Development of a personnel management system in the network of jewelry stores “SERGEY SLOTIN. Beauty salon staff management Planning human resources in a beauty studio

Analysis and evaluation of the factors affecting the efficiency of the work of the personnel of the hairdressing salon "Marina"

Introduction

1. Features of personnel management of service organizations in modern conditions

1.1 Management as a system of organization development

1.2 Methods of personnel management in the enterprise

1.3 Features of personnel as a resource of a service enterprise

2. Analysis of personnel management in the hair salon "Marina"

2.1 Characteristics of the object of study

2.2 Characteristics of the division of labor

Conclusion

Bibliography

Appendix

INTRODUCTION

The experience of small business development, both in Russia and abroad, has shown that the effectiveness of managing human relationships in the labor process is a powerful reserve for increasing productivity and increasing overall production efficiency.

Therefore, personnel management in a beauty salon should be a top priority. The income of a business, even the survival of a firm, depends on how employees respond to the challenges they face. A beauty salon with highly qualified staff has many advantages over competitors with untrained and unmotivated workers. Fierce competition, both from local salons with more educated managers, and from the VIP salons available in Yaroslavl, makes increasing the productivity of each worker more and more important.

The creation of production is always associated with people working in the enterprise. The correct principles for organizing the production of a beauty salon, optimal systems and procedures play an important role. However, production success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, receptivity to learning.

At the same time, labor relations are perhaps the most difficult problem for entrepreneurship. Labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment, the choice of the optimal wage system, and the creation of social partnership relations at the enterprise.

Recently, the rapid growth in the number of beauty industry enterprises has led to a shortage of specialists, therefore, in order for a beauty salon to work effectively, it is necessary to properly organize the work of workers, while constantly monitoring the activities of workers using various personnel management methods.

Thus, it can be assumed that the study of the human factor in management and the analysis of employee satisfaction in the salon is quite relevant and requires close consideration.

The relevance of the topic is explained by the fact that personnel management occupies a leading place in the enterprise management system. Personnel management in modern conditions is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The purpose of this thesis is to establish, through analysis, the factors that most influence the efficiency of the personnel of the service enterprise under study.

The subject of the study is the factors affecting the efficiency of the work of the personnel of the Marina Hair Salon.

The object of the study is the methods of personnel management of the hairdressing salon "Marina".

The goal set defines the following tasks:

1. Explore management as a system for the development of an organization.

2. Research personnel as an object of management.

3. Analyze scientific sources and determine what factors that affect the efficiency of the service enterprise personnel are distinguished by scientists at the present stage.

4. Determine what management methods are carried out in the enterprise under study.

5. Identify the factors that most affect the efficiency of the staff.

Research hypothesis: modern methods personnel management, existing in Russia, either went to the management "inherited" from the Soviet past or borrowed from practice foreign countries. Neither the first nor the second are adapted to modern Russian reality. The main factors that can negatively affect the efficiency of the staff are:

Dissatisfaction with the level of wages;

Lack of a clear incentive system for employees for the results of their work;

Inconsistency of wages with labor contribution;

Unfair distribution of social benefits;

Uncertainty about the future;

Lack of career prospects;

Lack of awareness (including about the goals and mission of the company);

petty management control;

Lack of confidence on the part of senior management;

Depreciation of fixed assets.

According to its structure, the work consists of an introduction, two chapters, a conclusion, a list of references and an appendix.

The introduction reveals the relevance of the topic, formulates the goal, objectives, object and subject of research, and defines the hypothesis.

In the second chapter, the author describes the stages and results of a study conducted in the service company hairdressing salon "Marina". This chapter provides a brief description of enterprises, organizational structure and management methods used in the enterprise. The conclusions on the conducted research are considered and recommendations are given for improving the existing management system.

In conclusion, the results of the study are summarized and the main conclusions are formulated.

To conduct the study, the author used the following research methods: scientific, analysis, observation, questioning (a questionnaire developed by the author was used, a scaled test and the “Motivation for Success” test proposed by T. Ehlers), as well as mathematical, with the help of which the level of employee turnover was calculated .

1. FEATURES OF PERSONNEL MANAGEMENT OF SERVICE ORGANIZATIONS IN MODERN CONDITIONS

1.1 MANAGEMENT AS A SYSTEM OF ORGANIZATION DEVELOPMENT

Changes taking place in modern production associated with a sharp increase in the importance of the human factor, brought personnel management to the forefront of management activities, stimulated the rapid development of scientific research in this area. The result of the complication and enrichment of personnel management activities and its study has been a variety of interpretations of personnel management in modern literature. All the concepts of personnel management defined in scientific works can be combined into several groups:

1. Motivational definitions.

Personnel management, writes, for example, N. Mausov, is "a continuous process aimed at the targeted change in people's motivation in order to achieve the maximum return from them, therefore, high final results" .

In this and similar definitions, the most important, core function of personnel management is highlighted. However, they reflect only part of the managerial activity, leaving in the shadows many of its other functions, which will be discussed later.

2. Descriptive (descriptive) definitions.

“Personnel management,” writes I.N. Gerchikov, is an independent type of activity of specialist managers, the main purpose of which is to increase the production, creative output and activity of the staff; focus on reducing the share and number of production and managerial employees; development and implementation of a policy for the selection and placement of personnel; development of rules for the admission and dismissal of personnel; solution of issues related to training and advanced training of personnel” .

This definition reveals the purpose and a number of the most important functions of personnel management. Its important advantage is the specificity in disclosing the content of personnel management activities. However, this definition, as well as other descriptive definitions, has at least two significant drawbacks: firstly, it poorly reflects the essence and specifics of personnel management, and secondly, it does not list all of its most important functions.

3. Teleological (in terms of purpose, tasks) definitions.

The already considered definition of personnel management by I. N. Gerchikova is partly teleological in nature, since she points to its main goal, although it reveals it through functions. An even more typical example of definitions of this kind is the characteristic of personnel management given by A. Ya. Kibanov and D. K. Zakharov. They write that personnel management is “a complex of managerial (organizational, economic, legal) measures that ensure that the quantitative and qualitative characteristics of personnel and the direction of their labor behavior correspond to the goals and objectives of the enterprise (organization)”.

Teleological definitions, without pretending to be meaningful, at the same time note the most important quality of personnel management in the enterprise system - its functional orientation.

4. Descriptive-teleological definitions.

The authors of such definitions, as the name implies, are trying to combine the characteristics of the goals of personnel management with a listing of its most important functions. “Personnel economics (or personnel management), - write the German scientists R. Marr and W. Weber, - is a field of activity characteristic of all organizations, and its main task is to provide the organization with personnel and purposeful use of personnel ".

Spoiler: A beauty salon is run just like any other business.

Why does the question arise at all? how to manage a beauty salon? Unfortunately, making a profit is not a top priority for all salon business owners. Often there are situations when a beauty salon is a status attribute and an opportunity to emphasize the social status of the owner. Nothing good comes out of this, not only for such salons, but for the beauty industry as a whole.

The reality is that without necessary knowledge and skills in the field of marketing, management, elementary knowledge in the field of finance, independently managing a beauty salon and achieving results will not work. At the same time, it does not matter who you are - a master or an investor. To move from the desire to open a beauty salon to the realization of this idea, you need to understand that trial and error will take time at best, and at worst, it will kill the business in the bud.

Lacking your own experience? Read the best beauties. Turn to professionals (who, preferably, have their own existing beauty business). Their consultations are expensive, but worth it! Or work on acquiring the necessary knowledge and skills in the best business schools in the beauty industry. Fortunately, in the era of Internet technology, you can learn anywhere and at any time from the best experts in the field. Will it save you from all the mistakes? Not! Reduce them and give you the ground to build your own business instead of self-employment, the eternal "squirrel in the wheel"? Yes.

Where should you start in managing a beauty salon?
What should be the work plan for the salon business manager for the first time?

It all starts with a preliminary analysis and collection of information about the company and the market.
Goals are set. If the goal is status and "for yourself" - run away from such a beauty salon. It is impossible to build a management system for such an enterprise. The only system in such a salon is the lack of a system, turnover, low load, therefore - renting out seats and so on in a circle. In all other cases, the goals are digitized and decomposed to each workplace.
The organizational structure of the beauty salon is being developed (what 99.9% of the owners neglect, because of which the owner receives an "Italian family" instead of an enterprise).
A work plan is being developed and implemented (a portfolio of beauty salon services, pricing models, service models, automation, recruitment, promotion strategy, etc.)

When working through each goal, it is important not to set impossible fantastic tasks for yourself and not to jump from one task to another, creating more and more new tasks and not bringing them to the implementation stage. The result is achieved only if you purposefully, systematically and comprehensively move towards one intended goal. Develop in yourself qualities such as determination, consistency and patience, they will become your biggest assistants in managing a beauty salon and help you complete what you started.

What are the main indicators to be monitored in a beauty salon?

daily it makes sense to control revenue and operating expenses(if there are several salons, then these indicators are controlled for each of them). It is especially recommended to pay attention to indicators that exceed more than 15% of the total expenditure and 30% of the total income per day. These figures are conditional - you can set your own indicators. For example, if you spend 2,000 hryvnia per day, an amount of more than 300 hryvnia should attract your attention, and it makes sense to check the documentation and transactions for this figure.
checks all financial documentation, invoices, payments, inventory beauty salon director It is not recommended to entrust this work to the administrator, since the same employee in this case will spend money and control this process. Which is inappropriate in most cases.
recommended daily control the dynamics of revenue indicators (turnover) by salons (if there are several), by destinations, by services, by goods, and also make a forecast for future periods. If you note that any of the indicators has "dipped", it needs to be analyzed and appropriate tactical measures taken.
indicators individual dynamics of masters can mislead you - a superficial analysis of revenue by masters is simply unacceptable. Think why.

Monthly indicators of revenue, profit, expenditure (fixed and variable) parts, the ratio of income and expenses, the constant and variable components of the wage fund, revenue from sales of goods in retail, revenue dynamics by directions, stock balances are monitored.

At the end of the year, an analogue of the monthly report is compiled, on the basis of which the manager sets new goals and schedules tasks. Drawing up plans for areas, decisions to reduce or, conversely, increase costs, optimize the internal structure of a beauty salon, determine the feasibility of investing - all these processes and decisions require objective data that can be obtained precisely from the annual report.

Do not hire a master with your own client base, be sure to ask for recommendations former employers- these and other methods will help you weed out a homeworker at the interview stage.

administrators

Beauty salon administrator - what are the main functions in a beauty salon and should they differ depending on the category of the salon?

What skill level is required for an administrator?

First of all, the category of the beauty salon itself. The requirements for each employee, including the administrator, are higher, the higher the level of the institution. As a rule, an administrator for a beauty industry enterprise is judged by such qualities as discipline and accuracy in calculations, sociability, respect for clients and colleagues, high communication culture and general educational level, pleasant and tidy appearance.

How to evaluate whether your administrator is “good”? How to objectively measure the effectiveness of this employee?

State educational state-financed organization

Supreme vocational education

Samara State Aerospace University

named after Academician S.P. Queen

Department of Management

Course work on the course

Fundamentals of Management

on the topic: "Personnel management on the example of a beauty salon VJ »

Completed by: A.V. Sergeeva

supervisor: SE. Matveeva

Samara 2013

Introduction

2 The essence and stages of personnel assessment

3 Personnel assessment methods

4 Recruitment planning

5 Workforce planning

Chapter 2 general characteristics organizations

2 Brief description of the beauty salon "VJ"

Conclusion

Appendix

Introduction

Therefore, personnel management in a beauty salon should be a top priority. The income of a business, even the survival of a firm, depends on how employees respond to the challenges they face. A beauty salon with highly qualified staff has many advantages over competitors with untrained and unmotivated workers. Fierce competition, both from local salons with more educated managers, and from the VIP salons available in Samara, makes improving the productivity of each worker more and more important.

Thus, it can be assumed that the study of the human factor in management and the analysis of employee satisfaction in the salon is quite relevant and requires its own consideration.

Goal and tasks term paper. The main purpose of the work is to explore the structure of personnel management in the beauty salon "VJ".

Achieving the goal involves solving the following tasks:

· Study of theoretical foundations human resource management;

· Studying the stages and methods of personnel assessment;

· Considering ways to attract staff;

· Studying the structure of personnel management in the beauty salon "VJ";

The object of the study is the staff of a beauty salon.

The subject of the research is labor relations and people's behavior in the VJ beauty salon.

The structure of the course work. The course work consists of an introduction, 3 chapters, a conclusion and a list of references. The main text is set out in 34 pages. The list of references contains 10 sources.

The introduction reveals the relevance of the topic, formulates the goal, objectives, object and subject of research.

In the first chapter " Theoretical aspects personnel management” defines the concepts and essence, principles and methods of personnel management, considers in detail the methods of assessing and attracting personnel, as well as personnel planning.

The second chapter "General characteristics of the organization", here is a brief description of the enterprise. The third chapter "Analysis of Personnel Management in VJ Beauty Salon" describes the organizational structure and management methods used in the enterprise. The conclusions on the analysis carried out are considered and recommendations are given for improving the existing management system.

In conclusion, the results of the study are summarized and the main conclusions are formulated.

Chapter 1. Theoretical aspects of personnel management

1 Human resources management system, basic concepts

Personnel is one of the most complex management objects in an organization, since, unlike the material factors of production, personnel have the ability to make decisions and critically evaluate the requirements placed on them. The staff also has subjective interests and is extremely sensitive to managerial influences, the reaction to which is not defined.

The personnel management system is a set of techniques, methods, technologies for organizing work with personnel.

There are various models for building a personnel management system in an organization. The application of a particular model for a particular organization depends on its organizational structure. The organizational structure determines the relationship between the functions performed by the employees of the organization, and also manifests itself in such forms as the division of labor, the creation of specialized units, the hierarchy of positions, etc.

The organizational structure of the personnel management system is a set of interrelated divisions of this system and officials.

Units perform various functions, their totality constitutes the personnel management service (personnel service). The role and place of the personnel management service in the structure of the entire organization is determined by the role and place of each specialized unit of this service, as well as the organizational status of its immediate supervisor.

Objects and subjects of the personnel management system.

Features of the development of the personnel management system, its role in the organizational system determine the characteristics of its main factors: the object and the subject, the goals of the system, its functions and structure.

Objects of the personnel management system:

workers;

working groups;

· labor collective.

Subjects of the personnel management system:

· functional management personnel;

· line management personnel;

There are several approaches to formulating a personnel management system, it all depends on which aspect of this phenomenon is considered.

As a rule, organizations aimed at implementing the functions of personnel management include a subsystem for the line management of the organization, as well as a number of functional subsystems for personnel management (for example, a recruitment subsystem, a training and development subsystem, etc.).

Within the framework of such a system, the relationship between individual aspects of personnel management is taken into account, which is expressed in the development of the ultimate goals of the organization's personnel management, in determining the ways to achieve them, as well as in the creation of an appropriate management mechanism that provides comprehensive planning and organization of the organization's personnel management.

Functions of the organization's personnel management system:

The function of personnel planning is to develop a personnel policy and personnel management strategy; analysis of the personnel potential of the organization and the labor market; organizing personnel planning and forecasting the need for personnel; maintaining relationships with external sources that provide the organization with personnel.

The function of managing the recruitment and accounting of personnel is to organize the recruitment of candidates for a vacant position; organization of selection (interviews and assessments) and reception of personnel; accounting for the reception, movement, dismissal of personnel; employment management, documentation support of the personnel management system.

The function of assessment, training and development of personnel is to provide training, retraining and advanced training of personnel; induction and adaptation of new employees; organization and conduct of personnel assessment activities; career development management.

The function of personnel motivation management is to standardize the labor process and tarifficate wages; development of systems of material and non-material incentives, as well as in the application of methods of moral encouragement of personnel.

The function of managing social development is to organize meals during the working day; ensuring health and recreation for employees and their families; organization of development of physical culture; social insurance organizations.

The legal support function of personnel management is associated with the decision legal aspects labor relations, as well as with the coordination of administrative and other documents on personnel management.

The function of information support for personnel management is to keep records and statistics of personnel; information and technical support of the personnel management system; providing personnel with scientific and technical information necessary for work.

The function of ensuring normal working conditions includes ensuring and monitoring compliance with the requirements of psychophysiology and labor ergonomics, labor protection and environment etc.

The function of line management is that the personnel management of the organization is carried out, including at the level of management of the organization as a whole. This function is performed not only by the PM service, but also by managers of all levels.

Thus, we can conclude that the correct performance of all these functions will make the process of personnel management harmonious and effective.

1.2 Essence and stages of personnel assessment

Personnel assessment is a purposeful process of establishing the compliance of the qualitative characteristics of personnel with the requirements of a position or workplace.

Objectives of personnel assessment.

The administrative goal is achieved by making an informed administrative decision (promotion or demotion, transfer to another job, direction for training, dismissal) based on the results of the assessment of personnel performance.

The informational goal is that both employees and managers have the opportunity to obtain reliable information about the activities. Such information is extremely important for the employee in terms of improving their activities, and gives managers the opportunity to take correct solution.

The motivational goal is that assessment itself is the most important means of motivating people's behavior, since adequately assessed labor costs will ensure further growth in the productivity of workers, but only if the work of a person is evaluated according to his expectations.

Tasks of personnel assessment:

§ assess the potential for promotion and reduce the risk of promotion of incompetent employees;

§ determine the cost of training;

§ maintain a sense of justice among employees and increase labor motivation;

§ organize feedback with employees on the quality of their work;

§ develop training and development programs for staff.

Personnel assessment subjects:

§ line managers. As a rule, they are the main actors in the business evaluation of personnel. Responsible for the objectivity and completeness of the information base for the evaluation, conduct evaluation conversations;

§ employees of the personnel management service;

§ colleagues and employees who have structural relationships with those being assessed;

§ persons who are not directly related to the assessed employee. Among them are independent experts and evaluation centers.

All subjects of evaluation are divided into formal and informal. The formal subjects of assessment include managers and employees of personnel management services. It is they who have the right to make an administrative decision based on the results of the assessment.

Informal subjects of assessment - colleagues, independent experts - only give their opinion, which is taken into account by formal subjects of assessment when summarizing information for adoption. management decisions.

Recently, in practice, a combined assessment is often used, when the appraiser is not one subject, but several at once.

The object of evaluation is the one who is being evaluated. The object of assessment can be either individual employees or a group of employees identified according to a certain attribute (for example, depending on the level in the organizational structure or on a professional basis).

Evaluating the results of the labor of workers, especially pieceworkers, is quite simple, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality.

It is much more difficult to evaluate the results of the work of managers and specialists, since they characterize their ability to have a direct impact on the activities of any production or management link.

The subject of evaluation of the results of personnel work is the personal qualities of employees, the labor process and labor productivity.

To obtain reliable information, it is necessary to accurately and objectively identify the indicators for which the assessment is made. In this case, it is important to establish clear and thoughtful criteria for assessing personnel.

Personnel assessment criterion - the threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.

Such criteria can characterize both general points that are equivalent for all employees of the organization, and specific norms of labor and behavior for a particular workplace or a particular position.

There are four groups of criteria that are used in any organization with some adjustments:

1.professional criteria for assessing personnel contain characteristics of professional knowledge, skills, professional experience a person, his qualifications, results of work;

2.business criteria for assessing personnel include such criteria as responsibility, organization, initiative, efficiency;

.moral and psychological criteria for assessing personnel, which include the ability to self-assessment, honesty, fairness, psychological stability;

.specific criteria for assessing personnel, which are formed on the basis of the qualities inherent in a person and characterize his state of health, authority, personality traits.

Assessment steps:

1.description of functions;

2.definition of requirements;

.assessment by factors of a particular contractor;

.calculation of the overall score;

.comparison with the standard;

.assessment of the level of the employee;

.communicating the results of the evaluation to the subordinate.

The main actor in personnel assessment is the line manager. He is responsible for the objectivity and completeness of the information base necessary for the ongoing periodic evaluation, and conducts an evaluation conversation with employees.

The task of the personnel service, which evaluates candidates for employment, is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, assessment upon admission is one of the forms of preliminary quality control of the organization's human resources.

While there are many different approaches to valuation, they all suffer from common disadvantage- subjectivity, the decision largely depends on who uses the method, or who he attracts as an expert.

Necessary conditions and requirements for personnel assessment technology:

§ objectively - regardless of any private opinion or individual judgments;

§ reliable - relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);

§ reliable in relation to activity - the real level of skill proficiency should be assessed - how successfully a person copes with his business;

§ with the possibility of forecasting - the assessment should provide data on what types of activities and at what level a person is potentially capable;

§ comprehensively - not only each of the members of the organization is evaluated, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;

§ the evaluation process and evaluation criteria should not be accessible to a narrow circle of specialists, but understandable to both appraisers, observers, and the assessed themselves (that is, they should have the property of internal evidence);

§ carrying out evaluation activities should not disrupt the work of the team, but be built into the overall system personnel work in the organization in such a way as to really contribute to its development and improvement.

1.3 Personnel assessment methods

Classifications of assessment methods:

§ assessment of the employee's potential;

§business appraisal.

Methods for assessing the potential of employees

Personnel assessment centers. They use a complex technology built on the principles of criteria-based assessment. The use of a large number of different methods and the mandatory evaluation of the same criteria in different situations and in different ways significantly increases the predictive value and accuracy of the assessment. It is especially effective in evaluating candidates for a new position (promotion) and in evaluating management personnel.

Aptitude tests. Their goal is to assess the psychophysiological qualities of a person, the ability to perform a certain activity. 55% of those surveyed use tests that are in some way similar to the job that the candidate will have to do.

General aptitude tests. Assessment of the general level of development and individual features thinking, attention, memory and other higher mental functions. Especially informative when assessing the level of learning ability.

Biographical tests and study of the biography. The main aspects of the analysis: family relations, the nature of education, physical development, main needs and interests, features of the intellect, sociability. They also use the data of a personal file - a kind of dossier, where personal data and information obtained on the basis of annual assessments are entered. According to the personal file, the progress of the employee's development is traced, on the basis of which conclusions are drawn about his prospects.

Personality tests. Psychodiagnostic tests to assess the level of development of individual personal qualities or a person's relevance to a certain type. Rather, a person's predisposition to a certain type of behavior and potential opportunities are assessed. 20% of the respondents answered that they use various types of personal and psychological tests in their organizations.

Interview. A conversation aimed at collecting information about the experience, level of knowledge and assessing the professionally important qualities of the applicant. A job interview can provide in-depth information about a candidate that, when compared with other assessment methods, can provide accurate and predictive information.

Recommendations. It is important to pay attention to where the recommendations come from and how they are framed. Well-known and reputable companies are especially demanding on the execution of such documents - in order to receive a recommendation, information is required from the immediate supervisor of the person to whom this recommendation is presented.

Methods of business assessment of personnel

Business assessment of personnel in the course of work can be carried out by the following methods:

Methods of individual assessment

Questionnaires and comparative assessments

Method of a given choice - a questionnaire in which the main characteristics are set, a list of options for the behavior of the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his work.

The Behavioral Rating Scale is a questionnaire that describes the decisive situations of professional activity. The rating questionnaire usually contains from six to ten decisive situations with a description of behavior. The person conducting the assessment notes the description that is more consistent with the qualifications of the person being assessed. The type of situation correlates with the score on the scale.

The descriptive evaluation method consists in the fact that the evaluator is asked to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, such as attitude rating scales.

Evaluation method according to the decisive situation. To use this method, specialists prepare a list of descriptions of the "correct" and "wrong" behavior of employees in certain (decisive) situations. These descriptions are divided into headings according to the nature of the work. The assessor prepares a journal of records for each assessed worker, in which he enters examples of behavior under each rubric. This journal is then used to evaluate performance. As a rule, the method is used for assessments given by the manager, and not by colleagues or subordinates.

The Behavior Observation Scale, as a method of assessing a decisive situation, is focused on fixing actions. To determine the behavior of the employee as a whole, the appraiser fixes on the scale the number of cases when the employee behaved in one way or another.

Group evaluation methods

Group assessment methods make it possible to compare the performance of employees within a group, to compare employees with each other.

Classification Method: The evaluator must rank all employees in turn, from best to worst, according to some one general criterion. However, this is quite difficult if the number of people in the group exceeds 20 people, it is much easier to single out a successful or unsuccessful employee than to rank the average one.

A way out can be found if an alternative classification method is used. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, and so on.

Comparison by pairs makes the classification easier and more reliable - each is compared with each in specially grouped pairs. At the intersection of surnames in a pair, the surname of the employee who is considered the most effective in this pair is noted. Then the number of cases when the employee is the best in his pair is noted, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too large - the number of couples will be too large and the questionnaire will become tedious.

In my opinion, each of these methods has its own advantages. Which one to choose is up to the employer.

1.4 Recruitment planning

personnel management personnel

The process of attracting personnel begins with personnel planning (a plan of human resources is being developed) and determining the key characteristics of personnel (development of requirements for candidates for various positions).

The process of attracting personnel - recruitment (recruitment) - is a specific type marketing activities. Figure 1 shows a diagram of the process of attracting personnel, which is typical for large organizations that carry out personnel planning for long term. However, in the context of a passive personnel policy, recruitment can begin immediately with recruitment procedures.

When looking for sources of attracting personnel, one should consider both intra-company and external labor markets in relation to the enterprise.

Rice. 1. Stages of recruitment process

In general, intracompany involvement should be considered the best, as the conviction is strengthened that one can get a promotion in one's own enterprise.

The enterprise should always have a reserve of candidates for all positions, from which the organization selects the most suitable ones. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment, expansion of the scope of the organization.

An objective choice decision can be based on the following characteristics:

§ candidate's education;

§ the level of his professional skills;

§ previous work experience;

§ medical characteristics;

§ personal characteristics and personal qualities.

1.5 Workforce planning

Personnel planning is a purposeful, scientifically based activity of an organization, which aims to provide jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements.

Workforce planning is a complex task that includes a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the national market.

Human resource planning should include the possibility of feedback, because if the plan cannot be carried out, it is often necessary to adjust the company's objectives so that they become achievable in terms of human resources.

Goals of workforce planning

Workforce planning objectives should be formulated systematically. This includes the goals of the organization and the goals of its people. When planning goals, it is necessary to take into account legal regulations, as well as the initial principles of the organization's policy. The goals and objectives of personnel planning are schematically presented in Figure 2.

Rice. 2. Goals and objectives of the organization's personnel planning

According to the timing, personnel planning is divided into:

§ long-term (forecast of 3 or more years)

§ short term (no more than 1 year)

A tool for long-term personnel planning is a human resource plan, which, as a rule, involves an attempt to forecast 3-5 years ahead.

Short-term workforce planning, as a rule, is carried out on the basis of a short-term workforce plan or an operational plan, which is designed for a period of not more than one year and is more common in practice than a human resource plan.

The benefits of workforce planning include:

1.The organization is better prepared to deal with the consequences of change external environment activities.

2.Carefully identifying possible future human resource needs helps an organization find new and better effective ways human resource management

.An organization can avoid both a surplus and a shortage of employees.

.Planning will help the organization establish and further develop staff training and leadership succession programs.

.Management will be forced to critically assess the strengths and weak sides the company's human resources and personnel policy.

.It will allow avoiding duplication of efforts of company employees and improve their coordination and integration in the performance of work.

2. General characteristics of the organization

1 Characteristics of beauty salons

Today, no one dares to name the exact number of salons and hairdressers in Russia, but, according to the Moscow Department of Consumer Market and Services, the number of enterprises, employees and turnover of services in this area of consumer services is not decreasing.

Now slightly more than half of adult Russians regularly use the services of beauty enterprises. At the same time, 41% of them visit hairdressers and salons once every two or three months, and every third - monthly. But it is surprising that men somewhat prevail among the consumers of beauty industry services (51.3%) over the fair sex (48.7%).

Services in beauty salons must meet certain requirements common to all organizations providing these services. Mandatory requirements are - high quality of service provision; the effectiveness of a particular procedure; high qualification of specialists providing services, etc.

Beauty salons today are classified according to their functions, types, location of the enterprise, the nature of the serviced contingent, mark-up category, etc. People come here to get their hair done for an anniversary, wedding, or just to clean up. To welcome them warmly, to serve them beautifully and with high quality, to create all the conditions for comfortable service - this is the task of the beauty salon workers.

Standard structure:

§ hair salon

§ Workplace manicure

§ pedicure cabinet

§ beauty parlor

Extended structure:

§ Aesthetic care and make-up room

§ Consulting office

Pros:

minimum investment package from 15 thousand USD

The minimum area of premises (during the statistical market research, several dozen successfully operating salons were identified on an area of 40-46 sq.m.)

clarity for clients.

Small team of employees (managing a small team is easier)

Minuses:

Fierce competition among these enterprises

poor manageability of personnel (when forming a team of a beauty industry enterprise, it is necessary to lay down the so-called stiffening rib - instability in the service market, it is these enterprises that depend on any changes in business and life in general).

Therefore, the investment attractiveness (IP) of beauty salons is 50%, i.e. the chances of success and failure are equal. At the same time, the IP of extended salons is 60% (they are saved by a wider range of services and, as a result, a larger client base).

2.2 Brief description of the beauty salon "VJ"

Beauty salon "VJ" was founded in 2001 in the person of the director Tatiana Alexandrovna Kravchenko. Initially, the area was intended for the organization of an office, and in accordance with this task, renovations began. The room was the best fit for a beauty salon: display windows, a separate entrance from the street, a parking space. It remained to decide on the concept of the future salon.

Today, there are not so many specialized salons on the market that offer, for example, only cosmetology or hairdressing services. Owners of newly opened enterprises prefer to include as wide a range of services as possible into the concept. A beauty salon is another business where personnel is everything. According to Tatyana Alexandrovna, the optimal staff is four hairdressers, a beautician, a manicure and pedicure master, a massage therapist, an administrator, a cleaning lady, and a security guard. The mode of work of the masters is a weekly shift.

Currently, PE "VJ" employs sixteen people, including the director.

In total, the enterprise is involved in:

8 hairdressers;

2 manicure and pedicure masters;

beautician;

masseur;

administrator;

cleaning woman;

security guard;

Figure 3. The scheme of positions of the organization

The activities of the salon "VJ" are focused on residents of the city of Samara, in particular, residents of the Kirovsky district, with an average income, work directly with a large number of people, this is due to the fact that the salon provides high-quality and not expensive cosmetic services for a beauty salon. However, each visitor can purchase any cosmetic product which he likes.

Since its opening, VJ Beauty Salon has been providing its clients with the following services:

-hairdressing services;

-Mani Pedi;

Cosmetology;

Massage;

Makeup;

-wax depilation;

Solarium.

Important organizational distribution documents in the VJ beauty salon are the internal labor regulations, which include the following sections:

General provisions

-procedure for hiring and dismissal of workers and employees

main responsibilities of administration

work time and its use

rewards for success at work

responsibility for violation of labor discipline.

Job description - a document that regulates the activities within each managerial position and contains requirements for the employee holding this position. Job description in a beauty salon consists of three sections: functions, rights, responsibility of the employee. In the job description, in addition to the main work that the employee performs, an additional one is indicated that is part of his responsibilities.

An important organizational document is collective agreement. In order to regulate labor relations and harmonize the socio-economic interests of the employees of the enterprise, a collective agreement was concluded with the employer. The contract agreed on the obligations of the parties, employment and regulation of layoffs, production and economic activities, wages and rationing, security, working hours and rest time, professional training and retraining social development collective, meeting the interests and needs of workers.

The director of the beauty salon "VJ" purposefully carries out activities to increase the satisfaction of staff with work at the enterprise, using a variety of methods to motivate workers - financial incentives, providing social benefits, rewards for success and achievement.

Another side of the work with human resources in the beauty salon "VJ" is to increase the labor activity of the employees of the enterprise, the removal from production of inefficient workers, characterized by low returns per unit of funds spent on them.

In the process of completing the course work, an analysis of the personnel management process in a beauty salon was carried out and the following method was used.

To analyze the degree of satisfaction of employees, primary information is needed, which can be obtained using various methods - analysis of statistical data, observation of employees, surveys, and questionnaires.

A questionnaire was developed (Appendix 1), which allows obtaining primary information on the level of satisfaction of employees with a position of long-term relationship with this employer. The data obtained from the survey allows you to determine:

1.gender and age, socio-demographic and professional - qualification composition of the employees of the organization;

2.their motivational and psychological attitudes;

.remuneration policy;

.long-term relationship between employees and employers.

The results of the survey showed that:

· 94% of salon workers are women;

· workers under the age of 25 make up 56%, from 25 to 35 years old - 37%;

· 69% of employees of the VJ beauty salon are family people with one (37.5%) or two children (12.5%);

· The education of employees corresponds to the profile of the organization: 37.5% have secondary specialized education, 12.5% have incomplete higher education, 31.2% have higher education, 18.7% have other education, including special courses.

In addition, it was revealed that 69% of the employees of the organization are not going to leave it in the near future. However, if they had to change jobs, then 75% of respondents would leave this organization due to low wages.

However, not only the factor of high wages determines the choice of a job. The second and third most important factors were "the possibility of long-term relationships with the employer" (40%) and "the possibility of receiving social benefits" (40%).

Slightly more than half (53.2%) of the respondents work outside school hours, while they do not show negative emotions about this (46.2%). I think this is a serious reason to think about revising labor incentive systems.

In general, working friendly relations have developed in the beauty salon team. This is not least due to the value orientations of the director of the company.

Indicative staff responses to the questionnaire:

1.What do I want to do in the next three years?

2.If I knew (a) that exactly in half a year I would be gone, what would I want to do?

.Can my wishes come true if I work in this salon?

The answers to the first question were as follows: to graduate from the institute, to enter or continue their studies at the institute (56.25%).

The answers to the second question were also unanimous: to pay attention to parents, family (87.5%), to help children "stand on their own feet" (50%).

The answer to the third question was as follows: yes - 75%, no - 25%.

With slight variations adjusted for age, the same answers were given by the director of the beauty salon. This indicates a good coincidence of value attitudes, both among the head of the company and the staff.

However, not everything is so smooth. Questioning of employees on the level of "Motivation to success" gave the following results (Table 1).

Table 1

Level of motivation for success

№Position held Number of points scored1Director242Administrator203Hairdresser (1)134Hairdresser (2)115Hairdresser (3)206Hairdresser (4)167Hairdresser (5)128Hairdresser (6)109Hairdresser (7)1510Hairdresser (8)1111Manicure and pedicure master (1)1612Master of manicure and pedicure (2)1612 Master of manicure and pedicure (2)1612 1513Cosmetologist1314Masseur1115Cleaning lady1616Guard11

At the same time, 1-10 points are low motivation, 17-20 are moderately high, over 21 points are a high level of motivation for success. Thus, based on the results of the table, we can conclude that the hairdresser (3) may well replace the administrator.

Уmn = __________ × 100%

Уmn is the level of staff turnover in the period, %;

Рс - the number of employees who left in the period under review at their own request, people; - the number of employees dismissed in the period under review at the initiative of the administration, people;

Chs - average headcount employees in the period, pers.

Уmn = __________ × 100% = 32%

This level of turnover in beauty salons is above average. At the same time, most of the workers left of their own accord. It seems to me that the prevention of dismissal of workers at their own will is ensured by identifying and satisfying their labor motivation, as well as ensuring the adaptation of newly hired workers.

So, having provided the director of the salon with the results of the questionnaire, they unpleasantly surprised her. She did not have a very adequate idea of the satisfaction of the employees of her firm.

Thus, after conducting this survey, we can draw the following conclusions and summarize:

1.that the leader should treat subordinates like an experienced coach, selecting initiative and energetic employees into the team. You can’t wait years for a bad employee to leave for another company or retire, but you should fire not for mistakes, but for disloyalty or inability to work in a team. The leader must regulate the workload of employees.

2.In order for employees to trust the manager, he should never ask anyone to do something that he himself would refuse. If you ask a person to overcome a fiery obstacle, you need to run in front of him, not behind him. But don't underestimate your employees. Demand from yourself and from other people more than they seem capable of.

3.much depends on the personality of the leader. It is he who sets the climate in the company, infects employees with his enthusiasm. It is in his power to make his subordinates consider Monday the best day of the week. Be closer to the people. If employees can't see or hear you, you will remain a distraction to them, as will your ideas. The leader leads by example, and does not lock himself in his office like a hermit crab.

4.that the director of a beauty salon needs not only to set tasks for the staff, but also to ask the employees what they want to do, what they want to change. A stimulating, responsible task captivates people. Even if you need to do something small, convince your employees that they are doing something more, serving the interests of all progressive humanity. Let them be proud of it.

5.that, excessive encouragement of competition within the team can split the team. It is better if the spirit of rivalry inherent in employees can be transferred from the internal environment to the external one. Employees should work together, not fight each other.

6.Finally, the effectiveness of the work of employees directly depends on their individual capabilities and professionalism. Therefore, it is so important to introduce systematic and planned training in the company, which should not be perceived as an extraordinary event, but as a familiar process.

.And, since it turned out that many employees believe that they are not paid enough, I propose to consider and reform the wage system.

I have compiled a table of activities for team building:

№EventFundsExpect. результат1Организация праздниковАренда, транспорт, развлечения, продуктыПовышение сплоченности коллектива2Дресс-кодОдеждаАтмосфера равенства3Ношение фирменного бейджаБейдж, логотипПерсонал будет знать имена4СубботникиРабочий инвентарьСплочение коллектива, создание благоприятной среды5Спортивные мероприятияИнвентарь, аренда, транспортУкрепление командного духа6Творческие мероприятияИнвентарь, аренда, инструкторВыявление творческих способностей7Активные тренингиИнвентарь, аренда, инструкторПовышение сплоченности коллектива8Психологические тренингиПсихологУлучшение психологической обстановки9Экскурсии and tour. hikesInventory, transportImproving team cohesion10Corporate culture, traditionsInformation stands, integration courseFacilitation and isolation of communication within the team11Team building (team building)InstructorOptimization of team structures12Thematic conferencesPresentationImproving team cohesion through discussions13Master classes on interestsInstructorRallying staff through common interests14Collective encouragement, souvenir stands for better performance through the achievement of a common goal15Organization of informal meetingsRent, transportIncreasing team cohesion in an informal setting

Using them can positively affect the friendly atmosphere in the team, improve relations between employees and the director.

At the end of the work, I want to thank all the employees of the beauty salon "VJ" and in particular the director of the salon for all this information. I hope my recommendations will help solve some of the problems that arise with personnel management.

Conclusion

The transition to market relations, the priority of product quality issues and ensuring its competitiveness have increased the importance of a creative attitude to work and high professionalism. This encourages us to look for new forms of management, to develop the potential abilities of the staff, to ensure its motivation to labor process. Personnel management is one of the most important activities of the organization and is considered the main criterion for its economic success. You can have excellent technology, but with unskilled personnel, the work will be ruined. Thus, a key component of the business is personnel management.

Properly managing a firm's personnel can increase productivity and ensure business success. People are often the most valuable asset of a small business. Its search, development and preservation require knowledge of what employees want, and the firm's ability to satisfy their desires. Well-executed personnel management adds a whole host of benefits to a small firm, from proximity to senior management and assistance in decision making to a sense of belonging to a family atmosphere.

In the course of the work, the tasks set before the start of the work were solved, and the following conclusions were made on the first chapter:

Human resources management is essential for all organizations - large and small, commercial and non-commercial, industrial and service industries. At the same time, personnel management is a rather complicated process, which is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without the development of an appropriate management concept.

The personnel management system includes: recruitment of personnel; personnel management strategy; personnel assessment and personnel planning.

By studying the theoretical foundations and experience of personnel management since ancient times, we can achieve real success in our economy based on effective management staff and continuous improvement.

As a result of the analysis according to the data of the second and third chapters, the following conclusions can be drawn:

For success in a beauty salon, the right selection of personnel is very important. How well the staff will be selected will depend on further work. The director of the organization must accurately understand what type of candidates are needed for a stable workforce capable of achieving high end results.

Assessing the degree of staff satisfaction in the Regina beauty salon, it can be noted that it is at an average level, but this can be easily corrected using the activities I have presented in the table.

So, I believe that the proper management, training and development of employees in the future will lead to the achievement of main task any firm: long-term existence and financial stability.

Bibliography

1.Kibanov A.Ya., Zakharov D.K. Formation of personnel management system at the enterprise. Textbook for students. - M.: Delo, 2002.

2.Mausov N.S. Personnel management - a key link in intra-firm management // Problems of theory and practice of management. - 2004.

3.Gerchikova I.N. Management. Tutorial. - M.: UNITI., 2003.

.Personnel management in a social market economy/ Ed. R. Marra, G. Schmidt, M.: Depot, 2003.

.Ivantsevich J.M., Lobanov A.A. Human resources management, M.: Gardariki, 2003.

.Krichevsky R.A. If you are a leader. - M.: Prospect, 2001.

.Personnel Management. Textbook. / Ed. AND I. Kibanova. - M.: Gardariki, 2010.

8.Baidell T.M. How to improve organization management. - M.: Infra-M, 2005.

8.Utkin E.A., Kochetkova A.I. Personnel management in small and medium business. - M.: AKALIS, 2005.

9.Maslov E.V. Enterprise personnel management. - M.: Infra-M, 2004.

Appendix 1

1.What is your gender? female male 2. What is your age? up to 25 years old from 25 to 35 years old from 35 to 45 years old over 46 years old 3. Marital status? not one or two or more5. What is your education? Secondary specialized secondary Incomplete higher higher education completed preparatory courses6. Did you get exactly the profession you dreamed of? Yes, rather than no, rather no than yes, difficult to say7. What is your work experience? 8. Do you intend to change in the near future place of work? most likely, yes, maybe, yes, I’m going to find it difficult to answer 9. In your opinion, work is, first of all: the basis of the meaning of life, sometimes requiring sacrifices, forced necessity, the interest that is born in the process of its implementation, the duty of any person to society, something else 10. Do you consider your work interesting? in full nodifficult to answer 11. Do you have to work after hours? yes 12. How do you feel about this? positively indifferent negatively 13. Is your extracurricular work paid in the organization? Yes No 16. To what extent are you satisfied with the following aspects of your work? (check on a five-point scale) Content of the work performed Morale and psychological climate Prospects for a career career Distribution of rights and obligations Level of social protection Level of remuneration 17. Do you think that management makes full use of your professional capabilities and other skills? different aspects of your life at the present time? (check each line, on a scale of 1 to 5) Your earnings Your living conditions Opportunities for professional development Family situation Financial situation of the family Life in general is developing 19. Are you delayed in paying your wages? 3 years? Absolutely healthy Health in general good Health satisfactory I, perhaps, not quite healthy Health very poor 21. What social benefits do you get from the organization? 24. Can your desires be fulfilled if you work in this organization? Yes No organization of work in a new placemore high salary in a new placemore interesting work in the specialtymore good relationship in the teambetter relations with the administrationbetter social Security desire to open one's own business personal motives would not leave in any case fears that the enterprise will close downsizing other

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Introduction………………………………………………………………………….3

CHAPTER 1. THEORETICAL ASPECTS OF HR MANAGEMENT

1.1. The concept and goals of personnel management………………………………..6

1.2. Functions, subjects and methods of personnel management…………….12

1.3. Methods for improving the parameters of the work of subordinates……………….19

1.4. The value of personnel management……………………………………….....26

CHAPTER 2. ANALYSIS OF HR MANAGEMENT IN THE "REGINA" BEAUTY SALON

2.1 Characteristics of beauty salons………………………………………..28

2.2. Brief description of the beauty salon "Regina"……………...….34

2.3. staffing and functional responsibilities staff in the beauty salon "Regina"………………………………………………...……38

2.4. Beauty salon staff management…………………………...44

2.5. Analysis of the degree of satisfaction of employees and identification of their fundamental values………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Conclusion………………………………………………………………….57

References………………………………………………………..….59

Application…………………………………………………………..……..60

INTRODUCTION

Therefore, personnel management in a beauty salon should be a top priority. The income of a business, even the survival of a firm, depends on how employees respond to the challenges they face. A beauty salon with highly qualified staff has many advantages over competitors with untrained and unmotivated workers. Fierce competition, both from local salons with more educated managers, and from VIP salons available in Kazan, makes increasing the productivity of each worker more and more important.

Thus, it can be assumed that the study of the human factor in management and the analysis of employee satisfaction in the salon is quite relevant and requires its own consideration.

The purpose and objectives of the bachelor's work. The main purpose of the work is to investigate the personnel in the Regina beauty salon, to study the personnel management system at this enterprise.

Achieving the goal involves solving the following tasks:

· Studying the theoretical foundations of human resource management;

Studying methods for improving the parameters of the work of subordinates;

Conducting a survey in the beauty salon "Regina";

Object of study is the staff of the beauty salon.

Subject of research is the labor relations and behavior of people in the beauty salon "Regina".

The structure of the bachelor's work. The bachelor's work consists of an introduction, 2 chapters, a conclusion, recommendations and a list of references. The main text is set out in 64 pages. The list of references contains 15 sources.

In the introduction the relevance of the topic is disclosed, the goal, objectives, object and subject of research are formulated.

In the first chapter"Theoretical aspects of personnel management" defines the concepts and essence, principles and methods of personnel management, considers in detail methods for improving the parameters of the work of subordinates.

Second chapter"Analysis of personnel management in the beauty salon Regina" here is a brief description of the enterprise, organizational structure and management methods used in the enterprise. The conclusions on the conducted survey are considered and recommendations are given for improving the existing management system.

AT imprisonment the results of the study are summarized and the main conclusions are formulated.

CHAPTER 1. THEORETICAL ASPECTS OF HR MANAGEMENT

1.1. CONCEPT AND OBJECTIVES OF HR MANAGEMENT

In this and similar definitions, the most important
core function of personnel management. However, they only reflect
part of managerial activity, leaving in the shade, many other
functions that will be discussed next.

2. Descriptive (descriptive) definitions.

“Personnel management,” writes I.N. Gerchikov, is
an independent type of activity of specialists-managers,
the main purpose of which is to increase the production,
creative impact and activity of the staff; reduction orientation
share and number of production and managerial employees; development and implementation of a policy for the selection and placement of personnel;
development of rules for the admission and dismissal of personnel; resolving issues,
related to the training and advanced training of personnel.

This definition reveals the purpose and a number of the most important
personnel management functions. Its important advantage is
specificity in disclosing the content of management activities
personnel. However, this definition, as well as other descriptive
definition has at least two significant drawbacks:

firstly, it poorly reflects the essence and specifics of management
staff,

secondly, it lists far from all of its most important functions.

3. Teleological (in terms of purpose, tasks) definitions.

Partly teleological character has already been considered
definition of personnel management by I. N. Gerchikova, since she
indicates its main purpose, although it reveals it through functions. More
a more typical example of definitions of this kind is the characteristic
personnel management, given by A. Ya. Kibanov and D. K. Zakharov. They are
write that personnel management is "a complex of managerial
(organizational, economic, legal) activities,
ensuring the conformity of quantitative and qualitative
characteristics of personnel and the direction of their labor behavior
goals and objectives of the enterprise (organization) ".

Teleological definitions, without claiming to be meaningful
completeness, at the same time they note the most important quality of management
personnel in the enterprise system - its functional
orientation.

4. Descriptive-teleological definitions.

The authors of such definitions, as the name suggests, try to combine
a description of the goals of personnel management with a listing of its
the most important functions. “Personnel economics (or personnel management)
scrap), - write the German scientists R. Marr and W. Weber, - is a sphere
activities characteristic of all organizations, and its main task
consists in providing the organization with personnel and purposeful
use of personnel".

Considering the importance of target definitions of personnel management
to clarify its generalizing, essential characteristics,
it seems necessary to clarify what the goals are
management activities of this kind. In modern literature, as
As a rule, there are two groups of personnel management goals:
organizational and personal. “Personnel management,” write J. M.
Ivantsevich, A. A. Lobanov, - activities performed on
enterprises, which contributes to the most efficient
use of people (employees) to achieve organizational and
personal goals".

Organizational goals traditionally stand at the center of management
personnel and management in general. They are usually associated with
ensuring the efficiency of the enterprise. And from this point of view
personnel management is the activity of employing employees
to achieve the effectiveness of the organization.

The term "enterprise efficiency", despite its broad
prevalence is not clearly defined. Some authors
define efficiency as maximizing profit
(especially widely such interpretations were widespread during the period
the dominance of the Taylorist model of management); other scientists who
today, a clear majority understand the effectiveness of the organization more
wide. So, R.L. Krichevsky identifies two groups of criteria, or
indicators, team performance and, accordingly, management
personnel (in this case, the differences between the concepts of "team" and
"enterprise" are irrelevant): psychological and non-psychological. To
first, he refers to satisfaction with membership in the labor collective and work, the motivation of team members, the authority of the leader,
team self-esteem. To the second, non-psychological criteria -
efficiency, economy, quality, productivity, innovation, profitability.

Of course, in this interpretation of management efficiency
collective reflected its most important manifestations. However, such detailed
and differentiated performance characteristics are difficult to apply
on practice. In addition, some indicators, such as
“satisfaction with membership in the team” and “self-esteem of the team”,
overlap with each other in many respects. So
it seems appropriate to use a more specific and
simple interpretation of the effectiveness of personnel management. In general
form, we can say this: the effectiveness of personnel management is
achievement of organizational (in relation to commercial
organizations - the profitability and stability of the enterprise and its
adaptability to future changes in the situation with minimal
personnel costs) and individual (job satisfaction and
stay at the enterprise) purposes.

In Western literature, to characterize the goals of management
staff often use the concept of "economic efficiency"
and "social (personal) efficiency". At the same time, economic
efficiency in the field of personnel management is understood as
achievement with minimal personnel costs, the goals of the organization -
economic results, stability, high flexibility and
adaptability to a constantly changing environment. And the social
efficiency - as satisfaction of interests and needs
employees (remuneration, its content, the possibility of personal
self-realization, satisfaction with communication with comrades, etc.).

Famous German authors I. Hentze, A. Kammel and K. Lindert,
considering efficiency as “achieving a goal or solving a problem at the lowest cost”, give a fairly differentiated
characteristics of economic and social efficiency. According to them
interpretation, economic efficiency means the implementation
personnel goals of the organization, and above all, performance
labor and profitability, through the economical use of
limited resources. Social efficiency is manifested in
degree of achievement of individual goals of employees and characterizes
satisfaction in the management process of expectations, desires, needs
and interests of employees. In addition, social efficiency is
two main dimensions: work orientation and work orientation
relationships with other people.

Considering various aspects of personnel management,
characteristic of the general model of the effectiveness of this type of activity
must include the following three parameters:

1) implementation of tasks (economic efficiency): production activities and contribution to the overall success of the organization;

2) perception of labor (social efficiency): job satisfaction, low staff turnover and loss of working time;

3) participation, or participation (social efficiency):
group identification, readiness to solve common problems and
cooperation.

The scientific literature has developed the question of operationalization
the effectiveness of personnel management, its specific, empirically
verifiable indicators. So, E. Witte identifies five groups of such
indicators, the first three of which characterize the economic
efficiency, the fourth and fifth - social:

1) efficiency of performance results (general economic
efficiency, the indicators of which are profit,
profitability, productivity, turnover growth, quality
meet demand)

2) material efficiency of the production process
(measurement indicators: deviations from the plan, defects, complaints,
timeliness of deliveries, product quality);

3) intangible production efficiency (indicators
measurements: accuracy and time to solve the problem, readiness for
innovation, overcoming, removing uncertainty, certainty of purpose,
accuracy and timeliness of information, etc.);

4) installations on work (satisfaction with work, initiative, share
lost time, complaints, ability to take on
responsibility, etc.);

5) attitudes towards relationships with other individuals (perception
influence, readiness for cooperation, friendship, consent, respect, trust,
group cohesion, etc.).

Economic and social efficiency can both complement and
reinforce each other and contradict each other. Important task
personnel management is not only to improve them, but also to
optimization of their relationship on the basis, first of all, of economic
efficiency, organizational goals.

The concept of economic efficiency is focused on
commercial organizations operating in market conditions and
competition. However, an important object of personnel management are
non-profit, including state, organizations that do not put
tasks of obtaining maximum profit and survival in a competitive
fight. The general concept of economic efficiency applies to them
only with significant amendments, and even then not always. For reflection
targeting this important area of personnel management
it seems necessary to introduce a new, more general concept of "business
efficiency". Applied to commercial, market
For enterprises, it is identical to economic efficiency. However
business efficiency also characterizes personnel management non-profit organizations, and then it means achieving business
goals of any organization with minimal expenditure of resources.

Considering the considered categories characterizing the management
personnel, it can be defined as an activity to ensure
organization with the necessary number of employees required
qualifications and quality in general, their motivation and use for
business (primarily economic), as well as social
efficiency.

The content of personnel management is disclosed in more detail in
its functions.

1.2. FUNCTIONS, SUBJECTS AND METHODS OF PERSONNEL MANAGEMENT

The functions of personnel management are the main
directions of this kind of activity, focused on
satisfaction of certain needs of the enterprise. Exist
several methods for determining the functions of personnel management, their
significance and specific gravity in management. One of them is the analysis
relevant literature and the selection of the list described in it
employee management tasks. After the implementation of such
procedures, a list of tasks is passed to managers for their ranking by
degree of importance, and on this basis the most important functions are established
personnel management and their importance.

Another, more accurate, but also more expensive method
defining functions and tasks in the field of personnel management - fixing their list and the time spent through observation
for the work of managers. This method assumes that there is
trained professional observers and study of activities
many managers; it requires a lot of money and time.
So this method used quite rarely and usually for the purpose of
verification and refinement of individual functions.

In the modern literature, there are a lot of features
personnel management. Based on the analysis of the available literature, one can
highlight the following functions of personnel management:

─ personnel planning (including its strategic planning), determination of the need for quantity and quality
employees, as well as the time of their use. Personnel planning
usually considered as the original function personnel management,
because in time it is ahead of all its other functions;

─ determination of methods of recruiting, attracting personnel.
The implementation of this function involves answers to the questions: where to find
necessary employees, how to attract them to this enterprise, how many
a person to take from the outside, but how much from the inside? In case of creating a new
enterprise, this function is taken into account at the stage of determining
location of the enterprise, since not every region has
the ability to find the necessary amount of labor required
qualifications. In addition, the price of labor in different regions,
especially in different countries, can vary significantly;

─ personnel marketing. Its task is to ensure the demand for workers
places in this enterprise from the most prepared
people, especially highly qualified specialists and
managers. At the same time, marketing can be both external, oriented
to attract workers from outside, and internal, involving the motivation of their own best employees to professionally
promotion and occupation of the most important for the organization
work places;

─ selection, evaluation, selection and hiring of employees.
The importance of this function is determined by the rising cost of labor
and increasing demands on the worker. Not coincidentally, for example, in Japan
It takes up to 48 hours to select one candidate. working time, in
USA - until 16 - 18 hours;

─ adaptation, training and advanced training of employees, their
development. Today at leading firms Professional Development
has become essentially an ongoing process
throughout the life of a person;

─ career planning, ensuring the professional growth of the employee. This feature is important for both individual
employees, as it meets their expectations and interests, and for
enterprises, as it allows fuller and more efficient use of
employee potential;

─ personnel management. Central to the implementation of this
function is occupied by the motivation of employees. It means encouraging employees to
conscientious and initiative work, implementation of organizational
goals. Motivation is achieved primarily through providing
coincidence of organizational and personal goals. However, the guide is not
comes down to motivation. It, “as a function of management, is called upon
unite, coordinate, interconnect and integrate all other
functions into a whole. In this case, we are talking, first of all, about the functions,
related to people management. Personnel management is an extremely complex and meaningful activity, to some extent including many other functions;

─ personnel cost management. This involves counting
how much does it cost to attract, train, design, evaluate, pay
personnel, social expenses, etc., i.e. the entire stay of the employee
organization, as well as the correlation of expenses with the profit that
brings the work of the employee;

─ organization of the workplace, allowing optimal
to use the potential of the employee and giving him the opportunity to show
yourself in work. This function takes into account various
factors affecting the economic and social efficiency of an employee: his qualifications and individual qualities, equipment and technology, office space, the entire working situation; ensuring an optimal work schedule: drawing up
work schedules, holidays, replacement in case of illness or absenteeism, etc.
The precise implementation of this function allows you to maintain optimal
work rhythm of the organization, save significant funds, increase
satisfaction with staying at the enterprise;

─ release of personnel. In modern production, this function is not limited to the announcement of dismissal at the initiative of management
or employee and to the appropriate paperwork. She is
includes various forms adjusting the number of employees and their
use to the needs of production. It could be liquidation
overtime work, shifting employees to part-time jobs or
part-time work, layoffs, etc.;

─ personnel records management: collection, storage and accounting of personal
data, experience, advanced training, etc. This, so to speak,
technical function is necessary for efficient use
personnel. Today it is much easier to use
computer systems and technologies;

─ information management. Modern, especially large
organization is impossible without the establishment of a systematic
dissemination of information. At the same time, the task of personnel management
is to receive in an optimal amount in a timely manner,
disseminate necessary and extinguish unnecessary, and even more harmful information;

─ evaluation of performance and labor potential
personnel. This function is manifested primarily in certification
employees, on the basis of which stimulation, development
and the use of personnel, as well as control over them;

─ control over personnel, ensuring discipline and organizational order. This function involves not only the impact on
employees by managers and authorized officials
individuals, but also the development of their self-control; Conflict Management. It means the creation in the organization
climate that excludes the emergence of destructive conflicts, and
also a constructive, as painless as possible resolution
conflicts;

─ legal regulation labor relations. Personnel management is based on the use of labor legislation and
organizational norms, usually fixed in the charter of the enterprise; building partnerships and collaborations with
trade unions, councils of labor collectives and other organizations,
affecting staff; ensuring the safety, labor protection and health of employees.
This involves both monitoring the situation in the workplace and taking into account
individual requests and wishes of employees related to
their state of health, such as being transferred to lighter work or
part-time work for the period of final labor adaptation
after illness; social security of employees. It may include social insurance for old age, sickness, disability or
accidents, establishing a medical
services, psychological and legal assistance, transport and
other services, housing construction, etc.;

─ Ensuring the company's reputation, its positive perception by customers, the public and government institutions. Planning and development of organizational culture,
providing internalization by employees ethical standards, goals and
company values, respect for its traditions, development between
employees of a relationship of mutual respect, goodwill,
cooperation and support, etc.

The listed functions do not exhaust their entire list. They are
partly overlap each other. However, the already listed
functions give an idea of the content of personnel management as
specific type of management activity and the subject of science
"personnel Management".

The functions of personnel management are carried out by its subjects
- officials and organizations directly involved
this activity. The subjects of personnel management are:

Leaders of all levels;

Personnel services (HR departments);

Bodies of labor collectives: councils of labor collectives, production councils, general meetings of members of labor collectives;

Quality circles, trade unions, women's organizations, organizations
innovators, veterans, etc., operating at the enterprise.

To external regulators of personnel management activities
include: the state and, above all, those of its bodies that
adopt laws regulating the sphere of labor relations;
associations of entrepreneurs that develop recommendations in the field of
management, including personnel management; organizations,
dealing with labor issues, and especially trade unions;
business owners (both individuals and associations), often
establishing special rules in the field of personnel management. So,
in some enterprises owned by religious organizations,
principles of personnel management and relationships between
employees, generally being within the framework of the labor and social law,
differ significantly from the corresponding principles and norms of secular
organizations.

Personnel management as a specific activity
is carried out using various methods (methods) of influencing employees. There are various classifications in the literature.
methods. So, depending on the nature of the impact on the person
allocate:

Satisfaction Incentive Methods
certain needs of the employee;

Methods of informing, involving the transfer to the employee
information that will allow him to build his own
organizational behavior;

Methods of persuasion, i.e. direct targeted
impact on the inner world, a person's value system;

Threat based methods of (administrative) coercion
or the imposition of sanctions.

AND I. Kibanov offers a slightly different (albeit related to the previous) classification of personnel management methods, distinguishing three groups of such methods:

1) administrative methods, the formation of structure and bodies
management; establishment of government orders; approval of administrative
norms and standards, issuance of orders and directives; selection and
placement of personnel; development of regulations, job descriptions and
organization's performance standards;

2) economic methods: technical and economic analysis; feasibility study; planning; material
stimulation; pricing; tax system; economic
norms and standards;

3) socio-psychological methods: social analysis in
a team of workers; social planning; participation of workers in
management; social development of the team; psychological
impact on employees (formation of groups, creation of a normal
psychological climate, moral stimulation, development
employees initiative and responsibility).

Administrative methods are straightforward
impact; they are mandatory, do not allow freedom
selection of employees and involve sanctions for failure to comply
orders. Economic and socio-psychological methods
inherent in the indirect nature of the impact, the lack of a clear
a certain time and the obligation of this impact. They are
allow within certain limits the freedom of individual choice and
behavior is highly dependent on individual characteristics.
workers. Accurately set the force and final effect of the impact
these methods are quite difficult. However, in general, these methods
management, - especially economic ones, occupy a leading place in
personnel management, acting as the foundation of managerial
impact. All methods of personnel management are interconnected and
used in combination.

1.3. METHODS FOR IMPROVING WORK PARAMETERS OF SUBJECTS

Managers must constantly think about ways to improve the performance and motivation of the people working with them. An important role here is played by the fact that even not the most effective, and sometimes just demonstrative projects attract general attention (although often unfounded hopes) of the employees involved in the project.

There are all sorts of simple work changes that could lead to stimulating the internal motivation of subordinates, to cause cooperation and enthusiasm on their part. Methods for improving performance parameters are based on the principles that will be discussed below:

Increasing the diversity of skills and abilities .

It is important to remember here that it is the diversity of skills, and not just the diversity itself, that is fundamental. If team members use a limited number of skills, then it is necessary to find a way to stimulate the need to increase their number.

However, employees will not always be enthusiastic about the increase in diversity. So monotonous work allows workers to talk in the process of doing it, but if you add an element of variety, conversations will become difficult, at the same time there will be no compensation from the work itself.

Employees also need to be given a sense of recognition for the skills they use. That is, you need to strive to pay attention to employees in order to publicly announce the exceptional value of this skill in an employee. This approach, as a rule, encourages the employee to improve skills, expand the range of his abilities.

Improving the integrity of work.

As already noted, employees experience greater satisfaction from work that has some visible result. Increasing the integrity of a job can be achieved by adding tasks associated with it. These are, as a rule, some preparatory or final operations that are performed by different people.

Even the quality control process greatly enhances integrity. It must also be borne in mind that adding lower work steps that do not make the work more coherent usually lowers the level of motivation and causes a feeling of dislike on the part of workers.

If there are difficulties with providing the “content” of the work, it is better to automate this operation. However, even here some changes are possible. Thus, the work of producing identical parts can be given integrity if the parts are put into a box, and then the box is carried away to its destination. The worker becomes responsible for the preparation of raw materials.

Combining several operations into one completed job will improve many performance indicators - from temporary to incentive. However, it is important to stop in time and not entrust all the work to one performer.

Increasing the importance of work.

If the employee knows exactly how the results of his work will be used, he begins to feel the importance of his own work, which stimulates him to complete the work as soon as possible with good quality.

The employee always wants to know why he does this or that work. Even if he is asked to collect data for a report, he wants to know what the purpose of this report is. Therefore, when formulating absolutely any task, the manager needs to mention the goals, what will really depend on the speed and quality of this work, and how this work “flows” into the work of the company as a whole. After the work is completed, the performer will wait for the result.

Increasing autonomy.

The work of a manager consists of solving problems of different levels of importance. The transfer of some low-level managerial functions to subordinates has a double effect - the concentration of the manager's efforts on solving problems of a higher level and, at the same time, has a positive effect on employee motivation.

Delegating low-level decision-making to subordinates can be seen as a boon, provided they are trained and understand all the details of the job, including where to get the necessary information and when to make a decision.

Provided that subordinates know all the requirements and instructions in force in the organization, the manager can provide them with the opportunity to independently set the goals of their work. Even if they are partially involved in the decision-making process, they are much more likely to feel responsible for the work and feel a sense of success when it is successfully completed. In reality, this is realized with the help of a system of qualified interviews. During such interviews, it is necessary to prevent a situation where a subordinate sets unrealistic goals for himself, which obviously cannot be realized for any reason, depending, among other things, on the current state of affairs of the company.

Tools, materials, and equipment, and how they are used, form another area where autonomy can be increased. Very often, workers do not have the right to refuse even low-quality materials. It is not difficult to imagine what this can lead to if further down the line technological process quality control is provided. After all, the duty of controllers is to complain to those whose components do not meet the standard.

In the case when the manager determines how and what equipment to use by employees, he will not be able to take into account individual characteristics every worker. Experiencing even minor inconveniences, and, at the same time, deprived of freedom of choice, workers will soon lose motivation to perform work. Ideally, they should also be responsible for maintaining and repairing the equipment they use.

Time is an extremely important factor in all types of work. If a person does not have enough time to do quality work, he will consider that it is not worth the effort. Delegating work in advance gives workers considerable autonomy in choosing their work hours. He has the opportunity to prioritize, plan work taking into account his inclinations, and, therefore, get more satisfaction.

The pace of work also has a significant impact on motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes, giving workers the freedom to choose the pace.

Strengthening feedback.

Feedback can be internal - that is, coming from the work itself and external - in the case when the consumer of the results of the work speaks about their quality, as well as in the case of public praise.

Internal feedback is more reliable because acts directly on the employee during the execution of the task. The surest way to stimulate this connection is to set clear and specific goals, without specifying the path to achieve them. Another way is to introduce quality checks into the manufacturing process. This will allow the employee to immediately correct the shortcomings, and accordingly adjust the process of performing work, bringing it closer to the most efficient. So, as a result, such failures will not be repeated in the future.

Very often there is a situation of exclusively negative feedback, that is, when employees learn only about the shortcomings of their work. Thus, they are deprived of the reward for Good work. On the other hand, it is known that people almost do not respond to critical feedback. An employee will not accept negative ratings for more than two or three parameters. However, if the manager alternates between positive and negative criticism, then information about failures will be more fully perceived.

The other extreme is when the boss is unable to criticize his subordinates. In this case, failures seem to be fixed and the employee does not get the opportunity to correct his mistakes, and often does not even know whether it is necessary to do so.

Often people resist the introduction of feedback, because they were not prepared for this, they do not know how to provide it. For external feedback to be effective, it must be truthful, accurate, detailed, and prompt. Reporting poor performance only demotivates the employee. If you point out exactly what was done wrong, why it happened, how to correct the situation, and at the same time remember to touch on the positive aspects of the work, the effectiveness of such feedback will undoubtedly increase. It can be even higher if the employee finds out these questions himself.

The principle of respect for the individual.

For many businesses, respect for the individual is just a catchy slogan, but for some businesses it is the foundation of their success.

By “respect for the individual” is meant, first of all, the maximum development of initiative, talents, professional skills, creativity and the ability to find oneself in a new environment, encouraging the achievements of employees and their personal contribution, creating opportunities for creative growth, ensuring conditions where the voice everyone will be heard, protection of rights and dignity, guarantee of personal security.

These are not just conditions for good work, this is an opportunity for more complete self-realization, these are the factors due to which the enterprise manages to achieve highly productive labor, and hence high company profits.

Certification and Interview System (CAC).

SAS is a key formal moment in the relationship between an employee and his manager. The main goal of the CAS is to monitor individual performance, as well as to determine the need for increased education.

The activity of each employee is evaluated on a five-point scale. The highest rating is “1”. The one who received the "one" must be immediately promoted. Most workers fall into the group with grades “2” and “3”.

For those who received “5”, i.e. “Unsatisfactory” the leader defines short-term goals and certifies them at least two more times. If this result is repeated, the employee may be fired.

The result of the CAS is the employee's signature on a document containing goals for the coming year and an assessment of the work of the last year. The salary of an employee in the next year directly depends on the results of work in the previous year. Therefore, negotiations over assignments can last indefinitely. So CAC is a responsible and difficult procedure, both for managers and subordinates.

The system of assessments and interviews is a process that guarantees a fair assessment of work. An unfair assessment is excluded, since the manager, when making an assessment, must obtain the consent of his supervisor and the subordinate himself. Therefore, he must be prepared to justify his decision.

Thanks to the system of appraisals and interviews, the employee knows exactly what he is worth. He expects to be treated fairly, and he gets it.

System of "levels".

The level of an employee is a technical indicator related both directly to the employee and to the position he holds.

The level is represented as a two-digit number, where the first character determines the type of work performed (5-sales department, 6-top management, 7-sales agent, etc.) and also affects the type of remuneration. The second digit measures the status of the worker, regardless of the type of work they perform. It characterizes an employee from an “ordinary performer” (1-3) to a “manager” (7-9). However, an employee can reach a “professional level” (for example, 8), but not become a leader.

The tiering system ensures the flexibility of the workforce, and therefore preserves the ability of the enterprise to change and update. Thanks to this system, employees have the opportunity to compare different activities, as a result of which they are not afraid to change jobs. Knowing his future level, the employee can be sure that the salary and status in the new place will meet his desires.

The level system leads to equal rights for managers and subordinates. A subordinate professional may have a higher level than his boss, and therefore more “weight” for the enterprise. This contributes to the exceptional mobility of the enterprise structure. On the other hand, it is often unprofitable to wage a struggle for power, which in other enterprises takes a lot of effort, and, consequently, affects productivity.

Incentives

The most important element of stimulation that encourages an employee to work is a system of assessments and interviews. At the same time, the enterprise uses others, including material forms of incentives, but only as indirect levers. This means that such incentives are introduced post factum, which means that they cannot have an immediate effect in the form of accelerated compliance with the standards.

That is, everything is built in such a way that the employee himself always strives to achieve his goals, moreover, rather for self-affirmation than for receiving material incentives. And the incentive in this case is useful for creating a special atmosphere of enthusiasm.

1.4. THE SIGNIFICANCE OF HR MANAGEMENT

So, we came to the conclusion that the main element of the organization are its employees. They constitute a major investment in terms of the cost of hiring and training them. Maintaining staff activities is also costly. It is even more important to emphasize that it is the staff that most determines the difference between organizations. Labor productivity in an organization that effectively uses its employees can be tens or more times higher than labor productivity in an organization that does not pay attention to the efficient use of human resources.

It is necessary to note the difference in the concepts of "effectiveness" and "efficiency":

performance is related to determining whether or not you have achieved your goals,

· Efficiency is determined by how you use the available resources (in this case, human) to achieve these goals.

In a study of the most successful American companies by Peters and Waterman, one of the eight factors common to all companies was the idea of "increasing productivity through caring for people." These companies do not consider investment in production as the main source of efficiency gains. They see their own employees as the most important factor, despite the fact that people cannot be acquired, deducted or added to as quickly and easily as other assets.

One of the necessary conditions for the implementation of such an attitude towards personnel and the guarantee that people are treated in accordance with the values declared by the organization is a clear formulation of the personnel policy of the organization. It forms the basis for the formation of a people management system when considering various aspects of human resource management and serves as a starting point for managers in making specific decisions regarding employees.

CHAPTER 2. ANALYSIS OF HR MANAGEMENT IN THE REGINA BEAUTY SALON

2.1. CHARACTERISTICS OF BEAUTY SALONS: TYPES, TYPES, CLASSES

Fifteen years ago, most of our fellow citizens associated the concept of "beauty salon" with expensive hairdressing salons that exist only to serve the population on special occasions, for example, on the eve of a wedding. And those individuals who allowed themselves to visit them more often aroused frank hostility - they say, a normal honest person cannot have that kind of money. The lot of the majority were modest hairdressing salons with a minimum of services (haircut and hair coloring, manicure and pedicure), and women's own cosmetic secrets of home care, which were the pride of women.

Times have changed. Today, no one dares to name the exact number of salons and hairdressers in Russia, but, according to the Moscow Department of Consumer Market and Services, the number of enterprises, employees and turnover of services in this area of consumer services is not decreasing.

Now slightly more than half of adult Russians regularly use the services of beauty enterprises. At the same time, 41% of them visit hairdressers and salons once every two or three months, and every third visits monthly. But it is surprising that men somewhat prevail among the consumers of beauty industry services (51.3%) over the fair sex (48.7%).

The most popular are the services traditional for our country from the "hairdressing" past - haircut, styling, coloring and chemical. hair curling, manicure and pedicure. They are preferred by more than 72% of Russians using the services of beauty companies. When it comes to cosmetic services such as facial cleansing, masking, hair removal and massage, only 2.8% resort to them, according to Cosmopolitan.

According to the Staraya Krepost Association, in 2004 the volume of the Russian market for cosmetic services reached almost 1.8 billion dollars, and their per capita consumption was about 12 dollars. For comparison: this figure in Germany is about 69 dollars, and in Spain - $ 115. Of course, between the elite metropolitan beauty center and the regional hairdresser there is a very noticeable difference in price and assortment. So, the average price of a service can differ by 6-10 times. So, speaking of “beauty salon services”, you need to clearly understand what is at stake.

The mood and well-being of everyone who uses their services depends on the correct and clear organization of the work of the attendants of a beauty salon.

Beauty industry enterprises are divided into three components:

Types (packaging options, location and orientation to target customer groups)

Types (degree of openness and accessibility for customers)

Classes (business levels characterizing the niche occupied in the market)

Beauty salon is the main type of aesthetic businesses. Mass share (MD, expressed as a percentage of the total number of enterprises) - 10-15%.

Standard structure:

hair salon

Manicure workplace

pedicure cabinet

beauty parlor

Extended structure:

Aesthetic care and make-up room

Consulting office

“ pros ”:

The minimum investment package is from 15 thousand USD.

The minimum area of premises (during the statistical market research, several dozen successfully operating salons were identified on an area of 40-46 sq.m.)

- “Clearness for customers”.

Small team of employees (managing a small team is easier)

"Minuses":

Fierce competition among these enterprises

Poor management of personnel (when forming a team of a beauty industry enterprise, it is necessary to lay the so-called “stiffeners” - instability in the service market, these enterprises depend on any changes in business and life in general).

Therefore, the investment attractiveness (IP) of beauty salons is 50%, i.e. the chances of success and failure are equal. At the same time, the IP of expanded salons is 60% (they are saved by a wider range of services and, as a result, a larger client base).

Types of enterprises in the beauty industry.

There are two types of beauty industry enterprises:

1. Open

2. Closed

Most of the existing enterprises belong to the open view. They are distinguished by the availability of services.

In closed enterprises, services are provided to a strictly limited circle of customers and under certain conditions.

Classes of enterprises in the beauty industry.

To the question: “what class is your enterprise?” owners and managers of salons most often answer: “my prices are the highest in the city, so I have an elite salon.” Prices for services are not the basis for determining the class, but a reflection of it, (see Table 1)

Enterprises are distinguished:

1. economy class

2. business class

3. VIP - class.

Table 1

Principles of division of enterprises into classes.

Economy class	Business Class	vip-class
Location	located in crowded places, accessible to most of the population.	a large sleeping area, because in the marketing system should be based on the surrounding business.	prestigious area of the city, not necessarily the center.
Parking.	this question is not relevant.	Possibility of parking close to the salon.	own parking (service system: valet or video surveillance).
The exterior of the building.	most often there is no money left to repair the facade after opening	neat appearance.	facade decoration should be designed in a certain style, corresponding to the name of the VIP-salon.
	emphasis on advertising prices (maximum quality service at the lowest possible price).
Interior.	light and clean, no frills.	interior for the service (everything is of high quality, with an idea, but within the framework of the necessary).	interior beyond the service (high class architectural and artistic design of the premises with perfect technical equipment).
Appearance of employees.	neat and clean.	uniforms in accordance with the corporate style and color (unfortunately, a common example is a white-blue sign, yellow walls, red booklets, green uniforms).	an elite enterprise, therefore, employees should look appropriate, they are distinguished by the complexity of the range of services offered.
Specialist level	professionals.	best in class.	star professionals.
	limited to one word - smile (there is neither time nor money to carry out standard service activities).	uniform standard of service. There are about thirty basic standards at the enterprise: meeting a client, recording a client, answering the phone, offering tea, calculating a client, etc.	individual standard of service (adjustment to the client's requests - there is both time and money for this). The administrator draws up a "dossier" for each client, which indicates the client's service preferences.

Situation: the economy class salon works well, brings the planned profit. The manager introduces an additional service for clients - tea, coffee, etc. One administrator can not cope, a second administrator is hired, additional costs for tea, coffee and other materials for the implementation of the service. To compensate for expenses, prices for services rise, customers begin to leave. Why? Artificial transition to another class (service in business class, and everything else is economy). The client will not tolerate such a contradiction.

Table 2 shows the attendance of beauty salons of different classes by clients of different social status.

table 2

Attendance at beauty salons of different classes by clients with different social status.

2.2. BRIEF DESCRIPTION OF THE REGINA BEAUTY SALON

Kazan, st. Bigicheva, 3.

Beauty salon "Regina" was founded in 2002 in the person of the director Valitova Alina Raisovna.

Alina Raisovna bought a non-residential premises with an area of 80 sq. m on the ground floor of a new house built in Azino. Initially, the area was intended for the organization of an office, and in accordance with this task, renovations began. The room was the best fit for a beauty salon: display windows, a separate entrance from the street, a parking space. It remained to decide on the concept of the future salon.

At the first stage, studies of the service market were carried out. It was a great help that Alina Raisovna herself worked for five years as a hairdresser in one of the beauty salons. There was experience, the necessary acquaintances remained. I also had to engage in "industrial espionage" - to be served by competitors, to conduct telephone monitoring of prices and services. During the "investigative measures" it turned out that there was no particular point in opening a salon, the so-called VIP class. It was decided to open a so-called democratic salon with a classic range of services and affordable prices. “Now there are more chances to “shoot” at small salons in residential areas, and by no means at large ones somewhere in the center, says Alina Raisovna. Undoubtedly, a room in the city center is a very good location for a hairdresser, but the “position obliges” .Here and rent exorbitant, and the requirements from customers are more stringent. And there are still not enough really high-class specialists in Kazan.”

Today, there are not so many specialized salons on the market that offer, for example, only cosmetology or hairdressing services. Owners of newly opened enterprises prefer to include as wide a range of services as possible into the concept. At the same time, one feature of the consumer of the “products” of beauty salons is often not taken into account: people often go not to a specific institution, but to a certain master. After all, a person often comes to the master not only to get a haircut, but also to talk, - assures Natalya Lyashenko. “And of course, the appearance of the attendants plays a big role.” As most experts note, at the beginning of a new salon, it is the master who ensures the degree of its workload, bringing along the accumulated client base, which allows the salon to quickly recoup its costs.

A beauty salon is another business where personnel is everything. "To find good staff very difficult, - says Alina Raisovna. - I, at least, recruited hairdressers, focusing on my professional level. She used the recommendations of friends and personal acquaintances, offered work to people working in other salons.
According to Alina Raisovna, the optimal staff is four hairdressers, a cosmetologist, a manicure and pedicure master, a massage therapist, an administrator, a cleaning lady, and a security guard. The mode of work of the masters is a weekly shift.

Currently, PE "Regina" employs sixteen people, including the director.

In total, the enterprise is involved in:

8 hairdressers;

2 manicure and pedicure masters;

Cosmetologist;

Masseur;

Administrator;

Cleaning woman;

Security guard;

The activity of the salon "Regina" is focused on residents of the city of Kazan, in particular, residents of the Azino microdistrict, with an average income, works directly with a large number of people, this is explained by the fact that the salon provides high-quality and not expensive cosmetic services for a beauty salon. At the same time, each visitor can purchase any cosmetic product that he likes.

Beauty salon "Regina" from the moment of its opening provides its clients with the following services:

Hairdressing services;

Mani Pedi;

Cosmetology;

Wax depilation;

Solarium.

Important organizational distribution documents in the Regina beauty salon are the internal labor regulations, which include the following sections:

General provisions

The procedure for hiring and dismissal of workers and employees

Main responsibilities of the administration

Working time and its use

Incentives for success at work

Responsibility for violation of labor discipline.

An important organizational document is the collective agreement. In order to regulate labor relations and harmonize the socio-economic interests of the employees of the enterprise, a collective agreement was concluded with the employer. This collective agreement is concluded on the basis of the law of the Russian Federation, is a legal act. The contract agreed on the obligations of the parties, employment and regulation of layoffs, production and economic activities, wages and regulation, security, working hours and rest time, vocational training and retraining, social development of the team, satisfaction of the interests and needs of workers.

The director of the beauty salon "Regina" purposefully carries out activities to increase staff satisfaction with work at the enterprise, using a variety of methods to motivate labor workers - financial incentives, social benefits, rewards for success and achievements.

Another side of the work with human resources in the beauty salon "Regina" is to increase the labor activity of the employees of the enterprise, the removal from production of inefficient workers, characterized by a low return per unit of funds spent on them.

As for staff training, the director of the salon does not yet have financial opportunities for this, and therefore masters attend seminars and advanced training courses at their own expense.

2.3. STAFF ARRANGEMENT AND FUNCTIONAL DUTIES OF THE STAFF IN THE REGINA BEAUTY SALON.

A beauty salon is a public enterprise that provides consumers with a wide range of services. Regina beauty salon combines a high level of service with high-quality and conscientious customer service.

The staff is the basis of the Regina beauty salon. Without people, there is no organization. People in an organization create its product, they shape the culture of the organization, its internal climate, they determine what the organization is.

People working in the salon are very different from each other in many ways: gender, age, education, nationality, marital status, his abilities, etc. All of these differences can have a significant impact on both the performance and behavior of the individual employee and the actions and behavior of other members of the organization.

In the Regina beauty salon, each employee has his own tasks that need to be addressed depending on the current situation. Two important points in the work are the frequency of repetition of a given task and the time required to complete it.

In this regard, the director of the beauty salon Alina Raisovna builds her work with personnel in such a way as to contribute to the development of positive results of the behavior and activities of each individual and try to eliminate the negative consequences of his actions. Unlike a machine, a person has desires, and it is characteristic for him to have an attitude towards his actions and the actions of others. And this can seriously affect the results of his work. In this regard, the director has to solve a number of extremely complex tasks, on which the success of the organization depends to a large extent.

By virtue of this position, for the director of the beauty salon "Regina", people are "subject number one." It forms personnel, establishes a system of relations between them, includes them in the creative process of joint work.

Since the organizational structure of the Regina beauty salon is linear (see Fig. 1), I believe that it has a number of advantages:

clear communication systems between managers and subordinates;

Responsiveness to direct instructions;

personal responsibility of the head for the final results of the enterprise and others.

Of course, there are also disadvantages, such as high demands on the manager and administrator overload.

Such a management structure represents the organization as a set of interrelated elements. Each element has its own goals and objectives. The director manages the administrator, while having an idea of the actions of subordinate subordinates.

Rice. 1. The management structure of the beauty salon "Regina"

At the head of the beauty salon "Regina" is the director - Valitova Alina Raisovna.

She decides on her own all the issues of the beauty salon, organizes all the work of the enterprise and is responsible for its condition and activities. She concludes contracts, including those for hiring employees. Issues orders and directives that are binding on all employees of the salon. It bears, within its powers, full responsibility for the activities of the enterprise, ensuring the safety of inventory, cash and other property of the enterprise.

Alina Raisovna organizes the accounting of the enterprise and controls the economical use of material, labor and financial resources, takes measures for the timely supply of enterprises food products and means of material and technical supply. And also establishes a limit of commodity balances for each financially responsible person; directs the introduction of progressive forms of service; ensures that employees comply with safety rules; sanitary requirements. The duties of the director include consideration of complaints and suggestions, taking measures to eliminate the noted shortcomings; provide training for beauty salon employees.

The administrator is subordinate to the director.

The administrator is the organizer of all work inside the beauty salon. The main task of the administrator is to welcome guests in a friendly manner, and all this must be organized so that guests feel comfortable without needing anything.

In the morning, coming to work, the administrator must check the technical condition commercial premises: hall, lobby, toilet room, paying attention to the quality of the cleaning, the presence and serviceability of furniture, equipment, lighting, etc.

Immediately he takes the necessary measures to eliminate deficiencies or malfunctions. After inspecting all the premises, the administrator gets acquainted with the records, previously accepted orders for services, makes an appropriate analysis and gives orders to each of the employees. The administrator draws up schedules for the staff to go to work, keeps track of the employees' working hours, ensures the timely and correct preparation of the hall for the opening of the salon, the necessary availability of a price list.

Only after the above instructions, the administrator begins to perform his main task - meeting customers. During the whole day, he must keep in mind a lot of important information, and first of all, the number of empty seats.

The administrator also takes part in the work on assessing the quality of work, keeps a log book.

The administrator has the right:

Do not allow or remove from work the employees of the gym who violate labor discipline or house rules.

· Report incidents to senior management.

· Make proposals for hiring and firing sales staff.

· Check the knowledge of the staff and give an opinion on the level of their professional training.

· Supervise the practice of student employees and adherence to training programs.

· Make suggestions to encourage employees of the salon.

Administrator duties include:

1. record pre-orders in the ledger;

2. greet regular visitors by calling them by name;

3. seat customers;

4. talk to guests who are waiting;

5. track the maintenance procedure on the trading floor;

6. ask visitors about the quality of service;

7. organizes accounting of incoming funds;

8. accept complaints from visitors;

9. communicate with dissatisfied visitors by phone, finding out the reason for their complaints;

10. preserve and return forgotten items to visitors;

11.accompany the sanitary inspection during its visit to the enterprise;

12. if necessary, provide first aid to employees and visitors;

13. compose written explanations for all incidents and accidents;

14. report the incident to the police;

15. monitor the behavior of employees and create conditions at the enterprise that meet all safety requirements.

In my opinion, all these principles that the administrator must follow lead to the well-established work of the Regina beauty salon and increase the number of visitors and the prosperity of the enterprise.

The administrator is also responsible for organizing the service process, supervises the work of hairdressers, a beautician, a manicure and pedicure master and a massage therapist.

After talking with the staff of the beauty salon "Regina" and evaluating the results of the questionnaire conducted in the salon, I would like to give some advice on personnel management:

1. I believe that a leader should treat subordinates like an experienced coach, selecting initiative and energetic employees into the team. The lazy ones can be kept on the bench for a while, but then they should be strongly encouraged to leave the team and move to the spectator stand. You can’t wait years for a bad employee to leave for another company or retire, but you should fire not for mistakes, but for disloyalty or inability to work in a team. The leader must regulate the workload of employees.

2. For employees to trust the leader, he should never ask anyone to do something that he himself would refuse. If you ask a person to overcome a fiery obstacle, you need to run in front of him, not behind him. But don't underestimate your employees. Demand from yourself and from other people more than they seem capable of.

3. In my opinion, a lot depends on the personality of the leader. It is he who sets the climate in the company, infects employees with his enthusiasm. It is in his power to make his subordinates consider Monday the best day of the week. Be closer to the people. If employees can't see or hear you, you will remain a distraction to them, as will your ideas. The leader leads by example, and does not lock himself in his office like a hermit crab.

4. I believe that the director of a beauty salon should not only set tasks for the staff, but also ask the employees what they want to do, what they want to change. A stimulating, responsible task captivates people. Even if you need to do something small, convince your employees that they are doing something more, serving the interests of all progressive humanity. Let them be proud of it.

5. Another point that I want to pay attention to, I believe that excessive encouragement of competition within the team can split the team. It is better if the spirit of rivalry inherent in employees can be transferred from the internal environment to the external one. Employees should work together, not fight each other.

6. Finally, the efficiency of the work of employees directly depends on their individual capabilities and professionalism. Therefore, it is so important to introduce systematic and planned training in the company, which should not be perceived as an extraordinary event, but as a familiar process.

7. And since it turned out that many employees believe that they are underpaid, I propose to consider the system of remuneration.

At the end of the work, I want to thank all the staff of the beauty salon "Regina" and in particular the director of the salon for all this information. I hope my recommendations will help solve some of the problems that arise with personnel management.

CONCLUSION.

The transition to market relations, the priority of product quality issues and ensuring its competitiveness have increased the importance of a creative attitude to work and high professionalism. This encourages the search for new forms of management, to develop the potential abilities of the staff, to ensure its motivation for the labor process. Personnel management is one of the most important activities of the organization and is considered the main criterion for its economic success. You can have excellent technology, but with unskilled personnel, the work will be ruined. Thus, a key component of the business is personnel management.

In the course of the work, the tasks set before the start of the work were solved and the following conclusions were drawn on the first chapter:

1. Human resources management is essential for all organizations - large and small, commercial and non-commercial, industrial and service industries. At the same time, personnel management is a rather complicated process, which is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without the development of an appropriate management concept.

2. The personnel management system includes: personnel planning; staff development; personnel management strategy; education; wages, financial incentives.

3. By studying the theoretical foundations and experience of personnel management since ancient times, we can achieve real success in our economy through effective personnel management and continuous improvement.

As a result of the analysis according to the data of the second chapter, the following conclusions can be drawn:

1. For success in a beauty salon, the right selection of personnel is very important. Further work will depend on how well the staff will be selected. He must accurately represent what type of candidates are needed for a stable workforce capable of achieving high end results.

2. Assessing the degree of staff satisfaction in the Regina beauty salon, it can be noted that it is at a low level, which is largely due to the low level of wages.

So, I believe that the proper management, training and development of employees in the future will lead to the achievement of the main task of any company - long-term existence and financial stability.

1. Kibanov A.Ya., Zakharov D.K. Formation of personnel management system at the enterprise. Textbook for students. - M.: Delo, 2002. - S.15-19

2. Mausov N.S. Personnel management - a key link in intra-firm management // Problems of theory and practice of management. - 2004. - No. 6. - P.10-14.

3. Gerchikova I.N. Management. Tutorial. - M.: UNITI., 2003. - S.21-23.

4. Personnel management in a social market economy / Ed. R. Marra, G. Schmidt, M .: Depot, 2001. - S. 26-28

5. Ivantsevich J.M., Lobanov A.A. Human resources management, M.: Gardariki, 2003. - P.19-21.

6. Krichevsky R.A. If you are a leader. – M.: Prospekt, 2001.

7. Personnel management. Textbook. / Ed. AND I. Kibanova. – M.: Gardariki, 2001. – P. 35.

from 25 to 35 years 35 to 45 years old over 46 years old 3. Family status? single, not married) married) divorced I am in a civil marriage widow (widower) 4.

Do you have any children?

No one two or more 5. Your education? the average specialized secondary Incomplete Higher higher completed preparatory courses 6. Did you get the job you dreamed of? Yes rather yes than no More likely no than yes Hard to say 7. What is your work experience? 8.

Are you planning to change jobs in the near future?

probably yes Probably yes not going to find it difficult to answer 9.

In your opinion, work is, first of all:

the basis of the meaning of life, sometimes requiring sacrifice forced necessity interest arising in the process of its implementation duty of any person to society something else 10. Do you find your work interesting? Yes not fully No find it difficult to answer 11. Do you have to work after hours? Yes No 12. What do you think about it? positively indifferent negative 13. Are you paid for your extracurricular work in the organization? Yes No 14. Is your salary your main income? Yes No 15. Do you have additional work? Yes No 16. To what extent are you satisfied with the following aspects of your work? (mark on a five-point scale) The content of the work performed Moral and psychological climate Career prospects Distribution of rights and obligations Level of social security

Wage level

17. Do you feel that management is making full use of your professional capabilities and other skills? Yes not fully No if not why 18.

How do you evaluate different aspects of your life at the present time? (check each line, on a five-point scale)

Your earnings Your living conditions Opportunity for professional development family situation Financial situation of the family Life as a whole is 19. Are your wages delayed? No Yes sometimes yes, regularly for up to days 20. How do you assess your state of health in the last 2-3 years? absolutely healthy overall good health satisfactory health I'm probably not well health is very poor 21.

What social benefits do you receive from the organization?

22. What would you like to accomplish in the next 3 years? 23. If you knew that exactly in a year you would not be there, what would you like to do? 24. Can your wishes come true if you work in this organization? 25 Give a reason why you might want to change jobs (check the top three reasons that are most important to you): good working conditions and organization in the new place higher salary in a new job more interesting work in the specialty better team relationships better relationship with administration better welfare desire to start your own business personal motives wouldn't leave anyway fear that the business will close staff reduction other

Thanks for answers!

See: Mausov N. Personnel management - a key link in intra-firm management // Problems of theory and practice of management. - 2004. - No. 6. - P.10-14.

See: Gerchikova I.N. Management. Tutorial. - M.: UNITI., 2003. - S.21-23.

Kibanov A.Ya., Zakharov D.K. Formation of personnel management system at the enterprise. Textbook for students. - M .: Business. - 2002. - P.15-16

See: Personnel management in a social market economy / Ed. R. Marra, G. Schmidt, M .: Depot, 2001. - S. 26-28

See: Ivantsevich J.M., Lobanov A.A. Human resources management, M.: Gardariki, 2003. - P.19-21.

See: Krichevsky R.A. If you are a leader. – M.: Prospekt, 2001.

Personnel Management. Textbook. / Ed. AND I. Kibanova. – M.: Gardariki, 2001. – P. 35.

See: Utkin E.A., Kochetkova A.I. Personnel management in small and medium business. – M.: AKALIS, 2005. 349.p.

See: Ezhova T.M. Beautiful girl. // Cosmopolitan. 2004. No. 8. with. 37.

Ezhova T.M. Beautiful girl. // Cosmopolitan. 2004. No. 8. with. 37.

See: Rich Yu.I. Beauty Tips. // Marieclaire. 2006. No. 2. with. 121.

2.1. CHARACTERISTICS OF BEAUTY SALONS: TYPES, TYPES, CLASSES 26

Beauty Salon "Regina" from the moment of its opening provides its clients with the following services: 34

CONCLUSION. 55

So, I believe that the proper management, training and development of employees in the future will lead to the achievement of the main task of any company - long-term existence and financial stability. 56

Appendix 1. 58

INTRODUCTION

Therefore, personnel management in a beauty salon should be a top priority. The income of a business, even the survival of a firm, depends on how employees respond to the challenges they face. A beauty salon with highly qualified staff has many advantages over competitors with untrained and unmotivated workers. Fierce competition, both from local salons with more educated managers, and from VIP salons available in Kazan, makes increasing the productivity of each worker more and more important.

Thus, it can be assumed that the study of the human factor in management and the analysis of employee satisfaction in the salon is quite relevant and requires its own consideration.

Achieving the goal involves solving the following tasks:

Studying the theoretical foundations of human resource management;

Studying methods for improving the parameters of the work of subordinates;

Conducting a survey in the beauty salon "Regina";

Object of study is the staff of the beauty salon.

Subject of research is the labor relations and behavior of people in the beauty salon "Regina".

In the introduction the relevance of the topic is disclosed, the goal, objectives, object and subject of research are formulated.

AT imprisonment the results of the study are summarized and the main conclusions are formulated.

CHAPTER 1. THEORETICAL ASPECTS OF HR MANAGEMENT

1.1. CONCEPT AND OBJECTIVES OF HR MANAGEMENT

Changes taking place in modern
production associated with a sharp increase in the importance
human factors, put personnel management at the forefront
management plan, stimulated the rapid development
scientific research in this area. The result of complication and
enrichment of personnel management activities and its study
there were various interpretations of personnel management in modern
literature. All definitions of personnel management can be combined into
several groups:

1. Motivational definitions.

Personnel management, writes, for example, N. Mausov, this
“an ongoing process aimed at a targeted change in motivation
people in order to get the most out of them, therefore,
high end results” 1 .

2. Descriptive (descriptive) definitions.

firstly, it poorly reflects the essence and specifics of management
staff,

secondly, it lists far from all of its most important functions.

3. Teleological (in terms of purpose, tasks) definitions.

4. Descriptive-teleological definitions.