institutions and organizations. The object of certification are employees of certain categories who are in labor relations with this enterprise. Its implementation is regulated by a number of official documents and relevant methodological support.

At the same time, the enterprise has the right to develop its own provisions for the certification, based on the goals set. However, it should be borne in mind that there are certain formal requirements for the procedure for its implementation, and compliance with these procedures is of particular importance, since their violation may serve as a basis for an employee who is dissatisfied with the decision made against him to challenge this decision.

The certification methodology developed in the country and its procedure are typical for enterprises with a public form of ownership of the means of production. Responsibility for the timeliness of its implementation lies with the director, and the direct executor is the personnel service (personnel department) with the active participation of the heads of departments of the enterprise and the trade union organization.

Certification of employees, in its essence and organizationally, cannot but differ at enterprises of various forms of ownership. At the same time, the certification functions do not depend on the form of ownership of the enterprise. This is control, stimulation, improvement of the selection and placement of personnel. The essence of the control function is to periodically check the business and personal qualities of employees for their compliance with their position. The incentive function is aimed at increasing the employee's interest in the continuous development of their business and personal qualities, improving labor results as a condition for successful certification.

Certification should be carried out systematically. There are the following types:

Regular main, deployed (every 3-5 years);

Regular intermediate, simplified, focused on assessing the results of current work (for managers and socialists once a year, and for some categories 2 times a year and more often);

Irregular, caused by extraordinary circumstances (unexpected vacancy, unplanned opportunity to go to school), with the introduction of new wage conditions.

Certification includes several stages:

Preparatory;

Package preparation required documents for qualified employees;

Carrying out the certification itself;

Use of certification results.

At the preparatory stage, a decision is made to conduct certification, the timing of its implementation is determined, lists of employees subject to certification are compiled, and the quantitative composition of the certification commissions is determined. All these documents are given legal force: an order is issued for the enterprise on the certification of employees, indicating the timing, composition of the certification commissions and their work schedule. The appendix to the order contains a provision on attestation.

Managers and socialists who have worked in this position for less than a year, pregnant women, women with a child under one year old, etc. are exempt from certification. The subject of evaluation is a person, a group of persons, a body that has the right to evaluate employees. Most often, the attestation commission acts as the subject of evaluation.

The attestation commission is headed by a chairman, it consists of members of the commission and a secretary. Executives, leading socialists of the enterprise, representatives of the public (trade union), experts - highly qualified socialists authorized to conduct an assessment are involved as members of the commission. Employees of this enterprise, who know the certified persons well, can also act as expatriates. The composition of the attestation commission is no more than 5 - 6 people.

Explanatory work is carried out among the employees of the enterprise about the tasks of certification, familiarization with the methodology for its implementation, the procedure for preparing the necessary documents.

The certification schedule is communicated to employees at least one month before the certification, and materials must be submitted to the commission at least two weeks before the certification. This is most often a certification sheet and a review is a characteristic. The attestation sheet contains objective information about the employee: education, work experience by profession, at the enterprise, in position, etc. This information prepared by the personnel department. Feedback - the characteristic reflects the generalized results of the assessment of the employee's activities, a questionnaire survey about the behavior of the employee in the team, the assessment of the employee by the manager. The head of the enterprise is responsible for recording and evaluating the activities of the employee. Feedback - the characteristic is discussed at a team meeting. The employee must be familiarized with it at least a week before certification against signature. Review - a characteristic ᴨȇ is given to the personnel department or directly to the certification commission.

The Certification Commission considers the documents submitted to it, hears a report about the employee, about the achievements and shortcomings, the results of current assessments, and on the basis of this, taking into account the discussion in the absence of the certified by an open vote, gives one of the following final grades:

Corresponds to the position held;

Corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification committee with re-certification in a year;

Doesn't fit the position.

The employee is introduced to the decision of the commission, pointing out the strengths and weak sides his works. The Commission may make recommendations regarding his promotion (professional growth) or the need for advanced training. The meeting of the attestation commission is recorded. It is important that the appraisal of employees takes place in a friendly environment, so that the commission is aware of its responsibility in ensuring the objectivity of the assessment. The effectiveness of certification increases if certain legal consequences are associated with it: promotion, transfer to a higher position, dismissal, etc. In this regard, based on the results of the certification, an order is issued that approves its results, decisions on changes in the placement of personnel, on official salaries, enrollment of ᴨȇᴨȇactive employees in the reserve for promotion, positively certified employees are encouraged, etc.

The results of the certification are discussed at production meetings, meetings together with the trade union organization, the results of the certification, compliance with the procedure and conditions for its implementation are analyzed, decisions are made to eliminate the identified shortcomings.

1.5 Methodsformsingᴨȇpersonal

A workforce plan is developed to calculate the number of employees an organization will need and the professional structure that will be needed in a given period. Decisions should also be made about sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and potential rewards for work, monetary or moral, are known to the future composition of employees, as companies recruit people of a wide variety of professional levels and need the most diverse socialities.

1.5 . 1 Selectionpersonnel

Staff engagement refers to all measures that are taken to meet the organization's staffing needs in a timely manner with suitable employees. This requires going through a multi-step planning process. As part of staffing requirements planning, the future staffing requirement is first determined. It is recommended to plan from medium-term to planning for a long-term project from three to five years. The result of workforce planning is to determine how many employees are needed, with what qualifications and abilities, for what positions, and from what time. After the future quality need for personnel is determined, it is necessary to determine the requirements (qualifications, knowledge, abilities, behavior ...) that employees must meet in order for them to perform their tasks. This process is also referred to as job requirement profiling.

Most organizations cover their staffing needs through systematic vocational training, as the external labor market often cannot provide the required quantity and quality of staff. In addition, many organizations adhere to such principles of personnel policy, in which vacancies are filled mainly by their own employees. In this way, they open up opportunities for promotion to their employees, and employees are more willing to contribute to improving the climate at work. As a rule, a new position sets higher requirements for the employee, that is, such a position is associated with professional growth. In this regard, the search for personnel from the inside, that is, the replacement of free space with your own employee, is hardly possible without thorough training and assistance in advanced training. As a result of planning for staffing requirements, it may turn out that for a particular workplace it is necessary to hire additional staff, for example, because among the existing employees there is not one who would have the necessary qualifications, or because fresh blood needs to be poured in in the interests of entrepreneurial policy from the outside. Employees from outside often give new impetus to the institution, and employees inside are more likely to accept them as bosses than their former peers. In addition, filling vacancies from internal reserves cannot solve the quantitative aspect of the need for personnel, because the employee who is transferred to a new position leaves behind a vacancy, which, as a rule, also needs to be filled. In the extreme case, filling a vacancy at the expense of its own employees may entail a chain of ᴨȇplacements, at the end of which, in the most favorable case, there will be a vacancy for a newcomer to the profession.

Depending on the situation on the market and on the requirements for a substituted workplace, measures to attract staff may be addressed to high school graduates who begin their careers after receiving vocational education. labor path, university graduates, job seekers, unemployed or looking for a job but not yet employed. If, for example, an additional employee is needed to serve the clientele, it may be worthwhile to prepare for client work a rising socialist who is on the verge of completing his education and is already thinking about permanent place work. If, for example, it is known that the head of a department is leaving for a position, and none of its own employees is suitable as a candidate, then the organization should start looking for a suitable successor in the external labor market about a year before the intended replacement of the position.

The purpose of attracting staff is to appeal to relevant stakeholders, or to try to convince such candidates of the attractiveness of the vacancy, job seekers who have already declared their interest without an invitation. If there are no candidates from internal reserves, the organization should first select suitable candidates from existing applications from outside. If there are none, or only those of little interest, the organization itself will have to turn to potentially interested parties. To do this, there are the following possibilities: inquiries to the labor exchange or other organizations dealing with employment issues; contacts with schools and universities; announcements in regional or inter-regional daily and weekly newspapers; announcements in professionally specialized periodicals; assignment to the HR consultant.

In the process of attracting staff, it is necessary to pay attention to ensuring that the potential candidate is as widely informed as possible about the organization, the future workplace and the requirements that he will have to fulfill. The vacancy announcement, first of all, should have an attracting effect, that is, be addressed to as many suitable candidates as possible, for which the announcement on the first plan should have the attractiveness of the advertised vacancy. At the same time, the announcement should have a selective effect, that is, it should lead to the fact that, if possible, unsuitable candidates do not apply.

1.5 . 2 Selectionᴨȇpersonal

When selecting staff, it is a matter of choosing from among the identified interested persons and applicants those who best meet the requirements of the vacancy. To do this, it is necessary to identify the suitability indicators of candidates (ability, knowledge, experience) and compare them with predetermined indicators of requirements for a free place. Here it is necessary to avoid mistakes that may arise as a result of insufficient or excessively high qualifications.

In practice, the following selection procedures are commonly used:

Analysis of the documents submitted with the application (certificates, biography, characteristics ...);

Hiring interviews (in a free or pre-prepared form); - psychological tests;

The use of a personality assessment method that simulates situations typical of the respective workplace (consulting clients or handling incoming mail) and when candidates are assessed by several socially trained observers. In most institutions, the face-to-face interview with the candidate is at the center of the selection process. In such a conversation, one should strive for the following goals: the candidate and the employer should get to know each other; the candidate must be given the opportunity to prove his abilities, knowledge and experience, and to state his goals; the employer should be able to explain to the candidate the requirements of the vacancy and together with him fix the goals of possible cooperation.

If there is a sufficient understanding between the production expectations and the candidate's personal premises and the choice is made, still further formal steps should be followed:

It is necessary to obtain the consent of the body representing the staff (council for staff issues) at the hiring institution (the right to participate in decision-making);

The candidate must receive an offer to conclude an agreement with him only after the consent of the body representing the staff;

For other applicants who have applied, a refusal can be sent only after the selected candidate has put his signature on the proposal to conclude an agreement with him and sent it back.

The recruitment network should be sufficiently wide and varied. For the recruitment of junior employees good source are local schools, and many companies maintain useful contacts with them in order to take part in contracts for the vocational training of schoolchildren. Majority large companies also take part in annual meetings with graduates of higher educational institutions in order to provide them with information about career opportunities. Sources for recruiting more qualified executives are varied, including job centers, social agencies and recruitment consultants or executive search consultants.

2 AnalysispersonnelpoliticiansAndpersonnelplanningonenterpriseSU-4512 .1 Generalcharacteristicenterprises Construction Department 451, abbreviated name: SU-451, is a branch of the open joint-stock company"Primortransstroy", located in Vladivostok, st. Strelnikova, 3a. The Company may create branches and open representative offices on the territory of the Russian Federation and abroad. Branches and representative offices carry out their activities on behalf of the company, which is responsible for their activities. A branch of a company is its separate subdivision, located outside the location of the company, performing all or part of its functions, including the functions of representation. The representative office of the company is its separate subdivision, located outside the location of the company, which represents the interests of the company and protects them. Branches and representative offices are not legal entities, endowed by society with property and act in accordance with the regulations on them. The property of branches and representative offices is accounted for on their separate balance sheet and on the balance sheet of the company. The decision on the establishment of branches and representative offices and their liquidation, the regulations on them, the decision on the appointment of the head are made by the board of directors of the company in accordance with the legislation of the country in which branches and representative offices are established. The heads of branches and representative offices act on the basis of a power of attorney issued by the company. Legal address: Bolshoy Stone, st. Karla Marksa, 57. SU-451 is allocated to an independent balance sheet and registered with the tax authority at its location. The main activity of the Construction Department 451 is the performance of works and the provision of services in the field of construction activities. The organization has its own concrete-mortar unit, which is engaged in the manufacture of concrete, reinforced concrete products, mortar, both for its own needs and for sale to the side. In addition, there is a fleet of vehicles, the services of which are used for the performance of work and the provision of services by mechanisms third parties and the population. The main suppliers of inventory items and services are: Mechanization Department, AESKO LLC, Vodokanal LLC, Communal Energy LLC, Dalmetalltorg LLC, Mir Supply LLC, Kiparis LLC, etc. On the balance sheet of SU-451 there is an administrative building with a total area of 1080 sq.m. Part of the area of this building is leased for offices. Main tenants: Nefteprodukt Zvezda CJSC, Zvezda Oil CJSC, Standart LLC, etc. The construction department also has a material warehouse and mechanical workshops for the repair of its own vehicles.

2. 2 WorksAndservices,carried outSU-451

Construction Department No. 451 is engaged in the repair of buildings and structures, the reconstruction of various heating networks, carries out construction and installation work, provides services for vehicles and mechanisms, and leases premises to other enterprises.

Works and services performed by SU-451 in 2005 - 2007 on the basis of the charter and power of attorney of Primortransstroy OJSC:

Repair of the courthouse;

Repair of the City House of Culture;

Repair of the Administration building on the street. Karl Marx 4 "Front Entrance";

Repair of the monument to the participants of the Great Patriotic War;

Strengthening (strengthening) of the house on the street. Blucher 31;

Capital repairs of administrative premises of the employment center;

Reconstruction of heating networks on the street. Gagarin;

Renovation of the orphanage;

Repair of the subscriber hall of the Central City Library;

Overhaul of the heating system kindergarten"Mishutka";

Repair and construction work in the music room of the kindergarten "Mishutka";

Pressure pipe laying Oil product;

Reconstruction of heating systems from the Arlekin cinema;

Repair of the roof of the Medical Unit;

Repair of the premises of the tax office;

Repair of the heating main of the OVD ZATO Bolshoy Kamen;

Repair of school No. 1;

Renovation of school No. 4;

Construction of a 60-apartment building "Zvezda";

Construction of the water pipeline Service-Vostok;

Construction of the boiler house Nefteprodukt-Zvezda;

Construction and installation work on the installation of storage tanks Teploenergo;

Reinforcement of the walls along the street. Krylova, 6;

Cemetery fence device;

Sewerage device MSCh-98;

Formation drainage of a 60-apartment building;

Construction of sewerage and treatment facilities in the "New World";

Construction of external networks in the bakery area;

Reconstruction of the retaining wall of the kindergarten "Zhuravushka";

Repair of the 2nd floor of the infectious department of the medical unit.

2. 3 Characteristicorganizationalsystemsmanagement,goals,functionsAndtasksorganizations

The SU-451 has a linear control structure, which is shown in Figure 2.1. At the head is the head of the department, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands.

Figure 2.1 - Organizational structure control SU-451

Advantages of a linear management structure:

Unity and clarity of command;

Consistency of actions of performers;

A clear system of mutual relations between the leader and the subordinate;

Speed of reaction in response to direct instructions;

Receipt by performers of interconnected orders and tasks provided with resources;

Personal responsibility of the head for the final results of his enterprise.

There are also disadvantages of a linear management structure:

High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity;

- ᴨȇloading top-level managers, a huge amount of information, a flow of papers, multiple contacts with subordinates and superiors;

A tendency to red tape when dealing with issues involving multiple departments.

The enterprise organizes work based on the tasks assigned to it and the functions performed in accordance with the planned and current work plans; coordinates its activities with other organizations in order to comply with the interests of its enterprise. The construction department is headed by a chief who holds a position and is relieved of it by order of the director of OJSC Primortransstroy.

The main tasks of the SU-451 are:

Increasing the volume of services offered;

The expansion of the customer base;

Strengthening the image of the organization, including by improving the quality of customer service.

To solve problems, SU-451 performs the following functions:

Organization of work with clients;

Implementation of work to attract customers for the organization;

Formation and timely submission to JSC "Primortransstroy" of primary documents and required reporting;

Client consulting;

Development of proposals for changing the procedure for the implementation of the provided works and services and the introduction of new ones;

Preparation of proposals for changing the operating mode of SU-451 in order to improve the quality of customer service;

Improving the culture of customer service and the qualifications of employees;

Timely informing clients about new works and services provided.

Functions of the head of SU-451:

Manages all activities of the construction department and bears personal responsibility for the correct and timely performance of tasks and functions, as well as the results of work;

Organizes the development of ᴨȇrsᴨȇactive and current work plans of the department;

Carries out a systematic analysis of the state of affairs on issues within the scope of SU-451, and on its basis prepares proposals for the director of OJSC Primortransstroy to make decisions aimed at improving the activities of the enterprise;

Organizes the study of the construction services market and the possibility of expanding the circle of potential consumers (clients) on issues included in the SU-451 mandate;

Performs representative functions and participates in meetings and meetings held in the organization;

Ensures the preservation of commercial secrets about the activities of the enterprise and its customers, the correct application of current legislation and record keeping in the prescribed manner;

Ensures the development of the draft Regulations on SU-451, distributes duties between the deputy heads of SU-451, considers and approves regulations on departments that are part of SU-451, as well as job descriptions of employees developed on the basis of the approved resolution of the Ministry of Labor of the Russian Federation qualification characteristic by position;

Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Ensures compliance with labor discipline by employees of SU-451;

Submits for consideration to the director of the enterprise proposals for changing the structure, staffing of SU-451, as well as for the admission, placement and dismissal of employees of SU-451, their encouragement and the imposition of disciplinary sanctions;

Resolves operational issues, signs documents on issues related to the activities of SU-451, within its authority, delegated by power of attorney;

Concludes contracts for the implementation of transactions SU-451, within its competence, on the basis of the powers granted to it in accordance with the power of attorney issued to it;

The positions of socialists SU-451 are accepted by persons corresponding qualification requirements this enterprise;

During the period of temporary absence of the head of SU-451, the execution of his duties is assigned to an authorized person, in accordance with the order of the director of the enterprise or his deputy;

For shortcomings in work and violations of labor discipline, measures may be taken against managers and employees of SU-451 disciplinary action in accordance with current legislation, as well as measures of material impact. Employees may be held liable for other types of liability by law.

2. 4 populationAndstructureᴨȇpersonalSU-451

The structure of the Construction Department No. 451 includes:

Head of Department;

Chief Engineer;

Chief Accountant;

Chief mechanical engineer;

Supply manager;

Secretary;

Foremen;

workers;

Watchman.

SU-451 also includes the following departments:

Human Resources Department;

Department of Chief Mechanic;

Purchase department;

Accounting;

Office of labor protection.

Each employee has his own job description, which describes in detail all his functions. The head of the department deals with all organizational issues, controls the activities of the enterprise. The chief engineer decides technical questions. Deputy The head of the procurement department is engaged in providing all the necessary materials and equipment for construction and installation work at various facilities. The chief accountant is engaged in the preparation of reports, payroll, monitors all financial activities of the department. PTO orders design and estimate documentation for facilities under construction or repair, draws up work execution forms and presents them to the customer for payment. At the disposal of the department of the chief mechanic are all control mechanisms: dump trucks, truck cranes, bulldozers, mixers for transporting concrete. The Human Resources Department handles the hiring and firing of employees. Secretary - assistant chief general issues. Foremen and foremen directly carry out the repair and construction of facilities that the management has won in tenders (competitions).

The lowest level is occupied by staff, whose labor functions are strictly regulated, freedom of choice is maximally limited by regulatory documents. As a rule, this is a technical staff and technical performers (foremen, workers, foremen). They are required to strictly comply with the rules and regulations, by all means follow the requirements job descriptions, diligently assimilate typical patterns of business behavior. This is considered the highest sign of professional culture. Such work does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies there is always a place for the initiative of the performers.

The middle level is occupied by middle managers, leading and chief socialists of the organization, forecasters, etc. Their main role is to coordinate, monitor the strict observance of established procedures, ensure the achievement of business plan indicators. For them, professional knowledge of instructive documents is required, as well as knowledge of computer technology, theoretical training in the basics of economics and law. At the same time, many economic situations give rise to fundamentally new tasks, in which the accumulated experience and knowledge of technology do not always help. To a certain extent, the skills of a creative approach to the situation, entrepreneurial intuition are required, but within the framework of a service role.

The highest level is occupied by managers (director, chief) - analysts who perform the functions strategic analysis and planning. These are the leaders, the think tank of the organization. They are endowed with maximum powers and the greatest responsibility. Their business activity determines the competitiveness of the enterprise, and the absence of socialists of this level is considered as a risk factor. The content of their work includes: audit, diagnostics and optimization of financial processes; oᴨȇrative preparation of decisions on the management of archives and obligations of the enterprise, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.

Introduction

In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. Many leaders have realized that the American, Japanese, German management experience is not suitable for a Russian person and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The specifics of the commercial structure - the period of its existence and the position it occupies in the market, the number of personnel, the composition of personnel services, etc. have a special influence on the work with personnel.

It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work. The success of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel. Personnel policy in any organization should be given great attention. One of the areas of training and formation of effective personnel potential of SU-451 is cooperation with educational institutions on the issues of training and education of enterprise specialists, as well as attracting young specialists - university graduates.

Without a well-established personnel system, it is difficult to increase the capabilities of an enterprise, respond to changing technology and market requirements in the near future, create favorable working conditions, provide opportunities for promotion and the necessary degree of confidence in the future. Today, it is important for human resources departments to achieve more than just timely filling of vacancies in order to maintain production at the proper level. The system of work with personnel should be planned in such a way as to constantly seek to increase in the workforce of the enterprise those people who have good knowledge, and to ensure that there are more such workers. Scientific principles of production organization, optimal systems and procedures, of course, play an important role, but the realization of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning. Competence is required for a worker who develops new products or equipment, if only because the creation of new good equipment requires, at a minimum, knowledge of how old machines and equipment work. But for an enterprise that has decided today to succeed in the competition, it is necessary that each employee has a very extensive knowledge. The formation of the necessary competence among employees begins already during the selection of personnel and their hiring. People who come to the organization should strive to master the aspects of this activity as much as possible. It is often more a matter of the will of the workers themselves than of their prior work experience or basic education.

The purpose of the thesis is to improve the personnel policy of SU-451.

The objectives of the study of personnel policy and personnel formation in SU-451 are: determining the priority of personnel policy, the styles of personnel management of the enterprise and reviewing personnel information.

The object of the study is the Construction Department No. 451.

The subject of the research is the personnel policy in SU-451.

The priority issues of the thesis are the selection and involvement of SU-451 employees, their certification, the organization of professional training, advanced training, training of the reserve and career planning. In addition, the thesis considers stimulating the personnel of the enterprise to the most efficient work through the formation of the corporate culture of the enterprise, planning an intra-corporate career and motivation to work, as the main success factor in the field of the enterprise.

Thesis tasks:

To reveal the theoretical issues of personnel policy;

Describe the activities of the enterprise, its functions, goals, objectives, financial condition;

To characterize the number and categories of personnel of SU-451, the organization of the reception of personnel and the improvement of their qualifications;

Identify problems and propose measures to improve the personnel policy in SU-451.

1 The value and role of the personnel policy of the enterprise

The implementation of the goals and objectives of personnel management is carried out through personnel policy.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.

The main characteristics of the personnel policy of the organization:

Communication with the development strategy of the organization;

Orientation to long-term planning;

The importance of the role of staff;

Philosophy of the company in relation to employees;

A system of interrelated functions and procedures for working with personnel.

The main object of the personnel policy of the enterprise is - personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

The formation of personnel policy is based on an analysis of the structure of personnel, the efficiency of using working time, and forecasts for the development of production and employment.

The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;
- analysis of the prospects for the development of labor force potentials;

Generalization and prevention of reasons for dismissal from work.

The personnel policy of the organization is designed to ensure:

High quality of work and its results, working conditions, as well as the workforce itself;

Structural adaptation of personnel to continuous organizational changes, social and cultural innovations - flexibility of personnel potential;

A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.

In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributed to the combination of the goals and priorities of the enterprise and its employees.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;

Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, emerging wage levels;

The influence of trade unions, rigidity in defending the interests of workers;

The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is connected with the selection of targets designed for the future, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between strategy and tactics for achieving the goal.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

1. Dismiss employees or retain; If you save, which way is better:

a) transfer to reduced forms of employment;

b) use at unusual works, at other objects;

c) send them to long-term retraining, etc.

2. Train workers yourself or look for those who already have the necessary training.

3. Recruit from outside or retrain workers to be released from the enterprise.

4. Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.

The personnel policy is both general in nature when it concerns the personnel of the enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural units, functional or professional groups of employees, categories of personnel). This takes into account:

Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of special training, etc.);

Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;

Attitude to the stabilization of the team (of all or a certain part of it);

Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel;

Attitude towards intra-company movement of personnel, etc.

For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:

Quantitative and qualitative composition of personnel;

Staff turnover rate;

Policy flexibility;

The degree of consideration of the interests of the employee / production, etc.

For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc. The qualitative composition of personnel is usually divided into employees with higher, secondary specialized, secondary and primary vocational education, taking into account work experience, staff development and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.

The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

1.2 Goals and principles of personnel policy

The main goal of personnel policy is the creation of a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees focused on bringing the interests of the employee and the organization closer together, achieving high labor productivity, increasing production efficiency, and obtaining the best economic results for the organization.

The main goal is specified in the following tasks:

1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.

2. Compliance by all organizations and individual citizens with the provisions on trade unions, model internal regulations and other documents adopted in the framework of the state personnel policy.

3. Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.

4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the necessary professional qualified composition.

5. Rational use of human resources available to the organization.

6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.

7. Development of principles for organizing the labor process.

8. Development of criteria and methodology for the selection, training and advanced training of employees; staff remuneration.

9. Development of principles for determining the social economic effect of activities included in the personnel management system.

All goals of personnel policy can be divided into economic and social.

Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization:

1. Goals related to the external conditions of the enterprise (labor market, relationships with state and local authorities).

Table 1.1 discusses the fundamental principles of the formation of personnel policy.

Table 1.1 - Fundamental principles for the formation of personnel policy

Name of the principle	Principle characteristic
Scientific	use of all modern scientific developments in this field, which could provide the maximum economic and social effect
Complexity	coverage of all areas of personnel activity and all categories of employees
Consistency	taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result
Efficiency	any costs for activities in this area should be repaid through the results of economic activity
methodical	qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods

1.3 General requirements for personnel policy

The general requirements for personnel policy in modern conditions are as follows:

1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.

4. Personnel policy should provide an individual approach to its employees.

5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.

Thus, the personnel policy is aimed at creating such a system of work with personnel, which is focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

1.4 Certification of personnel and its procedure

The business assessment of an employee most often takes place in the form of certification. Organizationally, its implementation is formalized by an appropriate order for the enterprise, which gives it an official status and gives the right to use its results to make organizational decisions in relation to a particular employee. Thus, attestation should be considered as some completed, documented result of an employee's assessment.

Certification of employees, in its essence and organizationally, cannot but differ at enterprises of various forms of ownership. At the same time, the certification functions do not depend on the form of ownership of the enterprise. These are control, stimulation, improvement of the selection and placement of personnel. The essence of the control function is to periodically check the business and personal qualities of employees for their compliance with the position held. The incentive function is aimed at increasing the employee's interest in the continuous development of their business and personal qualities, improving labor results as a condition for successful certification.

Certification should be carried out systematically. There are the following types:

Regular main, deployed (every 3-5 years);

Regular intermediate, simplified, focused on assessing the results of current work (for managers and specialists once a year, and for some categories 2 times a year and more often);

Irregular, caused by extraordinary circumstances (unexpected vacancy, unplanned opportunity to go to school), with the introduction of new wage conditions.

Certification includes several stages:

Preparatory;

Preparation of a package of necessary documents for attested employees;

Carrying out the certification itself;

Use of certification results.

Managers and specialists who have worked in this position for less than a year, pregnant women, women with a child under one year old, etc. are exempt from certification. The subject of assessment is a person, a group of persons, a body that has the right to conduct an assessment of employees. Most often, the attestation commission acts as the subject of evaluation.

The attestation commission is headed by a chairman, it consists of members of the commission and a secretary. Executives, leading specialists of the enterprise, representatives of the public (trade union), experts - highly qualified specialists authorized to conduct the assessment are involved as members of the commission. Employees of the given enterprise, who know the certified persons well, can also act as experts. The composition of the attestation commission is no more than 5 - 6 people.

The certification schedule is communicated to employees at least one month before the certification, and materials must be submitted to the commission at least two weeks before the certification. This is most often a certification sheet and a review is a characteristic. The attestation sheet contains objective information about the employee: education, work experience in the specialty, at the enterprise, in the position, etc. This information is prepared by employees of the personnel service. Review - the characteristic reflects the generalized results of the assessment of the employee's performance, a questionnaire survey about the behavior of the employee in the team, the assessment of the employee by the manager. The head of the enterprise is responsible for recording and evaluating the activities of the employee. Feedback - the characteristic is discussed at a team meeting. The employee must be familiarized with it at least a week before certification against signature. Feedback - the characteristic is transferred to the personnel service or directly to the certification commission.

The attestation commission considers the documents submitted to it, hears a message about the employee, about the successes and shortcomings achieved, the results of current assessments, and on the basis of this, taking into account the discussion in the absence of the certified by an open vote, gives one of the following final grades:

Corresponds to the position held;

Corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification committee with re-certification in a year;

Doesn't fit the position.

The employee is introduced to the decision of the commission, pointing out the strengths and weaknesses of his work. The Commission may make recommendations regarding his promotion (professional growth) or the need for advanced training. The meeting of the attestation commission is recorded. It is important that the appraisal of employees takes place in a friendly environment, so that the commission is aware of its responsibility in ensuring the objectivity of the assessment. The effectiveness of certification increases if certain legal consequences are associated with it: promotion, transfer to a higher position, dismissal, etc. Therefore, following the results of the certification, an order is issued that approves its results, decisions on changes in the placement of personnel, on official salaries, enrollment of promising employees in the reserve for promotion, positively certified employees are encouraged, etc.

1.5 Staff formation methods

A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made about sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees, as companies recruit people of a wide variety of professional levels and need a wide variety of specialties.

1.5.1 Personnel selection

Staff engagement refers to all the measures that are taken to meet the organization's staffing needs in a timely manner with suitable employees. This requires a multi-stage planning process. As part of staffing requirements planning, the future staffing requirements are first determined. It is recommended to plan from the medium term to planning for the long term of three to five years. The result of personnel planning is to determine how many employees are needed, with what qualifications and abilities, for what positions, and from what time. After the future quality need for personnel is determined, it is necessary to determine the requirements (qualifications, knowledge, abilities, behavior ...) that employees must meet in order for them to perform their tasks. This process is also referred to as job requirement profiling.

Most organizations cover their staffing needs through systematic professional training, as the external labor market often cannot provide the required quantity and quality of staff. In addition, many organizations adhere to such principles of personnel policy, in which vacant positions are filled mainly by their own employees. In this way, they offer their employees opportunities for advancement, and employees are more willing to contribute to a better climate at work. As a rule, a new position sets higher requirements for the employee, that is, such a move is associated with professional growth. Therefore, the search for personnel from the inside, that is, the replacement of free space with your own employee, is hardly possible without thorough training and assistance in advanced training. As a result of planning for personnel requirements, it may turn out that additional personnel need to be hired for a particular workplace, for example, because among the existing employees there is not one who would have the necessary qualifications, or because fresh blood needs to be poured in the interests of entrepreneurial policy from the outside. Employees from outside often give new impetus to the institution, and employees inside are more likely to accept them as bosses than their former peers. In addition, filling vacancies from internal reserves cannot solve the quantitative aspect of the need for personnel, because the employee transferred to a new position leaves behind a vacancy, which, as a rule, also needs to be filled. In the extreme case, filling a vacancy at the expense of its own employees can lead to a chain of relocations, at the end of which, in the most favorable case, there will be a vacancy for a newcomer to the profession.

Depending on the situation on the market and on the requirements for a substituted workplace, measures to attract personnel may be addressed to high school graduates who begin their career after receiving vocational education, graduates of higher educational institutions who are looking for a job, unemployed or looking for a job, but not yet busy. If, for example, an additional employee is needed to serve the clientele, it may be worthwhile to train a growing professional who is on the verge of completing his education and is already thinking about a permanent job in working with clients. If, for example, it is known that the head of a department is retiring, and none of its own employees is suitable as a candidate, then the organization should start looking for a suitable successor in the external labor market about a year before the intended replacement of the position.

The purpose of recruiting staff is to appeal to relevant stakeholders, or to try to convince job seekers of the attractiveness of the vacancy to such job seekers who have already declared their interest without an invitation. If there are no candidates from internal reserves, the organization should first select suitable candidates from existing applications from outside. If there are none, or only those of little interest, the organization itself will have to turn to potentially interested parties. To do this, there are the following possibilities: inquiries to the labor exchange or other organizations dealing with employment issues; contacts with schools and universities; announcements in regional or inter-regional daily and weekly newspapers; announcements in professionally specialized periodicals; assignment to the HR consultant.

In the process of attracting personnel, it is necessary to pay attention to ensuring that the potential candidate is as widely informed as possible about the organization, the future workplace and the requirements that he will have to fulfill. The vacancy announcement, first of all, should have an attracting effect, that is, be addressed to as many suitable candidates as possible, for which the attractiveness of the advertised vacancy should be in the foreground in the announcement. At the same time, the announcement should have a selective effect, that is, it should lead to the fact that, if possible, unsuitable candidates do not apply.

1.5.2 Recruitment

In recruitment, it is a matter of choosing from among the identified stakeholders and applicants those who best meet the requirements of the vacancy. To do this, it is necessary to identify the suitability indicators of candidates (ability, knowledge, experience) and compare them with predetermined indicators of requirements for a free place. Here it is necessary to avoid mistakes that may arise as a result of insufficient or excessively high qualifications.

In practice, the following selection procedures are commonly used:

Analysis of the documents submitted with the application (certificates, biography, characteristics ...);

Hiring interviews (in a free or pre-prepared form); - psychological tests;

Using a personality assessment method that simulates typical workplace situations (consulting clients or handling incoming mail) and where candidates are assessed by several specially trained observers. In most institutions, the face-to-face interview with the candidate is at the center of the selection process. In such a conversation, one should strive for the following goals: the candidate and the employer should get to know each other; the candidate must be given the opportunity to prove his abilities, knowledge and experience, and to state his goals; the employer should be able to explain to the candidate the requirements of the vacancy and together with him fix the goals of possible cooperation.

If there is a sufficient understanding between the production expectations and the candidate's personal premises and the choice is made, still further formal steps should be followed:

It is necessary to obtain the consent of the body representing the staff (staff council) at the hiring institution (the right of staff participation in decision-making);

The candidate must receive an offer to conclude an agreement with him only after the consent of the body representing the personnel;

For other applicants who have applied, a refusal can be sent only after the selected candidate has put his signature on the proposal to conclude an agreement with him and sent it back.

The recruitment network should be sufficiently wide and varied. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with graduates of higher education in order to provide them with information about career opportunities. Sources for recruiting more qualified employees for senior positions are varied, including employment centers, special agencies and recruitment consultants or executive search consultants.

2 Analysis of personnel policy and personnel planning at the enterprise SU-451

2.1 General characteristics of the enterprise

Construction Department 451, abbreviated name: SU-451, is a branch of the open joint-stock company Primortransstroy, located in Vladivostok, st. Strelnikova, 3a.

The Company may create branches and open representative offices on the territory of the Russian Federation and abroad. Branches and representative offices carry out their activities on behalf of the company, which is responsible for their activities. A branch of a company is its separate subdivision, located outside the location of the company, performing all or part of its functions, including the functions of representation. The representative office of the company is its separate subdivision, located outside the location of the company, which represents the interests of the company and protects them. Branches and representative offices are not legal entities, they are endowed with property by the company and act in accordance with their regulations. The property of branches and representative offices is accounted for on their separate balance sheet and on the balance sheet of the company. The decision on the establishment of branches and representative offices and their liquidation, the provisions on them, the decision on the appointment of the head are made by the board of directors of the company in accordance with the legislation of the country in which the branches and representative offices are established.

Heads of branches and representative offices act on the basis of a power of attorney issued by the company.

Legal address: Bolshoy Kamen, st. Karl Marx, 57. SU-451 is allocated to an independent balance sheet and registered with the tax authority at its location.

The main activity of the Construction Department 451 is the production of works and the provision of services in the field of construction activities. The organization has its own concrete-mortar unit, which is engaged in the manufacture of concrete, reinforced concrete products, mortar, both for its own needs and for sale to the side. In addition, there is a fleet of vehicles, the services of which are used for the performance of work and the provision of services by mechanisms to third-party organizations and the public.

The main suppliers of inventory items and services are: Mechanization Department, AESKO LLC, Vodokanal LLC, Communal Energy LLC, Dalmetalltorg LLC, Mir Supply LLC, Kiparis LLC, etc.

On the balance sheet of SU-451 there is an administrative building with a total area of 1080 sq.m. Part of the area of this building is leased for offices. Main tenants: Nefteprodukt Zvezda CJSC, Zvezda Oil CJSC, Standart LLC, etc. The construction department also has a material warehouse and mechanical workshops for the repair of its own vehicles.

2.2 Works and services performed by SU-451

Works and services performed by SU-451 in 2005 - 2007 on the basis of the charter and power of attorney of Primortransstroy OJSC:

Repair of the courthouse;

Repair of the City House of Culture;

Repair of the Administration building on the street. Karl Marx 4 "Front Entrance";

Repair of the monument to the participants of the Great Patriotic War;

Strengthening (strengthening) of the house on the street. Blucher 31;

Capital repairs of administrative premises of the employment center;

Reconstruction of heating networks on the street. Gagarin;

Renovation of the orphanage;

Repair of the subscriber hall of the Central City Library;

Overhaul of the heating system of the kindergarten "Mishutka";

Repair and construction work in the music room of the kindergarten "Mishutka";

Pressure pipe laying Oil product;

Reconstruction of heating systems from the Arlekin cinema;

Repair of the roof of the Medical Unit;

Repair of premises of the tax inspection;

Repair of the heating main of the OVD ZATO Bolshoy Kamen;

Repair of school No. 1;

Renovation of school No. 4;

Construction of a 60-apartment building "Zvezda";

Construction of the water pipeline Service-Vostok;

Construction of the boiler house Nefteprodukt-Zvezda;

Construction and installation work on the installation of storage tanks Teploenergo;

Reinforcement of the walls along the street. Krylova, 6;

Cemetery fence device;

Sewerage device MSCh-98;

Formation drainage of a 60-apartment building;

Construction of sewerage and treatment facilities in the "New World";

Construction of external networks in the bakery area;

Reconstruction of the retaining wall of the kindergarten "Zhuravushka";

Repair of the 2nd floor of the infectious department of the medical unit.

2.3 Characteristics of the organizational management system, goals, functions and objectives of the organization

Figure 2.1 - Organizational structure of management of SU-451

Advantages of a linear management structure:

Unity and clarity of command;

Consistency of actions of performers;

A clear system of mutual relations between the leader and the subordinate;

Speed of reaction in response to direct instructions;

Obtaining by executors of interconnected orders and tasks provided with resources;

Personal responsibility of the head for the final results of his enterprise.

There are also disadvantages of a linear management structure:

High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity;

Overload of top-level managers, a huge amount of information, a flow of paperwork, multiple contacts with subordinates and superiors;

A tendency to red tape when dealing with issues involving multiple departments.

The enterprise organizes work based on the tasks assigned to it and the functions performed in accordance with the long-term and current work plans; coordinates its activities with other organizations in order to comply with the interests of its enterprise. The construction department is headed by a chief who holds a position and is relieved of it by order of the director of OJSC Primortransstroy.

The main tasks of the SU-451 are:

Increasing the volume of services offered;

The expansion of the customer base;

Strengthening the image of the organization, including by improving the quality of customer service.

To solve problems, SU-451 performs the following functions:

Organization of work with clients;

Implementation of work to attract customers for the organization;

Formation and timely submission of primary documents and required reporting to Primortransstroy OJSC;

Client consulting;

Development of proposals for changing the procedure for the implementation of the provided works and services and the introduction of new ones;

Preparation of proposals for changing the operating mode of SU-451 in order to improve the quality of customer service;

Improving the culture of customer service and the qualifications of employees;

Timely informing clients about new works and services provided.

Functions of the head of SU-451:

Manages all activities of the construction department and is personally responsible for the correct and timely performance of tasks and functions, as well as the results of work;

Organizes the development of long-term and current work plans of the department;

Conducts a systematic analysis of the state of affairs on issues within the competence of SU-451, and on its basis prepares proposals for the director of OJSC Primortransstroy to make decisions aimed at improving the activities of the enterprise;

Organizes the study of the construction services market and the possibility of expanding the circle of potential consumers (clients) on issues within the competence of SU-451;

Performs representative functions and participates in meetings and meetings held in the organization;

Ensures the preservation of commercial secrets about the activities of the enterprise and its customers, the correct application of the current legislation and the conduct of office work in the prescribed manner;

Ensures the development of the draft Regulations on SU-451, distributes duties between the deputy heads of SU-451, considers and approves regulations on departments that are part of SU-451, as well as job descriptions of employees developed on the basis of the qualification characteristics for the position approved by the decree of the Ministry of Labor of the Russian Federation ;

Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Ensures compliance with labor discipline by employees of SU-451;

Submits for consideration to the director of the enterprise proposals for changing the structure, staffing of SU-451, as well as for the admission, transfer and dismissal of employees of SU-451, their encouragement and the imposition of disciplinary sanctions;

Resolves operational issues, signs documents on issues related to the activities of SU-451, within the limits of his authority, delegated by power of attorney;

Concludes contracts for the implementation of SU-451 transactions, within its competence, on the basis of the powers granted to it in accordance with the power of attorney issued to it;

Persons who meet the qualification requirements of this enterprise are accepted for the positions of SU-451 specialists;

For shortcomings in work and violations of labor discipline, disciplinary measures may be applied to managers and employees of SU-451 in accordance with applicable law, as well as measures of material influence. Employees may be held liable for other types of liability by law.

2.4 Number and structure of personnel of SU-451

The structure of the Construction Department No. 451 includes:

Head of Department;

Chief Engineer;

Chief Accountant;

Chief mechanical engineer;

Supply manager;

Secretary;

Foremen;

workers;

Watchman.

SU-451 also includes the following departments:

Human Resources Department;

Department of Chief Mechanic;

Purchase department;

Accounting;

Office of labor protection.

Each employee has his own job description, which describes in detail all his functions. The head of the department deals with all organizational issues, controls the activities of the enterprise. The chief engineer solves technical issues. Deputy the head of the procurement department is engaged in providing all the necessary materials and equipment for construction and installation work at various facilities. The chief accountant is engaged in the preparation of reports, payroll, monitors all financial activities of the department. PTO orders design and estimate documentation for facilities under construction or repair, draws up work execution forms and presents them to the customer for payment. At the disposal of the department of the chief mechanic are all control mechanisms: dump trucks, truck cranes, bulldozers, mixers for transporting concrete. The Human Resources Department handles the hiring and firing of employees. Secretary - assistant chief for general affairs. Foremen and foremen directly carry out the repair and construction of facilities that the management has won in tenders (competitions).

The lowest level is occupied by personnel whose labor functions are strictly regulated, freedom of choice is maximally limited by regulatory documents. As a rule, these are technical personnel and technical performers (foremen, workers, foremen). They are obliged to clearly comply with the rules and regulations, by all means follow the requirements of job descriptions, and diligently learn typical patterns of business behavior. This is considered the highest sign of professional culture. Such work does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies, there is always a place for the initiative of the performers.

The middle level is occupied by middle managers, leading and chief specialists of the organization, forecasters, etc. Their main role is to coordinate, monitor the strict observance of established procedures, and ensure the achievement of business plan indicators. For them, professional knowledge of instructive documents is required, as well as knowledge of computer technology, theoretical training in the basics of economics and law. At the same time, many economic situations give rise to fundamentally new tasks, in which the accumulated experience and mastery of technology do not always help. To a certain extent, the skills of a creative approach to the situation, entrepreneurial intuition are required, but within the framework of a service role.

The highest level is occupied by managers (director, chief) - analysts who perform the functions of strategic analysis and planning. These are the leaders, the think tank of the organization. They are endowed with maximum powers and the greatest responsibility. Their business activity determines the competitiveness of the enterprise, and the lack of specialists of this level is considered as a risk factor. The content of their work includes: audit, diagnostics and optimization of financial processes; operational preparation of decisions on the management of archives and obligations of the enterprise, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.

Table 2.1 shows the dynamics of the number of personnel in 2005. – 2007

Table 2.1 - Dynamics of the number of personnel in 2005 - 2007

The main reason for the dismissal of employees is dissatisfaction with the work in the Construction Department No. 451.

Figure 2.2 graphically shows the dynamics of the number of personnel in 2005. - 2007

Figure 2.2 - Dynamics of the number of personnel in 2005 - 2007

To characterize the movement of the labor force, we calculate and analyze the dynamics of the following indicators:

Recruitment turnover ratio (CR):

Kpr \u003d number of accepted / average number of staff. * 100%

The employee turnover turnover ratio (Kv) is calculated by the formula:

Kv = number of retired workers. / average headcount * 100%

The staff turnover rate (Kt) is calculated by the formula:

Kt \u003d number of those who left of their own free will and / average number. per. * 100% for violation of labor discipline

The coefficient of constancy of the personnel of the enterprise (Kp.s):

Kp.s \u003d number of slaves who worked the whole year / average number. * 100%

Table 2.2 shows the calculation data on the movement of personnel for three years.

Table 2.2 - Dynamics of personnel movement in 2005 – 2007,%

According to the results of the analysis, the coefficient for the reception of personnel increases every year: in 2005. it was 1.3; in 2006 1.3 higher - 2.6, and by 2007. increased by 1.2 and amounted to 3.8. In the period from 2005 – until 2007 there is a tendency to increase the number of employees, 4 people were hired, 3 people were fired. This suggests that the rate of admission of personnel exceeds the rate of departure of personnel in 2006. by 1.3%.

Staff turnover rate since 2005 to 2007 decreasing: since 2005 to 2006 - by 1.4%, but still it is worth paying attention to the fact that, despite good working conditions, the staff left.

In general, for the enterprise SU-451 in 2005. the actual number of staff was 75 people, and by 2007. - 79 people.

Number of employees of SU-451 (control apparatus): head of department - 1 person; chief engineer - 1 person; head of supply department - 1 person; supply department - 2 people; Chief Accountant– 1 person; PTO - 3 people; department of the chief mechanic - 2 people; personnel department - 1 person; senior foreman - 1 person; foremen - 2 people; masters - 2 people; secretary - 1 person; accounting - 2 people; office of labor protection - 1 person.

In SU-451, the staff is fully staffed, so getting a job is quite difficult.

2.4.1 Gender and age structure of staff

The total number of personnel working in SU-451 in 2007: women - 35%; men - 65%. Personnel in SU-451 (control apparatus) mainly have higher education.

Table 2.3 shows the structure of personnel by age, level of education and work experience for three years.

Table 2.3 - Structure of personnel by age, level of education and length of service in 2005 – 2007

Indicators	2005		2006		2007
Indicators	people	%	people	%	people	%
Average headcount	75	100	76	100	79	100
Incl. aged: 22-30	6	8	7	9	8	10
30-40	40	54	40	53	42	53
40-50	19	25	19	25	19	24
50-60	10	13	10	13	10	13
Have higher education	13	17	14	18	17	22
average spec. education	62	83	62	82	62	78
Have experience: 1-5 years	47	63	49	65	52	66
5-10 years	16	21	14	18	14	18
10-20 years	8	11	9	12	9	11
over 20 years	4	5	4	5	4	5

From the table it follows that in the organization since 2005. to 2007 the majority of workers are between the ages of 30 and 40. In the category from 22 to 30 years old and from 30 to 40 years old, the number of employees is increasing every year. Young people are more productive, efficient, more active. In second place is staff aged 40 to 50 years, their number is unchanged every year - 19 people.

In SU-451 for the period of 2007. 62 people have specialized secondary education, 17 people have higher professional education, i.е. 21.5% with higher education, 78.5% with specialized secondary education. For three years, the number of personnel has increased only by hiring workers with higher professional education.

2.4.2 Recruitment, vocational training, advanced training of employees in SS-451 and professional growth

When applying for a job in the Construction Department, an interview is held and a trial period of three months is assigned, a questionnaire is filled out. Interviews are still the most widely used recruitment method. Even non-management employees are rarely hired without at least one interview. The selection of a high-ranking manager may require interviews that take several months. The test helps to predict how effectively a candidate will be able to perform a particular job.

There are educational institutions in Nakhodka and Vladivostok, with which Primortransstroy OJSC and its branch SU-451 have concluded an agreement that every three years employees of the enterprises will confirm their qualifications. Training is 2 - 3 days. Payment for training one person per day is from 1500 to 2000 rubles. The task of vocational training is to bring the qualifications of an employee in line with the requirements for his official position. An employee who was hired some time ago and at that time fully met the professional requirements must also replenish his knowledge (study new documents, etc.). Trainings are held for chiefs and managers in order to make their work at the enterprises more successful; timely informing employees about new services provided by the enterprise.

Career is one of important conditions V professional activity every worker. Career is the employee's conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction. This is progress along the once chosen path of activity. Table 2.4 shows the stages of career development of employees in SS-451.

Table 2.4 - Stages of career growth in SS-451

A successful career is often the result of reaching certain career milestones by a certain age. Studies show that people whose promotions have not kept pace with their lives have lower job performance, often a passive life stance. The ultimate goal of career planning is to improve staff motivation, commitment and performance.

Figure 2.3 graphically displays the stages of career growth for employees of the Construction Department No. 451.

Figure 2.3 - Stages of career growth for employees of the Construction Department No. 451

The planning and control of a business career in the Construction Department lies in the fact that from the moment an employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

The preliminary stage includes a period during which a person can change several different jobs in search of an activity that meets his needs and meets his capabilities. in the Construction Department in 2007. the staff under 30 is 8 people - these are young specialists who learn their profession, gain experience, they are dependent and subordinate.

The formative stage lasts approximately five years at the age of 30 to 40 years - 42 people. In SU-451, these are employees who work with clients and customers. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, and self-assertion takes place. Usually at this age, a person's needs become greater, so there is a desire to receive wages, the level of which is higher than the subsistence level.

The promotion stage usually takes place between the ages of 40 and 50, the staff is 19 people. During this period, there is a process of growth in qualifications, promotion. There is an accumulation of practical experience, skills, a growing need for self-affirmation, achieving a higher status and even greater independence, self-expression as a person begins. Employees have gained experience, knowledge and skills. The experience gained gives them the opportunity to conduct their own work area. Some of them work as heads of departments at the enterprise. The transition to this stage depends on whether the employee has demonstrated competence in a particular area.

The conservation stage is characterized by actions to consolidate the results achieved and covers the age period from 50 to 60 years. At this age, the number of employees is 10 people. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training, the employee is interested in transferring his knowledge to young people. This period is characterized by creativity, there may be an ascent to new service levels. Analysis of the use of enterprise personnel must be considered in close connection with wages. Let us consider the dynamics of the average wages of employees of SU-451 in the period from 2005 to – 2007

Table 2.5 - Wage fund for employees SU-451

This table shows that in 2006 the average salary increased by 132% (9378*100/7083) compared to 2005. In 2007 wages increased by 134% compared to 2005. The increase is explained by the increase official salaries and pay rates for employees.

Figure 2.4 shows the dynamics of the average monthly salary of SS-451 employees.

Figure 2.4 - Average monthly salary, (rub.)

2.5 Analysis of the financial and economic activities of the enterprise SU-451

The financial strategy is mainly focused on effective cooperation with large and high potential customers, as well as on stimulating the growth of the number of customers through attractive services provided, the reputation of the company and the degree of customer confidence .

In his financial activities SU-451 managed not only to maintain, but also to increase its potential. Priority tasks sustainable development in 2007 The Construction Department has traditionally determined the activation of effective forms and methods of service, the development of new technologies that meet modern requirements and international standards, maximum satisfaction of customer needs in the volume, structure and quality of services. Table 2.6 shows the main financial indicators activities of SU-451 in 2005. – 2007

Table 2.6 - Key financial performance indicators of Construction Department No. 451 in 2005 - 2007

In 2006 compared to 2005 the company's income increased by 123% and amounted to 41159.99 thousand rubles, expenses increased by 122.1% (10142.50), profit increased by 123.3% (31016.82), the number increased by 101.3%. In 2007 compared to 2006 revenues increased by 230.9% (95026.58), expenses increased by 365.6% (37083.54). In 2006 net profit is 31016.82 thousand rubles. - 57943.04 thousand rubles, i.e. by 2007 profit increased by 26926.22 thousand rubles. (186.8%). Number of personnel by 2007 increased by 104%.

In 2007 compared to 2005 income increased by 61571.41 thousand rubles. (95026.58 - 33455.17), i.e. by 284%. Costs increased by 446.7%, profits increased by 230.3%, and headcount increased by 105.3%. Figure 2.5 graphically displays the main financial performance indicators of Construction Department No. 451 in 2005. - 2007

Figure 2.5 - Key financial performance indicators of Construction Department No. 451 in 2005 - 2007

The most important source of resources for SU-451 is funds from completed construction and repair works. The second most important source of financing is the funds from the lease of premises, areas and construction mechanisms (truck cranes, excavators, dump trucks and other equipment) to other enterprises.

High-quality and urgent execution of construction and installation works is a priority direction in the development of the enterprise. The volume of orders given to the company since 2003 increased by more than 4.3 times. SU-451 provides clients with comprehensive services at all stages of construction and repair work. Work is constantly being done to improve the services of the enterprise. Working with customers remains one of the priority areas of work.

The average salary of employees of SU-451 ranges from 7 to 9.5 thousand rubles. According to the results of financial activities, the Construction Department has a stable position in the construction services market, which means that it has sufficient funds and opportunities to improve the level of the enterprise’s personnel policy in order to expand the number of staff positions, hire new specialists, increase the area of \u200b\u200bpremises, stimulate staff, improve the skills of employees in time SU-451, i.e. there are all conditions for improving the personnel policy of the organization.

3.1 Personnel strategy of the enterprise

In the context of the rapid development of new technologies, it is becoming increasingly important to provide the organization with qualified personnel. Timely picking the right staff of all departments of the organization becomes impossible without the development and implementation of personnel policy. The fact is that in modern production, the greatest value is not the walls and machines of the enterprise, but the creative potential of the staff and management methods.

Construction Department No. 451 follows a strategy of concentrated growth. This strategy is associated with an increase in the quantity and quality of services performed by the enterprise. The company is trying to expand the range of services provided, without changing the industry. The specific types of this strategy are as follows:

A strategy to strengthen the position in the market, in which the company does everything to win the best position with this product in this market;

Market development strategy, which consists in finding new markets for an already produced product;

A product development strategy that involves solving the problem of growth through the production of a new product, which is supposed to be sold in a market already mastered by the company.

The strategy of concentrated growth is characterized by the constant comparison of current goals and the creation of a foundation for the future.

Required characteristics for personnel with this strategy:

Employees must be organized;

Have the ability to adapt to changing conditions;

Be problem-oriented and work closely with other organizations.

The technology of personnel management with this strategy is:

In search of people who are able to take risks;

In fairness and impartiality in the evaluation of performance;

In an emphasis on the qualitative growth of personnel;

Taking into account real opportunities and various forms of promotion.

3.2 Measures to improve the personnel policy of the Construction Department No. 451

1) In SU-451, the staff is fully staffed, there are quite prestigious jobs and the work is well paid, especially taking into account the length of service, so it is quite difficult to get a job.

2) When selecting personnel, only one method is used - an interview, although it is the most common. It is necessary to use not only the interview, as there is a tendency to decide on a candidate based on first impressions without taking into account what was said in the rest of the interview, but other methods.

3) Dismissals due to dissatisfaction with the work in the Construction Department. The age of those who retired is 22-30 years.

4) There are strict requirements for personnel, fines are applied for the slightest offense.

5) A small staff, a small area of the building, which is good on the one hand (clearness of action, unquestioning obedience), on the other - bad (there is no way to hire new specialists).

Suggested activities:

I. Creation of a training center in Bolshoy Kamen.

There are educational institutions in Nakhodka and Vladivostok, with which Primortransstroy OJSC and its branch SU-451 have concluded an agreement that every three years employees of the enterprises will confirm their qualifications. Training is 2 - 3 days. They teach how to work with clients, offer services provided by the enterprise. Payment for training one person per day is from 1500 to 2000 rubles. To cut costs, you need to educational institution Bolshoi Kamen to create its own training center both for employees already working in SU-451, and for students and other people planning to work there. In connection with the opening of a training center in the town of Bolshoy Kamen, employees of the Construction Department will be able to improve their skills every two years.

Approximate spectrum educational services training center can be:

Implementation of such forms of advanced training as courses, seminars, internships, including computer training;

An appropriate contract must be concluded with each student, and in case of its violation, penalties are included;

Regular evaluation professional qualities the employee, the level of his qualifications, the correspondence of the existing knowledge and skills to the job description;

Briefing on newly introduced building technologies;

Information support for employees.

In connection with the opening of the training center, students of educational institutions of the city will be able to attend special classes. Having concluded an agreement with these institutions, during several years of study, send students to practice at SU-451. This will be very beneficial for the company, since in the future it will take less time for a trial period, not three months, but one or even less. Without serious changes in the field of training and retraining of personnel, it is difficult to expect qualitative changes in the work of the enterprise.

II. Development of corporate culture, stimulation of employees.

Corporate culture is a system of values professed by an enterprise that forms its individuality. It determines the image and perception of the Construction Department in the eyes of society, the style of behavior of its staff - from ordinary employees to managers. The relationship of the organization with customers, shareholders and staff is based on the principles of honesty, openness, professionalism and mutual respect. It is openness and high-quality corporate governance that influence the formation of trusting relationships between the enterprise and all interested parties, and are the basis of its efficient operation and investment attractiveness. As a result of the survey, forms of encouragement were identified that are more attractive to employees of SU-451.

Figure 3.1 - Forms of encouragement, the most attractive for the personnel of the Construction Department No. 451

The strongest motivating effect is (in descending order): valuable gifts, financial incentives, time off and additional vacations, awarding travel vouchers, entering the history of the organization in the book, moral encouragement, selling company shares.

Special commentary is required in cases of equity participation of personnel in profits and the sale of company shares to employees. The number of companies implementing such programs is small, and judging by the distribution of ratings, the use of these forms of encouragement and motivation is just being tested. As a result, companies do not have an unambiguous opinion on this matter. It is possible to predict the success of these programs and their spread if they are supported by the real participation of personnel in management, or if they are aimed at securing personnel in the company, restructuring personnel income, etc.

In order to raise incentives for all employees, the Construction Department applies an increased bonus factor, in particular, for employees who have attracted customers for the enterprise, overfulfilled the work plan, etc. . For employees of SU-451 who have worked for at least 1 year, benefits are applied: the issuance of an amount of money from the wage bill at the request of the employee, not exceeding his salary, for the month not yet worked.

For even more fruitful and efficient work of employees, it is recommended to carry out work on the development of corporate culture annually, as it is aimed at educating each employee of the Construction Department of conscious personal responsibility for the overall result of the enterprise. Motivation of personnel is directly related to the final results of labor, its effectiveness. For effective activity, apply moral and psychological methods of stimulation. It is necessary to reward employees who have worked in SU-451 for 25 years - with bonuses, who have worked for more than 25 years - with medals. Issue vouchers to medical and health centers free of charge or with a small additional payment to employees (and their children, if any) who have worked for 5 years. Apply confession, which can be private or public. The essence of personal recognition is that especially distinguished employees are mentioned in special reports to the top management of the enterprise, presented to him, and the director personally congratulates them on the occasion of holidays and family dates.

III. Currently, the following expenses of the Construction Department No. 451 for the implementation of personnel policy are taken into account:

1. Expenses for social support of employees (funds for medical insurance, for supporting employees in special circumstances: birth, death, fire, flood, and other emergencies).

2. Expenses for work on training employees, improving their skills;

3. The general expenses of the enterprise for the motivation of employees (bonuses for the best employees, determined at the enterprise level, including the payment of valuable gifts to the most distinguished employees). As a rule, such award procedures are held on official holidays (builder's day and other public holidays).

To improve personnel policy, it is advisable to expand the list of expenses for social support for employees, namely:

1. Life insurance for certain categories of employees whose work is associated with a risk to life.

2. Assistance to families with young children and some other items of expenditure.

3. Allocation of funds to support SU-451 veterans, especially those who are retired.

4. Allocation of funds for subsidized lunches, recreation, purchase of special clothing.

5. Expenses for training employees, improving their skills.

The most significant expenses will be required for the maintenance of the training center itself (rent, maintenance of the center, remuneration of teachers and staff, production of teaching aids and some other sections). It is necessary to allocate funds for the remuneration of teachers from among the most experienced employees of the enterprise who teach after hours. One should not rely on the enthusiasm of employees who are "their" people and supposedly can teach for free - this is a dangerous delusion, often leading to the collapse of corporate training ideas.

6. Expenses for the admission of new employees to SU-451.

The greatest weight in this item is the cost of advertising about the recruitment of specialists for specific places, the wages of psychologists (if their work is provided for by the technology for selecting specialists), the production of information materials about the enterprise needed when hiring new employees.

7. Expenses for general enterprise holidays and rituals.

Creating its own corporate culture, any organization has its own list of corporate holidays and rituals (the birthday of the enterprise, an industry holiday, the ritual of initiation of newcomers into the number of SU-451 employees, etc.). Naturally, it is necessary to allocate funds for their implementation, and it is most reasonable to do this at the general level of the enterprise.

It is important that SU-451 has a clear procedure for forming and bringing to the attention of the head of the enterprise his budget, as well as rules that allow this head to independently, without any additional agreement with any bosses, assign and implement payments to his employees (as personally to them, and for holding relevant events, paying teachers).

The Construction Department can easily include the proposed personnel costs in the item of its expenses, since since 2005. to 2007 SU-451 profit increased significantly by 186.8%.

IV. Improve customer service conditions.

In order to improve the conditions of customer service and increase the volume of services provided, extend the working hours on weekdays, increase the working hours on Saturdays, and organize customer service on Sundays.

Approval of schedules, plans, activities and control over their implementation for such personnel actions as: evaluation of the work of employees and certification of managers, a plan for the rotation of employees SU-451 for a specific period, the procedure for material incentives for employees, forms and methods of moral encouragement of employees (types, status such incentives and the norms for their application), corporate holidays (scenarios for their implementation and possible costs), the procedure for presenting and the dimension of personnel information received at this level of management, meetings of managers on personnel issues. These and a number of possible other working documents define the system of operational personnel management, create a general algorithm and atmosphere for working with people at the enterprise.

VI. To improve personnel work, it is necessary to introduce personnel technologies. The most famous computer personnel developments of domestic and foreign companies: "1C", "AiT": \ "Personnel Management", "IT": \ "BOSS-Kadrovik", the Hobby Center and many others. To date, there are five main groups of such programs presented on the HR software market:

1) Programs for reference personnel office work.

2) Programs for psychological testing of workers.

3) Educational programs, training programs, etc.

4) Comprehensive programs that, in addition to record keeping, also allow you to perform computer-based professional selection, hiring, certification, selection of a reserve for promotion, etc.

5) Comprehensive programs designed to analyze and optimize the structure of the enterprise.

SU-451 has a personnel records management program. It is relatively inexpensive and is in demand by many organizations. This program has its limitations in work: it does not carry out certification of employees, selection for training. For more efficient work of personnel work, the program of personnel records management must be replaced by the program of the fourth group (comprehensive program), which today is more perfect. With the help of a comprehensive program, you can work with documents and work with people. Similar software complexes(unlike the programs of the first group) are initially designed to solve the tasks of working with personnel, therefore, the set of parameters in them is different from the programs of personnel records management: the program performs computer vocational selection, hiring, certification, selection of a reserve for promotion, reveals various mental deviations, determines the criminal orientation. Such complex solutions, along with programs to optimize the structure, are the most popular abroad, they are rapidly gaining popularity in Russia.

In 2005 and in 2006 The reason for the dismissal of employees is dissatisfaction with the work in construction organization. To solve this problem, it is necessary to introduce into SU-451 a program for the evaluation and placement of personnel, which has never been carried out before.

Evaluation of the performance of the work of the staff is important, first of all, when characterizing an employee who already holds a certain position, in order to assess whether he corresponds to the position held. Assessment of potential (personal qualities) is crucial in the selection of candidates for leadership positions. Evaluation of performers is defined as an expression of attitude towards their achievements and shortcomings in the process of labor activity. The assessment helps to determine the professional competence of employees with an insufficient level of training and determine the need for their professional training, encourages staff to work more efficiently, develop their skills and abilities. Personnel assessment should be a decisive factor in official and professional advancement.

When evaluating performance, a point method can be used. Accrual of a certain number of points is possible for certain achievements. Table 3.1 shows the criteria for interpreting labor intensity scores.

Table 3.1 - Interpretation of labor intensity scores

Table 3.2 shows the interpretation of labor difficulty scores.

Table 3.2 - Interpretation of labor complexity scores

Table 3.3 shows the data on the interpretation of labor quality scores.

Table 3.3 - Interpretation of labor quality scores

When evaluating the work of employees, attention should be paid to such qualities as the ability to plan, organize, coordinate, control the work of subordinates, and also stimulate employees.

On a five-point scale, a score of “3” is an average.

If the assessment of the employee is below average, then you should think about transferring him to another job. A score of "4" indicates that the employee is in his place. If the work of an employee is estimated at 5 points, then his promotion to a more responsible job is possible. Appendix A contains " Evaluation paper”, which displays the results of the points scored. Based on the results, a decision is made whether the employee should be transferred to another job, promoted, etc. .

To assess the effectiveness of the work of managers and specialists, you can use the results of the current certification, which are recorded in specially designed certification sheets for evaluating performance (see Appendix B).

Undoubtedly, these programs make it easier to work with personnel, but experts believe that there are also negative aspects of such innovations in this area. A few years ago, when there was an acute shortage of modern technologies, organizations tried to acquire them as soon as possible, sometimes without thinking about how it would work in their specific conditions. And how much will it cost in the end. It is in the end, not when buying. There is a discrepancy between the purchase price and the so-called "cost of ownership" for most (unfortunately) domestic and foreign manufacturers. As a result of such a discrepancy, an inexpensive, for example, computer program, in the course of operating costs, becomes “golden” in value in a year or two. And all because the company pursued the apparent external cheapness, without thinking about the future.

Undoubtedly, the top management of the enterprise sets the algorithm for the successful work of its professional personnel services (HR department, training center, personnel assessment group, etc.) It is absolutely clear that today the heads of services, departments, occupy key positions in the struggle for profitability and authority of the enterprise, work efficiency employees. And if these managers have been studying professional technical and technological skills and knowledge for many years (at least 5 in Russian universities), then when they come to lead the organization, they experience an urgent need to gain knowledge in management and working with people. This need is recognized by business leaders.

VII. It is also proposed to single out as an effective measure the introduction of the principles of outplacement in the work of the personnel services of enterprises (that is, assistance to laid-off workers - psychological, informational, consulting). The advantage of the method is one of the few measures that do not require significant material costs (with the exception of cases when it may be necessary to conduct special psychological training with laid-off workers or seek help from recruitment agencies).

In connection with the introduction of outplacement in the work of the personnel service, a dismissed employee can be provided with a package of information, documents, and consultations. An employee may be provided with letters of recommendation, mandatory psychological counseling, training in job search methods, training in working with recruitment agencies, consultations on the procedure for applying to the labor exchange. It is recommended to conduct consultations on the rules of conduct at an interview, on the competent preparation of a resume. These activities will:

Reduce the number of claims from those dismissed, including the number of lawsuits (payments on them);

Reduce the number of compensation payments to dismissed employees;

Stay on good terms with the dismissed employee.

3.3 Effectiveness of proposed interventions

By applying the proposed measures, the Construction Department will undoubtedly raise its prestige and improve personnel work enterprises.

In connection with the opening of a training center in the city of Bolshoi Kamen in one of the educational institutions, the company's expenses will be significantly reduced, since it will not be necessary to allocate funds for transport, daily allowance, and hotel accommodation. SU-451 is more profitable to hire teachers without interrupting their employees from production. The cost of training new employees will be reduced, as students and other people will be able to attend special classes during the education period, thereby reducing the time for a probationary period in the future. By improving their qualifications, the Construction Department staff will reduce the time to complete transactions, increase the number of customers served, while not creating dissatisfaction and not keeping them waiting. In 2007 in the Construction Department No. 451, 6 people worked with clients. In the period from 2005 – until 2007 4 people were admitted. It is proposed not to increase the number of customer service specialists, and to distribute additional work among six employees who have improved their skills. They should be paid 2,500 rubles in addition to their wages. As a result, it will not be necessary to hire new staff while spending money on the wages of a new employee. For example, the salary of a new employee is 7,000 rubles, the salary of an employee for more than five years who has worked in SU-451 and improved his qualifications is 10,000 rubles.

The surcharge per month for six employees who have improved their qualifications will be 15,000 rubles (2,500 rubles * 6 people), for three years 540,000 rubles (15,000 rubles * 12 months * 3 years).

The salary of four new employees will be 28,000 rubles per month. (7,000 rubles * 4 people), for three years 1,008,000 rubles. (28,000 rubles * 12 months * 3 years).

In the first case, we calculate the wage bill for 3 years, if we do not hire four new specialists, but distribute their work among eight workers who have improved their qualifications, we get:

FZP \u003d (s / n of the former slaves) + additional payment of the former slaves

Payroll salary \u003d (6,375,000 + 8,553,000 + 8,965,000) + (15,000 * 12 months * 3 years) \u003d 23,893,000 + 540,000 \u003d 24,433,000 rubles.

In the second case, we calculate the wage bill for 3 years if four new specialists are hired:

FZP \u003d s / n of the former slaves + s / n of the new slaves

FZP \u003d 23,893,000 + 1,008,000 \u003d 24,901,000 rubles.

According to the results of calculations, 1 way, if not to hire new specialists, but to distribute the work among eight former employees and pay them 2,500 rubles extra. to z / n is more effective than the 2nd method. Savings over 3 years of payroll will amount to 468,000 rubles (24,901,000 - 24,433,000), per month 13,000 rubles (468,000/36 months).

An important direction in the work of any enterprise with personnel is their training and advanced training. Enterprise SU-451 trains its employees in Vladivostok and Nakhodka, while spending money on tuition fees, accommodation, and travel. In order to save the company's money, it is proposed to organize personnel training in Bolshoy Kamen. This will reduce the costs of the enterprise.

Sending 7 people once every 3 years for advanced training for 3 days, the company bears the total costs, which amount to 84,000 rubles:

Tuition fee 42,000 rubles. (2,000 for 1 person for 1 day; 2,000 * 3 days * 7 people);

Transportation costs 2,100 rubles. (300*7 people);

Daily allowance 6 300 rubles. (300*3 days*7 people);

Accommodation in a hotel 33,600 rubles. (1 600*3 days*7 people).

Having opened a training center in Bolshoi Kamen, it is enough to hire one teacher. Expenses will be significantly reduced to 47,650 rubles:

Teaching services 42,000 rubles. (2000*3 days*7 people);

Transportation costs 250 rubles. (tickets);

Daily allowance 900 rubles. (300*3 days);

Accommodation in a hotel 4 500 rubles. (1500*3 days).

The Construction Department will save 36,350 rubles.

By developing corporate culture and stimulating employees, the image and perception of the enterprise in the eyes of the public will increase, relations between employees will become more trusting and friendly.

By rewarding employees for effective, fruitful work, the management of SU-451 will increase efficiency, staff motivation will increase labor productivity, which is directly related to the final results of work.

Giving the opportunity to employees of the Construction Department No. 451 to take part in solving issues of the organization's activities, the staff will be aware of personal responsibility for the overall result of the enterprise's activities.

By including the cost of hiring new employees in the expense item, SU-451 will reduce the time it takes to find qualified specialists.

By improving the service conditions of the enterprise with the help of special attention to the client, goodwill, convenience, SU-451 will increase the number of its regular customers, thereby significantly increasing the profit of the organization.

Through the introduction of personnel technologies: integrated programs that perform the functions of office work, selection, certification of employees; evaluation of personnel performance; the introduction of outplacement in personnel work, which today are more advanced programs, will reduce staff turnover. By assessing the performance of the staff, the manager will be able to determine in time whether the employee fits the position, whether it is necessary to transfer him to another, higher position, to promote him, while avoiding layoffs. Personnel assessment will help determine the professional competence of those with insufficient training and determine the need for their professional training to encourage staff to work more efficiently, develop their skills and abilities.

Conclusion

The thesis is devoted to the issues of personnel policy in the Construction Department No. 451 of the branch of OAO Primortransstroy.

Personnel policy as a management tool is an organizing activity that has the goal of merging the efforts of all employees of the enterprise to solve the set tasks. Work with personnel is not only hiring-dismissal and statistics. This is a solution to a complex of issues that ultimately lead to the effective work of the apparatus that performs functions in accordance with the Law and the constitution. This is a constant, daily concern for the formation of a well-coordinated, efficient team, for each of its employees, each department to work with love for their work, to the full extent of their knowledge, strength, and abilities, constantly improving their professional skills. Work with personnel is planned in such a way as to gradually achieve an increase in its composition of those people who have a better command of modern professional skills. This is the concern and responsibility of the entire management team of the enterprise.

Due to the fact that the chosen topic of the thesis is quite extensive, it is impossible to fully describe it and reflect all the difficulties of working with personnel. In the course of this work, issues related to the formation of the personnel potential of enterprises, the problems of developing labor resources, as well as methods for improving the conduct of personnel policy at the enterprise were considered.

In this thesis, the following were considered: the goals and objectives of the personnel policy of the enterprise, a description of the activities of the Construction Department, an analysis of the number and structure of personnel of the SU-451, certification of employees, an analysis of the movement of personnel, the organization of staff recruitment and advanced training. Problems were identified and measures were proposed to improve the personnel policy of the Construction Department.

The following problems were identified during the analysis of labor resources:

The workplace is quite prestigious and the work is well paid, especially taking into account the length of service, so getting a job is quite difficult;

When selecting personnel, only one method is used - an interview, although it is the most common. It is necessary to use not only the interview, as there is a tendency to decide on a candidate based on first impressions without taking into account what was said in the rest of the interview;

Dismissals due to dissatisfaction with work in a construction organization, the age of those who quit is 22 - 30 years;

There are strict requirements for personnel, fines are applied for the slightest offense.

In 2006 compared to 2005 the average number of staff increased by 1 person; in 2007 compared to 2006 - for 3 people.

In 2006, the average salary increased by 132%. In 2007 wages increased by 134% compared to 2005. The increase is explained by the increase in official salaries and tariff rates of employees.

The recruitment rate increases every year: in 2005. it was 1.3; in 2006 1.3 higher - 2.6, and by 2007. increased by 1.2 and amounted to 3.8. In the period from 2005 to 2007 there is a tendency to increase the number of employees, 4 people were hired, 3 people were fired. This suggests that the rate of admission of personnel exceeds the rate of departure of personnel in 2006. by 1.3%. Staff turnover rate since 2005 to 2007 decreasing: since 2005 to 2006 - by 1.4%, but still it is worth paying attention to the fact that, despite good working conditions, the staff left. The reason for the dismissals of employees is dissatisfaction with the work in the construction organization. To solve this problem, it is necessary to introduce into SU-451 a program for the evaluation and placement of personnel, which has never been carried out before. Evaluation of the performance of the work of the staff is important, first of all, when characterizing an employee who already holds a certain position, in order to assess whether he corresponds to the position held.

In the Construction Department, 62 people have secondary specialized education, 17 people have higher professional education, i.e. 21.5% with higher education, 78.5% with specialized secondary education. For three years, the number of personnel has increased only at the expense of employees with higher education.

To reduce the costs of the enterprise, training and advanced training of employees, it was proposed to create a training center in Bolshoi Kamen, which is undoubtedly an effective measure, since it provides for continuous training of SU-451 personnel at all levels. The need for training in order to improve skills is mainly due to the requirements and conjuncture of the construction market, growing competition and a high level of scientific and technological progress in building technologies. In connection with the opening of a training center in the city of Bolshoy Kamen in any educational institution, the costs of SU-451 will be significantly reduced, since it will not be necessary to allocate funds for transport, daily allowance, and hotel accommodation. It is more profitable for the Construction Department to hire teachers without taking the employees of the enterprise away from production. The cost of training new employees will be reduced, as students and other people will be able to attend special classes during the education period, thereby reducing the time for a probationary period in the future. By improving their qualifications, SU-451 personnel will reduce the time for transactions, increase the number of clients served, while not creating dissatisfaction and not keeping them waiting. If you do not hire new specialists, but distribute the work among six previous employees and pay them 2,500 extra salaries, the savings over 3 years of wage bill will be 468,000 rubles (24,901,000 - 24,433,000), per month 13,000 rubles (468,000 /36 months).

For even more fruitful and efficient work of employees, it is recommended to carry out work on the development of corporate culture annually, as it is aimed at educating each employee of the Construction Department of conscious personal responsibility for the overall result of the enterprise. Motivation of personnel is directly related to the final results of labor, its effectiveness. For effective activity, apply moral and psychological methods of stimulation. It is necessary to reward employees who have worked in SU-451 for 25 years - with bonuses, who have worked for more than 25 years - with medals. Issue vouchers to medical and health centers to employees (or their children, if any) who have worked for 5 years free of charge or with a small surcharge. Apply confession, which can be private or public. By rewarding employees for effective, fruitful work, the management of SU-451 will increase efficiency, staff motivation will increase labor productivity, which is directly related to the final results of work. Giving the opportunity to employees of the Construction Department No. 451 to take part in solving issues of the organization's activities, the staff will be aware of personal responsibility for the overall result of the enterprise's activities. By improving the service conditions of the enterprise with the help of special attention to the client, goodwill, convenience, SU-451 will increase the number of its regular customers, thereby significantly increasing the profit of the organization.

To improve the personnel policy, it is proposed to expand the list of expenses for social support of employees. The most significant expenses will be required for the maintenance of the training center itself (rent, maintenance of the center, remuneration of teachers and staff, production of teaching aids and some other sections). It is necessary to allocate funds for the remuneration of teachers from among the most experienced employees of SU-451, who teach outside of working hours.

In its financial activities, the Construction Department managed not only to maintain, but also to increase its potential. It has a stable position in the construction services market, which means it has sufficient funds and opportunities to improve the level of the personnel policy of the enterprise in order to expand the number of staff positions, hire new specialists, increase the area of \u200b\u200bpremises, stimulate staff, improve the skills of SU-451 employees in time, i.e. e. there are all conditions for improving the personnel policy of the organization. The proposed activities will help improve the personnel policy of the Construction Department, bringing it additional profit and prestige.

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Annex A

Form of “evaluation sheet”

Full Name
Job title
Description of the work to be performed
1. Reason for evaluation:
Another assessment		Estimated as needed End of probation Control over the course of adaptation of the employee forced displacement The wish of the employee
2. Evaluation basis - working contacts:
daily or almost daily	few times a week		several times a month
3. Deadline joint activities assessed:
less than 6 months 1 - 3 years		from 6 months to a year more than 3 years

II. Evaluation indicators:

The data is much higher than the requirements	above requirements	Fully meet the requirements	Mainly meet the requirements	Data below requirements
1. Think, the ability to think quickly, differentiatedly
2. Thinking and evaluative abilities: ability to analyze problems and draw conclusions.
3. Special knowledge: volume (breadth and depth of special knowledge).
4. Willingness to work: the energy and intensity shown in the performance of tasks. Willingness to perform tasks not included in his competence.
5. Adaptability - the ability to adapt to a new situation or a new approach to solving problems.
6. Organizational abilities: the ability to rationally plan and organize the work performed.
7. Personal initiative: readiness and ability to solve problems on one's own initiative.
8. Ability to decide: the ability to make decisions and the willingness to defend their plans and intentions, despite external resistance.
9. Ability to negotiate: the ability to adapt to a negotiating partner and convincingly argue your thoughts.
10. Quality of work: the suitability of the results of labor for use (thoroughness performance, accuracy, reliability, rationality).
11. Intensity of work and ability to workload: the ability to do quality work in a limited time, behavior in conditions of large overloads.
12. Ability for rhetoric and writing: written materials are usable, thoughts are expressed clearly; concise and clear oral presentation of thoughts, persuasive style.
13. Communication style: correctness, openness, sociability in communicating with colleagues and the external environment, willingness to help.
14. Additional important indicators.
Heads of departments (and persons enrolled in personnel reserve for nomination), the evaluation should be carried out on an expanded set of indicators, which, in addition to the above, include the following:
15. Performance of representative functions: protection of the prestige and material interests of the team, support of business relations with the external environment.
16. Motivation: the ability to arouse and maintain interest and readiness for work, the perception of new ideas, discussion results without suppressing the independence and initiative of employees, an adequate assessment of the work of employees.
17. Consulting: willingness to help employees in solving problems, specificity and professionalism of consultations.
18. Special notes on individual indicators, such as recommendations that are particularly important for taking into account evaluation indicators.
III. Suggestions for further use of the employee:
IV. General conclusions:
V. Additional data: abilities and properties that do not go beyond the requirements of the position, but are noted during work; additional explanations are possible.
VI. Conclusion of the head of the assessed employee: agree Disagree on the following scores: Rationale:

In paragraph 18, attention may also be drawn to the importance of certain indicators for evaluating managers and employees enrolled in the personnel reserve for promotion. These indicators include, for example:

Organizational abilities;

Ability to make decisions;

Ability to negotiate.

Annex B

Certification sheet

on the assessment of current activities

FULL NAME. employee ______________________ Certifying __________

Department_____________________ Date_____________

Work experience in the specialty ____________

1. Job Description

Main Functions Performed - Job Responsibilities for 200_

Additional duties actually carried out by the employee

2. Problems that arose during the performance of work

3. Goals and objectives for improving performance

4. Actions to be taken to improve performance

5. Evaluation of current activities (what tasks to improve work have been completed since the last attestation conversation, manager's comments, quantitative assessment is made as a percentage of the previously defined requirements for the position to the workplace)

6. Administrative actions proposed by the immediate supervisor.

Head (attestation) ______________________________________

Employee (attestation) _______________________________________________