Supporting subsystems of the control system. Essence, goals and objectives of the enterprise personnel management service Organization of general partnership management

The entire set of organizational goals can be divided into four types, or blocks: economic,

scientific and technical,

industrial-commercial and

social.

The economic goal is to obtain an estimated amount of profit from the sale of products or services; scientific and technical goal - ensuring the given scientific and technical level of products and developments, as well as increasing labor productivity by improving technology; production and commercial goal - production and sale of products or services in a given volume and with a given rhythm (contractual obligations ensuring an economic goal, government orders, etc.); social goal - achieving a given degree of satisfaction of the social needs of employees.

The structuring of a social goal can be considered in two ways:

specific needs of employees, the satisfaction of which they have the right to demand from the administration;

administration goals for the use of personnel.

The effectiveness of personnel management depends on the extent to which these groups of goals coincide.

The system of goals is the basis for determining the composition of management functions. When determining the range of tasks for personnel management, main and additional tasks are conventionally distinguished.

The main ones include almost all of those listed in the table. 1. Additional tasks should include tasks that can be performed jointly with the main ones, but, as a rule, management of them is carried out by external (in relation to the personnel service) units. These types of tasks include: occupational health and safety; calculation and payment of wages; provision of various types of services (for example, organization of information communications, services in the field of social infrastructure).

Functions of the personnel management system-- job responsibilities of employees of departments of the personnel management system related to the impact on personnel and performed mainly by the personnel management service and line managers of the organization's departments.

A clear idea of ​​the functions is given by their classification into functional blocks with the identification of tasks in each functional block.

Table 1 Functional blocks of the personnel management system

Stage name	Main tasks of the stage
Determining staffing needs	Planning quality personnel needs. Selection of methods for calculating quantitative personnel requirements. Planning of quantitative personnel requirements
Meeting staffing needs	Obtaining and analyzing marketing (in the personnel area) information. Development and use of tools to meet staffing needs. Personnel selection, business assessment
Motivation of work results and personnel behavior	Managing the content and process of motivating work behavior. Conflict Management. The use of monetary incentive systems: remuneration, participation of personnel in profits and in the capital of the enterprise. Using non-monetary incentive systems: group organization and social communications, leadership style and methods, regulation of working hours
Ensuring the personnel management process	Legal regulation of labor relations. Personnel accounting and statistics. Informing the team and external organizations on personnel issues. Development of personnel policy
Use of personnel	Determination of the content and results of work in the workplace. Industrial socialization. Introduction of personnel, their adaptation in the process of work, streamlining of workplaces. Ensuring ore safety. Release of personnel
Staff development	Planning and implementation of career and career moves. Organization and conduct of training

The HR service can perform its tasks in the following ways:

providing advisory assistance to line managers;

development and implementation, together with line managers, of decisions and personnel activities;

own management powers to carry out relevant activities.

The management system of a modern company is multicomponent. These components meet the conditions of the “Rubik-Cube effect”. According to the true effect, each element of the system has the features and attributes of most elements of other components. The personnel management system is just such a functional component of management. This set of management activities has a corporate-wide consistency and local expression in the project paradigm of activity.

The concept of a personnel management system

As a section of management, personnel management itself is distinguished by its internal organizational system, process orientation and structure. An organization's personnel management system (HRMS) is a set of interrelated elements of an organizational, economic, socio-psychological nature. The process orientation of the management system covers all types of company business processes: basic, supporting, management and development.

The personnel management system has at least three structural sections:

• structure of the objectives of the PMS;
• structure and logic of functional sequence;
• organizational structure of personnel management.

The goals of the system, choosing the strategic goals of the company as a basis, are set with a vector for maximum convergence of the goals of the organization with the personal goals of employees. The functional sequence is determined and strictly logically verified. For example, the hiring of personnel cannot be in order of priority before their attraction and selection.

The implementation of HR business processes requires an organizational structure. Structuring helps in decision making, flow of information, distribution of responsibilities between personnel management services, line managers and management of other management levels. The organization's personnel management system is focused on one key goal - to provide the company with personnel of the required parameters. These parameters are understood as: number, qualifications, productivity, culture, loyalty, optimal budget for motivation and reproduction. The objectives of the SUP are:

1. Providing the company with qualified, efficient and effective employees.
2. Realizing the potential of the team in terms of its cohesion, focus and productivity.
3. Ensuring working conditions in terms of comfort and ergonomics.
4. Development of the team's team potential, professional skills and personal qualities of employees.
5. Ensuring staff stability and retaining valuable employees.
6. Reproduction of a corporate culture that is optimal in terms of performance and team spirit.
7. Development of human capital.

The personnel management system can be considered as a separate composition of techniques, methods, and technologies for working with personnel aimed at solving the problems presented above to achieve the goal of the system. Technologies are consistently implemented and repeated in the management and support cycle. The processes of support and management in the EMS are intertwined. We present to your attention a model of the management and support cycle of the personnel management system.

Model of the management and support cycle of the management system

PMS principles

Basic provisions, rules and regulations define the principles of the management system. The personnel management system, as part of the overall system, is built on the basic principles of management, while having its own specifics and special standards. The principles for constructing a personnel management system include rules and regulations that are shared in relation to the process of forming a management system and are separately used for its development. Taking into account this division, we will consider separately the principles of system formation:

• priority of product production goals over personnel management tasks;
• systematic;
• priority of the functions of the management system over the structure and filling it with personnel and labor intensity;
• optimal balance between efforts to organize the management system and personnel management itself;
• proactive orientation of the management system towards the development of the company (development projects have an advantage over the main processes);
• interchangeability of personnel and personnel reserve;
• prospects and progressiveness of activities;
• economic feasibility (adequacy of the cost of personnel and their reproduction, based on market valuation and business profitability conditions);
• versatility (taking into account the interests of all stakeholders, including the state and society);
• proactivity (anticipating events related to the movement of personnel);
• simplicity and optimality (from the variety of options for a personnel management model, you should choose the most effective one, provided that it is simple, clear and consistent);
• scientific nature (since the times of the USSR in Russia, no one has abolished the principle of scientific organization of labor);
• hierarchy.

Above are the basic principles of constructing a personnel management system. Here you can add the principles of consistency, sustainability, multidimensionality, comfort, etc. In the hierarchy of the PMS subject area, principles invariably occupy a higher position than methods due to the mandatory nature and greater objectivity of the former. The principles are of a priority nature and predetermine the methods used and their system. Let's look at the key principle of building a SUP.

The principle of systematicity provides for the system to cover not only the entire personnel of the enterprise, but also its systemic dynamics both in the life cycle of an employee within the company, and the dynamics in the personnel hierarchy of the enterprise. It is understood that priorities should be built in the system similar to the Pareto rule. We recognize that 20% of the workforce provides 80% of a company's revenue and often 80% of its profit. At the same time, the key “twenty” are far from being the top of the company’s hierarchy; they are a kind of leadership strip from top to bottom.

Methods for constructing a SUP

Management methods should be understood as a set of ways of influencing the subject of management on objects for the implementation in practice of the adopted strategies and tactics of the management system. From the point of view of the direction of application of managerial influence, methods for constructing a personnel management system are divided into economic, administrative and socio-psychological. There is another classification of methods, which is based on the degree of freedom of the subject of control in interaction with the object. The degree of freedom is a derivative method, a technology dependent on the established rules of business turnover and the very nature of the object - the company’s personnel.

SUP methods are divided into three blocks: methods of coercion, inducement and persuasion. These methods have an empirically determined optimal ratio of 4:4:2. Whatever manipulation, action, event we take in interaction with the staff, each of them falls into one of the named groups. Examples can be quite numerous. Let's imagine a set of motivational measures. It is obvious that they mostly relate to methods of motivation, since they serve to initiate the internal intention of employees to work and achieve results.

A symbiotic method of motivation and persuasion is coaching, which is applied to an employee experiencing temporary psychological difficulties in solving a work problem, or in conditions of so-called “burnout.” First, the employee is taken out of the “stress collapse tunnel” of his worldview during the conversation. Having received an expanded perception of the world, a person is invited to return to the task with a constructive attitude (he is re-persuaded). Only after this the employee’s intention to be productive returns to its original position. The employee is literally “awakened” to new achievements.

Methods of coercion usually do not cause difficulties, since they are traditionally based on legislative support, internal corporate regulations and unspoken rules of business conduct. Methods for constructing a personnel management system are most fully classified on one more basis - from the point of view of its scientific and practical implementation. In this plane, methods are divided into groups of examination, analysis, construction, justification and implementation.

Scientific and practical implementation of methods for constructing a control system

Methods for constructing a management system are required not only at the time of designing and creating a company as a subject of activity. At transitional moments in its life cycle, challenges arise and make themselves known, leading to fundamental changes. They are usually accompanied by engineering or business process reengineering projects. Reorganization of the management system is not complete without using the same methods as when building the system. Improving the HR system is one of the most complex projects, and it also has specific methods. Let's look at some of them.

Special EMS methods

Improving the management system is characterized by consistency, driven by the results of research into the root problem of the business. The key problem of finding fundamental difficulties that hinder the development of the company as a whole is being solved. This is the strategic level. Examples can be varied, but let's focus on one. As a rule, the analyst performing complex management research is either a strong external consultant or one of the top managers.

Areas of diagnostics and systems analysis in management research

Let's say a company has identified many symptoms. For example, the budget management system fails, cash gaps drag the company into a zone of low liquidity, stability and independence decline. The credit supply is growing, hygienic factors in personnel management are being disrupted (delays in wages, speculation by professional leaders, etc.). However, non-judgmental judgments, impeccable logic and adherence to management research methodology reveal that the root of the problem is the imbalance of the company’s corporate culture and its inconsistency with the current management concept.

In addition to management research methods, the organization's personnel management system uses several special methods for its development. Goal structuring method relies on the “Tree of Goals” of the organization, crowned by a mission, decomposed strategic goals and decomposition to project-level tasks. Almost always, in the structural model of goals, goals regarding personnel occupy a large place. It is on this axiom that the fourth perspective of the balanced scorecard – “Personnel and Systems” – is built. This is how HR strategy comes into being.

Stages of developing an HR strategy

At the moment when the efficiency of PMS transformations comes to the first place (and this is of key importance for the life cycle stage “Youth” and “Flourishing” according to Isaac K. Adizes), another method is activated. To improve the SUP, it is used expert analytical method. An examination that is carried out in several stages, involving many actions. It involves the involvement of experts in the field of personnel management and serious procedures to ensure a criteria-based assessment and examination base.

An HR strategy can then be considered ready for implementation when it has passed at least two special regulatory and evaluation procedures. The assessment is performed based on statistical analysis and benchmarking. Procedures are carried out during the strategic analysis of the company's personnel and at the time of ranking the strategic action plan. Normative method provides for the introduction, application and development of a set of labor standards and related regulatory values.

The system of indicative values ​​of the normative method includes standards for numbers, standards for service, time, output, productivity indicators, types of organizational structures used, including in project management. The list can go on for a long time. The main thing you need to remember: the method of structuring goals, expert-analytical and normative methods allow you to bring the HR strategy to direct implementation. Its implementation is embodied in project tasks and activities that develop the composition of the functions performed by the management system.

Implementation of the management system from HR strategy to system functions

Functions of the company and project management system

As already mentioned, personnel management is an environment of business interactions in which it is difficult to separate management from provision. Take, for example, accounting and personnel support for activities. This is a purely security function, however, it also applies to the SUP. All other SUP procedures are of a mixed nature. Essentially, the functions of the personnel management system are divided into three main blocks.

1. Block for the formation of company personnel with the required parameters. It includes personnel planning, establishing the need for recruitment, attraction, selection, hiring, hiring, adaptation, reduction, release and outplacement.
2. Personnel development block. This group includes functions for training, career planning and promotion, rotation and reservation of personnel.
3. Block for ensuring rational and productive labor. This block implements certification and assessment, personnel motivation and labor regulation.

Personnel planning is divided into strategic and operational. The main blocks do not take into account two functional components: maintaining and developing corporate culture, as well as personnel records management and accounting. HR management functions are divided between HR, functional and project managers. The structure of management labor intensity is approximately the same, regardless of whether personnel management is carried out in functional activities or project activities.

Distribution of personnel management functions between HR and the manager

Regarding the project organization, it should be noted that the functional composition of the personnel management system is the same both for the company as a whole and for the project teams, which are the personnel concentrators for the execution of project tasks. However, often the functions of the management system in a project are compared with the business processes of human resource management in the project. The nature of functions and processes is different.

Functions are by their nature closer to competencies, skills and abilities. They have neither beginning nor end. It is very difficult to ask for functions and at the same time very easy to ask, since the only basis for demand is the job description. In other words, by virtue of their nature, functions are an excellent object for counter manipulation between the subject and the object of control.

Another management tool is business processes. A set of interrelated works leading to a clearly defined result. A cyclical task that has a beginning (inputs) and an end (outputs) - a business process is very different from functions. Therefore, they should not be confused. The only function of project personnel management that sets it apart from the overall company management environment is the function of internal recruitment of personnel to the project team. We'll talk about this in more detail in the next section.

HR management processes in projects

Human resource management in a project is one of the key blocks in the PMBOK Guide. The entire personnel management model is built in a process paradigm. The focus of the processes is on the project team, whose participants are assigned roles, areas of authority and responsibility in the project. Team members are recruited from functional departments of the enterprise or hired from outside. However, the backbone of the team is internal employees who have their own functions (skills, competencies) at their workplaces.

In a project, employees begin to operate to a greater extent with concepts other than function: operation, work, task. Motivation by its nature also changes, efficiency and effectiveness are stimulated in a much greater, concentrated form. In this regard, the composition of personnel management processes changes somewhat, which includes the following:

• human resource management planning;
• recruiting a project team;
• development of the project team;
• project team management.

It should be remembered that the composition of the project team may be fluid not only because of the initial plan to attract personnel. In the course of work on the WBS, a need may arise either to increase the number of personnel or to change the composition of the required competencies. Additional risks and additional resources for training new team members may need to be considered.

The project's human resource management system also applies to other project groups, such as the project management team. The above processes fully apply to it. The dynamics of the internal processes of the system, the tools and methods used are presented below.

Dynamics of work, tools and methods of PMS processes in projects

Let us place small emphasis on two aspects of planning. BP “Human Resource Management Planning” involves establishing connections and using organization theory. Providing a project with effective staff requires established internal and external connections in formal and informal interaction between professionals in the same industry, in the community or within the company. Well-established connections help to select the best personnel with a clear value orientation at the start of a project. The benefit also manifests itself when expanding professional vision in the context of the project tasks being solved.

Human Resource Management Planning Data Flow Diagram

The effectiveness of PMS planning in a project and the quality of the output of planning processes are increased using the postulates of organization theory. They allow you to reduce the duration, labor costs and costs of human resource management planning procedures in a project. During the implementation of business processes of the personnel management system in projects, inputs to planning procedures are progressively transformed into outputs of team management results. The dynamics of such transformations are presented below.

Dynamics of inputs and outputs of PMS processes in projects

Separate stages of personnel management in teams

The project team staffing plan is an integral part of the human resource management plan for the project. Issues of using existing human resources in the team or recruiting them from outside, budgetary issues related to personnel are reflected in the “Recruitment” section of the staffing plan. The section also discusses the qualifications required for the project and the parameters for team support by the personnel service.

Resource calendars of team members enable PMs to quickly monitor the availability of personnel for work and collective project activities. Examples of resource calendars can be individualized or collectively presented. One such example in the form of a resource histogram is shown below.

Example of a resource histogram

A special place in the staffing plan is given to the procedures for releasing personnel from the project, the planned implementation of training needs, recognition of the merits of team members and their remuneration. The plan additionally reflects the imperative requirements of legislative and internal corporate labor standards.

Team recruitment procedures are so important that the PMBOK has a separate process for them. Despite the fact that the HR department is usually involved in recruiting personnel for the team from the outside and in negotiations with functional managers, all responsibility for recruitment lies with the project manager. The success of the project largely depends on whether the PM can recruit the required human resources within the given time frame. The project manager must be able to attract alternative resources if necessary, and have the skills of an interviewer and negotiator.

The logic of interviewing a candidate for project team members

Virtual teams as a modern trend in project organization of activities, on the one hand, are at the forefront of processes using the latest communication technologies. Often, work efficiency increases by increasing the level of the team. On the other hand, virtual team models place additional demands on defining the expectations of participants, establishing more tailored rules of behavior and working procedures in the team. Most importantly, recruiting a project team becomes more difficult.

Development of the project team is a significant position in the responsibility of the manager. Project People Management requires the PM to ensure that communications among project team members are effective, timely, accessible, and effective. To do this, each team member must have special skills and competencies, and the team itself as an object must have a number of target parameters.

Formation of a personnel development system in the project

EMS effectiveness criteria

Let us recall the balanced scorecard system, widely used both in the West and in Russia. The fourth perspective of the BSC, “Personnel and Systems,” is the lowest, but also the most basic in the hierarchy of the company’s targeting of financial results and corresponding KPIs. For the purposes of this article, we support the identity of effectiveness and efficiency, although this is not entirely true.

Key performance indicators of the management system are also difficult to divide into general management and purely project ones. Efficiency everywhere is determined by the ratio of the results obtained and the efforts and resources invested. Below are typical examples of EMS performance indicators.

1. Budget standards for personnel, as a percentage of gross revenue.
2. The share of personnel costs from revenue per company employee, in fractions of units.
3. Average duration of filling a vacancy, in days.
4. Turnover of company employees during the first year of work.
5. Staff turnover rate.
6. Share of the wage fund from gross turnover, as a percentage.
7. The ratio of growth rates of labor productivity and payroll, in fractions of one.
8. Percentage of employees who underwent advanced training during the year.
9. Ratio of costs for personnel search and adaptation, in fractions of units.
10. Consolidated assessment of line managers of the personnel service on the timing and quality of satisfaction of recruitment requests, on a ten-point scale.
11. The growth rate of labor productivity per company employee.
12. Percentage of employees who regularly receive performance reviews.
13. The average cost of adaptation of one employee, rubles.
14. Amount of gross revenue per employee, rubles.

As we see, the effectiveness of personnel management is measured in several directions: with an emphasis on the budget of the personnel service, with attention to increasing personnel productivity, with an emphasis on the effectiveness of selection, adaptation and development of personnel. Examples of recruitment performance indicators include:

• ratio of closed and open vacancies for the period;
• ratio of vacancies filled by external and internal candidates;
• the average duration of filling a vacancy by the company’s HR specialists;
• average cost of filling one vacancy.

Improving EMS in modern conditions

The effectiveness of a modern management system is determined by three main premises. First, human resource management must be effective. In other words, every ruble invested in personnel management should have a multiple return in the form of growth in revenue and profit of the enterprise. Secondly, the EMS must be self-reproducing and updated on a regular basis. Thirdly, the company’s personnel, due to the qualities of the system, must be elastic to external changes, remain loyal to the company and demonstrate sustainability.

Just fifteen years ago, terms such as “human resource management” (HRM), “human capital management” (HCM), “theory of intellectual capital” seemed something distant for the domestic management school. In the early 2000s, personnel services with great difficulty grew out of the former personnel departments and made their way as management bodies, rather than support ones. At the moment, new trends no longer seem fantastic. The development of the personnel management system is directed towards the theories of human capital and intellectual capital. The improvement of the personnel management system today is actually taking place in a number of areas.

1. Priority of socio-psychological, cultural and medical-biological characteristics of candidates over the composition of skills and abilities to ensure economic efficiency.
2. A person comes to the forefront of the resource basis of the company's strategy, and his complex attitude towards work becomes the main capital.
3. Investments in human capital acquire a bidirectional nature from the company's management and from the employee himself, uniting into a single zone of interests.
4. The company is turning for employees into a platform for solving internal problems in developing skills and qualifications through the prism of the company’s solved problems.
5. The PMS is beginning to be viewed as an independent infrastructure asset.
6. A knowledge base and experience are developed in the form of cases of employee behavior in difficult situations (stress, team interactions, etc.).
7. Projects, as a relatively new paradigm of company activity, act as a catalyst for the implementation of the above theories.

A company’s modern management system is a complex and multifaceted mechanism that is the first to respond to external challenges and ensure stability in times of crisis. The development of a personnel management system is one of the large-scale projects of organizational transformation, and the project paradigm itself gives personnel management a special specificity.

As a task, the project dictates the dynamics of personnel planning and management, imposes conditions on the effectiveness of team recruitment, its timely dissolution, rotation of members and their development. The project manager at any time can find himself face to face with all the functions of the management system in the project, because for now the personnel services provide assistance to the PM on a residual basis. Therefore, I would like to hope that knowledge in this area will bring you real benefits.

1) Staffing of the CPS.

2) Office support for the management system.

3) Information support for the management system.

4) Technical support of the SUP.

5) Regulatory and methodological support for the management system.

6) Legal support of the CJS.

1) The staffing of the management system is understood as the necessary quantitative and qualitative composition of the organization’s personnel service employees.

UP service workers must:

1. Good knowledge of labor legislation, methodological, regulatory and other materials relating to work with personnel, personnel accounting, the basics of pedagogy, sociology and psychology of work, advanced domestic and foreign experience in the field of personnel management;

2. Own modern methods of personnel assessment, career guidance, long-term and operational planning of work with personnel, regulation of the functions of structural units and employees, social management technologies;

3. Have a clear understanding of the prospects for the development of the enterprise, market and market conditions, the basics of the scientific organization of labor, production and management, the structure of the enterprise and the main functional structural divisions.

Quantitative composition of the management service personnel is determined by the organizational structures and charter of the organization. When calculating the required number of full-time HR employees, the following factors are taken into account:

1. The total number of employees of the organization;

2. specific conditions and characteristic features of the organization related to the scope of its activities;

3. social characteristics of the organization, the structural composition of its employees;

4. complexity and complexity of the tasks to be solved in personnel management;

5. technical support for labor management.

The calculation of the number of personnel service employees is determined using the following methods:

1. Multivariate, correlation analysis. Its essence is that factors influencing the number of personnel workers are identified, then an array of statistical data on these factors and the number of personnel employees is accumulated, and on the basis of these data a regression equation is constructed that describes this dependence, and a correlation coefficient is calculated showing the closeness of the connections between factors and results;

2. Other economic and mathematical methods;

3. Comparison method by analogy with leading enterprises in the industry;

4. Expert method, i.e. based on the opinion of highly experienced specialists;

5. Direct counting method. Involves determining the number of specialists and employees based on the calculation of the required labor costs for the implementation of the periodic function of personnel management and the implementation of the management function of eliminating disturbing deviations;

6. Calculation of the number of personnel service employees through labor costs for performing management work, i.e. through labor intensity. In this case the formula is used:

where H is the number

T is the total labor intensity of all work performed per year in the HR department, person/hour.

K - coefficient that takes into account the time spent on performing work not provided for in the technical specifications (K = 1.15)

F p - useful fund of working time of one employee per year, hours.

7. Calculation method based on service standards. Here, the number of personnel workers is determined based on the number of production workers according to the established standard.

2) The purpose of office support is to organize work with documents submitted to the CPS. Office work constitutes a full cycle of processing and movement of documents from the moment they are created by HR employees until completion of execution and transfer to other departments.

The main functions of office support are:

1. timely processing of incoming and transmitted documentation;

2. bringing the documentation to the relevant CPS employees for execution;

3. printing, registration, accounting and storage of documents for personnel;

4. formation of cases in accordance with the nomenclature approved for this organization;

5. copying and duplicating documents on personnel matters;

6. control over the execution of documents;

7. transfer of documentation on vertical and horizontal connections.

The following types of documents circulate in the PMS:

1. planned;

2. primary accounting;

3. reporting and statistical;

4. social security;

5. organizational and administrative.

The personnel service is required to maintain the following documents: personal files of employees, including personal sheets, questionnaires, autobiographies, copies of education documents, characteristics, personal cards, employment certificates, pension files.

3) Information support of the control system is a set of implemented decisions on the volume, placement and forms of organization of information circulating in the control system during its operation. Information support includes operational, regulatory and reference information, technical and economic information and documentation systems.

The following requirements apply to the quality of information:

ь Complexity;

ь Efficiency;

ь Systematicity;

b Reliability.

Information support of the personnel service is divided into: extra-machine (mainly documentation) and intra-machine (data arrays in computer memory).

4) The complex of technical means of the management system is a set of technical means for collecting, registering, accumulating, transmitting, processing, outputting and presenting personnel information, as well as office equipment.

The following types of technical devices are distinguished:

1. means of collecting and recording information;

2. means of information transmission - teletype, telephone, fax communication systems, electronic networks;

3. means of storing information - file cabinets, computer hard drives, CDs, flash memory, etc.;

4. information processing tools - computers, calculators;

5. information output means - displays, printers, plotters.

5) Regulatory and methodological support of the management system is a set of documents and regulatory reference materials, established norms, rules, requirements, characteristics, methods used in solving personnel management problems and approved either by government bodies or by the head of the enterprise.

They include the following groups:

1. regulatory and reference documents;

2. documents of an organizational, administrative, methodological nature;

3. documents of a technical, technical-economic and economic nature.

6) The main tasks of legal support for the CJS:

1. legal regulation of labor relations within the organization;

2. protection of the rights of workers arising from labor relations.

Legal support for the PMS includes:

1. compliance, execution and application of current legislation in the field of labor relations;

2. development and approval of local normative and non-normative acts;

3. preparation of proposals for changes in labor relations.

Staffing of the CPS

The required quantitative and qualitative composition of personnel management employees.

The quantitative composition of the management system is determined by organizational units and the organization’s charter. When calculating the required number of full-time HR employees, the following factors are taken into account:

the total number of employees of the organization;

specific conditions and characteristic features of the organization related to the scope of its activities;

social characteristics of the enterprise;

complexity and complexity of the tasks to be solved in personnel management;

technical support.

A number of methods have been developed for calculating the number of managers, specialists and employees:

Multivariate correlation analysis.

Economic and mathematical methods.

Method of comparisons. Based on an analysis of the composition of the specialist workforce, projects for the need for specialists for a less developed system are being developed.

The expert method allows you to get an idea of ​​the needs for specialists based on the opinions of a group of experts.

The direct calculation method determines the number of specialists and employees based on the calculation of the necessary labor costs and labor costs for the implementation of the management function.

The labor intensity method is the most accessible for HR employees. The complexity of personnel management work can be determined in the following ways:

normative;

using photographs of the working day, timekeeping;

calculation and analytical;

expert.

The method according to service standards is characterized by the number of employees of the organization served by one employee of the personnel management service.

Office support

includes work with documents circulating in the personnel management system. Office work constitutes a full cycle of processing and movement of documents from the moment they are created by HR employees until completion of execution and transfer to other departments.

Office functions:

1. Timely processing of incoming and transmitted documentation.

Dissemination of documentation to the relevant employees of the management system for their implementation.

Creation of documents (computer typing) on ​​personnel issues.

Registration, accounting and storage of personnel documents.

Formation of cases in accordance with the nomenclature.

Copying and duplicating documents.

Control over the execution of documents.

Transfer of documentation on vertical and horizontal connections.

Depending on the size of the organization, office work can be carried out centrally (office, general department) and decentralized (by unit). In practice, a mixed form is usually used.

The PMS maintains the following unified documentation:

Planned - task plan on personnel issues, applications for young specialists, planned calculations of the number, etc.

Primary accounting of labor and wages.

Reporting and statistical documentation - by number, working time balances, etc.

Social security documentation - pensions, allowances, benefits, etc.

Organizational and administrative - acts, letters, assignments, reports, questionnaires, explanatory notes, charters, etc. _

Strategic personnel management in an organization

Managing people always pursues certain goals. Target is an ideal mental image of the result of an activity.

The main goal of personnel management is the formation, development and implementation with the greatest efficiency of the organization’s intellectual resources, its human capital. This means improving the work of each employee so that he optimally increases and uses his labor and creative potential and thereby contributes to the achievement of the goals of the enterprise, as well as supporting the activities of other employees in this direction. To achieve this goal, a number of local goals and means are being implemented. The tree of personnel management goals includes a number of levels.

Purpose of personnel management reflects the desired state of the control system and must meet a number of requirements:

be loaded, but doable, achievable;

do not contradict the objective laws of development of nature and society;

be consistent in terms of deadlines, resources and performers;

ensure the concentration of forces and resources on the most promising areas of development;

be defined unambiguously and be understood by the performers.

All these requirements must be fully taken into account in the goal-setting process, i.e. during their formation and production. Goal setting should be carried out by defining specific parameters, in particular the subject of achieving the goal, unit of measurement, quantity (quality) and time.

At the enterprise (organization) level, production, commercial, economic, scientific, technical and social goals are determined.

Production and commercial goals are determined by the production and sale of products (services) necessary for society.

Economic goals in a market economy are associated with making a profit from the results of economic activity.

Scientific and technical goals require the introduction of scientific and technological achievements into production and ensuring a certain level of product quality, i.e. at least compliance with established standards.

Social goals– these are goals related to personnel management. These goals can be divided into four groups, each of which includes subgoals.

Management by goals improves work motivation, promotes mutual understanding between managers and subordinates, and increases operational efficiency. However, it faces certain problems. In particular, personnel policy is designed to ensure a balance between the economic and social goals of the organization. The economic goals of an organization require maximizing profits and minimizing costs. However, achieving these goals is impossible without solving social problems, i.e. taking into account the needs, interests and requirements of employees to the enterprise (organization), which are associated with certain costs.

The most important management system tasks personnel are:

Helping the company achieve its goals;

Effective use of staff skills and abilities;

Providing the company with qualified and motivated employees;

Increasing the level of job satisfaction for all categories of personnel;

Improving personnel motivation systems;

Maintaining a favorable moral climate;

Development and maintenance at a high level of a system of advanced training of personnel and professional education;

Management of intra-organizational personnel movement for the mutual benefit of workers and administration, society;

Career planning - promotion;

Improving methods for assessing personnel performance and certifying management and production personnel, communicating personnel management with all employees;

Providing a high standard of living that makes working in this company desirable.

Personnel management has two directions: strategic and tactical. As part of the first, it is designed to help ensure conditions for competitiveness and long-term development of the organization based on regulating relations between the organization and employees within the framework of business strategy. Within the framework of the second, current personnel work is carried out: the status and planning of personnel requirements; development of staffing schedules; personnel assessment and selection; planning upcoming personnel movements, layoffs; advanced training, retraining, etc.