Types of personnel development strategy. Purpose and factors of strategic development of personnel. develop recommendations for developing a strategy for the development of personnel of the enterprise

Introduction

1. Theoretical aspects of personnel development strategy

1.1 The essence and significance of the personnel development strategy

1.3 Personnel development methods

2. Analysis and development of a personnel development strategy at Adomal LLC

2.1 General characteristics of the enterprise

2.2 Analysis of indicators characterizing the management of personnel development in the organization

2.3 Development of a personnel development strategy at the enterprise in question

Conclusion

List of used literature

Applications

Introduction

The relevance of this topic is due to the fact that the personnel development strategy is one of the most important components of the overall increase in production efficiency. High results can be achieved only when employees have knowledge, skills and dedication. An effective personnel development strategy allows us to guarantee the achievement of the main strategic goal - an increase in profitability and an increase in the company's competitiveness.

The fact that Russia has entered the global economic system has opened up new horizons and opportunities for Russian entrepreneurs. Nevertheless, the market has become the fiercest competition, and modern companies must be ahead of the competition in order to succeed and not lose their positions. It should be noted that both the internal conditions for the functioning of the organization, for example, strategies, organizational culture, the emergence of jobs and new specialties, and external conditions (taxation system, economic policy, competitors) are changing. Thus, personnel must be carefully prepared for the constantly changing external and internal environment. Moreover, the system personnel management constantly undergoes changes, and the constant development of personnel becomes one of the key elements of the personnel management process.

With a systematic approach to training and human resource development, the organization gains great benefits. The fact that human capital is the most important organizational resource has been supported by many researchers in their work. However, many organizations still neglect human capital, despite the fact that it is people who are the tools to achieve the goals of the organization. This is especially noticeable in an era of economic crisis, when a large number of employers pay insufficient attention to employee training and development in order to reduce costs.

The analysis of the degree of scientific development of the problem showed that the topic of personnel development research is of interest to many scientists today. Theoretical foundations The problems under consideration are devoted to scientific works and publications of such authors as A.Ya. Kibanov, V.A. Karavaev, S.V. Kupriyanchuk, G.A. Bulatova, A.O. Samoilenko, T.M. Fedorenko and others. Further research on this topic will make it possible to deepen theoretical research on the possibility of developing an effective strategy for the development of personnel at the enterprises of our country.

The purpose of this work is to analyze and develop a strategy for the development of personnel in an organization using the example of Adomal LLC.

Based on this goal, the objectives of this work are:

analyze the theoretical aspects of the personnel development strategy;

to give general characteristics enterprises;

to analyze the practical state of personnel development management in Adomal LLC;

The object of the research is the personnel of Adomal LLC.

The subject of the research is a set of measures to develop a strategy for the development of personnel at the enterprise in question.

Methods used in the course of the research: analysis of scientific and methodological literature on the research topic, generalization of material, study of documents, observation, comparison, calculation of coefficients and others.

The information base of the work consists of the works of domestic authors devoted to the problems of management, training and development of personnel, data periodicals, scientific reports, personal observations and conclusions obtained in the course of research at the enterprise.

The practical significance of this study lies in the possibility of applying the results of work in the field of human resource management to solve problems of personnel development.

Structure term paper presented by the introduction, the main part, the conclusion, the bibliography and the appendix. The theoretical chapter of the main part sets out the theoretical aspects of the strategy of personnel development in the organization: the essence of the strategy of personnel development in the organization is revealed, its role in the process of managing the organization is shown; modern methods of development are described. In the analytical chapter, the state is assessed, the problems associated with the topic of the work are analyzed. And also the ways of development of the strategy of personnel development in "Adomal" LLC have been determined.

1. Theoretical aspects of personnel development strategy

1.1 The essence and significance of the personnel development strategy

According to E.V. Kupriyanchuk, "a personnel development strategy is a generalizing model of actions aimed at developing the skills of personnel and the level of efficiency of their work, which is necessary for an enterprise to achieve its business goals in order to increase competitiveness. This approach affects the following areas of employee management: staff size, personnel competence , level labor productivity, composition and level of compensation.

It is the task of the management to draw up a strategy for the development of the company's personnel. Developing and implementing the main types of personnel development strategies will help unite the team and improve the quality of the entire firm.

As a rule, the need to develop a personnel development strategy arises in the following situations:

in case of major changes in business strategy, when significant changes are planned in production or in work with customers.

in the presence of such problems as a high level of staff turnover or the lack of a clear structure for attracting newcomers with the necessary competencies.

in the course of a major merger or acquisition, when transactions are impossible without a clear strategy aligned with the objectives of the business.

when a company seeks to take a leading position in the market.

if a manager wants to get positive results from personnel development, he should clearly define what parameters need to be included in development technologies and what qualities of employees should be developed.

At the same time, it is recommended to pay attention to such features of employees as curiosity, discipline, craving for new knowledge, learning ability. These qualities are extremely important for the development of the entire company as a whole. It is also worthwhile to pay attention to the teamwork of employees during the development of a personnel development strategy - after all, the overall result often depends on the effectiveness of each participant.

In various organizations, personnel development is carried out by people with varying degrees of involvement in personnel management processes. Nevertheless, in all large companies, the HR department performs the function of personnel development. Each scientist defines the process of employee development in his own way. According to A.Ya. Kibanov, "development is an organized activity aimed at improving the competence of employees. These competencies include knowledge, skills and behavior and are essential for the success of the organization. The purpose of development is to improve the qualifications of employees and the ability to apply the acquired knowledge in practice.

V.A. Karavaev believes that "personnel development is a fundamental requirement for the existence of an organization. Theories of individual development play a key role in organizational development, because each employee has different problems and makes different mistakes. Thus, the development process should be built taking into account individual requirements. A. Karavaev distinguishes two levels of development: operational and conceptual levels. The operational level of personnel development is aimed at solving the current problems of the organization. Conceptual development is aimed at ensuring that the employee learns to think and work productively. It is effective organizational development that combines the above two levels.

HE. Valkovich, K. Yu. Bulaeva and A.E. Sirchenko believe that "development is associated with the acquisition of new knowledge that affects the behavior of employees. According to them, investment in human resources is necessary to develop and maintain the intellectual capital of the organization. This also increases the stock of knowledge and skills.

The development of human resources is one of the most important components of the overall increase in production efficiency. An organization can achieve high results only when people have knowledge, skills and dedication. Education and training of human resources must be continuous and provide the necessary professional development.

It can be argued that the prerequisites for the development of human resources are determined by the existing conditions for the activities of enterprises, the main ones are:

the complexity of human resource management problems in today's dynamic market conditions;

inaccuracy in the legislation on payment, taxation and social protection of personnel labor;

the need for market participants to have highly qualified workers in the staff to fulfill the strategic objectives of the enterprise, along with the need to employ the required number of workers in connection with the requirements for cost savings and minimization of losses on taxation of labor use.

At the present stage of development of the labor market and society, the quality of human capital is the main value and advantage in the competitive struggle. The enterprise should promote the development of employees on the basis that personnel development ensures the development of the enterprise. An enterprise's ability to learn and grow faster than its competitors is the source of its social, strategic economic advantages.

Human resource development is a multifaceted and complex concept that encompasses a wide range of interrelated psychological, pedagogical, social and economic problems.

Personnel development includes the following:

development, maintenance and enhancement of team spirit;

personnel appraisal system;

internship programs, retraining and staff rotation;

creation personnel reserve;

learning by doing;

professional trainings of different directions and types.

Through development, employees are more confident in themselves and in their abilities. If the gap between the required abilities and the actual capabilities of the employee is huge, the employees are demotivated. It is also believed that development forms a system of values ​​and attitudes among employees that correspond to today's realities and help maintain the organizational strategy of the enterprise.

There are three factors supporting the importance of the role of staff development.

Development is a means of achieving the strategic goals of an organization.

Development is a means of enhancing the value of human resources in a company.

Development is a means of quality preparation of resources in the implementation of changes in organizations.

It should be said that the development of personnel is inextricably linked with the current HR processes in the organization, since only well-trained employees can do their job correctly and effectively.

Thus, human resource development management is essential tool, with the help of which the management gets the opportunity to increase the potential of human resources and to influence the formation organizational culture... Training and career management of human resources is a critical means of achieving the strategic goals of an organization.

According to the most popular point of view, the learning process consists of three stages: the analysis of the need for training, the organization of training and the assessment of learning outcomes. During the training needs analysis stage, managers or experts should assess how employees are performing at the organizational, group and individual level. Then it is necessary to find the main shortcomings and areas of improvement, then it is necessary to concretize the goals and objectives of training, describe the standards, choose training methods, develop criteria for assessing effectiveness and select participants for training. The teaching methods will be discussed later.

1.2 Directions of development of human resources of the enterprise

The development of human resources is an important condition for the successful operation of any organization. This is especially true at the present stage, when the acceleration of scientific and technological progress leads to rapid changes in the requirements for professional knowledge, skills and abilities. Development management has become one of the main functions of human resource management. It is possible to achieve high results in an organization only when the people who work there have the knowledge, skills, and appropriate mood.

In order to develop the qualities necessary for the management in the employees, a lot of work is required, and since each employee initially has individual qualities, the work will also be diversified. To effectively implement a development strategy, management must follow two rules:

The goals and objectives of this work should be communicated to employees in a timely manner - this will allow them to be involved in the process of performing the assigned tasks.

development personnel strategy human resource

2. The general management of the company must ensure the timely receipt of the resources necessary for the implementation of the strategy, as well as record the achievement of each previously set goal.

When implementing the personnel development strategy, a number of issues are resolved:

prioritizes administrative tasks such as allocating resources or creating information systems;

the correspondence between the selected personnel development strategy and intra-organizational processes is determined;

there is a choice of the appropriate strategy of the style of management of the company and its departments in particular.

The importance of development and advanced training of employees is so important that enterprises do not always solve them on their own. Sometimes they are forced to contact recruitment agencies or consulting firms.

Applying the system of continuous training, the company can ensure the most complete correspondence of the structure of employees to the structure of workplaces, taking into account the full range of requirements for employees.

In any case, the improvement by the development of the organization's human resources should represent a well-functioning system aimed at professional development and career company employees. Only in this case it will help in solving existing issues and become mutually effective for the employer and staff.

A systematic approach to improving the development of human resources at the level of specific enterprises is as follows:

interaction of all divisions of the human resource management system in order to achieve a synergistic effect;

improving the organizational structure of the human resource management service based on management standards;

development of a functional-target model of personnel management with the development of a set of tasks for employees of the personnel management service in accordance with their functional responsibilities(in particular, the personnel training and promotion group organizes training, retraining and advanced training of personnel, develops business career projects, concludes contracts for practice and internships at the enterprise;

improvement of planning, forecasting and marketing of human resources, recruitment and accounting of personnel;

creation of conditions for personnel development (training, professional development, career planning);

security social development labor collective, proper working conditions, social psychological climate in the team;

ensuring proper information support of the human resource management system;

taking into account the interaction of supply and demand in the labor market when attracting personnel.

For staff to develop, they need to be constantly trained. In modern practice of personnel training, such active teaching methods are most common: trainings, programmable, computer-based learning, educational group discussions, case-studies, business and role-playing games.

Main aspects of human resource development:

personnel analysis and planning;

selection and recruitment of personnel, personnel assessment;

organization of training and professional development of personnel;

certification and rotation of personnel;

organization of labor relations at the enterprise;

social development and social partnership, creation of working conditions.

In order to achieve maximum efficiency in improving the development of human resources, one should not be limited to the use of its individual aspects, but it is necessary to use them in a systemic combination and in interaction. This will make it possible to achieve a high quality of human capital of enterprises and, as a result, provide a high level of profitability and competitiveness of business entities both in the domestic and global markets.

1.3 Personnel development methods

Staff development can be accomplished through a variety of methods, such as coaching, mentoring, collaboration and subordinate involvement. Development methods are standard, but different authors offer their own classifications of methods. After analyzing both foreign and Russian sources, it was revealed that all development methods are divided into three large groups: traditional methods, methods of active development and development in the workplace. Let's consider the features of the above methods more similarly, as well as their advantages and disadvantages.

) Traditional development methods include workshops, lectures, and instructional videos.

Lectures. When using this method of personnel development, the teacher orally communicates information to a group of people. The disadvantage of this method is one-way communication, and the degree of assimilation of the material depends on the characteristics of the assimilated material, on the personality of the lecturer and on his ability to correctly teach the material, as well as on the audience and their attention. It should be noted that lectures are one of the most common teaching methods, since material can be delivered to a large number of people in one lecture.

Seminars. Seminars are usually held after lectures, their purpose is to better understand the topic under study with the help of additional questions and practical tasks. There is two-way communication in the seminars, which is a plus, since the listeners are actively involved in the work.

Educational films. This method is relatively new for business development in Russia. Training videos describe various problem situations at enterprises, at the end of the article a brief theoretical summary of what was seen is given. Also, at the end of the films, various questions and cases on the topic can be asked. The advantage of videos is their connection with practice, however, while watching films, participants remain passive, sometimes unconcentrated.

) Methods of active development. These methods are increasingly used nowadays, since it is easier for employees to perceive new material, students use the accumulated experience, learn new knowledge and approaches, and also more clearly distinguish between effective and ineffective behavior. There are three types of activity: physical, communicative and cognitive, each of which helps listeners to better understand the topic under study. There are eight most common types of active development. Let's consider them in more detail.

Trainings. In the trainings, special attention is paid to the practical development of the acquired skills. Also, trainings include business games... Introductory trainings have become widespread so that newcomers can learn more about the organization, and trainings for sales personnel are also held quite often so that employees are always aware of the latest changes. It should be noted that trainings can be external and internal. External trainings are conducted when the organization does not have its own specialists, internal trainings are conducted by the company's employees, usually these are highly specialized specialists who can transfer knowledge to young employees. It is important that trainings aimed at developing competencies are effective only when employees already have experience in a certain job, as well as the fact that the acquired knowledge will be used in practice in the future. Thus, the employee will improve his competencies, as well as streamline the acquired knowledge.

Group discussions. Group discussions are used in small groups and make the most of the learners' experience. The listeners themselves develop the most effective solutions problems. To stimulate the group, the leader can introduce certain frameworks, for example, propose certain algorithms, introduce rules, set the time, etc. At the end, a summary should be summed up so that the audience understands the whole picture of what is happening.

Behavioral modeling. This method teaches specific attitudes and skills through specific actions, for example, through the presentation of a specific behavioral model or providing feedback. The more students are motivated, the higher the effectiveness of this type of training.

Case-study. This development method began to be used in the United States in the 20s of the XX century, and now the analysis of practical situations is becoming one of the most popular teaching methods both in companies and in educational institutions. The purpose of this method is to teach students to analyze and structure the information received, evaluate and try to solve the identified problems. Distinctive feature case-study is that upon completion there is no right or wrong decision, any decision can be considered on an equal footing. However, the discussions should evaluate the pros and cons of the proposed solutions.

Basket method. With this development method, situations are imitated that are often encountered in the practice of managers, for example, parsing a large number of documents, making urgent decisions, a large number of cases at one time, etc. As a result, the listener will learn to quickly make decisions, classify important facts according to their significance and urgency.

) Professional development methods include on-the-job training, mentoring, internships and job rotation.

On-the-job training. This method is the most popular because, thanks to on-the-job training, employees form a more accurate understanding of their work, how to use the equipment, and what requirements are imposed on their positions. Some organizations use separate rooms for training employees, however, the effectiveness of such training is lower, since there are no distractions such as noise, the presence of other employees, and the equipment may not correspond to the real one. Most of the on-the-job training is for new employees.

Mentoring. The focus is now on developing mentoring. The advantage of mentoring is an individual approach to subordinates, since usually one mentor has 1-3 subordinates. This method is used mainly for new employees who do not yet fully understand the specifics of their position. Usually, a mentor is assigned to a new employee for a period of one month to one year. The mentor is usually an employee of the same position or slightly higher, he gives the students tasks, monitors their implementation and gives feedback. However, mentoring has disadvantages. For example, mentoring is often just for show, mentors are not motivated or too passionate about mentoring that they forget about their direct responsibilities, lack of proper documentation.

Internship. Many large companies practice such a development method as an internship before hiring employees. Basically, it is preferable for university students and graduates who have not yet decided what they want to do, and during internships they can work in different departments of the company and observe, not only how more experienced employees work, but also different organizational business processes. Upon completion of the internship, an employee can be hired or promoted if an employee of the organization took the internship.

Working rotation. This development method consists in moving an employee from one area of ​​work to another within the organization. Thus, the employee learns about work in other departments. Working hours at another place can be from a month to a year. Mainly, staff rotation is used in large international companies... For example, in Japanese companies, employees move from one position to another throughout their working life. So, a technician can work on different machines in different parts of the organization. As a result, employees understand the full scale of the organization's work, it is easier for them to make decisions, since they know what it threatens employees from other departments. The rotation of personnel solves a number of important tasks, for example, provides a better understanding of the structure of the company by employees, stimulates the development of new knowledge and skills, increases the value of human resources, and makes a comprehensive assessment of the employee.

Also, the methods of employee development include personal development and coaching. There are many types of training for the personal development of employees. For example, if a manager sees in a subordinate the potential for management and expansion of the area of ​​responsibility, then it is necessary to develop his managerial skills, to conduct trainings for the personal growth of the employee. These types of trainings require an individual approach and take more time, however, the results will appear. During this period, the coaching process is very important. A coach is a person who accompanies and sets the direction of the employee's personal development.

It is not always possible to assess the effectiveness of development, however, the problem of determining the effectiveness of investment in development is one of the most urgent and difficult today. The point of personnel assessment is to understand how the organization benefits from personnel development, and to find out if a particular form of development is better than others.

Thus, in any case, the development strategy of the organization's personnel should represent a well-functioning system aimed at improving the quality of knowledge and professional development of the company's employees. Only in this case it will help in solving existing issues and become mutually effective for the employer and staff.

2. Analysis and development of a personnel development strategy at Adomal LLC

2.1 General characteristics of the enterprise

Society with limited liability(abbreviated - LLC) "Adomal" was formed and registered in accordance with the current Russian legislation.

Legal address: Krasnoyarsk city, Semapornaya, 219.

The main activities of the enterprise:

construction, repair, commissioning, design and construction works, industrial and private construction;

installation of antennas and other equipment;

household services, including services in the field of public utilities;

general construction of buildings (new works, renovations, renovations).

The organizational structure of management of OOO Adomal is shown in Figure 1. The organizational structure of management corresponds to the linear-functional type.

Figure 1 - Organizational structure of management of LLC "Adomal"

Such a management structure provides the prompt implementation of management decisions, increases the efficiency of functional departments, and allows you to quickly maneuver resources.

Economic indicators of LLC "Adomal" are calculated on the basis of data Appendices A-B and are presented in table 1

Table 1

Economic indicators of LLC "Adomal"

The data presented in the table indicate that the volume of proceeds by the end of the period under review decreased by 12,300 thousand rubles. or 7% and amounted to 171,200 thousand rubles. This fact became possible due to the influence of external factors. The main factor was the reduction in the number of incoming orders.

Along with the changes in the proceeds from the sale of services, the cost of sales has also changed, which is reflected in the amount of profit of OOO Adomal, which has been decreasing every year.

Assessing the economic performance of the enterprise in question, it can be noted that in 2014, for every ruble of fixed assets, there were 10 kopecks. profit, which is 25 kopecks. below the level of 2013, and in 2015 the organization received a loss of 2 kopecks at all. from each ruble spent on the fixed assets of the organization.

Figure 2 - Change in the number of personnel of LLC "Adomal"

Based on the data presented, it can be seen that in 2014 there was an overall increase in the number of personnel by 12 people. and amounted to 190 people. In 2015, the situation began to stabilize with the number of employees, which decreased by 5 people or 2.6% and amounted to 185 people.

In particular, from the presented table it can be seen that the number of administrative and managerial personnel increased by the end of the reporting period by 13 people or 24.1%. On the contrary, the number of employees related to working personnel tended to decrease in 2015 by 8 people or 9.4%, which amounted to 77 employees by the end of the period.

Let's carry out a PEST analysis of external factors (see Table 3).

Tableþ 3analysis

Using the criteria for evaluating the activities of the interested groups, we will analyze the external reaction to the organization. (see Table 4).

Table 4

Criteria for evaluating interested groups

External factors that have a direct impact are the favorable policy of the state, economic stability, the level of unemployment, a favorable demographic situation, competitors, new production technologies, automation of means of technical control of quality, etc.

Based on these factors, it is necessary to conduct an EFAS analysis (summary of the analysis of external strategic factors) (see Table 5).

Table 5analysis

In this case, an estimate of 3.28 indicates that the reaction of the personnel policy of the enterprise to the strategic factors of the external environment is at an average level.

Thus, it can be concluded that the main negative factors are: the situation on the labor market; the growth of inflation in Russia and the unstable situation in the Russianþ economy, whichþ does not attract foreign investors; increased competition; decrease in the profit of the enterprise; decrease in the activity of consumers of the company's products.

2.2 Analysis of indicators characterizing the management of personnel development in the organization

The enterprise has staff recruitment requirements, according to which the enterprise management seeks to recruit experienced workers with at least 3 years of experience in their specialty. This provision allows you to minimize both financial and time spent on training new employees. However, more than one enterprise cannot do without training, since in modern conditions all new requirements for the professionalism of employees are being put forward and all new equipment is being put into operation.

Training at Adomal LLC includes:

training of new employees upon admission to work. This training is carried out in the form of instruction by one of the experienced members of the company or the head of the department and is aimed at studying job responsibilities, disclosure of the internal work schedule, acquaintance with working conditions and equipment, etc .;

current periodic (planned) training of personnel, which allows to consolidate professional knowledge and master new skills;

advanced training is associated with the need to master the skills of working on new equipment, etc .;

training of those who could not successfully pass the certification.

The personnel development methods applied at the enterprise are listed in Table 6.

Table 6

Workplace personnel development methods

These methods are used due to the fact that they allow to convey knowledge in a visual way, their result is quite easy to control, and it is also possible to take into account the specifics of the enterprise's activities.

The development and training of personnel at the enterprise is carried out in their free time, in connection with which the managers of the personnel department draw up a plan, on the basis of which a schedule is developed. The developed plan of in-house training is created specifically for each specific department and is focused on personnel development, which includes professional development, retraining or preparation for changes in the organization. Also, this option allows the employee to get involved in work immediately on the spot, in the process and provides interconnection with practice.

To assess the effectiveness of development, standard certification sheets are used, which include an assessment on a five-point scale of both the level of theoretical knowledge and practical skills that the employee had to master in the learning process.

So, as part of the implementation of personnel development, it was necessary in the reporting period to improve the qualifications and undergo retraining of a number of employees of Adomal LLC, the data on which are presented in Table 7.

Table 7

Personnel training of LLC "Adomal" in 2013-2015.

Based on the data presented in Table 7, it can be argued that the management of Adomal LLC planned to increase the number of trained personnel annually as part of the training. However, the number of actually trained workers turned out to be much smaller than planned.

So, the actual number of personnel in 2013-2015. decreased by a total of 7 people, which amounted to 15 people by the end of the reporting period, who were fully trained through advanced training. A significantly smaller number of employees of OOO Adomal passed training and retraining as one of the forms of training.

It should also be noted that the number of those who completed training in 2014 decreased by 24.7%, and in 2015 by 8.1%, amounting to 48.6% and 40.5%, respectively. These changes negatively reflect the management of personnel development and require adjustments to the implementation of this process. The basis of the training conducted at the enterprise is often attestation, which is aimed at determining the degree of workload of workers and its use in their specialty, the degree of its qualifications, suitability for the workplace or position, identifying directions for improving the program and applied development methods. In the course of the annual performance assessment (appraisal), not only strong, but also weak sides in the work of a particular person. For example, low marks among workers of a certain professional group in the column "professional knowledge" show that a need for training has been identified for this category of workers. Consider the data on the certification of personnel at the enterprise in question (see table. 8).

The data in Table 8 indicate that at the enterprise for the period under review, personnel certification was carried out after probationary period personnel when hiring, as well as during the rotation of personnel.

Table 8

Assessment of the certification of personnel of LLC "Adomal" in 2013 - 2015.

It should also be concluded that the total number of personnel who have passed certification by the end of the period under review is decreasing. In 2015, only 4 people underwent certification procedures, which is several times lower than the level of the previous year. This circumstance was associated with the reluctance of the company's management to spend funds, as well as with a relatively high degree of staff turnover, in connection with which the number of employees planned for certification in Adomal LLC has decreased.

It should also be noted that the lack of organization of certification procedures in the implementation of development management was the absence in some cases of certification of employees during the rotation of personnel from one department to another or from one position to another.

As a continuation of the assessment of the effectiveness of personnel certification within the framework of the implementation of personnel training management of OOO Adomal, it is necessary to consider the methods that were used in the certification of the organization's employees (see Table 9).

Table 9

Methods of certification of personnel of LLC "Adomal" in 2013-2015.

The data presented in table 9 indicate that at the enterprise under consideration, only 2 methods were actively used as the methods of personnel certification - the ranking method and the rating scale method, which is currently clearly insufficient.

Professional development of personnel should be based on the obligation and continuity of training and advanced training, the relevance for the production of ongoing training areas, a planned approach and accounting for results. The main goal is to ensure that professional training meets the requirements of workplaces (positions), increasing professional competencies to a level that contributes to the growth of labor productivity, bringing higher profits.

Advanced training should ensure the continuity of training with the subsequent use of the knowledge and skills acquired by specialists during their internship in new positions, with the rotation of personnel. Planning work with young specialists, a reserve of personnel for higher positions, further development personnel and their social and professional growth should be carried out in close relationship with the results of training and advanced training, certification and remuneration.

In LLC "Adomal" for vertical movement, they form a personnel reserve of managers. The main stages of formation: making a forecast of changes in the composition of managers, selecting candidates for the reserve based on the results of certification, and making a decision on inclusion in the reserve.

At the enterprise it is impossible to ensure vertical growth for all personnel, therefore there is the possibility of horizontal movement.

In horizontal development, the main basis for promotion is the exchange of knowledge and practical experience between staff.

An indicator of the effectiveness of management of service and professional development of personnel is the coefficient of promotion. Figure 3 shows the performance indicators of the career management of the personnel of Adomal LLC.

Figure 3 - Indicators of the effectiveness of career management

According to Figure 3, the promotion rate dropped from 2.2% to 1.1%. This is due to the lack of interest and activity of the HR manager in managing the business career of personnel. At the same time, it is clear that the vacated key positions are increasingly occupied by employees hired from outside. And the number of key positions occupied own staff, is shrinking.

Thus, existing system management of employee development has a number of shortcomings, and is not effective enough, which is confirmed by the data of the analysis.

2.3 Development of a personnel development strategy at the enterprise in question

To improve the efficiency of personnel development, it is advisable to implement a strategy containing a number of measures to solve previously identified problems in this area at the enterprise in question (Figure 4).

Intracorporate training at Adomal LLC is expedient to be carried out in the form of seminars - trainings. There are two options for conducting these trainings.

firstly, trainings are conducted on the basis of case studies, the topics of which are taken from "other people's" examples. At the same time, the listeners are invited to solve "other people's" problems, which have already been "solved" repeatedly with a known, as a rule, template solution;

secondly, the topics of the trainings are strictly determined by the problems of the given enterprise. Before the training seminar, specific task- for example, to develop an effective marketing strategy, taking into account the specific characteristics of the enterprise.

It is also important that the specialists participating in the training develop teamwork skills. In fact, team building takes place during the training.

It is also advisable to conduct short-term training programs, advanced training with the involvement of specialists from outside. Such forms of training include seminars, conferences and trainings, which last from one day to three months, but not more than one hundred academic hours. The organization of this training includes the following stages:

The HR department analyzes the needs of the enterprise and the requests of the heads of departments, and then draws up a training plan.

When the HR department receives the application, market research begins educational services, according to the results of which the provider of educational services is determined. The department in its choice is based on a combination of "price-quality" services.

When a provider is selected, the HR department concludes a contract with him for training employees within the time frame prescribed in the drawn up plan.

The HR department determines the employees who must undergo training, after which the selected employees are notified about this.

If it is decided to conduct training for the organization's employees on its territory, then the HR department forms an application for the administrative and economic management to organize a lecture / seminar. For training purposes, you need to allocate a room, provide food and prepare equipment.

Before training, employees are tested to test their knowledge and skills.

Within a week after the training, the HR department organizes a survey of the participants in the educational program about how satisfied they are with the quality of the services provided.

If the training of employees is short-term, then it can be carried out not only on weekdays, but also on weekends. If an employee spent his working time on training, it is paid in full. The best option - training is organized both during work and in free time. For example, Friday and Saturday.

When an employee passes a training, seminar or participates in a conference, he prepares a message for interested persons who were not present at the training on the topic covered.

If an internal seminar is planned, then the entire organization is carried out by the specialists of the HR department.

The employee must make copies of the materials issued for training at trainings and seminars and give them to the HR department.

In some cases, the organization enters into an apprenticeship agreement with an employee. The contract provides for the period that the employee is obliged to work after graduation, as well as the amount of compensation if he quits within a specified period.

The personnel development strategy should be based on assessing the competencies of the company's employees and comparing the competencies of its own personnel with the requirements of their position. A promising way of personnel development is the automation of the assessment and certification of employees and the implementation of the comparison of the competencies of employees with the profile of the position in the use of information technologies to assess employees in order to further develop the most appropriate development strategy. That will allow you to get advantages in the formation of a system of internal personnel training based on the use of information technologies in the process of personnel assessment.

The results of the automated assessment for several periods make it possible to analyze the structure and dynamics of personnel development, therefore, it is necessary to add the ability to transfer data to the business process "Analysis of the structure and dynamics of personnel development", which will describe the work with all personnel of the company, including the talent pool: formation, structure, development planning and analysis of the implementation of development plans.

In LLC Adomal, the coefficient of promotion of personnel in the enterprise is decreasing every year, and the number of vacated key positions employed from outside is growing. This is due to the fact that the company's specialists do not have the required professional knowledge and experience for the position. It is necessary to improve the knowledge and skills of specialists in all areas of the enterprise, namely, more often to send personnel to training, retraining and advanced training.

It is proposed to develop a plan for horizontal and vertical personnel promotion.

The promotion plan includes: helping staff set career goals; regular notification of vacancies; information about the qualifications that employees must have to fill vacancies; formation of a personnel reserve; planning the horizontal movement of employees of all departments; personnel development planning.

When an employee stays in the same position for a long time, he ceases to replenish his activities and is interested in other areas of the enterprise, and limits himself to the framework of one department. Horizontal promotion has a positive effect on employees, and also gives them the opportunity to compare different situations and working conditions.

It should be said that the effectiveness of the development strategy should be determined by the formula "3C", that is, the appropriateness of the development strategy = Objectives / Price (costs). However, this approach is considered narrow, as the goals of the participants may differ. Moreover, the price that participants are willing to pay is also not fixed.

Conclusion

Summing up the work done, the following should be noted.

The personnel development strategy is a generalizing model of actions aimed at the formation of personnel skills and the level of their work efficiency, which is necessary for an enterprise to achieve its business goals in order to increase competitiveness.

The development of human resources is an important condition for the successful operation of any organization. This is especially true at the present stage, when the acceleration of scientific and technological progress leads to rapid changes in the requirements for professional knowledge, skills and abilities.

Staff development can be accomplished through a variety of methods, such as coaching, mentoring, collaboration and subordinate involvement. Development methods are standard, but different authors offer their own classifications of methods.

The practical part of the research was carried out on the basis of "Adomal" LLC, which carries out its activities in the field of repair and construction.

Assessing the activities of the enterprise in question for the development of personnel, it should be noted that it was planned to increase the number of trained personnel annually as part of the implementation of advanced training. However, the number of actually trained workers turned out to be much smaller than planned. The percentage of personnel trained in 2014 decreased by 24.7%, and in 2015 by 8.1%, amounting to 48.6% and 40.5%, respectively.

Only 2 methods were actively used as the methods of personnel certification - the ranking method and the rating scale method, which is currently clearly insufficient.

The promotion rate dropped from 2.2% to 1.1%. This is due to the lack of interest and activity of the HR manager in managing the business career of personnel. At the same time, it is clear that the vacated key positions are increasingly occupied by employees hired from outside. And the number of key positions occupied by their own personnel is decreasing.

To increase the efficiency of personnel development, it is advisable to implement a strategy containing such measures as: increasing the efficiency of internal corporate training, automating employee assessment and implementing a comparison of employee competencies with the profile of a position in using information technology to assess employees, as well as developing a plan career advancement staff.

Thus, the developed strategy should be based on the identified problems and include measures to solve them. It must also be remembered that the activities must necessarily be based on the calculated economic effect, without which the feasibility of their implementation will remain in question.

List of used literature

1. "Labor Code Russian Federation"dated 30.12.2001 N 197-FZ (as amended on 03.07.2016) (as amended and supplemented, entered into force on 03.10.2016)

Federal Law of 08.02.1998 N 14-FZ (as amended on 29.12.2015) "On Limited Liability Companies"

Abdukarimov V.I. Personnel development strategy in the system of strategic management // Socio-economic phenomena and processes. - 2014. - T.9. - No. 8. - P.7-10.

A.A. Abramov Management strategy for the professional development of the organization's personnel // University Bulletin (State University of Management). - 2012. - No. 19. - P.113-116.

Alaverdov A.R. Personnel Management: Tutorial/ A.R. Alaverdov, E.O. Kuroedova - M .: MPPU Synergy, 2013 .-- 192 p.

Bulatova G.A. The strategy for managing the development of the organization's personnel // Management of a modern organization: experience, problems and prospects - 2016. - pp. 32-35.

Valkovich O.N., Bulaeva K.Yu., Sirchenko A.E. Modern approaches to professional development and personnel training // Economics of sustainable development. - 2016. - No. 2 (26). - S.50-54.

Dedkova I.F., Kadik I.O., Lukyanenko R.A., Ilyina T.V. Modern approaches of coaching to training and professional development of personnel // Economics of sustainable development. - 2016. - No. 1 (25). - S.117-121.

Dryfert B. Strategy of personnel development in the context of business globalization // Chernye Metally. - 2013. - No. 8 (980). - P.77-79.

A.V. Evteeva Management strategy and development of personnel of an enterprise in a market economy // Economic Bulletin of the Southern Federal District. - 2013. - No. 7 (70). - S.22-28.

V.A. Karavaev Human capital management of the organization / V.A. Karavaev. - Moscow: Pero, 2013 .-- 131 p.

L.V. Kartashova Human Resource Management / L.V. Kartashov. - M .: INFRA-M, 2014 .-- 236 p.

Kibanov A.Ya. Fundamentals of personnel management / A.Ya. Kibanov - Moscow: INFRA-M, 2013 .-- 445 p.

E.V. Kupriyanchuk Personnel management: assessment, recruitment, development / E.V. Kupriyanchuk - INFRA-M, 2013 .-- 255 p.

Samoilenko A.O. Personnel development strategy as a factor in increasing the competitiveness of an enterprise // Chelovek. Culture. Society. - 2015 .-- S.113-116.

Sleptsova, E. V. Formation of personnel development strategy in the system public service/ E. V. Sleptsova, M. Yu. Tumanova. // Economics and business: theory and practice. - 2018 .-- 3.- S. 111-116.

FORMATION OF A PERSONNEL DEVELOPMENT STRATEGY IN THE SYSTEM

PUBLIC SERVICE

E.V. Sleptsova, Cand. econom. Sciences, Associate Professor

M.Yu. Tumanova, student

Kuban State University

(Russia, Krasnodar)

Annotation . with the article is devoted to topical issues of personnel development. Justification a on the need to formulate a personnel development strategy, taking into account the organization's strategy and personnel management strategy. The content of the main stages of personnel development is presented; resources required to implement the strategy; her mutual O communication with other subsystems of personnel management.

Keywords: personnel, personnel development, personnel management, state military service

Under the personnel development strategy p O is a set of organizational actions carried out in relation to personnel by persons making managerial decisions in the organization, and focused on achieving strata e organizational goals... Needed the feasibility of forming a personnel development strategy is due to the following factors to tori:

1. Reorganization, merger or acquisition of an organization.
2. The organization's strategy is changing, therefore, new requirements for the quality of personnel appear.
3. The need to ensure the organization has a leading position in the market.
4. The presence of problems in the field of personnel management.
5. Knowledge quickly becomes obsolete, so it needs to be systematically updated.
6. Employees have a need for development in order to realize their professional potential.

Table 1 . Correlation of the personnel development strategy with the development strategies of the org a nization and personnel management

As noted above, the personnel development strategy is organically linked to both the personnel management strategy and the organization's strategy. This relationship is clearly presented in table and tse 1.

The general scheme for the formation of a personnel development strategy involves the separation of e several stages (fig.). Let's dwell on the main ones in more detail.

Stage I. Organizational.

The implementation of the stage begins with the a development of the concept, setting goals and a dachas for personnel development. To justify the choice of directions and methods of personnel development, it is necessary to assess the quality of the personnel. The use of various assessment methods allows you to identify the level of competence O employees, determine the potential for professional growth. Most layer f It is important to define the evaluation criteria, since the answer to the question “what are we developing?” depends on the answer to the question “what do we evaluate”.

After assessing and identifying the need for development, it is necessary to determine e to share directions and technologies of personnel development.

The 1st stage comes to the end with the development of pl a new and specific development programs p sonal.

Stage II. Preparatory.

The selected areas and technologies for personnel development imply the choice of providers of educational services. Practice shows which is usually about p organizations refer to three categories of suppliers: medium special and higher educational establishments, consultant and onny centers, specialized org a nizations providing services in the b lusty vocational education... Each of the listed suppliers has advantages and disadvantages.

Thus, classical universities have ready-made training programs for specialists, with O temporary educational technologies, sufficient material and technical base and trained teachers. However, universities, as a rule, offer a standardized product that does not take into account the interests of a particular customer. and ka.

Imaging firms a consulting, provide pe R sonified educational services at needs-oriented people a kazchik, own modern images a technologies, may involve outside consultants. At the same time, such firms are not suitable for mass training, and even more so for e retraining of workers.

Individual partner organizations providing images a services, provide the most up-to-date knowledge, make it possible f ability to learn on the job, O grams take into account the goals and objectives of the body and zation. Perhaps one of the few with tatkov of such firms - the high cost of educational services that make them up to with stupid few organizations.

Picture 1. Personnel development strategy formation scheme

Next, you need to calculate the a spending (financial, material, human e technical, temporary, etc.) for the implementation of the personnel development system. The costs should take into account not only the training program itself, but also the costs of assessment, adaptation, the cost of developing NS common infrastructure.

In accordance with the accepted programs m development should be carried out T ku educational and methodological documentation, prepare a methodological base.

An important element in the implementation of software d the preparatory stage is the training and retraining of personnel service workers, since it is on their work that the effectiveness of the implementation of the system depends e we are staff development.

Stage III. Implementation of basic measures O development of personnel.

Stage IV. Implementation of development results and tiya personnel in the activities of the organization.

It was previously noted that the effect v the quality of the personnel development system in many O gom depends on the willingness of leadership at all levels to accept changes, I am associated with the development of employees. Therefore, the response of the hands is very important. O results of personnel development.

At this stage, you must enter the estimate n the acquired knowledge, competencies, their compliance with the needs of specific departments and the organization as a whole. Development quality control system ne R sonal is the result of the implementation of the system e we are development. It is necessary to make an a a political report containing a conclusion e ness and practical recommendations for O improving the development system ne R sonal. Participation is requiredemployees in the preparation of the report. On about with this report is being corrected To tracking of development plans and programs, d more effective methods and technologies are being taken, a change in the provider of educational services is possible.

HR function I v management of personnel development is carried out, which implies the allocation of the subject and the object of management.

The subjects of the management of the profession O the development of employees into the body and leaders of all levels v her, HR specialists, the employees of the organization themselves (in the context of the about development).

The object of management is everyone to whom the management is directed. s action, i.e. all personnel of the organization. It should be noted that since we consider T it is professional development and tie, then the object of control can be understood as professional quality R and botnikov [3].

An important aspect of management seems to be the resources of a professional b staff development. Let's highlight the main v nye groups of resources necessary for the implementation of the development strategy.

1. Organizational, i.e. availability of an appropriate organizational and functional structure of personnel management.
2. Personnel - a certain number of HR specialists with the necessary competencies to organize and manage professional development.
3. Managerial - involves a set of procedures for making managerial decisions, tools and management methods, monitoring their implementation, and evaluating efficiency.
4. Economic (financial) - financial support of the professional development process, material and technical base.
5. Informational - consists in the organization and implementation of the collection, processing and analysis of information, the organization of information flows between the subjects of development.

Implementation of the development strategy for pers O Cash will be successful if the following conditions are met:

1. The presence of the organization's need for personnel development at the current moment and for the future.
2. The potential for professional and personal development among employees, i.e. motivation for development, the presence of a certain level of competencies, abilities.
3. Interest in development from the employees themselves.

Implementation of the development mechanism of pers O cash must be correlated with the stages of development of the organization (tab. 2 ).

Table 2 . The relationship between the content of the personnel development process and the stages of development of the organization

Accordingly, depending on Art. a development of the organization, focusing on its goals, management can choose the most appropriate technology for development and staff, taking into account the availability of the necessary available resources.

It is important to understand t O that the management of the development of the organization's personnel is part of the management of R organization as a whole and a functional element of the personnel management system. Therefore, the development of personnel must be carried out in close connection with other subsystems of personnel management. Consider this relationship (tab. 2 ).

1. Planning and recruiting staff.

Recruited employees usually need initial training, adaptation and introduction to the f ness. Therefore, to shorten the adaptation time, to successfully complete the test a term and reaching the maximum b At the first stage, it is necessary to provide for adequate methods of personnel development.

1. Motivation management and staff incentives.

The system of incentives for personnel in the organization is aimed at creating a certain level of motivation for work. T nicknames, including their attitude to pr O professional development. At the same time, the systematic development of personnel is itself a powerful stimulating factor. To torus, attracts creative people, sp O contributes to the retention of a highly professional O cash workers.

3. Development of organizational structures at ry management. Any changes to the org a nizations, such as the creation of new software d divisions, the development of new directions, the introduction of new technologies, require training, retraining and an increase in a the identification of large groups of workers.

4. Corporate culture. When ra s working out a personnel development strategy e it is necessary to monitor personnel, differentiating employees on the best, average, worst. It is also possible to single out a group of workers with high proficiency. O national qualification, innovation n nym, intellectual, motivational and personal potential. Ra system s staff turnover should include a purposeful a corrected and systematic measures of influence on personnel, which can ensure the achievement of the desired quality T the military level of personnel. To determine e development directions, it is necessary to compare the existing and required for implementationbusiness strategytarget group. The most effective presentation v an approach is taken in which, instead of reacting to the current state of the labor market, the organization plans to a some personnel (in terms of quality e statistics and numbers) is necessary for the implementation of its strategy. At the same time, it is important to take into account the indicators of turnover, recruiting at ting activity, the amount I will erase d nicknames of retirement age, etc. With b early information applies to ulu h system of selection, training, development with distribution of functions between employees and departments, in other words, to create the optimal staffing of the organization in the medium term. The main difference from scheduling a frame O the first reserve, which provides for focusing on each promising employee separately, is that key types are distinguished with O workers whose presence in the organization a tion is necessary for its further work s ornate. On the basis of this, it is determined which personnel development programs should be expanded, and which, on the contrary, with aborted.

Thus, to summarize, the development of personnel can be considered as d the personnel management system, which includes processes, mechanisms, methods of influencing the organization on quality p a botniks to improve the efficiency of the entire organization in the center e scrap.

Bibliographic list

1. Belousov V.V. Personnel development strategy as a factor in increasing competitiveness O property of an industrial enterprise: diss ... for competition academic degree Cand. econom. sciences. - Izhevsk, 2007.

2. Dianova O.I., Karyuk E.E., Sleptsova E.V. Personnel assessment and development as a tool at improving the efficiency of the bank// European Social Science Journal. - 2015. - No. 3. - WITH . 16-20.

3. Lymareva O.A., Golovaneva A.V. The system for the development of the personnel of state institutions at living: features and ways of improvement // Economics and Management t innovation technologies. - 2016. - No. 1 (52). - S. 132-135.

BUILDING A STRATEGY FOR STAFF DEVELOPMENT IN THE PUBLIC SERVICE

E. V. Sleptsova, candidate of economic sciences, associate professor

M. Y. Tumanov a, student

Kuban state university

(Russia, Krasnodar)

Abstract. The article is devoted to topical issues of staff development. The necessity of fo r mation of strategy of development of personnel to meet the organization’s strategy and strategy of personnel management.The content of the main stages of staff development; resources needed to implement the strategy; its relationship with other subsystems of human resource manag e ment.

Keywords: personnel, staff development, personnel management, public service.

The strategic goals of personnel development are determined by the choice of the company's strategy and the principles that underlie the personnel policy and personnel management in general. Awareness of the strategic importance of personnel development occurs when the resources of the personality of employees become the central strategic resources and at the same time the most significant expense item of the organization.

Derivative development goals follow from the general strategy of the enterprise. They are determined by whether, for example, an enterprise strives for technological leadership (BMW) or prefers to focus on safety (Volvo).

The main production goals of personnel development are formed as a result of sociological research and analysis of the characteristics of labor collectives. These goals can then become strategically important, as they did with once-local and tactical goals such as manufacturing flexibility, customer focus, rapid innovation, and reduced equipment downtime. The structure of the personnel development strategy is shown in Fig. 7.5.

Rice. 7.5. Personnel development strategy

For the personnel development strategy, it is important that it conforms to the general strategy of the company, which is developed by the management. Modern firms increasingly associate personnel development with the individual development of employees for the subsequent development of group management and the transition to demographic management styles.

So, the strategic development of personnel is guided by the development of the personnel potential of the organization, in which the leading role belongs to the individual development of employees.

Personnel development is traditionally the basis of personnel management and is primarily an organized learning process, which is in the field of social and economic policy of the enterprise. The purpose of the RP is to change the personal potentials of employees, as well as to ensure organizational unity, i.e. all controlling, planning and implementing tools, results and processes of strengthening the human resources of the organization (enterprise). Moreover, education as a process is no less important than education as a result. Thus, the RP provides a systematic structuring and mutual orientation of the enterprise, employees and work processes.

Personnel development has three levels:

individual (advanced training, education);

group;

organizational.

In other words, strategic RP is also the development of the organization through the development of the team (group) and the employee (personality), and is also included in the strategy and culture of the enterprise, covers its external environment, as well as the internal situation and depends on the organizational skills of managers to establish a system of learning in teams ... This is a decisive factor in the real strategic development of personnel.

To organize studies, it is necessary to determine the actual state of affairs, the prospects for their development, outline the appropriate measures, organize their implementation and ensure control. In other words, classical technology education needs to be incorporated into ongoing work and strategic plans.

Self-study assignments 1.

A practical seminar with the participation of foreign specialists was held at the metalworking enterprise. As a result, the opportunity was established to develop partnerships with German companies that could place orders for the manufacture of cast iron beds for machine tools. Thirty firms were sent letters describing the plant's capabilities and received four responses with specific proposals. Designers, technologists and economists needed to assess the feasibility of these proposals. The chief engineer instructed the head of the marketing department to prepare the thaw, and he, in turn, to the leading specialist of this department. It was about the possibility of concluding deals in the amount of 400 thousand German marks. But the answer to the German firms was never given within two weeks for the following reasons:

the employees of the plant went on another vacation;

there were no specialists who knew the German language, who would have done the translation in a timely manner;

the designers doubted the possibility of obtaining blanks for the bed;

the plant was confident in receiving orders from Russia.

There was another reason as well. Oia is associated with business qualities managers on whom the opportunity to establish contacts with foreign partners depended.

Analyze this situation and answer the question: "What qualities of the chief engineer, the head of the marketing department, the leading specialist could play a decisive role in this situation?" 2.

Describe the methods of personnel development, describe their advantages and disadvantages. Give examples of practical use of personnel development methods, and also explain why some of the new methods have not yet found application in the activities of enterprises in our country.

The direction of the company's development, as a rule, is determined by the business strategy. To manage the level of performance and the staff of the company, to understand what kind of specialists the organization needs, it is necessary to form a strategy for the development of personnel.

From the article you will learn:

• Why should the management pay attention to the personnel development strategy;
• When it is really necessary to develop a personnel development strategy;
• What types of development strategies exist.

A personnel development strategy is a set of areas for investing in personnel. The strategy as an approach affects the following areas of employee management:

• staff size,
• staff competence,
• labor productivity level,
• composition and level of compensation.

It is the task of the management to draw up a strategy for the development of the company's personnel. Developing and implementing the main types of personnel development strategies will help unite the team and improve the quality of the entire firm.

Development of a personnel development strategy

As a rule, the need to develop a personnel development strategy arises in the following situations:

• In case of major changes in business strategy, when significant changes are planned in production or in working with customers.
• In the presence of such problems as a high level of staff turnover or the lack of a clear structure for attracting newcomers with the necessary competencies.
• In the course of a major merger or acquisition, when transactions are impossible without a clear strategy aligned with the objectives of the business.
• When a company seeks to take a leading position in the market.

If a manager wants to get positive results from personnel development, he should clearly define what parameters need to be included in development technologies and what qualities of employees should be developed. Experts advise to pay attention to such traits of employees as curiosity and curiosity, discipline, craving for new knowledge, learning ability. These qualities are extremely important for the development of the entire company as a whole. It is also worthwhile to pay attention to the teamwork of employees during the development of a personnel development strategy - after all, the overall result often depends on the effectiveness of each participant.

Remember that there is no need to develop a personnel development strategy if the company seeks to repeat other people's successful business models of competitors, if there is a conflict of priorities in the organization, or if some problems have arisen in the HR department.

Implementation of the personnel development strategy

In order to develop the qualities necessary for the management in the employees, a lot of work is required, and since each employee initially has individual qualities, the work will also be diversified. To effectively implement a development strategy, management must follow two rules:

1. The goals and objectives of this work should be communicated to employees in a timely manner - this will allow them to be involved in the process of performing the assigned tasks.
2. The general management of the company must ensure the timely receipt of the resources necessary for the implementation of the strategy, as well as record the achievement of each previously set goal.

When implementing the personnel development strategy, a number of issues are resolved:

• Prioritize administrative tasks such as resource allocation or information systems creation;
• The correspondence between the selected personnel development strategy and intra-organizational processes is determined;
• There is a choice of the appropriate strategy of the style of management of the company and its departments in particular.

The main tools for implementing the chosen strategy include personnel planning, personnel development plans, solution of social problems, motivation and reward.

Types of personnel development strategies

Experts identify two traditional types of personnel development strategy: situational and systemic. The first is to train personnel according to the situation - in this case, measures are carried out for specific problems. To implement this method, a third-party freelance trainer is usually hired or a cooperation with a company specializing in training is formalized.

The second type of personnel development strategy is a systematic view. Companies that have chosen it must form a separate unit, whose task will be to create a full-fledged system of training employees according to a predetermined list of competencies. In this case, training takes place structurally and regularly, and employees can practice new skills and abilities in practice.

Today, more and more successful managers invest not only in external, but also in internal personnel development strategies, which is a real way to make any business successful and create a team focused on results.

The basic concepts of the concept of “quality of working life” include:

- proper and fair remuneration for work;

- safety and healthy working conditions;

- direct opportunity to use and develop their abilities, the ability to satisfy the need for self-realization, self-expression;

- the possibility of professional growth and confidence in the future;

- good relationships in the work collective;

- legal protection of the employee at the enterprise (in the organization);

- a worthy place of work in human life;

- social usefulness of the work.

Adequate remuneration for work is associated with the extent to which the income received by the employee meets the standards of wealth and security accepted in society, and also corresponds to the idea of ​​\ u200b \ u200bthe wealth of an individual employee. This concept includes not only the procedure for establishing the minimum wage, but also ensuring a certain level of social payments and benefits, without which the standard of wealth and security accepted in society cannot be achieved.

The concept of “fair remuneration for work” reflects the relationship between remuneration for a certain type of work and remuneration for other types of work. When deciding on a fair remuneration for work, the ratio of supply and demand for certain types work, prevailing ideas in society about fair pay for persons of certain professions. But the main criterion is the analytical evaluation of the work.

Recommendations on fair and appropriate remuneration for work, proposed within the framework of the concept of "quality of working life", as a rule, focus on a differentiated approach to workers' remuneration different professions and categories, as well as a constant dynamic change in the means of material incentives, depending on changing conditions.

Particular importance is attached to the issue of safety and healthy working conditions in the concept of “quality of ore life”. Human potential cannot be fully realized if working conditions are unfavorable and a person is worried about his health and safety.

In order to ensure healthy and safe working conditions, occupational health services are established at enterprises. The rule has become the assessment of working conditions not only by experts, but also by the workers themselves. Workers assess two generalized characteristics of the working environment: the degree of danger of getting an occupational injury and occupational disease, and the degree of its comfort.

The concept of "quality of working life" formulates the fundamental conditions for the development of the employee's personality.

The solution to this problem goes in several directions:

- the autonomy of the employee's personality (does the organization of work allow the employee to maintain the independence of the employee in the performance of work and control his own work);

- the possibility of developing a variety of abilities of the employee (does the work allow you to develop and train a wide range of skills and abilities of the employee, and not just repeat several monotonous operations).

Surveys conducted among employees of technology-oriented enterprises show that 54-61% of them consider an opportunity to develop their abilities, to have creative, independent and interesting work... Many workers are ready to lose their earnings, but have independent and interesting work.

Conditions for the preservation and development of personality are created by providing opportunities for improving skills, developing abilities, increasing knowledge, and manifesting independence. American corporations organize at their enterprises courses not only for training, but also for continuous professional development, and they spend more funds for these purposes than the state. Certain corporations impose “fees for knowledge,” which is based on the premise that rewarding not only the work actually done, but also the potential knowledge that the employee possesses is equally important in generating an interest in increasing knowledge.

To increase the content of labor in many American enterprises, production is being reorganized. Its main goal is to get away from the limiting division of operations, to expand the functions of the employee, and to increase the measure of his responsibility. If earlier the employee was adapted to the technical means, now attempts are being made to adapt the technique to the worker's abilities.

Opportunities for professional growth are an important condition for the effective realization of the labor potential of an employee, to whom relatively little attention is paid in modern practice. Usually an employee acquires work skills within a few weeks or years, then for some time reaches the "peak" of his profession or career, beyond which he does not see any prospects, because his knowledge and skills become obsolete, which causes disappointment and a decrease in labor efficiency. In this regard, the concept of “quality of working life” assumes the following:

- development: creating an opportunity for the employee to constantly grow professionally both in position and by increasing professional knowledge, to prevent its obsolescence;

- appointment to the position taking into account the growth prospects (upon appointment to the position, future professional development and retraining are planned in advance);

- the possibility of promotion: stimulating conditions for career advancement, creating an atmosphere of recognition of the employee's professional success in the eyes of the team, family and even society as a whole;

- confidence in the future. Feeling confident about your future employment and income should be associated with any job. Fear of losing a job and a source of livelihood paralyzes the ability to effectively realize labor potential. Conversely, the employee's confidence that he will not be fired makes his work more productive. It has been estimated that the total gains from full-time workers are much larger than the difference between the cost of full-time employment and the losses incurred by the corporation due to losses associated with layoffs.

Within the framework of the concept of “quality of working life”, special measures are recommended to ensure employment (a shorter working week, layoffs with payment of a significant part of wages, transfer of workers to another job, development of retraining programs, restriction of hiring new employees).

The most important condition for the quality of working life is good relationships in the work collective. According to the concept under consideration, many production results depend on whether employees are aware of the uniqueness of their personality, whether they feel self-respect for themselves, their own dignity. Good relationships in the enterprise and in the work collective are created by implementing the following basic principles:

- freedom from prejudice: the place of an employee in production should be determined solely by his abilities and results of work, regardless of gender, political beliefs, race, nationality, lifestyle and appearance;

- egalitarianism: avoiding harsh social stratification in the work collective, breaking the steep hierarchical ladders;

- mutual support in the primary work collective: the development of a sense of belonging to the primary labor collective, mutual assistance, an atmosphere of mutual support;

- the development of a sense of belonging to the firm, which should be stronger than the sense of belonging to the primary work collective. The employee should be proud of the company, rejoice at its successes, be sad at failures;

- industrial democracy. The modern worker is distinguished by a sense of his own dignity and independence. Attempts at administrative diktat, an authoritarian management style, and a patronizing attitude on the part of managers are perceived by many employees as extremely negative. There is a discord between the high spiritual and intellectual potential of the employee and the artisanal methods of managing his activities. Therefore, one of the main tasks of the concept of "quality of working life" is to develop means and methods for eliminating or mitigating bureaucratic forms of labor management. To do this, apply various forms"Industrial democracy", the essence of which is to expand the rights of an ordinary worker to participate in management. These include autonomous brigades, committees on the quality of working life, in which workers' representatives participate.

The legal protection of an employee at the enterprise is considered in the concept of "quality of working life" as the creation of certain guarantees against the arbitrariness of the administration: the right to privacy, freedom of speech, impartial, according to the law, business conduct at the enterprise.

Especially in the concept of "quality of working life" the issue of a worthy place of work in a person's life is considered. Individual working life can have a positive or negative impact on other aspects of a person's life. For example, long overtime work can negatively affect family life, relationships with friends, acquaintances, destroy habitual attachments. Therefore, it is necessary to balance the role of labor in human life. Work, career, business trips should not go to the detriment of rest, time spent with family and friends. Otherwise, personality degradation is inevitable and, as a rule, a decrease in labor productivity. Therefore, it is recommended to develop programs " fair distribution time between work and rest ”, creating a“ free lifestyle ”through the introduction of a sliding schedule of working hours.

An important criterion for the quality of working life is the social usefulness of labor. The employee must know that the organization in which he works is doing work that is useful to society and does it in the best possible way. Otherwise, many workers lose a sense of the usefulness of their work and career, self-respect falls, which leads to a decrease in productivity.

Such a procedural theory of motivation as the theory of expectations can be used when setting targets and standards, organizing the attraction of new employees and the process of their adaptation, implementing the principle of "cafeteria" (the employee's ability, within certain limits, to form a compensation and incentive package by replacing some tools and methods of remuneration with others ).

The requirements of the theory of justice encourage scientists and practitioners to search for a solution to the problem of assessing the contribution of personnel (primarily managerial) to the realization of the goals of the organization, commensuration of different types of remuneration with each other and with the value of the employee's contribution to the final results of the organization's activities.

Theories of human and social capital were a reflection of the sharp increase in the role of personnel in modern production.

In its most general form, human capital is the knowledge, skills, abilities and professional abilities of an employee. The concept of human capital characterizes the quality of employees and personnel in general.

The formation of the theory of human capital fell on the 50-60s of the twentieth century. Prominent representatives of the school of "human capital" - T. Schultz, G. Becker, J. Minser. Scientists of the school of "human capital" studied the influence of the training time of employees, their skills and abilities on wages, efficiency and economic growth of enterprises.

Human capital is not homogeneous. It is subdivided into general (relocatable) and special (non-relocatable). The total capital includes theoretical knowledge that has a wide range of application and is acquired in schools, universities, as well as in the process of self-study.

Special capital is correlated only with a specific organization. It includes knowledge of the specifics of the workplace, management, work colleagues, their capabilities, advantages and disadvantages, the specifics of an enterprise, a region. Special capital is accumulated in the process labor activity gaining practical experience.

After the boom in investment in human capital in a number of Western countries, many entrepreneurs feared poaching highly qualified work force and especially well-trained managers of other firms, who, without spending large sums on long-term training of employees, could offer them significantly higher earnings and other benefits. The real situation on the labor market has largely allayed these concerns. Although the enticement of highly skilled workers does take place in modern production, its scale is relatively small. The main limitation of this practice is special capital, which is applicable only to a given enterprise and accumulates over a long period of time. Special capital is financed at the expense of entrepreneurs, and general human capital at the expense of the state and the employee himself. Effective use of human capital is practically impossible without the availability of social capital. The concept of "social capital" reflects the nature of relations between employees, the methods and culture of their communication, the development of interpersonal communications. The content of social capital is interpersonal ties, relationships of trust, solidarity, willingness to cooperate and support, the ability to work in a group, team.

The development of social capital, especially in its modern forms of self-governing (autonomous) brigades, departments and entire enterprises, sharply increases the return on physical, financial and human capital, allows you to reduce the cost of control, training, professional adaptation and staff awareness.

The principle of personnel management - the rules, basic provisions and norms that must be followed by managers and specialists in the process of personnel management.

When forming a personnel management system, the principles of building an organization's personnel management system are used. They are divided into principles that characterize the requirements for the formation of a personnel management system (I), and principles that determine the directions of development of the personnel management system (II).

1.1. The conditionality of the functions of personnel management by the goals of production. Personnel management functions are formed and changed not arbitrarily, but in accordance with the needs and goals of production.

1.2. The primacy of the functions of personnel management. The composition of the subsystems of the personnel management system, organizational structure, the requirements for employees and their number depend on the content, number and labor intensity of personnel management functions.

1.3. Optimality of the ratio of intra- and infra-functions of personnel management. Determines the proportions between the functions, directions for the organization of the personnel management system (intra-function) and the functions of personnel management (infra-function).

1.4. The optimal balance of managerial orientations. It dictates the need to advance the orientation of personnel management functions towards the development of production in comparison with functions aimed at ensuring the functioning of production.

1.5. Potential imitations. Temporary disposal individual workers should not interrupt the process of performing any management functions. To do this, each employee of the personnel management system must be able to imitate the functions of a superior, subordinate employee and one or two employees of his level.

1.6. Profitability (efficiency). It assumes the most efficient and economical organization of the personnel management system, a decrease in the share of costs for the personnel management system in the total costs per unit of output, and an increase in production efficiency. If, after measures to improve the personnel management system, the costs of management have increased, then they should be overlapped by the effect in the production system obtained as a result of their implementation.

1.7. Progressiveness. Compliance of the personnel management system with advanced foreign and domestic counterparts.

1.8. Prospects. When forming a personnel management system, the prospects for the development of the organization should be taken into account.

1.9. Complexity. When forming a personnel management system, it is necessary to take into account all the factors affecting the management system (relations with higher authorities, contractual relations, the state of the management object).

1.10. Optimality. Multivariate study of proposals for the formation of a personnel management system and the choice of the most rational option for specific production conditions.

1.11. Consistency. The interactions between the hierarchical links along the vertical, as well as between the relatively autonomous links of the personnel management system horizontally, should be generally consistent with the main goals of the organization and synchronized in time.

1.12. Sustainability. It is necessary to provide for special "local regulators", which, when deviating from the given goal of the organization, put this or that employee or unit at a disadvantage and induce them to regulate the personnel management system.

1.13. Transparency. The personnel management system should have conceptual unity, contain a unified accessible terminology for different in terms of economic content, personnel management processes.

1.14. Comfort. The personnel management system should provide maximum convenience for the creative processes of justification, development, adoption and implementation of management decisions. For example, selective printing of data, a variety of processing, special paperwork with the highlighting of essential information, their harmonious appearance, exclusion of changes in work when filling out documents.

2.1. Concentration. It is considered in two directions: concentration of efforts of employees of a separate subdivision or of the entire personnel management system on solving basic tasks or concentration of homogeneous functions in one subdivision of the personnel management system, which eliminates duplication.

2.2. Specializations. Division of labor in the personnel management system (the work of managers, specialists and technical executors). Separate divisions are formed, specializing in performing groups of homogeneous functions.

2.3. Parallelism. It involves the simultaneous implementation of individual management decisions, increases the efficiency of personnel management.

2.4. Adaptability. It means the adaptability of the personnel management system to the changing goals of the control object and the conditions of its work.

2.5. Continuity. Consideration and perception of the accumulated experience in solving personnel problems.

2.6. Continuity. No interruptions in the work of personnel of the personnel management system or departments, reducing the time for tracing documents, downtime of technical controls, etc.

2.7. Straightness. The orderliness and purposefulness of the necessary information to develop a specific solution. It can be horizontal and vertical (the relationship between functional units and the relationship between different levels of management).

Personnel policy of the organization - a system of principles and rules of leadership in the organization, which determines the main directions, forms and methods of personnel management. It is developed by the owners of the organization, top management, personnel services for the implementation of the main, main and key goals of the organization while respecting (to one degree or another) the rights of employees.

The elements of the organization's personnel policy are employment policy, development policy, payment policy, social politics, labor relations policy.

According to the degree of influence of management personnel on the personnel situation, passive, reactive, preventive, active adventurous and active rational personnel policies are distinguished.

Passive personnel policy is characterized by the fact that the management of the organization does not have a clearly expressed program of action in relation to personnel. The management works in a mode of emergency response to emerging conflict situations, which they seek to settle by any means, without making an attempt to understand the causes and their possible consequences.

In contrast to the passive in the implementation of reactive personnel policy, the management of organizations is focused on understanding the reasons that led to the emergence of personnel problems, based on the results of personnel diagnostics. Personnel services have adequate emergency supplies.

A preventive personnel policy presupposes that the management of the organization has reasonable forecasts of the development of the personnel situation with a simultaneous lack of means of influencing it. The organization acts as a passive consumer of labor.

An active policy is characterized by the presence of forecasts for the development of the personnel situation and methods of influencing personnel. The difference between an adventurous and a rational personnel policy lies in the absence (when the first is implemented) of a qualitative diagnosis and a reasonable forecast of the development of the personnel situation.

On the basis of orientation towards own or external personnel, a distinction is made between closed and open personnel policy.

With a closed personnel policy, the organization focuses on the inclusion of new personnel only from the lowest official level, and the subsequent replacement of positions occurs only from among the employees of this organization. This type of personnel policy is typical for organizations focused on the formation of a special spirit of involvement, as well as for organizations operating in conditions of a shortage of human resources.

With an open personnel policy, there is a readiness to hire any specialist if he has the appropriate qualifications, regardless of whether he previously worked in this or related (similar) organizations. This kind of personnel policy can be typical for new organizations pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid advancement to the forefront in their market area.