What is the personnel policy of the organization. Personnel policy of the organization - main directions The main directions of personnel policy include

AT modern business the personnel policy of an organization can have a significant impact on the efficiency of economic activity. Therefore, modern personnel specialists and employers need to understand well what types, types and elements of personnel policy exist, what it is, and how to apply them in practice in the most effective way. At the same time, improving the personnel policy in already established and operating organizations can also be an extremely relevant decision, so this procedure should also be carried out on a regular basis.

Human Resources Policy - what is it?

First of all, personnel policy is a set of principles, rules, methods and other standards established in the organization, in accordance with which work is carried out with employees and the process is carried out. personnel management. At the same time, there is no direct need to reflect the personnel policy in the organization in the documents. One way or another, it is present in one form or another in any enterprise where there is an employment relationship between the employer and employees. And it is easiest to consider this aspect of entrepreneurial activity on the example of the goals and objects of personnel policy, as well as the factors that influence its formation.

The main goal of personnel policy, respectively, is to create the most effective system for personnel management at all levels of the enterprise. Including - increasing labor productivity, reducing costs, creating an optimal microclimate in the organization, using suitable modes and systems of remuneration and taking into account many other nuances related to the staff of the organization.

The object of personnel policy is the personnel of the organization - personnel. It includes, first of all, the main, full-time staff of employees. However, depending on the specific enterprise and its personnel policy, its object may be partially or completely personnel working temporarily on fixed-term contracts, or even attracted using other mechanisms - outsourcing and outstaffing.

Factors affecting personnel policy

The personnel policy of any enterprise is influenced by various factors. It is influenced by both the external and internal environment. And in order to form effective solutions and improve personnel policy, it is necessary to initially understand these features of it. The factors of the external environment on which the influence of the organization is impossible or extremely limited include:

Internal factors influencing personnel policy include:

• Organization goals. Personnel policy should be formed precisely on their basis and be a tool for achieving them in their area of ​​responsibility.
• Management methods. The applied personnel management methods should be consistent with the personnel policy and be complementary.
• Human resource and its potential. A lot depends on the structure of the staff and even the personal characteristics of employees in the formation of personnel policy.

Based on the assessment of the factors influencing the personnel policy, its principles should be formed. Thus, the company must both take into account external factors and do everything necessary to reduce their negative impact on personnel policy, and manage internal factors in order to achieve its maximum efficiency.

The main directions of personnel policy

At its core, the directions of the personnel policy of the organization are consistent with the main areas of activity of the personnel department. At the same time, each area of ​​activity has its own characteristics, principles of implementation and characteristics, which should also be taken into account when forming a personnel policy. The very same areas of this aspect of personnel matters are as follows:

1. Personnel Management. General management employees is the primary direction within which the personnel policy is implemented. Regardless of its type and type, management should be based on the principles of meeting the needs of both personnel and the organization itself. on observance of the principle of equal achievement of both the goals of the organization and the goals of employees. This, in turn, will maximize management efficiency even if the organization has to partly sacrifice its interests. For example, giving employees a bonus will actually reduce a company's profits, but increase labor efficiency, which, in turn, can increase its income by more significant indicators. the interests of the organization at first glance may be weakened.
2. Search and distribution of employees. Personnel policy also addresses the issues of filling gaps in the state and its effective formatting. The main principles of this aspect are the correspondence of the volume of work to the capabilities of employees, the correspondence of the employee's knowledge to the requirements of the profession and position. In addition, the selection and distribution of employees should also take into account the individual characteristics and inclinations of each employee, as well as their practical experience.
3. Creation of a management reserve. An effective personnel policy always provides ready-made solutions in case of loss valuable personnel. This aspect should always be based on the principles of competition - choice the best workers, rotation - shifts of positions and their interchangeability, training and evaluation - transfer of a position to those who have the necessary theoretical knowledge and practical skills and are ready to maintain high results.
4. Carrying out certification and evaluation of the effectiveness of labor resources. The personnel policy of the organization should include mechanisms for evaluating the effectiveness of employees. At the same time, the main principles of the evaluation aspect of personnel policy are independence, objectivity and professionalism. The assessment should be carried out by competent people who are not interested in the promotion of individual employees or, on the contrary, their stagnation. It is also necessary to provide in advance both the evaluation criteria and the estimated indicators for each specific aspect of the activity.
5. Staff development. With the effective organization of personnel policy at the enterprise, the process of developing its staff is constantly going on to increase its economic efficiency. Development operates on the principles of legality, self-development and justice. That is, it should raise the status of employees in terms of legislation, encourage their personal aspirations and be encouraged to an adequate extent by the employer himself.
6. Motivation workers and wages. This direction of personnel policy provides for the development of mechanisms for motivating workers and directly wage systems. At the same time, the main principles in this direction are the correspondence of the complexity of labor to its payment, as well as a uniform combination of positive and negative methods of motivation - the presence of both a system of disciplinary influences on employees and mechanisms for their remuneration.

Elements of personnel policy

Personnel policy cannot be implemented without a certain range of tools that will be applied within the framework of personnel management. At the same time, the range of such tools can be quite wide. So, the indicated elements of personnel policy can be as follows:

• administrative tools. Local regulations of the organization, which include staffing, internal labor regulations, provisions on remuneration and bonuses - the employer has a fairly wide range of opportunities to regulate the activities of personnel using its internal standards, and therefore this tool of personnel policy is the most effective.
• Psychological tools. Employers and the personnel department can use not only direct administrative tools in the implementation of personnel policy. The effective use of methods of psychological influence on employees, the creation of a favorable environment in the team, or vice versa - the stimulation of conflicts to identify the most effective employees can also be quite convenient tools in the implementation of personnel policy.
• Social tools. Creating a company's image in the external and internal environment can also affect the effectiveness of personnel management. General interior style, corporate ethics, increasing the loyalty and involvement of employees in the organization form a separate society in it, which in itself is an important element of personnel policy and, if used properly, can demonstrate much greater efficiency than purely administrative regulated management tools.

Types of personnel policy by implementation method

Considering the direct implementation and application of personnel policy, it should first of all be understood that it can be divided into several main types. For existing enterprises without a regulated personnel policy, determining its type is a priority. Basically, in modern personnel matters, the employer's policy in this area is divided into:

Types of personnel policy by degree of openness

It must be understood that the types of personnel policy can also be divided in terms of its openness. The openness of this aspect of labor organization affects almost all other aspects of both external and internal personnel policy and the structure of personnel in general. With an open personnel policy, personnel are mainly recruited from outside for all categories of positions, while a closed personnel policy provides for the selection of personnel exclusively for lower positions, and all other personnel positions are closed precisely at the expense of the employees of the enterprise.

The following characteristics can be attributed to the features of an open personnel policy:

• Recruitment is carried out mainly from the external labor market for any position, from lower-level employees to senior management. This approach is effective in a developed labor market without a shortage of workers.
• The adaptation of personnel can be carried out by various methods and is a rather complicated procedure due to the variety of employees selected.
• Training of employees is carried out mainly in external institutions, or they are initially required to have a certain level of education, practical skills and theoretical knowledge at the stage of selection.
• Possibility career development within the enterprise is limited, since often the personnel policy provides for a focus on finding professionals, and not selecting them from existing employees. In this case, the promotion of employees on the career ladder will mean the opening of a new vacancy, which will also need to be filled, instead of simply initially finding a suitable employee in the labor market.
• Personnel motivation is provided mainly by direct monetary influences and disciplinary sanctions.
• A wide variety of personnel greatly simplifies the search for innovations and their implementation by employees.
• An open personnel policy does not stimulate the growth of brand and company loyalty and has certain problems with staff turnover in comparison with closed mechanisms.

The closed personnel policy has the following characteristic features:

• Recruitment is carried out exclusively on the basis of existing employees in lower positions. Such an approach is extremely relevant in the context of a labor shortage in the labor market and a lack of professionals.
• The adaptation of personnel in the organization provides for their wide involvement in the corporate culture.
• The training of employees most often takes place in a complex within the enterprise, including the popular mentoring of employees. This method allows you to increase team cohesion and form a unified corporate policy and ethics.
• From the point of view of career growth, a closed personnel policy provides extremely high motivation for employees, since almost any position within the enterprise is achieved from below.
• The motivational approach also provides for the creation of an atmosphere of stability for employees and the provision, first of all, of intangible values ​​and benefits on the basis of the enterprise.
• Innovation processes within the framework of a closed personnel policy require special additional motivation of employees and their initiation in the first place from above, which can reduce the potential of innovative management.
• A closed personnel policy provides for the formation of a stable corporate culture and ethics and provides for the interchangeability of workers, however, the overall efficiency of economic activity due to such a policy may decrease, since it has a fairly strict regulation and does not imply large-scale fluctuations, both in the negative and in the positive direction.

The above concepts are only a general theoretical designation of personnel policy, and in practice, enterprises do not use a completely closed or completely open model, but combine their individual features to one degree or another.

Requirements for personnel policy

The formation of an effective personnel policy of an organization is a complex task that requires a balanced approach and strict adherence to the basic principles, which are the same regardless of the type or type of personnel policy chosen. So, we can highlight the main requirements that should be presented to this aspect of personnel management in an organization:

The procedure for developing and improving personnel policy

The development of a personnel policy can be initiated by the management of an organization at any stage of its existence, however, the sooner attention is paid to this aspect of labor, the more effective the overall economic activity of almost any organization will be. The easiest way to start developing a personnel policy is to use a fairly simple algorithm of actions:

1. Definition of the general strategic goals of the organization and its development plan as a whole. This stage is necessary, since the personnel policy is only an auxiliary tool for the implementation of the tasks of the organization itself.
2. Development of the basic principles of personnel policy, its priorities, as well as the identification of weaknesses and strengths, taking into account all the factors affecting the organization. At this stage, a specific type of personnel policy is determined and general structure enterprise personnel.
3. Formation of the financial base of personnel policy. At this stage, it is necessary to assess the assets of the enterprise and possible funds that will be directed to the implementation of the personnel policy, after which its final approval takes place.
4. Approval of personnel policy. An effective personnel policy should be accurately and clearly reflected in the regulatory documents of the organization, which must also comply with it.
5. Promotion of personnel policy. Each employee must understand what level he occupies in hierarchical structure enterprise, and how exactly the current personnel policy can help him achieve his goals - at this stage, it is necessary to ensure the clarity and accessibility of the basic principles of personnel policy for each of the employees.
6. Development of operational plans. At the initial stages, the personnel policy is oriented in its development towards achieving global goals and directly methods for determining and implementing tactical tasks. After the actual implementation of the personnel policy, its direct and primary goals in the short term should be determined.
7. The actual implementation of operational plans and the use of personnel policy methods. On the this stage work is underway within the framework of the developed personnel policy as a whole
8. Evaluation and analysis. Personnel policy should always be analyzed by the management of the enterprise and reworked to improve its effectiveness, and, accordingly, the overall economic benefit of the organization.

Improving personnel policy is impossible without its comprehensive analysis. However, it should be understood that policy improvement is not always possible overnight. In certain situations, any changes, even promising ones, can lead to a short-term decrease in the overall effectiveness of personnel policy, since employees need some time to adapt to the ongoing changes.

The current stage of economic development in most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

• development of each employee to his maximum productivity and the highest well-being;
• selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of the organization is a purposeful and conscious activity, the purpose of which is to create such a labor collective that will maximally combine the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition are forcing business leaders to pay special attention to long-term aspects in matters of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and staffing are subject to planning. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• downsizing;
• information, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, a certain type of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow the economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful solution of all existing tasks will allow obtaining the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achieving the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to improve the material and non-material position of employees. This is possible with an increase in wages and social spending, providing employees with more rights, freedoms, etc.

Principles of work on personnel management

Conducting a personnel policy is an important aspect of the successful operation of an enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

1. Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel officers cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
5. methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the existing principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, recruitment methods, etc.

Personnel policy at the present stage

The changes caused by the development of market relations also affected the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

• creating employee motivation for effective and highly productive work;
• ensuring the efficiency of production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is now carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, all of them are obliged to comply not only with the normative acts of the enterprise, but also with the general provisions of the labor legislation.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

• using the achievements of scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides the organization with the necessary personnel and maintains its performance.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing and potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the conditions for personnel management available in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the company's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is a fundamental orientation to own or external personnel, and also reveals the degree of reference to the external environment in the recruitment process of the company. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict the further development of the situation with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are various options for its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product appears or a significant change in the market.

Open Policy

In its implementation, the organization is transparent for people seeking to fill the vacancies available in it. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. Indeed, to implement grandiose plans, they require a large amount of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

• develop strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• provide management and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the implementation official duties;
• to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
• create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity for creative growth;
• to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

1. The concept of personnel policy

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

Personnel policy - the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service of the enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.

The main object of the personnel policy of the enterprise is the personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. From the qualifications of workers, their vocational training, business qualities production efficiency depends to a large extent.

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

Dismiss employees or keep; If you save, which way is better:

a) transfer to reduced forms of employment;

b) use at unusual works, at other objects;

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

• train workers themselves or look for those who already have the necessary training;

recruit from outside or retrain workers to be released from the enterprise;

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

When choosing personnel policy factors inherent in the external and internal environment of the enterprise are taken into account, such as:

production requirements, enterprise development strategy;

· financial opportunities the enterprise, the permissible level of costs for personnel management determined by it;

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

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

Demand for labor from competitors, the emerging level of wages;

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

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

General requirements for personnel policy in modern conditions come down to the following:

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

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Those aspects of it that are focused on taking into account the interests of the personnel and are related to the organizational culture of the enterprise should be stable.

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

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

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

Alternatives are possible in the implementation of personnel policy. It can be fast, decisive (in some ways at first, perhaps not very humane in relation to employees), based on a formal approach, the priority of production interests, or, conversely, based on taking into account how its implementation will affect the labor collective, what social costs this may lead to for him.

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

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

Personnel policy forms:

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

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

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

· Attitude to the nature of the training of new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;

· Attitude to the internal movement of personnel, etc.

Personnel policy properties:

1. Link to strategy

2. Focus on long-term planning.

3. The importance of the role of personnel.

4. A range of interrelated functions and procedures for working with personnel.

Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work.

Personnel management within the enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of enterprise development, which consists of three parts:

production;

· financial and economic;

social (personnel policy).

The personnel policy defines goals related to the relationship of the enterprise to the external environment (labor market, relations with government agencies), as well as goals related to the relationship of the enterprise to its staff. Personnel policy is carried out by strategic and operational management systems. The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

research of the atmosphere inside the enterprise;

· analysis of prospects for the development of labor force potentials;

generalization and prevention of the reasons for dismissal from work.

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

Personnel policy of the enterprise is a holistic HR strategy that brings together various forms personnel work, the style of its implementation in the organization and plans for the use of labor.

The personnel policy should increase the capabilities of the enterprise, respond to the changing requirements of technology and the market in the near future.

Personnel policy is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.

In education, as in a specific branch of the national economy, personnel play a crucial role. “Cadres decide everything”, but cadres can also be the main reason for failures. There are four key problems in the management of the teaching staff of the university. These are age, qualification and job structures and remuneration. Each of these problems requires control by the administration and the development of principles for solving, prospective and current management.

The effectiveness of the educational process, the prestige and prospects of the university depend on the state of the teaching staff of the university. The age composition of the staff determines the continuity of knowledge in the scientific and pedagogical school, the activity of mastering new areas of knowledge. It should be borne in mind that the age of teachers should not and cannot be a goal in personnel policy. Moreover, the teaching and research experience of a university employee appears after 10-15 years of work, and the retention of the most outstanding professors and associate professors is the key to high scientific and pedagogical prestige. However, any department, faculty and university as a whole should plan the internal process of self-reproduction of personnel and take the necessary measures to cultivate and attract the most qualified specialists.

As a rule, the basic principles of personnel policy are developed by the Academic Council and the administration of the university, but in reality, the selection of personnel is carried out by each department independently.

2. Criteria for assessing personnel policy

For complete analysispersonnel policy of any enterprise it is necessary to allocate evaluation criteria.

1. Quantitative and qualitative composition of the personnel;

2. The level of staff turnover;

3. Flexibility of the policy pursued;

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

For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: leadership, management and service, men and women, pensioners and persons under 18 years of age, working and on vacation (for example, to care for a child, without maintenance and etc.), as well as for those working in the central office or branches, etc. The qualitative composition, in turn, of the organization is usually divided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, advanced training by employees, and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise.

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

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

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

3. Improvement of personnel policy

For improvement personnel policy the following activities are usually carried out.

Consistency in the selection of personnel is being strengthened and the whole spectrum is covered by this work: from hiring to leaving an employee. The nomination procedure is improving: information about vacancies, candidates, responsibility of recommenders, regulation of the right to nominate candidates, procedures for discussion, appointment and induction. If we take each of these moments separately, they seem not very significant. But taken together, they allow us to raise all the work of recruiting to a new level.

For the purpose of stable operation of the organization, planning its development, long-term planning of the personnel policy of the enterprise is very important.

In most companies, human resources departments or human resource management departments are more accustomed to planning the number of employees in enterprises. Their main task is to ensure that the enterprise or organization has as many employees as there should be in accordance with the staffing tables.

It is desirable to carry out an analysis of environmental factors to make sure that there is a supply of certain professions for the recruitment of personnel by such employees, which are not yet on the staff of the organization.

As a result of the forecast of supply and demand for labor resources, any organization can find out the number of people it needs, their level of qualification and the placement of personnel.

As a result, a coordinated personnel policy can be developed, including systems for recruiting, training, improving and remunerating personnel, as well as a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs.

The concept of workforce planning is simple. But its implementation is difficult. The corporate strategy does not always develop smoothly, as the equipment is not always available on time, or it does not fulfill the tasks that were predicted. Sometimes there is a greater than expected turnover of personnel in some areas of production and regions. The planned recruitment is not ongoing. Step-by-step training is calculated with errors, potential handouts are discredited. As a result, the plans are not fulfilled. However, the existence of a plan at least gives a sense of perspective, and systematic monitoring and control of its implementation can help correct deviations from the strategic direction.

A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made on the sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees. Since companies employ people of very different skill levels and need a wide variety of specialties, the recruitment network of employees should be sufficiently wide and diverse. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with university graduates. educational institutions to provide them with information about career opportunities. Sources for recruiting more qualified executives are varied, including job centers, special recruitment agencies and consultants, and executive recruitment consultants. It is very important to create a reserve for the recruitment of highly qualified personnel in order to attract high-class specialists to vacant vacancies. If this happens, the recruitment errors become less significant.

The pool of personnel is usually internal and external. An external personnel reserve is usually maintained at the level of external sources (eg graduates of educational institutions, etc.). When selecting any candidate from him, his business, moral and other qualities are first studied, then the candidate is invited for an interview and, depending on its results, a decision is made to hire the candidate.

The internal reserve is characterized by the fact that the support of the necessary candidates for vacant or planned to vacate positions (for example, an employee’s retirement or maternity leave) is carried out in dynamics within the organization itself. Based on questionnaires with personal data and a series of interviews with applicants for the position, an employee of the appropriate level is selected. The business qualities of the employee are already known, because he is already working in this organization and there is no such need for study, as is typical for an external source of reserve. Also, for a faster introduction to the course of the work performed by an employee, he is usually selected at the initial stage of selection by the immediate supervisor of this unit or some kind of curator this direction activities. This allows the employee who has taken this post to more quickly adapt to his new duties without losing the quality of work.

- the general direction of work with personnel, reflecting a set of principles, methods, a set of rules and norms in the field of work with personnel, which must be understood and formulated in a certain way.

The purpose of personnel policy- ensuring the optimal balance of the processes of updating and maintaining the number and quality of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of affairs.

The personnel policy is not always clearly marked and presented in the form of a document, however, regardless of the degree of expression, it exists in every organization.

Formation of personnel policy

It begins with identifying potential opportunities in the field of people management and identifying those areas of work with personnel that need to be strengthened for the successful implementation of the organizational strategy.

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors- those that the organization as a subject of management cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

• situation on the labor market (demographic factors, education policy, interaction with trade unions);
• economic development trends;
• scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);
• regulatory environment (i.e. those "rules of the game" that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees, etc.).

Factors internal environment These are factors that can be controlled by the organization. These include:

• goals of the organization (on their basis, personnel policy is formed);
• management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources (the ability of the organization to finance personnel management activities depends on this);
• the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is a source of effective and stable work);
• leadership style (all of them do not equally affect the implementation of a certain personnel policy).

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, the directions of the personnel policy of a particular organization correspond to the functions of the personnel management system operating in this organization. As an example, consider the characteristics of the main areas of personnel policy.

Directions	Principles	Characteristic
1. Personnel management of the organization	The principle of equal need to achieve individual and organizational goals (main)	The need to look for fair compromises between management and employees, and not to give preference to the interests of the organization
	selection of evaluation indicators qualification assessment assessment of assignments	A system of indicators that takes into account the purpose of assessments, assessment criteria, frequency of assessments Suitability, determination of the knowledge necessary to perform this type of activity Performance evaluation
	advanced training self-expression self-development	The need for periodic revision of job descriptions for the continuous development of personnel Independence, self-control, influence on the formation of performance methods Ability and opportunity for self-development
6. Motivation and stimulation of personnel, remuneration.	The principle of matching wages to the volume and complexity of the work performed	An effective wage system
	The principle of an even mix of incentives and sanctions Principle of motivation	Specificity of the description of tasks, responsibilities and indicators Motivating factors influencing the increase in labor efficiency

Personnel policy tools

The tools for implementing the personnel policy are:

• current personnel work;
• personnel management;
• measures for its development, advanced training;
• measures to address social problems;
• reward and motivation.

As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team improves.

Stages of developing personnel policy:

1. analysis of the situation and preparation of forecasts for the development of the enterprise. Definition of the strategic goals of the organization;
2. development of general principles of personnel policy, identification of key points and priorities;
3. official approval of the personnel policy of the organization;
4. propaganda stage. Creation and support of the personnel information promotion system. Informing the team about the developed personnel policy and collecting opinions;
5. assessment of financial resources for the implementation of the chosen type of strategy - the formulation of principles for the distribution of funds, the provision of an effective system of labor incentives;
6. development of a plan of operational measures: planning the need for labor resources, forecasting the number of personnel, formation of the structure and staff, appointment, creation of a reserve, relocation. Determining the significance of events;
7. implementation of personnel measures: provision of a development program, selection and hiring of personnel, career guidance and adaptation of employees, team building, professional training and advanced training;
8. assessment of performance results - analysis of the compliance of the personnel policy, ongoing activities and the organization's strategy, identification of problems in personnel work, assessment of personnel potential.

Types of personnel policy

The types of personnel policy can be grouped into two areas:

1. On the scale of personnel activities.
2. The degree of openness.

Types of personnel policy by the scale of personnel activities

First Foundation may be related to the level of awareness of the rules and norms that underlie personnel activities, and the associated level of direct influence of the administrative apparatus on the personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

• passive;
• reactive;
• preventive;
• active.

Passive personnel policy

The very notion of passive politics seems illogical. However, we may encounter a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

Reactive HR policy

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting.

Preventive personnel policy

In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy

If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

Accordingly, we can distinguish two subtypes of active personnel policy: rational and adventurous.

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

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

Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the appearance of a new product that can replace the current one from the enterprise. From a human resources point of view, retraining of personnel will be necessary, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with a rather young staff than in an enterprise with a very qualified, well-specialized elderly staff. Thus, the concept of "personnel quality" includes one more parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy.

Types of personnel policy by degree of openness

Second reason to differentiate personnel policies, there may be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

1. open;
2. closed.

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position, and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this organization.

Such a personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy is also characteristic of new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

Comparative characteristics of open and closed types of personnel policy

Personnel process	Open personnel policy	Closed personnel policy
Recruitment	The situation of high competition in	The situation of labor shortage, lack of inflow of new workers
	The ability to quickly engage in competitive relations, the introduction of new approaches for the organization proposed by newcomers	Effective adaptation due to the institution of mentors ("guardians"), high team cohesion, inclusion in traditional approaches
Personnel training and development	Often held in external centers, promotes the borrowing of new	Often held in internal corporate centers, contributes to the formation of a unified view, common technologies adapted to the work of the organization
Staff promotion	Difficult to grow as recruitment trend prevails	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out
Motivation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)
Implementation of innovations	Constant innovative impact on the part of new employees, the main mechanism of innovation is the contract, the definition of the responsibility of the employee and the organization	The need to specifically initiate the process of developing innovations, a high sense of ownership, responsibility for changes through awareness of the common fate of a person and an enterprise

Under the policy of the organization, as a rule, is understood the system of rules in accordance with which the people in the organization act. The most important component of the organization's strategically oriented policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of the labor market.

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

The term "personnel policy" can have a broad and narrow interpretation.

In a broad sense, it is a system of rules and norms (which must be consciously and formulated in a certain way) that bring human resources in line with the company's strategy (hence it follows that all personnel activities - selection, staffing, certification, training, promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization).

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

Successful personnel policy, first of all, is based on the systematic accounting and analysis of the influence of the outside world, the adaptation of production to external influences.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future. The main characteristics of the personnel policy of the organization: connection with the development strategy of the organization; focus on long-term planning; the importance of the role of staff; the philosophy of the organization in relation to employees; a system of interrelated functions and procedures for working with personnel.

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

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

The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;

Analysis of the prospects for the development of labor force potentials;

Generalization and prevention of reasons for dismissal from work.

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

Providing the organization with a high quality workforce, including planning, selection and recruitment;

Release (retirement, dismissal);

Analysis of staff turnover;

Improving the organization and stimulation of labor;

Ensuring safety;

Social payments.

The personnel policy of the organization is designed to provide:

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

Structural adaptation of personnel to continuous organizational change, social and cultural innovations - the flexibility of human resources.

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

Organizational integration, when the organization's top management and line managers take a developed and well-coordinated personnel management strategy as "their own" and implement it in their operational activities.

A high level of responsibility of all employees of the organization, which implies both identification with the basic values ​​of the organization, and persistent, proactive implementation of their goals in everyday life. practical work. A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.

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

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

Production requirements, enterprise development strategy;

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

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

Situation in the labor market (quantitative and qualitative characteristics of labor supply by occupations of the enterprise, conditions of supply).

Demand for labor from competitors, emerging wage levels;

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

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

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

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

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

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

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

Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel; attitude to the internal movement of personnel, etc.

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

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

Quantitative and qualitative composition of personnel;

Staff turnover rate;

Policy flexibility;

The degree of consideration of the interests of the employee.

For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc.

The qualitative composition of the staff is usually divided into employees with higher, secondary special, secondary and initial vocational education, taking into account work experience, staff development and other factors.

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

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

The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise. In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.

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

The main goal is specified in the following tasks:

Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Republic of Belarus, labor legislation;

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

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

The subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity the required number of employees of the necessary professional qualified staff;

Rational use of human resources available to the organization;

Formation and maintenance of effective work of labor collectives, development of intra-production democracy;

Development of principles for organizing the labor process;

Development of criteria and methodology for the selection, training and advanced training of employees;

Staff remuneration;

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

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

Social goals are to improve the material and non-material situation of the employees of the enterprise.

This applies especially to wages, social spending, reduced working hours, as well as workplace equipment, demands for greater freedom of action and the right to participate in decision-making.

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

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

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

The fundamental principles of the formation of personnel policy are presented in table 1.1.

Table 1.1 - Fundamental principles for the formation of personnel policy

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

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

Analyzing the existing personnel policies in specific organizations, we can single out two reasons for their grouping.

The first reason may be related to the level of awareness of those rules and norms that underlie personnel measures and, associated with this level, the direct influence of the management apparatus on the personnel situation of the organization in the organization. On this basis, the following types of personnel policy can be distinguished:

Passive;

Reactive;

preventive;

Active.

Passive personnel policy. The very notion of passive politics seems illogical. However, it is possible to meet a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management operates in a mode of emergency response to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

Reactive personnel policy. In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting.

Preventive personnel policy. In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy. If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

In accordance with this, two subspecies of active personnel policy can be distinguished: rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative).

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, personnel work plans are included in the enterprise development programs, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation.

In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of ​​the goals of working with personnel. Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the appearance of a new product that can replace the current one from the enterprise. From a HR point of view, it will be necessary to retrain the personnel, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with young personnel rather than in an enterprise with very qualified personnel.

The second basis for differentiating personnel policies can be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of policy frames are traditionally distinguished - open and closed.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position and from the position at the top management level.

The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. So the type of personnel policy characterizes modern telecommunications companies or automobile concerns that are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources. Table 1.2 illustrates the comparison of these two types of personnel policy on the main personnel issues.

Table 1.2

Comparative characteristics of two types of personnel policy

Personnel process	Type of personnel policy
open	Closed
Recruitment	The situation of high competition in the labor market	The situation of labor shortage, lack of inflow of new workers.
Staff adaptation	The possibility of quick inclusion in competitive relations, the introduction of new approaches for the organization proposed by newcomers.	Effective adaptation due to the institution of mentors (“guardians”), high team cohesion, inclusion in traditional approaches.
Personnel training and development	Often held in external centers, it promotes the borrowing of the new.	Often held in internal corporate centers, it contributes to the formation of a single view, common technologies, and adaptation to the work of the organization.
Staff promotion	Opportunity for growth is difficult as the recruitment trend prevails.	Preference for appointment to higher positions is always given to employees of the company, career planning is carried out.
Motivation and stimulation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)

The preference for external or internal sources of meeting the need for personnel usually depends on the characteristics of the situation. However, each of them has its drawbacks.

The disadvantages of hiring from outside include:

Big costs;

Moral deterioration - psychological climate due to conflicts between newcomers and old-timers;

High degree of risk due to the unknown person;

Poor knowledge of the organization and the need for a long period of adaptation.

Although in general, internal recruitment is considered more preferable, but, nevertheless, it also has its drawbacks:

It is characterized by a small number of vacancies, limits the choice of the place of application of labor;

Requires additional costs for retraining;

Leads to tension in the team due to internal competition; allows you to promote the "right" people;

Reduces the activity of the remaining "overboard";

Maintains the overall labor shortage.

Personnel activities - actions aimed at achieving compliance of personnel with the tasks of the organization's work, carried out taking into account the specific tasks of the organization's development stage.

Consider the main personnel activities depending on the type of strategy of the organization and the level of planning. For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate.

Experts believe that there is no ideal management model and it is impossible to choose a universal personnel policy. Real politics is a creative process, but, nevertheless, it largely depends on the external and internal conditions for the functioning of the company. As a result, further external and internal factors of influence on personnel policy will be considered.

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

Environmental factors can be combined into two groups:

1. Regulatory restrictions.

2. The situation in the labor market.

For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional, and the composition of the free labor force. It is important to gain an understanding of professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Factors of the internal environment. The following factors seem to be the most significant.

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

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

3. Working conditions. There are some of the most important characteristics of jobs that attract or repel people:

The degree of physical and mental effort required;

The degree of harmfulness of work to health;

Location of jobs;

Duration and structured work;

Interaction with other people during work;

Degree of freedom in solving problems;

Understanding and accepting the purpose of the organization.

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

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

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

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

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