Personnel policy is an integral element of the organizational culture of each modern company any form of ownership. In the article, we will briefly highlight the main points that a personnel officer or other person responsible for the implementation of the relevant norms and rules should know about it.

Why do we need a personnel policy

The normal operation of an enterprise directly depends on the efficiency and quality of the labor activity of its personnel. Due to the achievement of a certain level of standardization in equipment, the relative availability of fixed assets for a wide range of enterprises, as well as an increase in the specific share of the service sector in the economy, it is becoming increasingly difficult to achieve competitive advantages with technical and other “non-living” means. Therefore, only qualified, hard-working and properly motivated professional personnel can help to “outplay” rivals in the market. The efficiency of the company depends on the qualifications of employees, their placement and use, which affects the volume and growth rate of manufactured products, the use of material and technical means. This or that use of personnel is directly related to the change in the indicator of labor productivity. The growth of this indicator is the most important condition for the development of the country's productive forces and the main source of growth in national income.

Any personnel policy is aimed at increasing the useful return on the use of labor resources.

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

Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel.

Personnel policy is a purposeful activity to create a workforce that the best way would help to combine the goals and priorities of the enterprise and its employees.

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

Interestingly, the solution to the target problem personnel policy happens, as a rule, is rather multivariate.

So, for example, within the framework of personnel policy, layoffs of employees can be carried out (or vice versa - a course has been taken to retain and retain all or key specialists). At the same time, it is necessary to consider whether the reductions will be of a single or massive nature.

If there is a question about the need for certain qualifications to perform some work, then it is within the framework of the personnel policy that it is established whether the organization will train employees on its own, send them to appropriate training, or hire new specialists.

Another important task of personnel policy is the calculation of headcount optimization. After all, it is often much more economical to manage with the state that you already have than to hire new employees.

How to develop a personnel policy

First of all, when choosing a personnel policy, the following factors of internal and external environment companies:

organization development strategy;

Financial opportunities (the maximum level of costs that a company can afford for personnel management depends on them);

quantitative and quality characteristics personnel;

the situation on the labor market, the prevailing levels of wages;

the presence of trade unions, the degree of their loyalty and the fact that they have the actual ability to defend the interests of workers to influence the labor market;

· labor and related legislation, mentality, established corporate traditions and business practices.

Thus, the main requirements for personnel policy are reduced to four basic postulates.

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

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

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

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

It turns out that personnel policy should be aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

Personnel policy modern organization have the following properties:

2. Focus on long-term planning.

3. The importance of personnel.

4. A range of interrelated functions and personnel procedures.

Personnel policy is integral part all management activities and organization policies. Ideally, it aims to create a workforce that has the following characteristics:

· cohesion;

· a responsibility;

· high levels of professional development and productivity.

Thus, personnel policy should create not only favorable conditions work, but to ensure the possibility of promotion and the necessary degree of confidence in the future. Therefore, another main task of personnel policy is to ensure that the interests of all categories of workers and social groups of the workforce are taken into account in everyday personnel work.

What is the personnel policy

As mentioned above, when implementing personnel policy, a wide range of alternatives is acceptable. For example, it can be fast, decisive, not too humane in relation to workers. Such a personnel policy is designed, first of all, to achieve certain results in economic activity. As opposed to it, there is a policy that prioritizes the interests of the collective and the reduction of the so-called social and psychological costs in the labor collective. For clarity, a special coordinate system is often used, where one axis is the consideration of the interests of the team, the other is the consideration of the interests of the case. Its extreme points (manifestations) are usually called “rest home” (“everything for people, nothing for business”) and “authority-submission” (“everything for business, nothing for people”). However, in practice, as a rule, "mixed" options prevail.

Contrary to popular (and erroneous) opinion, the content of the personnel policy is not limited to hiring, but concerns the company's fundamental positions regarding the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is connected with the choice of strategic targets, the current personnel work is focused on the prompt solution of emerging issues. However, between these levels, of course, a reliable and operational relationship must always be maintained.

The competence of personnel policy includes the formation of:

· specific requirements for the workforce at the stage of its recruitment (for example, education and level of professional skills);

· attitudes towards "investment" in the labor force (for example, to receive additional education or language training);

The required level of stability of the team (determination of acceptable and desirable "churn");

the order of movement of personnel within the organization (both "horizontal" and "vertical").

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

It must be remembered that "Cadres decide everything." Thus, the personnel composition of the organization can be both a major success factor and main reason failures. And this will directly depend on how effectively the company's personnel policy is formed and implemented.

Strategic and operational personnel policy

In practice, one should distinguish between strategic and operational personnel policies.

Personnel management within the enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the company's development concept. This concept, in turn, consists of three parts:

production;

financial and economic;

social (personnel policy).

The strategic level of personnel policy (also called personnel strategy) sets itself the following tasks:

Raising the prestige of the company;

study of the working atmosphere;

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

generalization and prevention of the reasons for dismissal from work.

As for the operational level, it refers to the day-to-day implementation of the personnel strategy. In addition, personnel services should assist management in achieving the goals set for the company as a whole or for its individual divisions.

Summary:

1. Personnel policy has the task of increasing the level of efficiency in the use of the company's labor resources.
2. Personnel policy is a targeted activity to create a workforce that would best contribute to combining the goals and priorities of the enterprise and its employees.
3. Personnel policy uses a multivariate approach to solving problems.
4. Personnel policy should be aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
5. Personnel policy should help increase the capabilities of the enterprise, respond to changing technology and market requirements in the near future.
6. Distinguish between operational and strategic personnel policies.

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

V broad sense is a system of conscious and in a certain way formulated and fixed rules and norms that bring the human resource in accordance with the long-term strategy of the company.

In a narrow sense, it is a set of specific rules, wishes and restrictions (often unconscious), which is implemented both in the process of direct interactions between employees and in the relationship between employees and the company as a whole.

Under the policy of the organization, as a rule, is understood the system of rules in accordance with which the people in the organization act.

The most important component of the organization's strategically oriented policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources.

The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.

According to the level of awareness of the rules and norms underlying personnel measures:

• Ш Passive - Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.
• Ш Active (rational and adventurous) - If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the execution of programs in accordance with the parameters of the external and internal situation, then we we can talk about a truly active policy.
• Ш Reactive - in line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance.
• Ш Preventive - the policy arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

By degree of openness:

• Ш Open - characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position and from the position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this organization.
• Ш Closed - characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.
• Ш With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.
• Ш With an adventurous personnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of ​​the goals of working with personnel.

The most important principles of individual areas of the organization's personnel policy and their characteristics are given in Table 1.

Table 1. Characteristics of the most important principles of individual areas of the organization's personnel policy

Directions	Principles	Characteristic
1. Personnel management of the organization	The principle of the need to achieve individual and organizational goals.	The need to look for fair compromises between management and employees, and not to give preference to the interests of the organization.
2. Selection and placement of personnel	Conformity principle The principle of professional competence Practical Achievement Principle The principle of individuality	Correspondence of the scope of tasks, powers and responsibilities to human capabilities The level of knowledge corresponding to the requirements of the position Required experience, leadership ability. Appearance, level of development of intelligence, character, intentions.
3. Evaluation and certification of personnel	The principle of selection of evaluation indicators Qualification assessment principle The principle of assessing the implementation of tasks	A system of indicators that takes into account the purpose of assessments, assessment criteria, frequency of assessments Suitability, determination of the knowledge necessary to perform this type of activity Performance evaluation
4. Formation and preparation of a reserve for promotion to leadership positions	The principle of competitiveness The principle of rotation The principle of individual training The principle of verification by deed The principle of suitability for the position The principle of regularity of evaluation individual qualities.	Selection of candidates for the competition Planned change of positions vertically and horizontally Preparation of a reserve for a specific position according to an individual program Effective internship in leadership positions Candidate's current fit for the position Evaluation of performance, interviews, identification of inclinations, etc.
5. Personnel development	The principle of advanced training The principle of self-expression The principle of self-development	The need for periodic revision of job descriptions for the continuous development of personnel Independence, self-control, influence on the formation of performance methods. Ability and opportunity for self-development
6. Motivation and stimulation of personnel, remuneration	The principle of matching wages to the volume and complexity of the work performed. The principle of even combination of incentives Principle of motivation	An effective wage system Specificity of the description of tasks, responsibilities and indicators Motivating factors influencing the increase in labor efficiency

In particular, when studying the constituent elements of the personnel policy of A.P. Egorshin in his textbook highlights such points as: types of power in society, leadership style, conceptual personnel documents, principles of working with personnel. This approach is based on the fact that personnel policy is the basis of all personnel work and is conceptual in nature, which indicates a “broad” view of personnel policy. Some authors identify personnel policy and personnel strategy, highlighting as elements: goals, principles of work with personnel.

According to G.G. Melikyan, the constituent elements of the personnel policy of the company are the following:

• 1. Employment policy - providing highly qualified personnel and creating attractive working conditions and ensuring its safety, as well as opportunities for the promotion of employees in order to increase their degree of job satisfaction.
• 2. Training policy - the formation of an appropriate training base so that employees can improve their qualifications and thereby get the opportunity for their professional advancement.
• 3. Remuneration policy - the provision of higher wages than in other firms, in accordance with the abilities, experience, responsibility of the employee.
• 4. Welfare policy - providing a wider range of services and benefits than other employers; social conditions should be attractive to employees and mutually beneficial for them and the company.
• 5. Labor relations policy - the establishment of certain procedures for resolving labor conflicts.

The same elements are considered regarding the implementation of the state personnel policy. So, for example, Barabashev A.G., Bekov H.A., propose to separately consider such essential elements personnel policy, such as hiring, placement, evaluation and training of personnel.

When training business leaders, HR managers practical work, mentions such elements of personnel policy as: personnel accounting and labor Relations; personnel management; training; motivation system; personel assessment; organizational development; corporate culture.

As they say, cadres are everything. This saying is still relevant today, since qualified personnel is the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not happen that the pros go to competitors, a carefully thought-out personnel policy is needed. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell in the article.

The concept of personnel policy and its types

One of the decisive factors that ensure efficiency and competitiveness for any company is a high human resources potential. At the same time, it should be remembered that work with personnel does not end with hiring - the process of working with personnel should be built in such a way as to achieve the desired result in the shortest possible way in relation to any issue, and in the personnel sphere too. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are implemented, therefore it is considered the core of the personnel management system.

The personnel policy is formed by the company's management and implemented by the personnel department in the process of performing their functions by its employees. The principles, methods, rules and norms in the field of work with personnel must be formulated in a certain way, personnel policy must be fixed in local and other legal acts of the company, for example, internal labor regulations, a collective agreement. Of course, it is not always clearly indicated in the documents, however, regardless of the degree of expression "on paper", each organization has its own personnel policy.

The object of personnel policy, as we have already understood, is the personnel of the organization. But the subject is the personnel management system, consisting of personnel management services, independent structural units, united according to the principle of functional and methodological subordination.

Note.Personnel policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policy.

Active. With such a policy, the company's management can not only predict the development of crisis situations, but also allocate funds to influence them. The personnel management service is able to develop anti-crisis programs, analyze the situation and make adjustments in accordance with changes in external and internal factors.

In this type of personnel policy, two subspecies are distinguished:

- rational (when the personnel department has the means of both diagnosing personnel and predicting the personnel situation for the medium and long term. The organization's development programs contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is HR program with options for its implementation);

- adventurous (when the management does not have a forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, while the personnel work plan is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of ​​the purpose of this activity).

Passive. With this type of policy, the management of the organization does not have an action program for employees, and personnel work is reduced to the elimination negative consequences external influences. Such organizations are characterized by the absence of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.

Personnel policy is carried out at all levels of management: top management, line managers, personnel management service.

Preventive. It is carried out in cases where the management has reason to assume the possibility of crisis situations, there are some forecasts, but the personnel department of the organization does not have the means to influence the negative situation.

Reactive. The leadership of the organization that has chosen given type personnel policy, seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of a sufficiently qualified workforce to solve the tasks set, lack of motivation for highly productive work). Human resources departments in such firms usually have the means to identify similar situations and taking emergency action.

Depending on the orientation to one's own or to external staff, from the degree of openness in relation to the external environment, an open personnel policy is distinguished (an organization turns to external sources to meet the need for employees, that is, you can start working in an organization as lower office, and at the level of senior management; this most often happens in new companies seeking to quickly conquer the market, reach the forefront in the industry) and closed (carried out when the company is focused on the inclusion of new personnel with lower level, and the filling of vacant positions occurs only from the number of employees, that is, in fact, their own human resources are used).

Development of personnel policy

Some long-established companies, especially if they work closely with foreign partners, have a well-documented understanding of personnel policy, personnel processes and activities for their implementation. For some, the idea of ​​how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with the identification of potential opportunities in the field of management and with the identification of those areas of work with personnel that should be strengthened in order to successful implementation firm strategy.

The formation of personnel policy is influenced by external and internal factors. The organization cannot change the environmental factors, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

— the situation on the labor market (demographic factors, education policy, interaction with trade unions);

— economic development trends;

- scientific and technological progress (affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);

— regulatory environment (labor legislation, employment and labor protection legislation, social guarantees, etc.).

Factors of the internal environment are subject to control by the organization. These include:

- the goals of the organization, their time perspective and the degree of sophistication (for example, a company aimed at making a quick profit and then closing requires completely different professionals than a company focused on gradual development);

- management style (strictly centralized approach or the principle of decentralization - depending on this, different specialists are required);

- the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);

- working conditions (the degree of harmfulness of work to health, the location of jobs, the degree of freedom in solving problems, interacting with other people in the process of work, etc. If there are at least a few jobs that are unattractive in terms of conditions, the personnel service will have to develop programs to attract and retain employees on them);

- leadership style (it will largely affect the nature of personnel policy).

The formation of personnel policy can be divided into several stages.

At the first stage, the formation of the goals and objectives of the personnel policy is carried out. It is necessary to harmonize the principles and goals of working with personnel with the principles and goals of the company, develop programs and ways to achieve the goals of personnel work. It should be noted that the goals and objectives of the personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives to ensure the effective functioning of the organization as a whole.

For your information.The main goal of personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out. For this, procedures for diagnosing and predicting the personnel situation are being developed. In particular, at this stage it is necessary to determine:

- quality requirements for employees based on the requirements for the position;

- the number of employees by position, qualification characteristics, etc.;

— the main directions of the personnel policy for the selection and placement of employees, the formation of a reserve, the assessment of personnel development, remuneration, the use of human resources etc.

Well, at the final stage, a plan of personnel measures, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.

For your information.The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; activities for professional development, improving the skills of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be implemented in the following areas:

— forecasting the need to create new jobs, taking into account the introduction of new technologies;

- development of a personnel development program in order to solve both current and future tasks of the organization based on improving the training system and job placement of employees;

— development of motivational mechanisms that ensure an increase in the interest and satisfaction of employees with work;

- creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;

- ensuring equal opportunities for effective work, its safety and normal conditions;

— determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;

— improvement of the moral and psychological climate in the team, involvement of ordinary workers in management.

Recall that every employee matters, because in the end, the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities.

Evaluation of the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be corrected. In practice, the assessment of personnel policy is carried out according to the following indicators:

- labor productivity;

— compliance with the law;

- the degree of job satisfaction;

- the presence / absence of absenteeism and complaints;

- staff turnover;

— presence/absence of labor conflicts;

- the frequency of industrial injuries.

A well-formed personnel policy ensures not only timely and high-quality staffing, but also the rational use of labor according to qualifications and in accordance with special training, as well as maintaining a high level of quality of life for employees, which makes work in a particular organization desirable.

Finally

So, in the article we very briefly talked about the personnel policy of the organization. What is the main goal of the Human Resources Department? Providing the organization with personnel capable of effectively solving urgent problems in market conditions, effective use these personnel, professional and social development. And the requirements for personnel policy are as follows.

Firstly, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company's strategy, production and economic situation.

Secondly, the personnel policy should be economically justified, that is, based on the real financial capabilities of the organization, and should also provide for an individual approach to employees.

The introduction of personnel policy involves the restructuring of the work of the organization's personnel management service. It will be necessary to develop a concept for personnel management, update the provisions on personnel departments, and possibly reshuffle the management of the organization, based on the data of extraordinary certification; introduce new methods of selection, selection and evaluation of employees, as well as a system for their professional advancement. In addition, it will be necessary to develop programs for career guidance and adaptation of personnel, new systems of incentives and labor motivation and management of labor discipline.

Page
3

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

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

Goals and principles of personnel policy

In modern conditions, personnel policy should be focused on priority social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of every person.

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

The main goal is specified in the following tasks:

1. Ensuring the conditions for the implementation provided for by the Constitution of the Russian Federation, labor law rights and obligations of citizens.

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

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

4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the necessary professional qualified composition.

5. Rational use human resources available to the organization.

6. Formation and maintenance effective work labor collectives, the development of intra-industrial democracy.

7. Development of principles for organizing the labor process.

8. Development of criteria and methodology for the selection, training and advanced training of employees; staff remuneration.

9. Development of principles for defining social economic effect from activities included in the personnel management system.

All goals of personnel policy can be divided into economic and social.

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

Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.

Own goals of personnel policy are determined taking into account the main provisions of all constituent parts organization development:

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

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

Table 1.1 discusses the fundamental principles of the formation of personnel policy.

Table 1.1 - Fundamental principles for the formation of personnel policy

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

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

General requirements for personnel policy

The general requirements for personnel policy in modern conditions are as follows:

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

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those parties that are focused on the interest of the staff and are related to the organizational culture of the enterprise.

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

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

5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.

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

The personnel policy of an organization is a set of well-known methods and techniques that can affect the organizational process of an enterprise. All rules must be tested in practice and should improve not only the production structure, but also the labor potential of workers.

What is the purpose of personnel policy

Each enterprise has its own methods and ways of transforming personnel policy, but not every one has everything documented. It is worth noting that the main goal of personnel is to ensure an uninterrupted work process, retain valuable employees, and create suitable working conditions.

Dear reader! Our articles talk about typical ways solutions legal issues but each case is unique.

If you want to know how to solve exactly your problem - contact the online consultant form on the right or call by phone.

It's fast and free!

Formation of personnel policy: influence of factors

Activities in this area begin with the identification of needs that need to be met. Potential opportunities in work with personnel are determined. To form the right personnel policy, it is necessary to find out the most important thing for the operation of the enterprise.

The formation of personnel policy is influenced by:

1. Environmental factors - these are phenomena with which the enterprise must reckon. You cannot leave them, since everything can be fixed at the state level. This includes:
   • The state of the labor market.
   • Trends in the country's economic growth.
   • The regulatory framework of the country, which can make changes to the labor code.
   • Scientific and technological progress (if new technologies appear, then specialists are needed who can manage them).
2. Internal environmental factors- this is what happens directly in the enterprise itself. This can include:
   • Personnel management style.
   • The main objectives of achieving results.
   • Way of leadership.
   • Enterprise management methods.

The main directions of personnel policy: principles and characteristics

If we talk about different enterprises, then each is characterized by a certain direction. A more visual and common view is the following directions:

1. Organization personnel management - has the same principle of management, both to general and individual ideas. In this case, you have to look for constant compromises between employees and the highest level.
2. Selection and placement of personnel - consists of several principles - professional competence, individuality, conformity, practical achievements. It is characterized by the fact that each employee meets his qualifications and holds his position. He must be experienced and have professional skills, have his own style in management.
3. Formation and preparation of a reserve for promotion to senior positions - this direction includes several principles: rotation, compliance with the position, manifestation in work, assessment of the individual qualities of the employee. It is characterized by the fact that promotion is carried out on the basis of a competition or tender. Produced active learning an employee who is to take on a leadership position. The candidate is selected based on their experience.
4. Assessment and certification of personnel - is determined using the principles of selecting indicators, the quality of assignments and assessing qualifications. With the help of this direction, you can determine the main indicators that should be followed in the work and which still need to be developed. Thus, it is possible to assess the potential of employees and ways to achieve profit maximization.
5. Staff development - is built using the principles of advanced training, the possibility of self-development, ways of self-expression. This is a very necessary direction, as it will help to prepare qualified personnel as much as possible.
6. Motivation and stimulation of personnel, remuneration – important point, which is determined on the basis of the principles of equal combination and incentives. In this case, the task and the deadlines for their implementation should be set. There must be motivating factors, on the basis of which a person will use all his best qualities.

Types of tools

1. HR planning- before applying certain methods to work, it is necessary to build a clear plan, which should be worked out before that. Having a good plan, you can build the right personnel policy.
2. Current personnel work- this is a process that is already involved in the implementation, but before that certain points had already been worked out by personnel inspectors.
3. Personnel management This is not an easy job, which is carried out by a specially trained person. He, in turn, must have skills in working with personnel. Such a person should be respected and listened to.
4. Measures for its development, advanced training- this is an important point that contributes to good and high-quality work. Before introducing new activities, it is necessary to study the people and their work.
5. Measures to solve social problems- in any team there are constantly disagreements and other problematic situations that the administration must be able to solve.
6. Reward and motivation– to get the maximum return from employees, it is necessary to motivate the employee and accordingly reward him financially. This shows that his work is not in vain.

Development stages

Like any activity, there are stages of implementation. They also consist of:

• Study of the labor resources of the enterprise, on the basis of which the forecast is built.
• Definition of the main points and priorities of activity.
• Familiarization of the administration and personnel of the enterprise with the adopted policy. The main way to promote information.
• Budget definitions for the implementation of a new personnel policy that will provide effective labor incentives.
• Development of the main measures for the formation of staff for personnel.
• Implementation of the goals set through special programs for the development, adaptation of employees, advanced training.
• Summing up - analysis of all activities for the organization of personnel policy, identification problem areas, assessment of the potential of employees.

Main types

By the scale of personnel activities:

Passive- The administration does not introduce global changes in personnel policy, it only tries to solve existing problems, which indicates a weak return on the part of employees. The personnel department starts working only in certain cases. This often leads to high turnover of staff, which negatively affects the efficiency of work.

Reactive- is based only on the work of problem areas that can lead the organization to a crisis situation. This happens in enterprises that poorly define the task and priorities. In such cases, the entire interest of the leader is only to remove the consequence, but not the cause of the crisis, which can repeatedly manifest itself.

preventive- is developed only for certain cases or for a certain period. It is not permanent and it is not necessary to fix it among the staff. There is specific purpose under it, respectively, labor resources, which are aimed at performing a specific task.

Active- if an enterprise has forecasts, a specific forecast and a set of actions, then this type of personnel policy takes place. It aims to achieve maximum result. In such cases, the best employees who are able to crank out this activity are involved. All priorities are clearly defined here, there are no exceptions. Management is in control of the whole situation.

By degree of openness:

open- it has become more modern. It is characterized by the fact that it openly shows the possibilities of work. Career growth starts from the bottom to the top. An organization with such a personnel policy is ready to accept any specialist if he is endowed with the necessary skills and qualifications. Such a system is typical for telecommunications and transport companies. Companies are thus trying to enter a new market and make themselves known.

Closed- in such a company, a managerial position can be occupied by an employee who has been working for a long time. New employees can only take entry-level positions. It is typical for companies that have been working for a long time, they are satisfied with their activities and do not plan to grow.

Criteria for evaluation

1. Quantitative and qualitative composition of the staff. Quantitative is divided into three categories - managerial, managerial and service staff. If we discuss the qualitative composition, then the employees are divided among themselves according to the level of education, work experience, advanced training by employees.
2. Staff turnover rate is one of the most important factors in modern business. An increased level is observed in enterprises where special education is not required. Thus, the entrepreneur wants to make a quick profit without spending cash for personnel policy. And the most interesting initially can be achieved good result, but after a while the development will be very weak, since there is no incentive for workers in their work.
3. Policy flexibility Every activity must be manageable. When a new personnel policy is introduced at an enterprise, it is necessary that it be amenable to implementation for any department. Each production department has its own goal and the implementation of new policies should correspond to their specifics.
4. The degree of consideration of the interests of the employee / production– any changes must be accepted by employees. This will contribute to the maximum return of staff in the performance of their work. As stipulated in the previous criterion, the new policy must be consistent with the responsibilities being performed. Teamwork is the first step to success.

What activities are needed?

In order to improve personnel policy, it is necessary to use the following measures:

1. The selection of personnel is based on certain criteria that will correspond to their responsibilities. The more experience a person has, the higher the level of productivity at work. Beginners should also not be pushed aside, as they have a different outlook on work, and they can contribute to new discoveries that will favorably affect development as a whole.
2. To ensure a stable and continuous production process, it is necessary to attract long-term cooperation.
3. The personnel department should provide the enterprise with all the necessary staff as much as possible. Management should pay attention to this process. The enterprise works stably in cases where all jobs are filled.
4. Human resources specialists should analyze the workforce in the enterprise. They are required to provide correct placement full-time employees, so that their qualifications correspond to the position they hold.
5. The management of the enterprise should provide its staff with courses that can improve their skills. Thus, the enterprise will have experienced workers who will be able to perform work of any complexity. It can be avoided due to the lack of inexperience of the loss of working time, manufacturing defects.

The personnel policy of the enterprise is a very important point that contributes to the maximum development of the enterprise. There are several directions that contribute to maximizing the profit of the enterprise.

Well-known directions contribute to the correct distribution of personnel in their places.

The company's personnel policy should be updated from time to time. Over time, not only people change, but also their views on the workflow. Innovation contributes to the achievement positive results that can be achieved by people with a fresh perspective on manufacturing process. You should not stick to the old personnel policy, as it will not only be ineffective, it can lead the company to liquidation.