Important HR metrics for HR. HR department: defining functions and optimizing the structure HR service structure
HR brand structure
In his book Mansurov R.E. "HR branding. How to improve staff efficiency" says: "... there are two components in HR branding: internal and external HR branding, which require separate fronts of work for each."
"The target audience of the internal HR brand is the company's employees. It is worth starting its formation with a study of the involvement and satisfaction of personnel, with the identification of the main factors of its retention. Analyzing the data obtained, it will be possible to see the priority tasks: what needs to be adjusted in the systems of adaptation, training, motivation, internal communication, as well as in the "environment", the atmosphere of the company.If we are talking about the formation of these systems from scratch, then their most effective construction will be tied to the values and characteristics of the company.
For example, important point in a well-structured adaptation program - acquaintance with the top managers of the company. The best basis for the formation of a corporate culture is first-hand information, from the first persons. But it is also impossible to do without a reference book / book / package / disk for a new employee. It is difficult to say what is the contribution of a particular technology of personnel retention to the overall process: if all systems are in place, and in each of them the most effective tools are used (for example, in the training system it can be mentoring, corporate university, e-learning), loyalty and involvement of employees will grow. First you need:
Ask employees what they think of the company as an employer.
Find out what they see as strong and weak sides companies.
Find out from them how the company compares to other employers.
Find out from new employees what they have heard about the company and why they chose it among other potential employers.
Ask new hires if they are getting what they expect.
Ask employees from different professional and social groups what you can do to become a more attractive employer.
Act and change based on this data. The worst mistake is asking employees for feedback and then submitting them to the "Big Black Hole of Employee Reviews"
Plan meaningful HR processes with great care and accuracy. Ask employees for step-by-step feedback on processes such as hiring, onboarding, any organizational changes, appraisals, etc.
Use the secret weapon of HR branding: attract managers who know how to create a supportive work environment. Common sense says that managers are the most important factor in an employee's work experience. Employees come to the company, but leave the managers. To truly become the employer of choice, rather than just talk about it, requires investing in leadership development at all levels.
Create a system for evaluating the effectiveness of managers. In order for investment in leadership development to transform into a strong HR brand, it is necessary to evaluate the application of new management skills in the maelstrom of the daily work routine.
In addition, two processes are of great importance for the formation of an internal HR brand: effective internal communications and a personnel training and development system….
Effective internal communications should:
contribute to the creation of a climate of trust and participation in the company;
Demonstrate that the company's management takes into account the interests of employees at all levels when developing strategy and policy;
ensure constant informing of employees about changes, key decisions and achievements in the company;
motivate employees through public recognition of individual successes and achievements ...
Among the factors of choosing an employer, the presence of great opportunities for development, training and career growth. The best employers, even in difficult economic periods, try to maintain the budget for training and development of employees, and if necessary, reduce it - find effective solutions that allow maintaining the level and volume of training at lower costs. The transition from external to internal training has become a new trend in both Russian and international companies. Firstly, this is due to cost reduction, and secondly, internal training is often better than external training, since it takes into account the specifics of a particular company.
The internal HR brand largely determines the external one. The labor market does not always trust the official information of the company, but the reviews of current and former employees - to a much greater extent. How a company looks in the eyes of candidates is largely determined by how it looks in the eyes of its employees. This influence also may not always remain spontaneous; there are quite common tools for the mutual influence of internal and external HR brands. For example, a reward system for recommendations. By attracting acquaintances to work in the company, the employees of the company strengthen its image as an employer, and this is encouraged. The role of working with departing employees should not be underestimated either - after all, it is their feedback that often creates a negative opinion about the company. A properly conducted final interview, resolving all controversial issues, and assistance in further employment turn former employees into loyal guides of the company's HR brand.
External HR branding is aimed at specialists who are still on the other side of the company, that is, at potential applicants. In marketing terms, candidates are the target audience in this case. Any company has to position itself as an employer: on work sites, message boards, in print, in recruiting agencies etc. However, not everyone does it thoughtfully, in accordance with the built concept of forming the employer's brand. Often, companies simply post jobs on job sites when they need new hires, or update a corporate site to attract students, or print brochures when they need to present themselves at a job fair.
The formation of an HR brand is a more time-consuming and less spontaneous process, it requires carefully calibrated actions and, above all, a detailed study. target audience... When developing the concept, in accordance with the goals and objectives set, specific tools for influencing the audience are selected: methods, forms and channels for delivering information. Recently, more and more experts have been talking about the need to segment the target audience of candidates and place appropriate accents in the message of the HR brand. For example, a study by Employer Brand International shows that flexible working hours are six times more important for women than for men. And the cheerful atmosphere, the holiday mood at work - three times more significant moment for the youth audience, compared to candidates from the age group over 50.
There are no universal and perfect employers - it is important that the HR brand promise meets the expectations and needs of the right candidates. At the same time, companies carry out better selection, where the flow of irrelevant resumes decreases, and the number of responses from “right” people who are really highly motivated to work here is growing. Candidates, in turn, receive maximum information in order to make the right decision and choose the employer that suits them.
In summary, building a strong HR brand requires systems approach and the consistency of processes at all stages: from the initial positioning of the company in the labor market to the final interviews with the employees leaving the company. "
"The image of a company as an employer is formed and transmitted through people who are in some way involved in the company. And word of mouth often carries more weight than the most beautiful words that will be written on the corporate website of the company or in other official sources. (who in the future may become a potential employee of the company), i.e. any person who contacts a company representative in any way at the entrance should have a favorable impression, a feeling that he is respected, that he is grateful for the interest and attention The role of employees of personnel departments is obvious and significant in this situation. Being the "face of the company", they form an idea of the style of work of the company by their style of behavior, level of professionalism (or unprofessionalism). to the question “Do I want to work in this company?” All emotions with which and the employee (candidate) leaves the company, he also brings to the labor market.
When working to attract external candidates from the labor market, one should not forget how important it is for a company to be and remain an attractive employer for those people who are already its employees. More and more companies today are focusing on retention of employees, more and more employers are beginning to deeply and sincerely realize that employees are the creators of the company's product value. "
Federal Agency for Railway Transport
Moscow State University of Railway Engineering (MIIT)
ITTOP
Department "Management"
COURSE project
By discipline: "Corporate management"
"The main tasks and principles of organizing HR service in corporations, the experience of world companies"
Completed: student
Novichkova Maria Vladimirovna, group TUP-412
Accepted: assistant professor
Kovalskaya Marika Ivanovna
Moscow 2008
introduction 3
1. CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICE 5
1.1 Specificity of human resources of an entrepreneurial firm 5
1.2 Features of human resource management. Personnel
policy 11
1.3 HR Service - Human Resource Management Service 13
2.hr-SERVICE: ORGANIZATIONAL ASPECT 20
2.1 Place of HR-service in the structure of the organization.
Domestic and Foreign experience 25
2.2 Relationship between HR and line managers 37
2.3 HR and Top Manager: unity and struggle of opposites
3. ROLE OF HR SERVICES IN COMPANY MANAGEMENT 43
3.1. Formation of the personnel management service
3.2 Goals and objectives of the HR department in the corporation 43
3.3 The Strategic Role of HR 50
3.4 The role of human resources in working with management
staff abroad 47
conclusion 54
Appendix 1 56
APPENDIX 2
list of used sources and literature 58
Introduction
Relevance of the research topic. In the current economic conditions, when the old system of economic management is destroyed, and a new one is being created and developed, it takes a lot of time and effort to transform enterprise management systems in accordance with the needs of the external environment and internal organizational potential. In parallel with the process of formation of new management structures, there is a process of understanding the new role of personnel in ensuring the effective operation of the enterprise.
It seems to be a universally accepted fact that business efficiency largely depends on human resources - skills, abilities, knowledge of personnel. Human resources, considered as the main productive force of society, are also the main factor of production activity at the enterprise. With the development of market relations, the main productive forces should be attributed and defined as the leading force of entrepreneurial ability, which in the current unstable state economic system is a source of discovery of new reserves of growth and development.
Realizing this, today many entrepreneurs in various sectors of the market invest heavily in human resources: selection, assessment, training, labor incentives and employee motivation.
The gradual awareness of the importance of the human factor for the success of the company leads to the emergence of HR services (personnel management services). The activities of such services are also different from those of HR departments, just as the assortment in a store during times of scarcity differs from the abundance in today's supermarket.
Until recently, the concept of "personnel management" was absent in Russian management practice. Activities in this area were dispersed among various departments: the personnel department issued orders for the enrollment of employees and stored personnel information, the labor and wages department calculated the need for employees by profession and qualifications, resolved issues of tariffication of workers and jobs, in addition there was a training department and training, social development department, labor protection and safety department. This led to the fact that the work with personnel was not personalized, it was formal, no one was responsible for each specific employee.
Today, personnel management services have become multifunctional, their tasks are much broader and more multifaceted than the functions of personnel departments. Personnel management from auxiliary, service becomes one of the leading functions of the enterprise. The main goal of the HR service is to improve the efficiency of employees, develop and implement a personnel development program.
Target course project - a comprehensive study of the concept of human resource management of a corporation (HR-service). In accordance with the purpose of the study, the following were determined tasks:
Analyze the existing theoretical and empirical approaches to the problem of HR services in modern corporations;
Show what the HR-services of corporations are, the goals of their activities, main tasks, structure;
Analyze the role of human resource management services in the management of a corporation, including on the example of the experience of world companies in this area;
Draw conclusions on this issue.
Object research of this course work is staff.
Subject research is the modern concept of human resource management in a corporation.
The degree of scientific elaboration of the problem. There is a fairly extensive number of scientific research works and publications on more general or similar problems in content. In recent years, the number of publications, articles in various journals has increased, focusing on the role of human resource management services in modern corporations.
1 CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICE
1.1. The specifics of the human resources of an entrepreneurial firm.
The term "human resources" is a literal and undistorted translation of the English "human resources". There is no generally accepted understanding of the term HR (hereinafter, human resources). In Western sources (including documents of international organizations), the concept of "human resources" is used not only in management science, but also in disciplines related to geopolitical analysis, demography, political science, economic geography, acting as a very close ”, But at the same time a broader one, including not only quantitative, but also qualitative characteristics of potential participants in the labor market. In addition, both abroad and in our country, the term "human resources" (including in economic disciplines) is often used in a purely general resource range, which leads, in fact, to associations with raw materials for production.
Taking into account just such associations, S.V. Shekshnia, who undoubtedly proceeds from a fair, in general, and quite logical principle: resource management is the basis of organization management. People, emphasizes S.V. Shekshnia, of course, are significantly different from any other resources attracted by organizations.
To avoid associations-extremes, one should understand the specifics and differences of human resources. According to Shekshna, they are as follows.
Firstly, people are endowed with intelligence, their reaction to external influence (management) is emotionally meaningful, not mechanical, and therefore the process of interaction between the organization and the employee is obviously two-way.
Secondly, people are capable of continuous improvement and development. A person continues to build up his professional skills throughout his career and only when this condition is met will he correspond to the general progress of society and production.
Thirdly, a person's working life in modern society is long-term (its boundaries are 30-50 years) and, as a rule, it lasts for a long time in one organization (or at least in one industry).
Fourthly, in contrast to material and natural resources people come (in most cases) to the organization consciously, with specific goals and expect employers to help, provide an opportunity to achieve these goals. Moreover, any interaction - for similar reasons or otherwise - should bring satisfaction to both the employee and his organization. 1
The worker cannot be regarded as a homogeneous substance, like other resources; in the process of work, he may acquire other qualities that were not previously noticed, and the labor force may change its value. In addition, a person can quit - disappear as a kind of resource for a given enterprise; can study, change profession. A person has self-awareness and will, feelings and mood, in the process of work he can refuse the conditions under which he is used, or change them. Also, in the process of labor activity, interpersonal communications arise between personnel, affecting the performance of work.
The Personnel Dictionary gives a three-dimensional idea of human resources, but it focuses not on the definition of an object, but on the description of its properties, qualitative features.
Human resources is a term that characterizes, from a qualitative, meaningful point of view, the staff or all personnel of an enterprise (firms, institutions, organizations), labor or labor resources of an industry, territory, region, country as a whole. Along with the traditional features that are inherent in the elements of the defined population - cadres, personnel, labor force, labor resources - the term ... includes the ability to create and the potential for the comprehensive development of employees, general culture and moral reliability, a certain effect of cooperation and self-organization, improvement of labor relations, motivation, enterprise. Within the meaning of the concept of "human resources" is closely related, correlates with such concepts as "human potential", "labor potential", "intellectual potential", surpassing each of them in volume, taken separately. 2
The emergence of the term "human resources" as an object of management does not negate the concepts of "personnel" and "personnel", but, on the contrary, integrates, unites and includes them. Therefore, they not only remain in force, but will also be constantly used in the future. At certain hierarchical levels of management in an organization, in an enterprise, one can also talk about personnel management, which has the right to exist either completely autonomously, or be an integral part of human resource management.
the main conclusion on the triad of concepts we are interested in is the following: behind each of them there is a different, non-coinciding control object.
Summarizing, let us consider interpretations of definitions that more vividly highlight these differences.
Human resources are professional workers employed established posts and those who are in official labor relations with enterprises, organizations - employers.
Personnel - the aggregate composition of employees of an organizational structure acting in the name of achieving common corporate interests and goals.
In this case, we mean employees, regardless of qualifications, connection with the main, auxiliary or administrative and technical activities, position in the organization's official hierarchy, the presence of an employment contract or work due to the ownership of the enterprise, etc.
Human resources (as an object of management) are individuals (individuals): a) of interest to the world of labor and production as potential employees; b) associated with the enterprise, organization at the moment by labor or civil law relations; c) those who had such relations earlier and who have preserved to this day certain mutually beneficial contacts with their employers. 1
For an operating production system, human resources are nothing more than personified capital, an asset of an organization. Or, in other words, the most valuable part of the total resources that a corporation, its enterprises and other divisions can have.
Human resources have quantitative and qualitative characteristics. The quantitative characteristic of HR is their number - actual, average, normative, planned. The qualitative characteristic is associated with the professional and qualification content of the activity and the level of personnel potential as a combination of various qualities that determine the working capacity of personnel. These qualities, in turn, are related:
With the ability and propensity of the worker to work, the state of his health, endurance, type of nervous system, i.e. everything that reflects the physical and psychological potential
With the volume of general and special knowledge, work skills and abilities that determine the ability to work with a certain qualifications, interests and needs. 2
To be able to manage human resources in a coordinated manner in a multi-tier and large-scale structure, it is necessary to imagine and understand each of the considered elements and the entire system as a whole (see Appendix 1 1). Indeed, both the resource strategy and the very practice of managing people depend on their specifics.
1.2. Features of human resource management. Personnel policy.
The main task of human resource management is the most effective use of the abilities of employees in accordance with the goals of the enterprise and society. At the same time, the preservation of the health of each person should be ensured and relations of constructive cooperation between team members and various social groups should be established.
Human resource management of an enterprise includes a complex of interrelated activities:
Determination of the need for workers, engineers, managers of various qualifications, based on the strategy of the firm.
Labor market analysis and employment management.
Selection and adaptation of personnel.
Planning the career of the company's employees, their professional and administrative growth.
Providing rational working conditions, including a social and psychological atmosphere favorable for each person.
Organization production processes, cost analysis and labor results, establishment of optimal relationships between the number of pieces of equipment and the number of persons in different groups.
Labor productivity management.
Development of motivation systems for effective performance.
Substantiation of the structure of income, the degree of their differentiation, design of wage systems.
Organization of inventive and rationalization activities.
Participation in tariff negotiations between representatives of employers and employees.
Development and implementation social policy enterprises.
Prevention and elimination of conflicts. 2
The scope of work for each of these functions depends on the size of the enterprise, the characteristics of the products produced, the situation on the labor market, the qualifications of personnel, the degree of automation of production, the socio-psychological situation at the enterprise and beyond.
Human resource management (personnel management) is a part of management that ensures the formation of the company's social policy, social partnership, and trust between employees and employers. Without personnel management, the normal functioning of firms and organizations of any form of ownership is impossible. To determine the direction and basis of work with personnel, general and specific requirements for it, the personnel policy of the company is being developed.
Under the personnel policy of the company understand the system of theoretical views, requirements, principles that determine the main areas of work with personnel, as well as the methods of this work, which make it possible to create a highly efficient cohesive team.
Personnel policy is closely related to all areas of the company's business policy. Decision-making in the field of personnel policy occurs in all functional subsystems of the company: management of scientific and technical activities, production management, economic activities, etc.
To the main goals personnel policies include:
Timely and high-quality provision of the company with personnel in the required number;
Rational use of human resources;
Ensuring conditions for the implementation of the rights and obligations of employees provided for by labor legislation.
The main varieties HR policy is considered to be a recruitment policy, a training policy, a remuneration policy, a policy for the formation of personnel procedures, a policy of social relations at a firm.
Each company develops its own personnel policy, taking into account its peculiarities, but the development and implementation of personnel policy in all firms is carried out on the basis of uniform principles.
HR principles firms: scientific approach, planning, continuity, consistency, unity of management, combination of one-man management and collegiality; control over the execution of decisions; originality of approach to situations; maintaining the constant compliance of personnel training with production requirements, combining planning with economic initiative; material interest in performing work with a smaller number of performers.
The personnel policy is documented, which allows expressing the views of the company's management on improving the interaction of departments, establishing consistency in the process of making personnel decisions; inform staff about the rules of internal relationships; improve the moral and psychological climate, etc.
The personnel policy of the company is determined by a number of factors that can be divided into internal and external. The external ones include labor legislation, relations with the trade union, prospects for the development of the labor market. Internal factors are the structure and goals of the company, territorial location, internal corporate culture, moral and psychological climate in the team.
Important areas of personnel policy include:
Determination of qualification requirements for personnel within the framework of the general concept of the company's development;
Formation of new personnel structures;
Development of procedures governing personnel management;
Formation of the concept of remuneration, material and moral incentives for employees;
Determination of mechanisms for attracting, using and releasing personnel;
Development of social relations;
Provision of development, training, retraining, advanced training of personnel;
Improving the moral and psychological climate in the team of the company, etc.
The implementation of personnel policy is a system of plans, norms and standards, administrative, economic, social and other measures aimed at solving personnel issues.
1.3. HR-service - human resource management service
Special units dealing with personnel problems emerged in the 1920s and 1930s. They performed work related to the maintenance of documents, the analysis of conflicts, and the presence in the courts. Their functions were auxiliary, and all the main decisions on personnel were made by the management of the company.
Today, due to the increased importance and “versatility of work,” the former HR services are being transformed into HR or HR services.
Personnel management services are functional and do not directly participate in the management of the main activities of personnel, but only help the management of the company and departments to resolve issues of hiring, dismissals, transfers, advanced training, etc. Therefore, in practice, it is important to have an optimal combination of the rights of line managers and HR specialists.
Currently, there have been significant changes in the activities of personnel services, among them:
Transition from the selection and placement of personnel to participation in the formation of business strategy and organizational changes;
Providing assistance to line management;
Professionalization of the sphere of personnel management and reduction of the role of technical executors in it;
Participation in the formation and implementation of social partnership policy;
Work on the comprehensive development of personnel.
In many cases, in large firms, HR services are headed by executives occupying second places in the management hierarchy, or by a HR director (in English literature, HR director).
The functions of an HR director in modern conditions are significantly different from the usual functions of the head of the personnel department: he is included in the management of the company (board of directors, board, etc.) and participates in the development of plans for the development of the company, makes proposals for optimizing the organizational structure of the company, evaluates the actions of the company's management from the point of view of the personnel management service.
The title of the position “HR Director”, or “HR Director”, entered the lexicon of Russian managers in the early 1990s, after many Western companies appeared on our market.
The HR manager acts as a defender of the interests of employees; an adviser on problems of relations between workers; coordinator of interaction between personnel, trade unions and administration.
Like other departments, HR has its own job hierarchy, which is part of the corporate structure.
The typical structure of the personnel management service is presented in Appendix 2.
Let's consider the main directions of the company's personnel management service based on this structure.
1. Workforce planning department:
Determination of staffing requirements for a certain period of time;
Assessment of future labor requirements;
Proposal evaluation work force based on the analysis of current resources, taking into account losses due to staff turnover;
Develop an action plan to prevent anticipated labor shortages or surpluses.
2. Human Resources Department:
Organization of recruitment and selection of personnel;
Commissioning of new employees;
Organization of service and career planning;
Conducting vocational guidance;
Performance assessment;
Interview with the dismissed.
3. Organization department wages:
Analysis of job responsibilities;
Classification of works and their billing;
Development of a system of remuneration and bonuses;
Revision of tariff rates and individual payment.
4. Department of vocational training and retraining:
Organization and control of industrial training, including instructing employees;
Formation of educational materials;
Conclusion of contracts for the training of employees with educational institutions;
Keeping records and statistics on training programs.
5. Department labor relations:
Participation in the development of collective agreements;
Consideration of complaints and disputes;
Facilitating the development of links and relationships between management and employees.
6. Personnel Research Department:
Study of issues of personnel policy and labor relations;
Survey of the moral and psychological climate at the firm;
Development of rules, procedures for personnel work, as well as forms of document flow;
Preparation of reference materials.
7. Department social development:
Creation of the company's social infrastructure: collective voluntary insurance; provision of social benefits; pension provision; payment of compensation for layoffs; organization of meals and rest for employees.
8. Department of Occupational Safety and Medical Assistance:
Development of safety standards;
Examination of goods, equipment for compliance with safety standards;
Investigation of the circumstances of accidents;
Providing medical care;
Informing personnel in the field of occupational safety.
The number of employees in the personnel management service depends on many factors: the size of the company, the type of its activities, the specifics of the tasks it faces, values and traditions, financial condition, stage of development. According to the results of various studies, there are from 30 to 2000 people per HR employee. On average, there are 200 employees of the firm for one specialist.
For the successful fulfillment of their duties, HR specialists need to:
1) availability professional knowledge in the field of personnel management, acquired in the process of practical work and training;
2) understanding of the specifics of the firm's activities (its field of activity);
3) leadership and management skills.
4) methodological support, containing all the theoretical, methodological approaches and practical traditions of the implementation of the company's staff of their labor activities, set out in the relevant regulatory and methodological documents of the company;
5) resource support, aimed at the timely receipt of material resources necessary for the employees of the company to carry out labor activities;
6) organizational support - the presence of the organizational and technological structure of the company and the relationships between its officials and structural divisions that maximize the achievement of its goals;
7) information support of personnel management - a set of implemented solutions in terms of volume, placement and forms of organization of information circulating in the company. It includes operational information, regulatory information, technical and economic information and documentation systems. This is possible using personal computers in the personnel management service. For the implementation of information support, computer programs are created and developed for joint use.
The preparation and execution of personnel documentation is regulated by the relevant legislative and by-laws, as well as regulatory and methodological documents.
2 HR SERVICE: ORGANIZATIONAL ASPECT
2.1. A placeHR-services in the structure of the organization. Domestic and foreign experience.
Despite the fact that the very concept of “personnel management” was absent in the practice of Russian management until recently, each organization had personnel departments, which were entrusted with the functions of hiring and firing personnel, as well as organizing training and advanced training of personnel. However, and this is well known, the role of the personnel departments in the affairs of the firm's management was insignificant, and most of the work in personnel management was performed (and is still being performed, as sociological studies show) directly by the head of the unit. In order to understand why HR services occupy such a position in the organization, consider the diagram of the existing organizational structure of the company:
As can be seen from the diagram, HR departments are structurally separated from the departments of labor protection and safety; departments of labor organization and wages; the legal department and other divisions that perform part of the HR functions in the organization. These departments are not in any way subordinate to the head of the HR service, therefore the personnel department is neither methodical, nor informational, nor the coordination center of personnel policy in the company.
Hence the most important problem of Russian personnel management services: having a low organizational status in internal management, they do not take part in the company's strategic planning and other important decisions, and thus HR departments do not perform a number of HR tasks.
As has been said many times, the main function of the HR department is the selection of candidates for the position. Personnel officers should be able to select the most worthy; you need to know how, it is better to do it, how to promote, train, move them later. The HR service should not act autonomously, it is necessary that all these procedures correspond to the goals and objectives of the enterprise. Until the HR service is engaged in the development of the organization as a whole, it will have to fulfill the role of an agency - a recruiter.
Therefore, according to IBS (one of the first Russian firms to create an HR service) based on its own experience, the ideal option is when the personnel management service has a significant status in the hierarchy of the organization, although it does not have the right to directly implement changes in other departments. but has a recommendatory right when it comes to the direction of such changes. To strengthen the authority of the personnel management service, it is better when it is headed by one of the closest assistants to the head: on the one hand, everyone in the organization knows him and trusts him, including the head himself, and on the other hand, he knows the organization from the inside.
Depending on the degree of development and characteristics of the organization, the structural location of the personnel department may be different. In foreign practice, there are several such options.
Option 1: structural subordination of the HR service to the head of administration:
The main premise of this option is to concentrate all central coordinating services in one functional subsystem. The performance of tasks by the personnel service is considered within the framework of its role as a headquarters unit.
Option 2: structural subordination of the personnel management service as a headquarters department to the general management of the organization
NS 
The advantage of the second option is proximity to all areas of the organization's leadership. Such a structure is most appropriate for small organizations at the initial stages of their development, when the management has not yet clearly defined the status of the personnel service. On the other hand, with this option, the danger of multiple subordination to contradictory instructions should be excluded.
Option 3: structural subordination of the HR service as a headquarters body to senior management:
This option is most acceptable at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the HR service in this way, although the hierarchical level of deputy managers is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management.
Option 4: organizational inclusion of the personnel management service in the management of the organization:
This option can be considered as the most typical for sufficiently developed firms with the allocation of the sphere of personnel management as an equivalent management subsystem among the other management subsystems.
2.2. RelationshipHR-service and line managers
Personnel management is a system of interrelated elements that functions effectively only if integrity is maintained.
Line managers are part of this system. On the one hand, they must ensure the necessary production results, on the other, well-coordinated work of subordinates, which means adherence to labor and production discipline, the absence of conflicts in the team, high work motivation, teamwork, etc. In addition, the line manager must be well-versed in matters of labor law.
Both line managers and personnel officers are leaders at one level or another, empowered to introduce people to work and ensure that it is done. This is their similarity. The difference is that line managers are entrusted with managing the main departments (production, household, etc.), and the HR service is authorized to advise and help them achieve these goals.
Possible HR positions:
HR Director (Deputy General Director for HR)
Human Resources Manager (HR Manager)
HR manager
Compensation benefits manager
Social Relations Manager (Social Programs)
Training manager (specialist)
Training manager (corporate trainer)
Psychologist
HR specialist (HR inspector, HR inspector)
Recruiting manager (recruiter)
Assistant
In addition to the listed "typical" positions in the personnel service, such positions may appear as a specialist in workforce planning; Human Resources Manager; recruiting consultant; specialist (consultant) on management organization; HR administrator; recruiting specialist; chief of personnel service; head of the payroll department; HR consultant / recruiter; assistant to the director of personnel; clerk o / k; resecher. Of course, in practice, one specialist combines several functional areas in his work.
The problem is that most line managers prefer to independently solve their problems with subordinate personnel. This creates serious difficulties, since, being professionals in a narrow field and without special training in the field of human relations, each of the line managers solves personnel issues in the most appropriate way in the current specific situation, which does not favor the implementation of a unified personnel policy of the company.
At the same time, the task of the enterprise management is to ensure cooperation between middle and lower level managers, understanding the increasing importance of the personnel service for the joint solution by these departments of human resource management problems.
Let's consider one of the options for the division of responsibilities between the personnel management service and line managers.
In the field of employment (where he included the recruitment, selection, recruitment, etc. of personnel), it is the responsibility of line management to accurately determine the classification of an employee necessary to perform specific duties. Then the HR service comes to the fore, the employees of which are looking for applicants, conducting screening interviews with them and testing. The best candidates are sent to the appropriate line manager, who, in the selection process, decides on the hiring of those persons who, according to their potential and qualifications, are suitable for working in specific jobs.
In the area of training, the HR manager is responsible for conducting scientific research in order to develop comprehensive plans, directions of training and needs for it; establishing external contacts; collection and analysis of relevant information. His responsibilities also include helping the president of the firm to meet the growing needs of the company by developing and coordinating training programs; advising on training of the company's divisions involved in the development of new ideas and products; setting goals, preparing training plans based on the latest scientific research in the field of education. And, in the end result, providing managers with final materials on the economic efficiency of the training system.
If the HR manager is busy with such planning, then the line manager solves the training problems at his own level. The responsibilities of the line manager include the following functions:
identify and facilitate the implementation of training needs for people working in the unit; consult with the PM manager regarding targeted training;
involve personnel training specialists in program design designed for different categories of personnel;
make a decision on the most promising areas of study for the unit.
2.3. HRand Top manager: unity and struggle of opposites
At the stage of forming an HR service, the problem of relationships with a top manager, in fact, does not exist. All efforts and resources are focused on resolving organizational issues. The company's management willingly says “yes” to any question. At the stage of formation, the personnel service, as a rule, becomes the “favorite toy” of the first person of the company, and therefore can claim at least the second place after the financial direction.
The first difficulties arise when the personnel service begins to solve routine tasks. Often at this stage you can hear from the personnel officer: “Everything is on the rails, and it goes downhill itself. I have nothing to do there ”. The general director no longer interferes in the affairs of the personnel service, he only needs to know the control figures "at the exit" - the communication of the top manager with the personnel manager becomes a routine. This is where the first signs of misunderstanding appear: either the head of the company did not receive what he expected, or the personnel officer is guided by his own logic of development of the personnel service.
What is the reason for the misunderstanding? HR leaders emerged from the psychology community in the 90s. These are very specific people, apparently, due to the peculiarities of their character, they generate problems where they do not exist, and build difficult relationships with others. Or maybe the reason is that often people become psychologists who are looking for something in themselves, want to compensate for the missing qualities, due to which they are too fixed on themselves and are not able to tune in to the problems of the leader. In general, there are a lot of strange people among HR managers, especially former psychologists. Naturally, this "oddity" comes into conflict with the healthy fighting qualities of Russian businessmen. They often sincerely do not understand what "this abstruse graduate of the psychology department" wants.
Of course, in order to break through to the top, a businessman needs extraordinary abilities. Either this is the same strange person who exudes ideas that no one can keep up with; or it is a strong personality, capable of imposing its will on the environment.
If a manager is a creative, ambitious person and he is sure that the business he has created is unique, that it is a work of art, then he often requires a HR specialist to develop no less unique technologies, say, personnel recruitment. Such leaders seem to live in a different dimension. The HR manager finds himself in the situation of an engineer who was ordered to build a bridge, but not an ordinary structure according to the laws of strength materials, but something unusual according to the laws of quantum mechanics.
When interacting with a leader of a strong-willed type, other difficulties arise. Such leaders change staff too often, and the HR department cannot meet their needs either in terms of efficiency, or as new specialists, or in the same tough attitude towards personnel. But the personnel officer cannot be tough, he must always observe a compromise between the iron installations from above and rather gentle treatment of the staff.
It is practically impossible to convince such a “strong” leader - he is hampered by his inherent heightened sense of his own importance and absolute rightness. As a rule, those leaders who have risen to the top without anyone's help, sometimes without having received a good education, become “strong-willed”. An educated person speaks the language of arguments. And the one who “broke through”, proving to himself and to others that he can do something, considers this a sufficient reason for others to obey him unquestioningly. He acts according to the principle: “If you are so smart, then where is your money ?! And if you haven't earned that kind of money, then listen to me. " For these people, emotional ties with colleagues that have developed over many years of joint accomplishments are not important.
The easiest way for a personnel officer to fit into a structure headed by a “power” leader is to establish a good personal relationship with him. Although it should be noted, in a bureaucratic structure, this is practically unrealistic. Here relationships of devotion, loyalty, and finally, convenience for the first person are rather possible. So the head of personnel in such a structure, first of all, must honestly answer to himself the question: am I ready to become a cog in his mechanism?
Just a few years ago, the first head of the organization, creating a full-fledged personnel service, did not know exactly what he needed it for, except for the selection functions, or did not understand all the consequences of its creation. Even the traditional personnel workflow was questioned, and it was believed that on the wave of "bourgeois romanticism" it would die out as a relic of the bureaucracy. Rather, such a manager intuitively understood the competitive benefits of personnel services, and often just wanted to demonstrate his “advancedness”. But today the situation has changed in large and advanced domestic companies. Here the first person understands why there is a personnel service. Taxes, seniority, keeping work books, working with the social insurance fund and so on are signs of reconciliation with bureaucratic reality, the adoption of the rules of the game with the state. Not just recruiting specialists in the labor market, but training in business technologies, motivating personnel, dealing with conflicts, forming or transforming corporate culture, measuring labor and organizational development of the company, - these are the new features of the personnel department, which are necessary today for the head of the company.
A modern top manager can accurately calculate how much he spends on the maintenance of personnel services and where these funds go. In such a situation, personal relations with the personnel officer are not important for him - everything is technologized, and there are technocratic relationships between them.
It was the “advanced” personnel officers who brought such words as “mission” and “strategic goals” into their companies. They were the first advisors and advisers to executives on this matter. Personnel officers, as a rule, are people who are interested, live, read books, go to seminars. Therefore, they are often the ones who introduce management best practices to personnel management. If the company does not have an extra $ 150,000 to invite some Price & Coopers to develop a mission, then the ubiquitous personnel officers are engaged in this: they either propose their own options, or organize a brainstorming session involving the entire management.
Unfortunately, in Russia, where a personnel officer wants to deal not only with personnel issues, but claims to be the organizational development of the company, the manager may be perceived as a threat. A competitive leader is more likely to try to get rid of such a specialist.
And once again about the crisis. The personnel service is being cut, and the salary is cut too. As a rule, only one person remains in the personnel department - the manager, if, of course, he knows how to do everything “with his own hands,” including dismissing employees.
During a crisis, executives often hide their eyes from HR. Why? Because an unpopular program is being carried out in relation to personnel: layoffs, salary delays - and all this falls on the shoulders of the personnel officer.
In my opinion, a company should definitely strive to have a recognizable name or be associated with something famous. Of course, name promotion costs money, but it always pays off. The company becomes attractive to highly qualified specialists. It is a well-known fact: when you talk to a candidate who goes to a company with a name, you find out that he thinks that it is good to work there. The consequence is more trust in the company, less search costs with better quality candidates.
In general, the first persons are very difficult to persuade. There are few people among them who are willing to listen. On the other hand, one must always match the first person. As a rule, the HR officer solves the simple problem of survival and adaptation in the company. You can only allow yourself to realize some super-task by taking a higher position. Otherwise, the personnel officer leaves with his head held high and an empty pocket.
Experience shows that in the upper echelons of large companies, a democratic leadership style is extremely rare; authoritarianism is more popular there. Accordingly, a personnel officer who seeks to establish relations with the first person of the company must have a certain flexibility, the ability to adjust, as they say, from below. Such people should not have pronounced ambitions. They should forget their "I", putting the efficiency of communication first.
I think that if the personnel officer is a good psychologist or, in general, an open, sincere person, capable of effectively establishing communication, then he will find a language with any top manager.
3 THE ROLE OF HR SERVICES IN COMPANY MANAGEMENT
3.1. Formation of the personnel management service
How to properly approach the creation of a modern HR department and make the work of the HR director effective?
The company is developing, more and more time and effort are taken from the director of strategic issues. But at some point, he notices that the number of employees has increased several times, and the financial results leave much to be desired. Upon careful analysis of the situation, the manager discovers that the company's performance problems are understandable.
The fact is that:
The search and selection of employees for the company is carried out not on the basis of plans for its development, but upon the emergence of a “burning” vacancy;
The rules for promoting and moving employees have developed spontaneously and have long been outdated;
Adaptation of new employees is not carried out;
Personnel qualifications do not correspond to the level of tasks to be solved, and training is not carried out;
Labor remuneration does not depend on the results of work.
After such an analysis, the director has a feeling of complete uncontrollability of an overgrown colossus, day after day absorbing capital and not giving a return. "How many parasites am I paying money in vain?" - he is horrified. And it is at this moment that the salutary thought arises in my head to restructure the personnel service, to find a person who will manage personnel at a modern level in the same way as a technical director of production.
Of course, in each specific company, the HR service (personnel management service) is created in a unique way, but the process of its formation involves a sequence of mandatory steps.
The first step is to consider the development prospects. The work of a modern HR department should ensure the growth of the company's efficiency. Therefore, the general director first of all needs to clearly outline the prospects. Will it be an entry into new markets with a corresponding increase in staff and in what time frame - within a year, two or three years. Or it is planned to significantly expand the network of branches in the regions and require local specialists.
Step two is deciding what to delegate to the HR director. At first, the CEO is unlikely to delegate the HR director to make decisions on all issues related to personnel management. And there are a number of objective and subjective reasons for this. Objectively, the new HR director needs time to get used to it, and the CEO needs to make sure of the right choice of a specialist. Subjectively, many CEOs find it difficult to delegate something. For a long time they followed their favorite rule: if you want to do well, do it yourself. Therefore, the probationary period for a top manager can drag on forever. And the real functions and powers will not be transferred to him. Without this, it will not be possible to build a modern HR service. The study showed that the effectiveness of the HR service in modern Russian companies depends primarily on the perception of it by company managers (see Table 1).
Table 1. Research results
How to correctly define the tasks and powers of the future HR director? When addressing this issue, one should proceed not from an abstract list of possible functions, but from the primary tasks of the company. The director needs to establish what he expects from the work of the director of personnel management. What results he wants to get and how he will evaluate them. Otherwise, it is better not to waste energy and money looking for a new top manager.
By creating a personnel management service, the head sets the rules of the game (delegates a number of functions to the HR director). The rules have been introduced, you have to play by them. If the first person violates his own attitudes and the results of the work of the personnel management service to him to correct actions (they are not included in the system for evaluating the work of the entire company, they do not form the basis for making strategic decisions), then the service, no matter how technologically it would be built , will die. Perhaps it is these realities that give rise to many myths and misconceptions about the role of the HR director and his service in the company.
Step three is finding a director. There are formal and informal requirements for such a specialist. Formal: relevant education, work experience and references from a previous job.
- Education: Among HR directors, the most common are lawyers, psychologists and philologists. They, as a rule, have professional training - annual courses in the specialty of HR-manager (at least 1000 hours).
An experience. Education alone is not enough for a top position. Work experience in a similar position of at least 3, and preferably 5 years, is required. Not necessarily all this time the candidate had to hold the post of HR director, let's say gradual growth to this position. What's even more valuable.
Recommendations. They need to be checked. Moreover, not formally look at the submitted papers, but instruct the security service to collect information about the reasons for the candidate's departure from the previous company, about how he worked there. This is not so difficult to do. There are few qualified HR directors in the labor market, and when they move from company to company, this event is noticeable in the HR environment. Colleagues all understand who, how and why left and whether there was a conflict at the previous place of work.
Informal requirements stem from the specifics of the position of the HR director. The HR director should be a buffer between the CEO and the company's staff. His task is to protect the director from ordinary, current problems and conflicts and, as far as possible, solve them at his level. And only in case of insufficient authority to bring problems to the top manager. Hence the requirements of stress resistance and flexibility for a candidate for such a position. He must also be able to listen and hear people, understand what is the reason for certain actions in a particular situation.
The HR director will have to put the CEO's policy into practice. Therefore, he must be able to defend his position at the stage of project discussion. But as soon as the decision is made, "to salute" and regardless of whether he agrees with the decision or not, to carry out the line chosen by the CEO. And to do it in such a way that the reputation of the leader does not suffer. Therefore, the future HR director should be super loyal in relation to the company in which he is going to work, to be able to control his emotions.
Step four - introducing the director. The task of adapting the HR director lies entirely with the CEO. He must describe to the new employee the internal situation in the company, introduce him to the circle of other top managers, introduce him to them and make sure that no conflicts arise in their environment.
Of course, the arrival of a new employee causes tension in the psychological climate of the company. The nervousness of the atmosphere depends on how well-balanced and professional the actions of the HR director are. And this is an additional opportunity for the head of the company to be convinced of the correctness of his choice.
Step five - development of an action program. In accordance with the company's development program and the voiced expectations of the management regarding the results of the new service, the HR manager builds a plan for working with personnel. The manager must assess the adequacy of the program and understand what decisions the HR director will make while moving along this path, and which ones he should better leave for himself.
The criterion for delimiting areas of responsibility is most often the cost of a solution. In particular, this concerns the approval of a remuneration system or a training plan for employees at open trainings and courses. And it does not mean at all that the HR director will not be able to influence these decisions.
If we are talking about a personnel training plan for the next six months, then, on the one hand, the results of the assessment activities should be presented. It is necessary that the report clearly describes that such and such skills are absent, but they are needed by such and such employees, therefore such a program and such trainings have been chosen. On the other hand, an analysis of the market for services in the field of training should be presented: a breakdown by company (such and such firms conduct these trainings, prices such and such, based on the optimal price / quality ratio, this company is selected). In addition to justifying why something is being done, the HR director should clearly describe what the company will receive from these events and how soon.
Step six is creating a service. In the old days, one HR department differed from another only in the number of employees, which depended on the size of the organization. HR services modern enterprises can be roughly divided into three groups.
Conservatives. They work in the old fashioned way, perform the technical functions of personnel records management.
Moderate innovators. Along with HR administration, they perform separate functions for human resource management: recruitment, certification of employees and the formation of their training program. A psychologist sometimes gets on the staff of the personnel department, and then this unit deals with the socio-psychological microclimate in the team.
Innovators. They are actively introducing advanced personnel technologies. Recently, large companies have even created an independent structure, the Center for Personnel Assessment, Development and Training, which works not only with its own employees, but also conducts open and corporate trainings for other firms. This allows us to make the division not only self-supporting, but also profitable. With a large number of employees, each HR function can be performed by a separate unit within the HR department. But in a real situation, at the moment of its organization, far from all functions are realized.
3.2. Targets and goalsHR-services in the corporation
In the past, the HR department (in our country), at best, saved the organization's money by filling out all the paperwork correctly in order to protect the company from litigation with employees. The HR function must now be profitable for the firm by making it easier to implement its strategy.
Thus, the main goal of the activities of personnel management services in modern organizations is to “bring profit to the company”.
Western theory says that the HR service has the following goals:
Providing the organization with well-trained and motivated employees;
Effective use of the performance, qualifications, practical experience and skill of all employees in the organization;
Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;
Systematic communication to employees of the organization's policy and its own policy of personnel management services.
HR management is needed, ultimately, to focus the efforts of employees on the implementation of the planned strategies of the company; ensuring the effective use of the intellectual and physical capabilities of employees, the realization of their potential; to promote the strengthening of labor relations in a spirit of cooperation and improve the moral climate in the team.
Since only fruitful joint activity of the team guarantees the success of the company, the ultimate goal of working with personnel is to maximize the convergence of the expectations of the company and the interests of employees.
In general, the system of goals for personnel management can be considered in two ways. On the one hand, it must answer the question: what are the specific needs of workers, the satisfaction of which they have the right to demand from the administration. On the other hand, the same system of goals should also answer the following question: what goals for the use of personnel is set by the administration and what conditions it strives to create for this.
Obviously, the effectiveness of personnel management depends on the extent to which these two groups of goals are consistent.
So, from the point of view of the employee of the enterprise, the block of social goals can be represented as follows (Fig. 1):
Experience has shown that the activities of HR services cannot be reduced to that very limited set of actions that were traditionally performed by HR departments in Russia. The new approach to HR management is complex. Western enterprises have long been operating unified personnel management services that perform the entire range of functions to rationalize work processes and personnel management processes.
Such A complex approach to the personnel management service in the organization leads to the fact that they begin to expand the range of their functions from purely personnel functions (formation, selection and placement of personnel) to a wider range of issues, including not only personnel policy, but also personnel motivation, remuneration of employees, coordination interests of employees and firms, etc.
V broad sense functions of the HR service are a branch of the general policy of the company, one way or another related to the human factor.
Consider the classification of HR functions in an organization:
Subsystem of working conditions:
compliance with the requirements of psychophysiology
compliance with the requirements of technical aesthetics
occupational health and safety
organization of production processes, analysis of costs and results of labor, establishment of the optimal ratio between the number of pieces of equipment and the number of personnel.
Subsystem of labor relations:
analysis and regulation of group and personal relationships
analysis and regulation of management relations
management of industrial conflicts and stresses
socio-psychological diagnostics
adherence to ethical standards of relationships
management of relations with trade unions.
Subsystem for registration and accounting of personnel:
registration and accounting of admissions, dismissals, transfers
information support of the personnel management system
vocational guidance
employment provision
Personnel planning, forecasting and marketing subsystem:
development of a personnel management strategy
analysis of human resources
analysis of the labor market, planning and forecasting the need for personnel, organization of advertising
personnel planning
the relationship with external sources that provide staff for the organization
evaluation of candidates for a vacant position
ongoing periodic evaluation of personnel.
Personnel development subsystem
technical and economic training
retraining and advanced training
work with the personnel reserve
professional and socio-psychological adaptation of new employees
Subsystem for analysis and development of labor incentives:
Rationing and tariffication of the labor process
Development of wage systems
Use of incentives
Development of forms of participation in profit and capital
Labor motivation management
Subsystem of legal services
solving labor issues in terms of legal standards
coordination of administrative documents for personnel management
solution of legal issues of economic activity.
Social infrastructure development subsystem:
catering
housing and consumer services management
development of culture and physical education
health and recreation
management of social conflicts and stress
Subsystem for the development of organizational structure of management
analysis of the existing organizational structure of management
design of the organizational structure of management
development of staffing table
building a new organizational structure of management
This classification provides an exhaustive list of functions attributed to the HR service in terms of a new approach to HR management. However, the set of certain functions of the personnel management service in different companies is different, since usually each manager chooses those elements that, not his opinion, are better suited to a particular situation (the size of the company, the specifics of its activities, etc.) and seem to him useful for the successful operation of the organization. But despite all the differences between organizations, there is a standard set of HR services, which together represent the personnel policy of the firm. Let's take a closer look at these functions.
Workforce planning - which includes:
assessment of available resources (i.e. analysis of the content of work and having a staff)
assessment of future needs (forecast of internal and external labor supply and labor demand)
development of a program to meet future human resource requirements based on the correlation of internal and external labor supply with demand and the company's development strategy. For correct forecasting, it is necessary to take into account the average staff turnover, natural retirement (death, retirement, etc.) and other factors.
Hiring staff is creating a pool of potential candidates for all positions
Personnel selection - evaluation of candidates for a job and selection of the best from the reserves created in the course of recruitment.
The main assessment criteria include: professional, educational, organizational, and then the personal qualities of the candidate. In this order, because otherwise the firm runs the risk of hiring a great person, but a bad specialist.
The main selection methods include testing, aptitude assessment and interview.
4) Determination of wages and benefits - development of the structure of wages and benefits in order to attract and retain an employee.
At this stage, it must be remembered that salary is a monetary reward for work performed and plays the role of a decisive argument for many workers. The salary structure is determined by the level of salary of competitors, the conditions in the labor market, the productivity and profitability of the organization. It should be added that today the system of additional benefits is of great importance for employees. Benefits can include: profit sharing, payment in promotions, payment of vacations, etc.
Adaptation is the introduction of hired workers into the organization and into all its divisions in order to understand what the organization expects from them and what work in it gets the deserved appreciation.
The main goal of adaptation is to bring the personal knowledge, experience and values of the employee into line with the values and traditions of the organization, to teach him how to deal with a particular firm. Adaptation takes place through formal and informal channels.
Training - development of programs for teaching labor skills to effectively perform work.
Training is necessary to maintain high labor productivity of all personnel and individual workers in the event of admission to a new position and in case of insufficient qualifications. In order for the training programs to be effective, the HR service, together with the senior management of the company, must create an appropriate climate conducive to learning: encouraging students, support from teachers, etc.
Assessment of labor activity - development of methods for assessing labor activity and bringing it to the attention of employees. Assessment of labor makes it possible to assess the quantity, quality and intensity of labor.
Today, we can talk about two types of personnel assessments, the methods of which are directly related to the attitude to the employee of the company as a valuable resource: the first is the assessment of personnel when hiring, the second is the assessment of personnel performance (this is the most difficult part of personnel work that requires higher qualifications and from managers of the company and from specialists of personnel management services).
The main requirements for the assessment are the requirement of objectivity on the part of the assessor, and for the personnel management service - the development of competent procedures and technologies for personnel assessment.
Assessment of personnel allows you to study the degree of preparedness of an employee to perform exactly the type of activity that he is engaged in, as well as to identify the level of his potential opportunities for assessing growth prospects.
Assessment of labor and personnel are integral elements of such a widespread personnel activity as attestation.
Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must:
Develop a methodology for moving an employee from a position of greater or lesser responsibility
Develop the employee's professional experience by moving to other positions or areas of work (in other words, HR services are engaged in planning the career of employees).
Using these classifications as an example, I wanted to show that today there is no single, strictly defined view of the functions of the HR service in an organization. As mentioned, business leaders rarely use theory in pure form, but, as a rule, they adapt it to the conditions of functioning of a particular organization. However, the results of the study showed that despite all the inter-company and intercountry differences in the field of personnel management (in two firms of the same industry of the same country you will not find two documents that are similar in form and content regulating the activities of the HR service), they all profess a common ideology and methodological the basis of personnel work.
According to a study by the American Society for Human Resource Management, the following HR functions are the most time-consuming (in descending order):
Solution of personnel problems (selection, orientation, personnel assessment)
Determination of compensation and benefits
Training, professional development
Labor Relations
Other activities
Depending on the size, stage of development and strategic plans enterprises, individual functions of the personnel service may acquire greater relevance. For example, entering a new market will require massive retraining of employees. For companies expanding their network, it is of paramount importance to attract a large number of qualified personnel. It is important for steadily developing companies to work with a talent pool, improve the professional level of specialists, carry out internal rotation, otherwise employees will sit in one place, which does not contribute to the growth of labor productivity
3.3. Strategic roleHR-service
To be successful, HR, along with other business units, must perform a range of functions, from providing basic operations to strategic planning. There are many “models” that outline the most important areas for the average HR function in general terms. The most famous of these is undoubtedly the “four sectors” or “business partnership” model proposed by Dave Ulrich of the University of Michigan. However, as effective as this model is, it does not define the role of strategic planning. As an alternative, I propose the “Five Levels of HR Contribution” model (see Figure 2), which, in my opinion, better describes all levels of HR function.
The “work” of HR managers can be clearly divided into five levels, from operational to strategic.
Each department for personnel management must ensure that employees are provided with the necessary information, answer their questions, and also fully perform all current tasks at the operational level. Most experts will agree that these are the long-known and simplest HR operations:
work with documentation related to the recruitment of new employees, registration of movements and layoffs of personnel, maintaining payrolls, etc.;
advising employees on labor legislation, HR policies of the company
In addition to carrying out basic operations, most HR services are responsible for maintaining staffing levels. The second level of functioning covers many standard areas of responsibility of the HR service, in particular: staffing, compensation and benefits, relationships in the team, staff training. Each functional unit of the HR department, although it interacts with others, has its own goals and objectives and provides some services on its own. At this level, for example, are carried out:
development of standard procedures and policies for staff expansion, staff training and development, compensation and benefits;
conducting primary personnel reporting.
At the third level, the activities of the HR service are included in the range of activities planned within the company as a whole, and are mainly focused on tactical tasks. One of the main goals of any company is to increase productivity, therefore, to achieve this, the efforts of all departments must be coordinated. The task of the HR service is to increase or maximize the productivity of all employees.
In order to directly influence labor productivity, parameters are needed for its assessment and specific measures of influence on it. In addition, organizational solutions are needed to help stimulate (or even force) various functional divisions of the HR department to work as a single team towards this goal.
Improving overall productivity requires HR managers to develop initiatives to continually increase the dollar equivalent of the cost of labor while maintaining or decreasing the average cost of labor per unit of output.
At the third level, the functional responsibilities of HR departments include the identification of all factors affecting labor productivity, and the development of measures to manage them. Unfortunately, a typical situation is when none of the HR departments even sets such goals for themselves.
Here are some “non-traditional” HR features that are added at this level:
development of tools and strategies aimed at retaining key employees;
transfer of employees to departments that have a greater impact on the achievement of business results;
development of systems of non-material incentives and employee recognition;
measurement and analysis of the state of labor resources;
coordination of knowledge management efforts.
The fourth level is a significant transition point, beyond which the work of the HR department begins to make a strategic contribution to the success of the entire company. To enhance competitive advantage, it is necessary to focus on ensuring that each core program HR management and each HR service was the best of its kind (compared to competing companies). At this level, efforts focus on the components of the external environment, while all previous ones focused exclusively on internal processes. Rather than just keeping track of what competitors are doing, it is important at the fourth level to identify (and take advantage of) the weaknesses and weaknesses in the performance of competing companies. Until now, only a select few, elite companies have funded the activities of HR services at this level. Typical actions aimed at developing competitive advantages include:
analysis of HR programs in competing companies;
planning the number of employees and forecasting labor productivity;
creation and development of a positive image of the company as an employer;
competitive intelligence.
At the fifth level, the most difficult work is carried out, ensuring the strategic contribution of human resources to the company's success. Efforts at this level go far beyond simply affecting worker productivity. Here it is necessary to tackle strategic business problems in areas such as the development of new products and services, improving their quality, improving services for customers, as well as improving the company's position in the market. Few companies achieve this strategic level of human resource management, and most of them belong to a “culture of productivity”. Typical activities of HR services aimed at solving strategic problems of the enterprise and finding new opportunities are:
inclusion of HR managers in business development teams;
consultations by HR managers of specialists in the field of design and development of new products and services;
analysis of the impact of the quality of workforce management on innovation processes and for the time required to bring new products to markets;
formation and development of a “culture of productivity” in the company;
participation of HR departments in the processes of mergers and acquisitions of companies.
The final issue to address when defining the strategic role of HR is the historical focus on cost reduction. This is an important aspect of the HR function, but there are several good reasons to shift the focus from cost cutting to increasing returns and increasing revenues.
Every large corporation seeks to increase its profits, but in striving to achieve this goal, it is important to understand that there are two parts to any equation for calculating profits: income and costs. An enterprise can increase profits by reducing costs or by increasing revenues (raising the price of a product / service or increasing sales). HR departments have traditionally focused on the cost-cutting portion of the formula, perhaps because it is relatively easier to reduce labor costs.
Unfortunately, formal reductions in personnel costs can be detrimental. The prevailing HR practice of “under-accounting” is the main reason that HR departments are not able to influence the increase in employee productivity. "Incomplete accounting of expenses" means that their general list does not include additional costs associated with poor organization of the production process, since such "unpredictable consequences" are not directly related to the activities of the HR department. Here are some obvious examples of questionable cost savings and “under-accounting”:
hiring low-skilled workers in critical situations. This is significantly cheaper than hiring highly skilled people, but can negatively affect product quality and innovation processes;
replacement of highly productive workers requiring higher wages with cheaper, albeit less efficient ones. Ultimately, this leads to the need to hire significantly more employees to maintain the same level of production;
ignoring the average market level of labor costs and “underpaid” workers. Ultimately, this hinders the recruitment and retention of the best people;
replacing the average cost of education with a cheap one. This leads to an increase in the number of errors and a decrease in the level of labor safety.
As you can see, an arbitrary decrease in personnel costs without simultaneously monitoring the impact of such a decrease on income and productivity leads to negative consequences. In fact, any accountant can cut costs with their eyes closed, but it takes a true productivity specialist to realize that formal cost cutting and underreporting can actually have a significant negative impact on business success.
The strategic goal of the HR department should be to increase income and productivity while maintaining (or reducing) the level of relative labor costs. When faced with a choice between increasing revenues and cutting costs, top managers invariably choose to increase revenues. Because when doing business in a competitive market, an increase in income comes from improving the quality of products and services, and this is a long-term competitive advantage. Careless cuts in personnel costs can increase short-term profits, but profits can decrease in the long-term. In addition, it can harm your competitiveness and image.
3.4. RoleHR-services in working with management personnel abroad
CONCLUSION
In modern conditions in the theory of corporate management, there is a significant change in the general paradigm of management. Today, personnel is considered as the main resource of the organization, to a large extent determining the success of all its activities and is one of the main resources of the organization, which must be correctly managed, create optimal conditions for its development, and invest the necessary funds in this.
The results of the study of the established management practice in various organizations operating on the Russian market show that most domestic enterprises focus their main attention on anything but personnel and, thus, personnel as an object of management remains in the background. Therefore, it is not surprising that the personnel management services of most Russian organizations have a low organizational status, are not professionally trained and, in fact, are limited to performing only accounting functions.
Meanwhile, as not only foreign, but also modern domestic experience shows, it is the personnel that today is becoming a long-term factor in the competitiveness and survival of the enterprise. In the context of the instability of the Russian economy, the instability of the financial market, the outright weakness and underdevelopment of the domestic labor market for the organization, one of the most difficult, but at the same time vital and necessary tasks is the task of creating and ensuring the effective functioning of the HR service.
In this regard, there is an objective need to determine the viability of the existing human resource management service at the enterprise, assess the degree of its compliance with the constantly growing requirements in the field of personal management and strive to comply with these requirements.
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Shareholders |
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Organization clients |
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Board members |
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Members of the Supervisory Board |
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In-house managers of the enterprise |
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Permanent skilled workers |
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All permanent employees (full-time) |
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Hired managers (directors) |
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Part-time workers |
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Temporary workers under an employment contract |
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Employees on the basis of civil law contracts (contract, etc.) |
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Employees of organizations that are part of a single organization with the organization in question corporate structure |
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Enterprise retirees |
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Third Party Interns |
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Employees of allied organizations closely related to the enterprise (transport police, school teachers, etc.) |
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Probationary workers |
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Persons who are not currently employed, but have not terminated their employment relationship with the enterprise (maternity leave, long-term leave without pay), or who have the status of a pensioner, but continue to cooperate with their enterprise |
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Potential candidates for positions ( personnel reserve) |
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Employees of other enterprises of interest to the organization's HR department |
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Students of affiliated institutions or associated universities and technical schools |
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Students of other educational institutions enrolled in specialties within the scope of the organization |
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Potential audience for vocational guidance work |
Staff
Human resources
Objects of personnel management, personnel, human resources
APPENDIX 1
APPENDIX 2 
LIST OF USED SOURCES AND REFERENCES
1. Mark A. Hugheslid, Dave Ulrich, Brian I. Becker Measuring the performance of the HR department. People, Strategy and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M .: « Williams» , 2007 .-- S. 304.
2. Dave Ulrich. Effective Human Resource Management: The New Role of the HR Manager in the Organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M .: « Williams» , 2006 .-- S. 304.
3. Pivovarov S.E., Tarasevich L.S., Maisel A.I. International Management. 3rd ed. - SPb .: Peter, 2006 .-- 656 p .: ill. - (Series "Textbook for universities").
4. Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - 670 p .: ill.
5. Rodchenko V.V. International Management: Textbook. Benefit. - 2nd ed., Stereotype. - K .: MAUP, 2002 .-- 240 p .: ill. - Bibliography: p. 234-235.
6. Organization of entrepreneurial activity: Textbook. manual for universities / Ed. prof. Gorfinkel, acad. G.B. Polyak, prof. V.A. Shvandara. - M .: UNITI-DANA, 2004 .-- 525 p.
7. N.O. Bordovskaya. Building a personnel service. Practical tools // Handbook on personnel management, No. 11, 03.11.2006.
8. Shekshnya S.V. Personnel management of a modern organization: Educational-practical. allowance. - Ed. 5th, rev. and add. - M., 2002.
9. 18. John Sullivan. Understanding the role of human resource management
in the context of the model "Five levels of HR contribution" // HR manager, no. 4, 2005.
10.www.hr-portal.ru
11. http:// hrliga. com/
12. Personnel management. 2008, No. 3 M.G. Labadzhyan, I.A. Kokorev
13. Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M .: Examination, 2000 .-- 512 p.
14. Bazadze N.G. Personnel management in the field of knowledge-intensive business: Textbook. - M .: Publishing house MAI, 2002 .-- 240 p .: ill.
15.E.A. Skriptunova, O. V. Surkov. Budgeting and planning in the work of the personnel service // Handbook of the personnel officer, No. 11, 25.08.2005.
16. A.A. Khachaturian. Human resource management in a business organization. Series "Personnel Management". - M .: Publishing house of LCI, 2008 .-- 272 p.
17. Kungurov A., Nesmeeva A. Modern personnel service // Director-info, No. 28, October 29, 2003.
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Criteria for evaluation |
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Term paper review Warmth of topic disclosure |
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Structured material |
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The volume and quality of the sources used |
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Work text design and speech literacy |
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Course project presentation |
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total amount |
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Satisfactorily |
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Unsatisfactory |
1 Shekshnya S.V. Personnel management of a modern organization: Educational-practical. allowance. - 5th ed., Rev. and add. - M., 2002. - S. 33-34.
2 Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M .: Examination, 2000. - P.502.
1 Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. - p.54
2 Bazadze N.G. Personnel management in the field of knowledge-intensive business: Textbook. - M .: Publishing house MAI, 2002. - ill. - P.8-9
1 Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. - p.56
Abstract >> State and law
... Principles management in the USA and Japan 2.1 Principles management in the USA ………………………………………… ..22 2.1. Principles... centuries world an experience ... principles the organization: - Principle goals. Organization ... Principle elasticity the organization... In determining tasks ... corporations ... companies ... service The main ...
The main information technology of automated systems of enterprises and authorities
Abstract >> Informatics... world ... HR- "Personnel Management"; can be considered as an independent task ... an experience ... tasks with their full integration at the level of a single database and compliance principle... "Duty service"; - ... the main resource the organization ... corporations... For such companies ...
Development of a new method for assessing candidates for the personnel reserve the organization
Abstract >> Management... organizations and staff services ... major tasks... Appointments to leadership positions of people raised in company... top managers corporations... Training ... Determining the need for innovation. Definition major principles and tasks a new personnel appraisal system. ...
The work of the HR team can play a key role in a company that is either preparing to make a qualitative leap in its development, or, in the face of market stagnation, seeks to improve the use of labor resources. In order for the newly created HR service to really contribute to the achievement of business goals, it is necessary to properly organize its work, observing certain "rules of the game" in interaction with the top manager.
We fail more often than not because we are unable to resolve.
problem, but because we are trying to solve the wrong problem.
Russell Ackoff
Whoever comes up with such undertakings will face the hostility of those
who benefit from the old order, and the coldness of those who benefit from the new.
N. Machiavelli. "Sovereign"
Leader partnership
The effectiveness of the head of the new HR structure depends, first of all, on how successfully the communication and interaction between him and the "customer" (we will use the term adopted in project management) - the person who has the last word in decision-making - will be built. The customer for the HR is the CEO or the owner who personally manages the company. For the sake of brevity, I will call him “First Person”. From my own experience, I can say: if the order of the director of the company can be canceled or changed by the owner / main shareholder (in fact, the director is not the “First Person”), you need to discuss your proposals with the one whose word is decisive.
The most threatening situation for the implementation of an HR project is when:
- the initiator of the emergence of the HR service is a hired manager, and the “first person” itself does not understand very well why the company needs a new division (and new costs);
- the owner proposes to create an HR service, but the hired director does not see the need for it.
In both cases, there is a conflict of interests of the top officials. I believe that it is necessary to build communications in such a way that the proposals of the HR director are approved by the person who has the last word. Otherwise, this company will not be able to achieve tangible results. Of course, moderating communications between a hired top manager and an owner is a very difficult task. Having no experience of such communication with the director and the owner, it is better not to agree to take responsibility, because any project is doomed to failure if top managers do not understand the goals and objectives of the newly created HR service.
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Tips for difficult situations
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Suppose the “First Person” and the hired top manager come to an agreement on key issues. What needs to be done to organize the work of the HR department from scratch? I'll tell you based on my experience.
First of all, I make every effort to build transparent communication with the “First Person”. Having formulated the vision of the place of the HR department in the company, its goals, current and future tasks (as well as a system for assessing their implementation), I enlist its support. Having received full information, the “First Person” is included in the discussion, expresses his point of view - this creates a feeling of his involvement in the changes (which is psychologically very important for many managers, especially business owners). As a result, I have the opportunity not only to prepare a work plan for the HR service for the near future, but also to build a platform for mutual understanding in the future. And the main thing is to get public support from the “First Person” (at a meeting or in the presence of significant company leaders). Without such support, it is hardly possible to exert the necessary influence on employees, without which it will be impossible to reorganize the old system.
HR audit and work plan
Next, you need to audit the HR processes in the company. To get information about the real state of affairs, I do it as part of my acquaintance with the company, without focusing on verification and evaluation. If employees do not know about the actual HR audit, they will not be able to hide negative information. And in any case, do not make comments about old orders in company. "Veterans" perceive this as criticism: "Before, everything worked badly!"
During the audit, I try to find out if the company has a personnel policy - formalized, or at least “virtual” - as the logic of the actions of the “First Person”. A manager's understanding of the importance of a people management policy is a good sign. This stage helps to clarify the expectations of the "First Person" and, by comparing them with my assumptions about the strategy, to determine their position.
The key issue of personnel policy is to provide the business with employees of the required qualifications who will be able to perform the assigned tasks. Therefore, I constantly ask myself and other managers the question: "What kind of employees do we need?" (Table 1).
Tab. 1. What kind of employees work / should work in our company?
Of course, the definition of the characteristics of the required employees depends not only on the opinion of the “First Person” and the HR Director, but also on many objective parameters:
- from the company's strategy (cost savings, leadership in quality, etc.);
- stages of its development;
- business specifics;
- scale (number, complexity of the organizational structure, the presence of branches, etc.);
- the situation on the labor market;
- the complexity of the types of work (qualifications, time of "entry" into the position, etc.);
- recruiters' qualifications, etc.
For example, in an enterprise with a long history and well-oiled processes, most likely, jobs in management positions are paid above the market median, the salaries of middle managers are at the median level or slightly lower (by 5-8%), ordinary workers are paid below the median (by 10-15%). But small salaries for employees can be compensated for by extended social benefits (health insurance, allocation of a limit for mobile communications, etc.), training opportunities, career prospects, flexible working hours, vacation use, etc.
Analysis of the data obtained allows us to predict:
- the level of difficulty in finding employees in the labor market;
- training model (including the required level of detail);
- preferred employee incentive systems;
- level of detail of control;
- required behavioral models (goal / task / action);
- guidelines for the development of corporate culture, etc.
At the next stage, I assess the management styles of key managers, for which I use the "Management grid" by the American researchers R. Blake and J. S. Mouton. Any activity of managers is assessed in two "dimensions" - "attention to production" and "attention to people" (Fig. 1).
Rice. 1. "Management grid" Blake-Mouton
Analysis of the dominant management styles of managers helps to classify the organization as a certain type: "Fast" or "slow" (Table 2).
Tab. 2. Type of organization according to
In parallel, I analyze the wishes of the leaders, identify possible difficulties, the presence of a desire to change something. Based on the results of preliminary "exploration", I am building a "tree of loyalty to changes" (Fig. 2).
Rice. 2. "Loyalty tree"
It is better to build a whole “forest” - a separate “tree” for each of the planned HR projects (for example, “Creation of a training system for employees of a certain category / group”, “Creation of a personnel incentive system”, etc.). This information is very important, because the tactics of project implementation should be developed depending on the attitude of people towards it - indifference, loyalty or aggressive resistance ...
Practice shows:
- departments / employees that use the results of the changes will either be loyal to the changes or be indifferent to them;
- the employees and the head of the department in which the changes are being made are initially strongly opposed.
The Loyalty Tree is a useful tool that helps to understand: who can support me on general meeting or talk about the nuances of certain processes, with whom it is necessary to discuss the changes in advance, from whom to expect resistance (including at the level of the "First Person") ...
Then I analyze the main HR processes. You can evaluate them using a checklist (Table 3). The level of detail in the list of main HR processes depends on the specifics of the company's business. Dichotomous assessment - "yes / no".
Tab. 3. Checklist for assessing existing / required HR processes
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P / p No. |
HR process |
Process presence |
Process formalization |
Process evaluation |
Availability of HR metrics |
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Personnel planning and payroll |
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Procedure for approving / changing the staffing table |
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Staffing system |
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Personnel selection system |
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Personnel adaptation or initial training system |
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Graduation Decision System probationary period new employee |
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Personnel bonus system |
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Development of qualification requirements for key positions (what an employee should know and be able to do) |
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When filling out the checklist, it is worth considering the following:
- Column "Availability of process"... "No" is put if the process is implemented partially, inconsistently, irrationally. For example, the selection of personnel in the organization is carried out - there is a function, but it is performed by line managers and the personnel department. Or - an application for a search is submitted out of time, there is no application form, for vacancies a profile is not developed, responsibilities and working conditions are not described, etc. All this suggests that the company does not have a well-built HR-process.
- Column "Formalization of the process"... “Yes” is put if the standards and procedures specified in the documents are actually being followed.
- Column "Process Assessment"... The mark "Yes" is made if the company has a system for assessing the quality of this process and, according to its results, the actions of the performers are corrected, and these actions affect the efficiency of the process and the company as a whole.
For example, recruiters' focus on fulfilling the “on-time closing rate” indicator leads to the fact that they tend to recruit new employees quickly, to the detriment of the quality of candidates. Of course, managers often “help” in this, because they always need “urgently”! In cases where it is not possible to select a quantitative indicator, it is better to describe the sequence of actions that employees must perform (as a rule, the algorithm is easy to verify), as well as to establish strict filters at the stage of initial assessment and selection. At the same time, the search speed can be increased by controlling the priority of the search or attracting additional resources.
- Column "Availability of HR metrics"... "Yes" is put if the company has developed a system of indicators that allows you to assess the effectiveness of HR processes in comparison with industry benchmarks. For example: sales volume per sales manager / full-time employee, ratio of service to production personnel, staff turnover rate.
The correct choice of indicators will help change processes: if the company needs leaders, and the selection criterion is the ability to quickly fulfill the tasks of the leader, it is necessary to adjust the selection criteria; if the average term of a manager's work in the company is one and a half years (he leaves at the peak of his effectiveness and the skills he has learned will be applied by a competitor) - you need to develop programs for retaining key specialists, etc. Good HR metrics help in implementing business development plans.
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As a rule, a basic HR audit can be easily performed by a new person in the company, even if he is not yet very trusted. When conducting a survey, I mainly use "quality" questions, for example:
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In fact, the results of the audit are the basis for preparing a work plan for the HR department for the near future. It remains to set priorities. To do this, I study the financial indicators of the company and the qualitative indicators of the main business processes (statistics of sales, production volumes, marketing costs, etc.), and also find out the expectations of the “First Person” regarding the priority of a particular issue (Fig. 3). As a result, I decide on the sequence / priority of my work tasks.
Rice. 3. Model of company priorities
At first, the actions of the new HR director will naturally attract the close attention of the entire team. The most reasonable thing to do at this stage is to solve, perhaps, not the most important task for the company, but a really feasible task. It's not the most effective solution much better than not having the most efficient one!
Moreover, for successful work An HR director needs a certain “resource of power”. It is provided by:
- public support for HR projects by the “First Person”;
- obtaining authority in decision-making (hiring, assessing personnel, developing incentive systems, influencing the approval of processes);
- the effectiveness of actions for the real implementation or change of HR-processes.
The main thing is not to forget that power is not a goal, but a tool to accomplish what is planned!
When creating an HR service from scratch, it is better to start with the development and implementation of a staffing system. I use my own model, which I have already tested in many companies, adapting it to new conditions. First, I describe the main stages:
- the application process for filling vacancies;
- selection system;
- decision making mechanism;
- the process of making a decision.
If necessary, I also include the personnel planning system and the approval of the staffing table.
After the staffing system has started working, I start to develop a system of material incentives. An effective system must meet a number of criteria:
- Should be aligned with the strategic goals of the company... (You cannot, for example, demand the quality of service from people, but evaluate it by the volume of sales / the number of products produced).
- Consider employee suggestions when establishing the assessment system and assessment criteria: practice shows that people often offer very important additions, suggest which nuances should be paid attention to.
- Be flexible... The incentive system should allow for prompt adjustments to take into account changes in the labor market or within the company. In addition, it is good that it allows you to "retarget" it without changing the bonus mechanism.
- Be efficient... The growth in profits from improving the performance of employees due to the introduction of a motivation system should exceed the costs of its implementation and administration.
- Be balanced- to provide an optimal balance between the company's competitiveness and internal fairness.
- Be working... The incentive system must be used accurately and systematically.
- Motivate... The increase in employee benefits should be tied to the growth of the company's income.
- Be understandable... Employees should be able to independently understand the mechanism for calculating the bonus and be able to calculate it for themselves. Otherwise, it will not work.
My experience shows that it takes at least two months to develop a new model - from the start of the project to the launch of the system. In most cases, noticeable changes in the behavior of employees appear in the second month after the introduction of the new rules. That is, from the moment the decision to switch to the new system is made to the first results, it will take at least four months, or even more. It is important to remember this, because opponents will accuse you of the weakness of the proposed model within a month.
At the stage of changing the assessment and remuneration systems, the greatest difficulty may be the need to revise the criteria, and indeed the entire system for assessing the activities of divisions in the company. This is serious work that will require the involvement of the entire organization. In each specific case, the decision on whether to initiate such a project must be made taking into account the needs of the business and only with the unconditional support of the “First Person”.
Experience shows: for each process, changing / introducing a new one takes 1.5-2.5 months. At this time, you need to focus on monitoring the implementation of the new process, constantly helping employees work in a new way.
To reduce resistance to change, I have developed a certain algorithm of actions:
- First, I enlist the support of the “First Person” - I substantiate the need for a new HR process, backing up my position with economic calculations. I try to make the leader understand: it will not be possible to deviate from the accepted rules. I warn you that this can cause resistance from many people, even very authoritative ones.
- I develop and sign the relevant regulations (regulations, procedures, etc.).
- I discuss the necessity and desirability of such an HR process with “loyal” and “indifferent” people, and enlist their support.
- I initiate a meeting of leaders, where I hold a presentation of the new HR process, as well as receive public support from the "First Person" and approval from other participants.
- Only after that I report the decision and briefly introduce everyone to the regulations, which describe the basic rules.
- After the implementation of the new HR process, I periodically remind all key persons (as a rule, in electronic form) about the basic requirements.
Only after successful implementation the first two HR projects, I am starting to develop the "Regulations on the HR service" - now I have the authority to approve the necessary powers. My further actions depend on the needs of a particular company.
Tips for colleagues
Building an HR service from scratch is not easy. Taking on such a project, the HR should soberly assess his strength. From my own experience, I can say: I felt like a fairly competent manager when I already had three successfully completed projects (and in different conditions). Deep professional knowledge and understanding of the mechanisms for the development and implementation of basic HR-processes is an indispensable requirement. It is impossible to establish processes that you do not understand ...
What will help you successfully launch an HR service from scratch?
- Learn to firmly defend your interests - without this it is impossible to implement any project. Remember, you will need to influence the behavior of the whole company.
- Develop the competence of a diplomat (or "integrator", using the language of Yitzhak Adizis) - learn to gather people around you and unobtrusively unite them, as well as distribute tasks between them.
- Direct all your actions to increase labor productivity. You can become a significant employee for the "First Person" only by proving your profitability - by numbers! His support is your resources.
- Learn to delegate authority. Do not try to do everything at once - you will be overwhelmed with work. Remember, you are the ideal object to blame for all unsolved problems. Always "keep" the goal - you have to create a system, not be a performer!
- Recover from perfectionism: "a bad process is better than no process."
- Get the support of the "First Person" - without it, you cannot achieve success.
- Never say that "it was terrible before!" Humiliation does not add respect, insult does not add loyalty.
- Make the most of what you already have. Don't change what works unless absolutely necessary.
- Don't try to cheat and be “strong”. Simplicity, openness and strength win over.
- If you are under pressure, just fight back, and then offer cooperation. This is the most effective type of relationship.
- Try to do everything as transparently and publicly as possible. Discuss your ideas with colleagues.
And most importantly - learn to present the results of the work of the HR service in the "language of numbers". An HR director is a business partner of the head of a company, and any economic success is measured in money. If you cannot do this, then you need to work on yourself.
Malichevsky Vladimir - expert of the magazine "HR Manager"
A separate structural unit (whatever it is called - directorate, department, department, service), engaged in human resource management for the company is extremely necessary. And, as you know, it is better to build everything correctly and soundly from the very beginning than to rebuild it later. And you need to start construction from the foundation, i.e. from the structure.
The structure of the personnel management service depends on a number of objective factors, which include:
- organizational and staff structure of the company;
- the number of personnel;
- functions and tasks assigned to this unit.
Let's consider each of these factors separately.
Depending on the organizational structure of the company.
1) Linear functional structure.
This is perhaps the most common organizational and staff structure. The personnel management service in such a company is most often built on the principle of functional specialization. Each department is responsible for its own area of work. The structure of the service is shown in (Fig. 1). The number and name of departments will vary, depending on the objectives, strategic plans, personnel policy and company size. For example, the personnel department may also include a social development department, a labor and wages department, a psychological relief department, etc.
Rice. 1 Linear functional structure
The linear-functional structure contributes to the development of professional knowledge and skills of employees (due to specialization), provides centralized control over functional operations, and allows for a single agreed policy in the field of personnel management.
2) Divisional (product) structure.
The divisional structure is typical for companies with several product groups. Each of these groups focuses on their own priorities within the overall business plan. As seen in Fig. 2, the division includes a personnel manager who serves all his interests related to human resource management (selection, accounting, personnel training, etc.). It is important to note that the HR manager in such a structure has dual subordination: direct - to the divisional manager and indirect - to the HR director of the entire company.
Rice. 2 Divisional structure
The good thing about the divisional structure is that it allows the HR manager to delve deeper into the problems of a particular product group; attract specialists who exactly match the needs of the group, thoroughly research the corresponding market segment.
3) Structure based on geographic distribution.
Geographic structure is relevant for companies serving markets with a large geographic area. As a rule, the territory is divided according to the regional principle (Fig. 3). Each region (or association) has its own HR manager or HR department reporting directly to the Region Manager. Sometimes there is a Head Office in structures of this type. In this case, the setting of strategic objectives, coordination of activities and control over the implementation of a unified personnel policy of the company is carried out by the Director of Human Resources.
Rice. 3 Geographic structure
The advantages of geographic structure include the ability to make better use of regional labor markets; promptly respond to emerging problems in the region; focus the attention and efforts of the HR manager on local tasks; save financial resources on wages of a specialist and travel expenses.
4) Matrix (design) structure.
A characteristic feature of the matrix organizational and staff structure is the isolation of individual projects from each other and from the headquarters of the company. In fig. 4 shows a typical model of such a structure. The HR manager reports directly to (and, therefore, executes orders) to the CEO. Its functions are mainly in providing consultations to project managers on personnel management, diagnostics of the social and psychological climate in the team, prevention and resolution of conflict situations.
Rice. 4 Matrix structure
In larger companies, where the number, scale and duration of projects are significant, it makes sense to create a HR service. The structure of the service can be as follows: a director of personnel in the headquarters and 1-2 managers of personnel in each project.
Depending on the number of company personnel.
As practice shows, if the company has 10 to 50 people, it is more economically justified to hire an outsourcing HR manager. It is necessary to determine the range of tasks that you would like to shift to an external specialist. These can be both relatively short-term projects (writing job descriptions, forming a database of candidates for given specialties, attracting a certain number of specialists to the company, etc.), or rather long-term cooperation.
Outsourcing - subscription service of sites " life cycle"the company or the transfer of part of the functions included in the structure of the company's work to a third-party contractor who professionally and responsibly performs the work entrusted to him in the interests of the customer.
Outsourcing contributes to - freeing up the manager's time, saving money on the purchase and equipment of a specialist's workplace, no expenses on improving the employee's qualifications.
If the company employs more than 50 people, a full-time HR manager is already needed. On average, 1 HR manager "relies" on 50-100 people. Numerous observations confirm that the full implementation of their functional responsibilities HR is capable of exercising at a maximum load of 120 people. Further calculations are not difficult to make. For example, if the company employs 350 people. Therefore, in order for the personnel to be really engaged, a service consisting of at least 3 people is needed.
Depending on the tasks facing the personnel management service.
HR functions can be divided into 3 categories:
1) strategic planning (development of personnel policy, long-term planning, innovative development);
2) consulting (support of company managers in key areas of personnel management, providing advice to company personnel on labor law issues);
3) operational functions (daily work to provide the company with personnel, carry out personnel records, collect statistics, etc.).
To implement strategic objectives, you will need a specialist with the highest level of specialization in the field of human resource management. This is a director / executive / HR manager, whose main task is to facilitate change at all levels of the organization.
Consulting can be carried out by a personnel specialist with practical experience in the implementation of personnel policy. Its activities may cover highly specialized aspects such as change management and training; coordination of actions in the field of their specialization; assessment of the external labor market, etc. Companies can also invite a freelance specialist to the position of a consultant. This is especially advisable if there is no constant need for the services of a consultant.
Operational functions are performed, as a rule, by an entry-level or intermediate-level specialist, administrators, and HR manager assistants. Their task is to develop and maintain the use of certain procedures, to carry out current operations. The list of their actions includes: search and selection of personnel (placement of vacancies, resume analysis, interviews); personnel accounting; administration of the work schedule; organization of training; staff development in the workplace.
We examined the main factors that need to be analyzed and taken into account when developing and forming a structural unit responsible for the high-quality work of personnel in the company.
Summarizing all of the above, we can describe the algorithm for creating a human resource management service:
1) Clearly define the goals, objectives and functions that will face an individual specialist or service.
2) Analyze the current situation in the company. (You can do this on your own or contact a consulting company that will conduct a comprehensive organizational and personnel audit and give recommendations).
3) Determine the composition and structure of the future service, taking into account the results of previous studies.
4) Establish the relationship between the created and existing structural units. At the same time, it is necessary to clearly record: the type of communication, its content, frequency, material carriers (there are four types of communication between structural units: linear subordination; functional leadership; co-execution; functional service).
5) Determine the rights and responsibilities of the unit (document this information in the Regulations on the department / service).
6) Prescribe job descriptions for each specialist (it is necessary to approach this issue with all responsibility; a clearly drawn up job description containing a full list of functional duties, rights and obligations of an employee removes a lot of questions: when selecting, when assessing labor productivity, when calculating wages boards, etc.)
7) Form a structural unit by hiring competent specialists.
Introduction
Taking care of you, we protect nature
Time and living space ... The most valuable resources, but there are fewer and fewer places on the world map where time and space have retained the primordiality of the Divine Creation, places where majestic expanses and primordial power amaze with their naturalness, where the movement of time slows down, biological age decreases , self-realization is accelerating ...
Why EcoZone? Did you know that resources used per 150 hotel rooms per week are equal to resources used per 100 families per year? In ordinary hotels, huge amounts of electricity are consumed in rooms with round-the-clock lighting. Bed linen is changed and washed daily using electricity, water, human effort and polluting chemical detergents. The rooms are provided with disposable cosmetics, which results in additional garbage.
Land, water and energy are resources that we all need to conserve. Therefore, the concept of an eco-hotel was created to reduce the impact on the environment.
EcoZone is a chain of three modern eco-hotels located in picturesque corners of Ukraine: the mountain slopes of the Carpathians, the sunny coast of Crimea and the inviting forests of central Ukraine, not far from Kiev.
Eco-Hotel "EcoZone" is a great place for both families and lovers of secluded, quiet and romantic spending time in the bosom of nature.
In our work, we strive to combine comfort and care for our guests at the highest level and respect for the environment.
At the moment, about 150 people work in the hotels and the head office of the Company.
The main office of the Company, its financial, administrative and management center, is located in Kiev.
HR strategy
The mission of the HR department is to be a business partner of top management, ensuring the achievement of the Company's business goals through the formation and development of a team of professionals committed to the values of the Company.
Confidence in personnel is one of the basic criteria for the success of our business.
HR Department Tasks:
· Administration of HR processes (maintaining personnel records and necessary statistics);
· Search and selection of personnel (ensuring the filling of vacancies by the most suitable candidates);
· Adaptation of employees (helping a new employee to understand his duties and responsibilities, "pouring" into the team);
· Assessment of personnel (tracking qualified employees, their compliance with the position held);
· Training and development (ensuring the improvement of the quality of the performed work, retention through career planning and expansion of areas of responsibility);
· Motivation (introduction of a remuneration system (MBO), compensation and benefits at a competitive level);
· Formation of corporate culture (ensuring that employees understand the values and goals of the Company, adherence to them.);
· HR branding (popularization of the employer's brand, increasing employee loyalty to the Company);
Organizational structure of the HR department
The HR department of the Company employs 6 people. The organizational structure of the Department is as follows (see Appendix 1):
1. Head of HR department.
Area of responsibility: defining HR strategy. Participation in making strategic decisions on corporate and commercial issues by personnel. Organization and control of the activities of employees of the entrusted department, ensuring its smooth operation.
The workplace is located at the head office of the Company.
2. Personnel training and development specialist.
Directly subordinate to the head of the HR department.
Area of responsibility: analysis of training needs, development and implementation (together with the head of the department) training system, assessment system. Development and implementation in hotels of this network of trainings, seminars, and other training events.
The workplace is located at the head office of the Company. Frequent business trips for training.
