Strategic personnel management of the organization. HR strategy

HR strategy - this is a priority, qualitatively defined course of action developed by the management of the organization, a specific set of basic principles, rules and goals of working with personnel necessary to achieve long-term goals to create a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities, as well as the type of personnel politicians.

The strategy makes it possible to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their labor motivation and qualifications.

The main features of the personnel management strategy are:

• - its long-term nature, which is explained by the focus on the development and change psychological attitudes, motivation, personnel structure, the entire personnel management system or its elements;
• - connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change or adjustment of the organization's strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

Rice. 6.

Most top executives argue that the strategy of personnel management is an integral part of the overall strategy of the organization. However, in practice there are different options for their interaction.

• 1. The most common is the idea of ​​the strategy of personnel management as a dependent derivative of the strategy of the organization as a whole. In such a situation, employees of the personnel management service must adapt to the actions of the leaders of the organization, obeying the interests of the overall strategy.
• 2. The overall strategy of the organization and the strategy of personnel management are developed and developed as a whole, which means the involvement of specialists from the personnel management service in solving strategic problems at the corporate level. This is facilitated by the fact that they have high competence, and, consequently, the ability to independently solve problems related to personnel, from the point of view of the development perspective of the entire organization.

The personnel management strategy assumes:

• - defining the goals of personnel management, i.e. when making decisions in the field of personnel management, both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for developing and realizing the abilities of employees, etc.) should be taken into account;
• - formation of ideology and principles of personnel work, i.е. the ideology of personnel work should be reflected in the form of a document and implemented in daily work by all heads of structural divisions of the organization, starting with the head of the organization. This document should be a set of ethical standards, as the organization develops and the external conditions of personnel work change, it can be refined;
• - determination of conditions for ensuring a balance between economic and social efficiency of use labor resources in the organization - the use of personnel to achieve the goals of the entrepreneurial activity of the organization and the implementation of a system of measures aimed at meeting the socio-economic needs of the employees of the organization.

The strategy of personnel management is dependent on the strategy of personnel policy.

Currently, there are three concepts of the personnel policy strategy.

• 1. The strategy of personnel management is determined by the strategy of the organization. Personnel management performs a service function, which consists in providing and maintaining the performance of the personnel necessary for the organization.
• 2. The personnel management strategy is a central independent function. Employees employed in the organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in a market economy. In this case, the personnel policy strategy depends on the available or potential human resources.
• 3. The third concept is a synthesis of the two previous ones. The organization's strategy is compared with existing and potential human resources, and compliance with the directions of the personnel policy strategy is determined. As a result of such a comparison, the strategy of the entire organization or personnel policy can be changed.

Depending on the adopted concept of the personnel management strategy, the specific place and role of the personnel management service in common system management of the organization, which are largely determined by the position of the first head of the organization in relation to the personnel service.

Therefore, in foreign practice, the following pattern is observed: personnel management services begin their activities as headquarters units with purely advisory functions, and then, as human resources develop and its impact on work results becomes more and more obvious, the personnel service is vested with managerial powers and begins to participate directly in the management of the organization.

In foreign practice, there are several such options. Structural location of personnel service depends on the degree of development and characteristics of the organization.

Option 1: the personnel service is structurally subordinate to the head of administration (Fig. 7). The main premise of this option is to concentrate all central coordinating services in one functional subsystem. The performance of tasks by the personnel service is considered within its role as a headquarters unit. Corresponds to the first strategic concept.

Rice. 7.

Option 2: the personnel management service as a headquarters department is structurally subordinate to the general management of the organization (Fig. 8).

Rice. eight.

The advantage of the second option is the proximity to all areas of the organization's management. This structure is most suitable for small organizations on the early stages their development, when the management has not yet clearly defined the status of the personnel service. However, with this option, the danger of multiple subordination to conflicting instructions should be excluded. Corresponds to the increasing attention of the company to personnel policy issues.

Option 3: the personnel service as a headquarters body is structurally subordinate to the top management (Fig. 9). This option is most appropriate at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the personnel service in this way, although the hierarchical level of deputy heads is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management (second, third concept).

Rice. 9.

Option 4: the personnel management service is organizationally included in the management of the organization. This option can be considered as the most typical for sufficiently developed firms with the allocation of the sphere of personnel management as an equivalent management subsystem among other management subsystems (second concept).

Rice. 3.10.

In recent years, in the practice of Western firms, a functional area of ​​management has been singled out, called "Controlling". This area of ​​management concentrates the bodies that perform the function of coordinating the development of the organization, as well as general management functions. In some firms, the personnel service falls into the scope of "Controlling".

Rice. 3.11. Typical structure of "Controlling" with the possible inclusion of a personnel service

The relationship between an organization's strategy and the choice of a personnel management strategy can be shown in the following example.

The strategy of an organization producing products in a particular market of goods and seeking to increase its share in this market is to reduce the cost of production, and therefore, to reduce the price of products. At the same time, in the field of personnel management, there are several options for achieving possible savings. One of them is to conduct a thorough analysis of potential areas of savings and make choices, for example: rationalization of the labor process, identification and reduction of redundant, unnecessary, repetitive labor operations. This will be the HR strategy.

Rice. 12.

Moreover, the implementation of this strategy can also be carried out in several ways. On the one hand, the analysis and identification of redundant operations can be carried out by specialists in the field of organization and labor economics, working at the enterprise or attracted from outside, and on the other hand, which is preferable today, such an analysis can be carried out by interested workers themselves, united in project teams. or quality circles and are, in essence, experts on issues in their own workplaces. The solution of such specific strategic tasks should be reflected in the strategic plan.

The personnel management strategy as a functional strategy can be developed at two levels:

for the organization as a whole in accordance with its overall strategy - as a functional strategy at the corporate, corporate level;

for certain areas of activity (business) of a diversified, diversified company - as a functional strategy for each business area that corresponds to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting fixtures, then a personnel management strategy is developed to each sphere of production, as they have differences in the structure of personnel, requirements for qualifications and training, training methods and other issues).

In the context of strategic management, there are qualitative changes in the field of work with personnel. They lie in the fact that within the framework of traditional areas of personnel work, all greater value take on a strategic dimension. Combining with strategic technologies, such specific areas of work with personnel as planning for personnel requirements, selection, business assessment, training, and others act as components of the personnel management strategy, acquire a new quality and a single target orientation, consonance with the goals and strategic objectives of the organization .

Researchers, both foreign and Western, agree on the strategically important areas of personnel management, the systematization of which is given in Table. 3.1.

From the point of view of influencing the personnel development strategy, three components of the enterprise strategy seem to be especially important, ? quality of products (services, works); innovation policy; technical and technological strategy in the part related to the factors of change in the core production technology, which contribute to increasing competitiveness. The successful implementation of these elements of the global strategy is related to the qualification level of the personnel and determines the set of future requirements for personnel. Obviously, the strategy for developing the innovative potential of personnel is determined by the features of the integrated strategy of the enterprise:

• ? strategic goals determine the long-term planning of personnel development;
• ? the formation of a general development strategy allows for the assessment, analysis and selection of the necessary system of impacts on personnel;
• ? the company's strategy determines the production goals and objectives, on the basis of which the personnel is assessed to determine the qualifications, production skills, abilities and potential;
• ? the development strategy of the enterprise establishes the dynamics of requirements for personnel, business qualities, as well as features in work that are dictated by a specific position (education, age, work experience).

Table 3.1 Developed based on M. Armstrong. The practice of human resource management. - M.: Piter, 2004. - 824 p. - S. 53-54. - Composition of functions in the areas of activity of the personnel management system

Overall HR strategy	Area of ​​HR strategy - common elements
Providing resources	Development of the Czech Republic	Reward
Improve performance	recruitment of employees based on the level of competence; evaluation centers	competency-based training; evaluation centers	enter pay based on skill level
Expand your skills base	identify the skills development needs of new employees	analyze professional skills; targeted vocational training in the area of ​​identified needs; formalize professional skills	enter pay based on skill level
Provide competency development and career opportunities	develop competency structures and profiles; identify competency levels and capacity through performance management processes	performance management and personal development plans as a basis for identifying and meeting learning needs; wide connections for career development and horizontal development paths; identify career ladders in job groups, in terms of competence level	develop structures of broad links or groups of positions in terms of the level of competence, taking into account the requirement for the level of competence in various roles within and outside the groups of positions; establish payment systems for "horizontal" career development
Provide professional demand	a positive psychological contract based on a commitment to identify and develop skills applicable in other areas; freedom to expand work responsibilities, the ability to move to new roles	identify skills development needs by planning personal development; programs to develop skills applicable in other areas	broad link or job group structures that define competency levels for roles or job groups as a basis for identifying learning needs
Strengthen commitment	analyze the characteristics of loyal employees; apply sophisticated selection methods to identify loyal candidates who can form the commitment to the organization in the future; define and disseminate information about the core values ​​of the organization	based on the analysis of the characteristics of loyal employees, disseminate information about those practices that contribute to the understanding and acceptance of the core values ​​​​of the organization and encourage behavior focused on these values	reinforcing patterns of behavior focused on the values ​​of the organization with the help of rewards for supporting these values
Increase the level of motivation	analyze the characteristics of highly motivated employees and build recruitment interviews to obtain information about the likelihood that candidates will be highly motivated	provide learning opportunities to reinforce the characteristics of highly motivated employees	apply performance management processes as a basis for providing non-financial rewards linked to development and growth opportunities

At the same time, at the present stage of development of HRM systems, it is possible to approach the definition of a comprehensive strategy of the organization based on the existing characteristics of the human capital that the company has, and the definition of strategic goals based on the possibilities of maximizing its implementation.

The development of a set of requirements for personnel is mandatory and necessary condition formation of the strategy of innovative development of the personnel of the enterprise. In general, the choice of strategy is based on strengths and the development of measures that enhance the organization's ability in a competitive environment due to advantages in the field of personnel. The structure of HR activities with a strategic focus is shown in Table. 3.2.

As part of developing a human resource management strategy, a company should answer the following key questions.

• 1. What are the requirements for the quality of a company's human resource capable of supporting strategic change programs?
• 2. How should the strategy be supported by human resource development programs?
• 3. What performance indicators can describe the strategy implementation process?

The search for answers to these questions involves the passage of the main steps in the creation of a strategic HR Aksenova E.A. Strategic assessment. Moscow, Aspect-Press, 2008. 352 p. - S. 70 ..

Step 1. Determination of the organization's development strategy, which involves the analysis of scenarios for the development of the company and the environment, determining ways to achieve strategic goals, creating a program of changes.

Step 2. Designing the organization's competencies necessary to achieve the established goals and the required competencies of personnel in different areas and levels of activity.

Step 3. Formation of a system of goals in the field of creating a human resource for the organization's activities in the future.

Step 4. Designing and initiating personnel programs and projects aimed at intensifying the processes of forming the priority of the desirable parameters of human capital.

Step 5. Formation of HR-architecture, i.e. structures of services capable of implementing personnel programs and projects, as well as basic processes for ensuring the functioning of the human resource.

Step 6. Development of the composition of performance indicators for goals, projects and programs, creation of regulations for measuring KPI.

Step 7. Creation of a system of integral personnel monitoring, including the following types of monitoring:

goals in the field of work with personnel (creating a system of constant comparison of current and prospective goals of the organization with a system of goals and objectives in the field of work with personnel, checking the attainability of goals, as well as the adequacy of strategies and approaches);

personnel processes as areas of qualitative and quantitative changes that identify the emergence of a new essence of human capital (changes in the processes of communication, professionalization, organizational values, etc.);

the results achieved as a result of the implementation of programs and projects, the launch of processes;

the efficiency of the costs that were incurred to achieve the goals, and comparing them with the planned or average costs for the industry, region, type of company.

It is necessary to program the parameters of the human resource that will be needed in the future; design processes for the formation of human capital to achieve them; control how HR processes transform human resources in the required direction; evaluate how effective the costs are in the company's human resources. The structure of activities for the development of the HRM strategy is shown in fig. 3.2.

Human Development Strategies companies. Several types of strategy can be distinguished, depending on the processes under consideration.

Selection and placement of personnel can be implemented based on the following strategic choices.

"Create" - a strategy that allows you to form the personnel of the organization, based on its ability to attract, promote, place and develop personnel; such a strategy creates the necessary professional skills for working employees to ensure sufficient efficiency of their activities.

"Buy" - a strategy that involves attracting from outside labor resources of exactly the quality that is required at each hierarchical level of the organization.

Grade also suggests the possibility of alternative solutions.

"Result-Oriented Evaluation System". It is only considered important that the candidate for the position (or the current employee) meets a predetermined set of indicators of relevant activities. The conditions and factors that improve or worsen its activity do not matter.

"Process Oriented Assessment System". The circumstances that are part of the process of achieving the desired results are identified and taken into account.

Development - is implemented in the following ways.

"Intensive (informal)" development programs - deep, consistent and continuous training and maintenance at the proper level of skills and knowledge required for effective work. A targeted, quality approach.

"Extensive (formal)" development programs - broad, fuzzy curricula. General, mass, costly approach-

Reward system is based on the following strategic alternatives.

"Position Oriented Compensation System" - remuneration is dictated by the nature of the work performed as such. Jobs can be ranked in a specific way depending on their place in the hierarchy of the organization, which entails an appropriate amount of remuneration.

"Compensation system aimed at individual results and effective activities in the organization" - little attention is paid to the hierarchical structure. Reward systems are built on highly differentiated or even personalized performance appraisals.

Quarry management suggests with specialization - focus on the formation of competencies that strictly meet the requirements of work at the current level or take into account the company's development plans; or n professionalization - focus on the broad development of competencies, a system of goals and a range of careers focused on the advanced development of competencies, taking into account the scenarios for the development of the company and the environment. personnel management controlling communication

Communications in the organization can be built on integration - supports wide communications in the company, is focused on building horizontal connections and expanding the range of issues regarding which interaction takes place, is focused on the inclusion a large number external agents and integration into professional networks, or autonomy ~ focused on localization and minimization of contacts within the organization.

Based on the results of the stage, the company must decide on the choice of fundamental strategies in the field of working with the product, market, finance, and human resources.

After designing, clarifying the goals of the company, describing scenario options and principal strategies that can be used, it is necessary to analyze the skills that should ensure the success of the organization in achieving the stated goals in the expected development scenarios. To do this, it is necessary to clarify the problems that the organization will face in each scenario, and the skills that it must master in order to cope with these problems. Such company skills are called company competencies, the concretization of which is an obligatory step in substantiating strategic decisions in the field of personnel management.

Competence of the organization - a set of interrelated skills, abilities and technologies of the organization that provides an effective solution to a certain class of tasks (types of situations). The types of organizational competencies considered are as follows.

• 1.Standard competence - a set of abilities that allow you to solve common tasks for a given market. Since all market participants should have standard competencies, its absence leads to a very rapid exit of the company from the market.
• 2. Key competence - a set of abilities that allow you to solve special problems that are not typical for most market participants. The presence of key competencies brings the company to the market leaders and makes it very stable in the face of tougher competition.

Key competency criteria:

• - relevance to consumers(consumers are willing to pay for it, it creates most of the perceived value of the consumer);
• - uniqueness(difficulty in reaching other companies);
• - opportunity for improvement(when new market requirements appear, the competence can be used after a certain modification);
• - cooperation(competence can be the result of a unique interaction of a number of partners, organizations and consumers ...);
• - competence based on knowledge(rather than being the result of a unique set of circumstances).
• 3. Leading Competence - these are advantages in solving problems (situations) that will become a zone of competition in the future with increased competition. Provides leadership for the company in the future. The presence of prerequisites that, with appropriate work, can lead to the creation of a unique selling proposition and provide the company with leadership, entry into a new market segment, product, technology.

Critical success factors can also contribute to the achievement of company goals. Critical success factor (CSF)- one or more reasons why an industry leader achieves a high position. CFU examples:

• - unique personnel structure - human resources;
• - unique location - geographical factor;
• - brand image - advertising factor;
• - a unique invention protected by a patent - an intellectual factor;
• - unique equipment - technological factor.

In a competitive environment, companies seek to protect their critical success factor in order to maintain a competitive advantage.

If competence is the result of a company's purposeful improvement activities, then the key success factor is, as a rule, a combination of circumstances.

In each case, the personnel management strategy may not cover all, but only its individual components, and the set of these components will be different depending on the goals and strategy of the organization, the goals and strategy of personnel management.

The effectiveness of any organization directly depends on the quality of the solution of the tasks assigned to it. A well-thought-out management strategy allows you to optimize the processes in which the goals of the enterprise are achieved. This takes into account the many components on the basis of which the company's activities are carried out. In particular, strategic management (MS) provides for the optimization of human potential as the basis of an enterprise, focusing on consumer needs and responding in a timely manner to the state of the competitive environment. As a result, effective management allows you to meet the challenges of today's market, achieve competitive advantages and lay the foundation for long-term sustainable development.

Objects of strategic management

The primary objects of the control system include economic departments and functional areas at the enterprise. Depending on what problems strategic management is designed to solve, its subjects can be general goals and external factors that affect the activities of the organization. In addition, the solution of problems associated with the formation of a missing element in the enterprise, which in the future will help to realize current goals, is not excluded. Such planning of the SU allows you to cope with factors that are currently uncontrollable. When choosing one or another management strategy, it is important not to make a mistake in the analysis of the goals and the final result that it will help to achieve. Social, scientific, political and other factors influencing the activity of the enterprise and its future should also be assessed.

Strategic Decisions

The work of any organization involves making decisions. Actually, they act as a tool through which the system of strategic management of enterprises is implemented. This is a category of management decisions focused on the prospects for the development of the organization. The complexity of this process lies in the uncertainty of the final result, since it is impossible to calculate in advance the influence of external uncontrollable factors. Especially if significant resources are involved, it is difficult to foresee the long-term consequences for the company.

The list of strategic decisions can include the following:

• Entry into new markets.
• Reconstruction of the organization.
• Introduction of technical, structural or other innovations to the enterprise.
• Changing the legal form of the organization.
• Merger of the enterprise.

Features of CS solutions

The decisions that provide for the strategic management of the organization have some features. For example, they differ from coordination and tactical decisions in the following features:

• The nature of the innovative approach.
• Orientation towards long-term goals.
• Subjectivity in assessments.
• Difficulties in formation if strategic alternatives are not defined.
• High risk and irreversibility.

As you can see, decisions dictated by the management strategy involve serious responsibility. On the other hand, the successful implementation of fundamental changes in the enterprise can bring a lot of dividends in the future, which cannot be achieved through less risky, but still local solutions.

Principles of strategic management

In the process of implementing strategic management, it is necessary to focus on several basic principles that will lead the organization to a more advantageous position in the market and reduce the likelihood of undesirable effects. So, the strategic management system should be based on the following principles:

• Science and creativity. For the manager, this means that it is necessary to look for new ways to solve problems, based on the experience of scientific research. This will allow you to focus on key problems and find ways out of the most difficult situations on an individual basis.
• Purposefulness. This principle assumes that strategists will emphasize strategic analysis and the fulfillment of global enterprise objectives.
• Flexibility. This characteristic of the control system, which provides for the possibility of its change in the implementation process. Since the organization's operating environment may change in the future, flexibility will allow strategic management to be adjusted in accordance with the new conditions.
• Unity of strategy. Planning in large organizations covers departments of different levels, the functions of which differ. Therefore, it is very important that the tasks, programs and plans for some structures do not conflict with others.

Personnel management as part of the overall strategy

Personnel policy refers to the primary components, which are regulated by the strategic management of the enterprise at different levels. In this part of planning, the formation of a personnel management model takes place, which has a direct impact on the efficiency of the organization. By and large, this is one of the functions of modern management, which is closely aligned with the overall strategic goals of the organization. The regulation of the work of the personnel consists in the formation of an optimized and competitive staff. This process takes into account possible changes in the environment of the enterprise, as well as its internal state. A professional and well-regulated human resource contributes to the development of the company, its survival in tough competitive conditions and fruitful work on the tasks set.

Goals of personnel management

Even a well-established model of the work of employees without a clear formulation of the goals facing the company will not ensure its successful operation. In this regard, it is necessary to note the importance of the tasks that strategic personnel management in an organization should set. For example, the following goals can be given:

• Formation of a payment system sufficient to ensure the motivation of employees, as well as their retention at different levels.
• Leadership development in key positions.
• Ensuring the possibility of replenishment of personnel for the future.
• Implementation of effective training programs and courses to improve the professional qualities of employees.
• Optimization of communication interaction between employees in departments and departments of different levels.

Also, in the modern world, strategic personnel management cannot do without taking into account psychological aspects in the workflow and the need to introduce elements of corporate ethics with a culture of business communication.

Types of strategic personnel management

There are several varieties of strategic personnel management that provide effective methods for creating conditions for teamwork, finding and attracting ready-made specialists, the possibility of providing the enterprise with a small number of employees, etc. These strategies come from the tasks that the enterprise sets at the moment. In particular, the goals of strategic management may necessitate the use of the following approaches to the formation of personnel policy:

• The strategy of attracting new innovative employees is used if the company is facing the need for major changes, the risks of which are difficult to calculate.
• The staff retention and retention strategy is used in conditions of intensive development, when it is necessary to maintain stable profit growth.
• Engagement of employees with an emphasis on the criteria of their number and efficiency is required if the organization aims to maintain the current level of profitability.

Formation of a personnel management strategy

The work on the strategy begins with the analysis and identification of factors that are key at the current stage of the organization's work or, possibly, will become so in the future. It is important to take into account that the development of strategic management in the future will cover new aspects of the activities and internal structure of the enterprise. This is due both to the positive conditions for development and to threats from the external environment, which should be calculated in the management strategy. The next stage involves the formulation of the most suitable models and the analysis of alternatives. Based on them, a general strategy is drawn up, the function of execution of which is taken over by the management department.

Implementation of the management strategy

The implementation of the planned strategic plan is carried out through management programs, budget distribution models, as well as procedures that are medium-term and short-term strategies for the implementation of plans. It is important to note that the process of strategic management is continuous, therefore, it is necessary to initially compare the tools for achieving tasks with the resources of the enterprise over a certain period of time. In addition, the very structure of the organization must comply with the chosen strategy, otherwise opposition from different departments and departments is possible. Properly selected management methods, in particular compensation programs and organizational structure improvement, will effectively achieve the goals.

Conclusion

The overall management strategy and regulation of personnel policy are the key elements that form the basis of any modern organization. Even under the most favorable external conditions, ineffective strategic management will nullify all the advantages of the company. And, on the other hand, a strategic model that is thought out and optimally suited for a particular enterprise will not give the expected result if many uncontrollable factors act against its implementation. Therefore, when choosing a management system, a thorough analysis is important, which will allow you to calculate the risks and ensure the possibility of adjusting the intended course in the future.

Introduction

In modern conditions, the personnel is becoming increasingly important for the organization, because the effectiveness of its functioning largely depends on it. Employees, as, indeed, any resources of the enterprise must be managed. It is important not only to properly organize their work today, but also to form certain plans for the future, coordinating them with the overall goals of the organization, its main tasks and features of functioning. Thus, the strategic management of human resources is gaining more and more development, which just involves personnel management for the long term, taking into account the above factors.

Today, due to the fact that a clear and well-established personnel management system is a powerful competitive advantage, enterprises pay more and more attention to the formation of an effective personnel strategy.

Thus, the relevance of the chosen topic is obvious: strategic human resource management is the basis effective system personnel management, which, in turn, is a stable basis for the further development of the organization.

The purpose of the course work is to reveal theoretical basis strategic personnel management and consider the features of its functioning in practice. To achieve this goal, it is necessary to solve a number of interrelated tasks:

Consider the concept, main components and stages of the formation of a personnel management strategy;

Understand the features of the process of implementing the strategy and explain the degree of its importance in the overall process of strategic personnel management;

Consider the features of the functioning of the strategic management of human resources of Nestle Russia LLC;

To identify the main advantages and disadvantages of the personnel strategy of Nestlé Russia and give recommendations on how to eliminate its shortcomings;

Give an overview of the main trends in modern strategic management of human resources.

In the first chapter of the course work, the concept of strategic management of human resources and personnel strategy is given. It also defines its main components, features and stages of formation, and also considers such an important process of strategic personnel management as the implementation of the formed strategy.

The second chapter is devoted to the peculiarities of the functioning of the strategic management of human resources in Nestle Russia LLC. It gives a general description of the company and provides the basic principles of personnel management. In more detail, the chapter discusses the features of the formation of strategies for the selection, training and development of personnel.

With regard to the recruitment strategy, the general approach companies to this process, as well as the “Young Professionals Training Program”.

As part of the staff training and development strategy, the implementation process of the "Culture of Excellence" program, its main components and its benefits for the organization are considered.

The third chapter analyzes Nestlé's personnel strategy, identifies its main pros and cons, and provides recommendations on how to eliminate its main shortcomings. The chapter also discusses the main modern trends in strategic personnel management.

In this way, this work is a comprehensive analysis of the process of strategic management of human resources and the features of its functioning in practice.

Chapter 1. Strategic management of human resources. The concept and foundations of formation

1.1. The concept, types and main components of strategic personnel management

The personnel management strategy is a priority, qualitatively defined course of action developed by the organization's management, necessary to achieve long-term goals to create a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The main features of the personnel management strategy are its long-term nature, connection with the strategy of the organization as a whole and taking into account the numerous factors of the external and internal environment that entail its adjustment.

Strategic management of human resources is the management of the formation of a competitive labor potential of an organization, taking into account ongoing and upcoming changes in its external and internal environment, which allows the organization to survive, develop and achieve its goals in the long term.

The purpose of strategic personnel management is to ensure a coordinated and adequate state of the external and internal environment, the formation of the labor potential of the organization for the coming long period.

The main components of the human resources management strategy are five interrelated areas (Fig. 1), and due to the correct impact on each of them, it is possible to increase the efficiency of the staff.

Recruitment is the process of selecting candidates with the necessary qualifications to occupy specific positions in the organization, ensuring the formation of such a composition, the quantitative and qualitative characteristics of which would meet the goals and objectives of the organization.

To formulate a selection strategy, it is necessary to answer the following questions:

1. What is the level of qualification requirements for employment?

2. Is it planned to hire employees who do not fully meet these requirements for the purpose of their further training?

3. Who is preferred when hiring, young professionals or people with extensive work experience?

Evaluation of personnel is necessary in order to regularly monitor the degree to which they achieve their goals. There are also a number of issues that need to be addressed:

1. How often to conduct certification?

3. What criteria to choose for evaluation?

4. How to interpret the results and use them correctly in the future?

The assessment is carried out according to special programs that involve the correlation of professional, business and personal qualities of employees with reference requirements for them.

Remuneration involves the reimbursement of personnel labor costs in the form of wages and with the help of methods of material and non-material incentives. In this regard, you need to understand:

1. What determines the size of the wages of workers and its variable part?

2. Which way of bonuses to choose, collective or individual?

3. What are the main criteria for receiving rewards?

Development and training is carried out using various methods in order to improve the skills of employees and realize their personal goals within the organizational framework. When formulating its strategy in the field of training and development of personnel, the enterprise must understand for itself:

1. Which employees need to be trained?

2. Should you create an internal training center or involve third-party companies?

3. What means and methods to use for training and development of human resources?

4. What are the principles for financing staff training programs?

Like any resource in an enterprise, personnel must be planned. It is very important to monitor turnover trends and predict the need for new employees.

When developing a personnel strategy, it is important to pay attention to all five of its components, since together they provide an ongoing process of strategic human resource management, which, in turn, is the basis of an effective personnel policy.

Depending on the style of interaction between employees and the organization, there are several options for human resource management strategies: consumer, partner and identification.

With a consumer strategy, the organization and the employee do not have common goals and values, but there are mutual interests. The organization exploits the labor potential of the employee, and employees use the organization's capabilities to meet their needs.

The main characteristics of the personnel of such an enterprise include: diligence, minimal initiative, imitation of loyalty, enterprise and activity in achieving only their own goals.

The management of the organization, focusing on the existing potential of the staff, seeks to maximize its use in those types of work that do not require the active introduction of innovations, but as the main motivation labor activity uses social guarantees, provision of benefits and remuneration associated with the position held and other formal criteria.

The main function of the personnel service here is personnel accounting and control over the execution of job descriptions, and the recruitment of employees is carried out according to formal criteria.

With a partnership strategy, the organization and employees have a mutually beneficial relationship in which goals and values ​​are aligned. The main characteristics of the staff are: active participation in professional activities, the implementation of new services and technologies, responsibility and organization, the focus of business activity on achieving the goals of self-development.

Such a strategy involves the implementation of a selective and rational approach, manifested in supporting the efforts of the most committed and creative employees and remuneration adequate to the contribution to the achievement of the goals of the organization.

The main function of the personnel service is to monitor the personnel, motivational and psychological climate in the team. The selection, evaluation and promotion of employees is carried out using objective criteria.

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COURSE WORK

in the discipline "Strategic Management"

Topic " Strategic management staff"

OMSK 2007

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

Chapter 1. Strategic personnel management .....…………………………... 5

5

1.2 Strategic personnel management…..…………………………….…........9

Chapter 2. Personnel management strategy………………..……………..…...16

2.1 Essence and components of the strategy……………...……………….....…..16

2.2 Developing and choosing a strategy………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

2.3 Implementation of the personnel management strategy…………………...…….....27

Conclusion………………………………………………………………………….32

Bibliographic list…………….……………………………………….34

Appendix 1. The place and role of personnel policy in the policy of the organization ... 36

Appendix 2. Characteristics of the most important principles of individual areas of the organization's personnel policy………………………………...37

Annex 3. Tasks of the main components of the personnel management strategy in the context of strategic, tactical and operational management…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Introduction

In modern conditions of global competition and an unprecedented acceleration of technical progress, organizations are under constant pressure from competitors, forcing them to continuously improve their products, expand the range of services provided, and optimize production and management processes. In other words, modern companies are in a state of permanent change, the speed of implementation of which largely determines their success. The leaders of the end of the 20th century more and more insistently repeat the thesis that the key to mastering the art of organizational change, and therefore to ensuring the progressive development of the organization, lies in the effective use of human resources, the liberation of the creative energy of the company's employees. However, in real life, there is still a significant gap between the potential of employees and the extent to which most organizations use it.

The purpose of the course work is to study the strategic personnel management, its advantages and disadvantages, the need for its application in the field of personnel management.

To achieve this goal, it is necessary to solve the following tasks: to study the relationship between strategic personnel management and strategic management of the organization, personnel management strategy, its essence and functions.

The object of research is the staff.

The subject of the research is the use of strategic management in the field of personnel management.

The presented work consists of two parts. The first deals with the main points of personnel management and the personnel policy of the organization as the basis for the formation of strategic personnel management.

In the second chapter - strategic personnel management itself, its system, personnel management strategy, development and implementation, its relationship with the organization's strategy.

When writing the work, information from textbooks, manuals and magazines on management and personnel management of the enterprise was used.

Chapter 1. Strategic personnel management

1.1 Personnel management

Personnel management is a part of management related to the labor resources of the enterprise and their relations within the company.

The main objectives of personnel management are:

Meeting the needs of the enterprise in personnel;

Ensuring a rational placement, professional qualification and job promotion of personnel;

Effective use of the labor potential of the enterprise.

Human resources management is associated with the development and implementation of personnel policy, which includes:

Planning, recruitment and placement of workforce;

Education, training and retraining of employees;

Career promotion and organization;

Terms of employment, labor and its payment;

Providing formal and informal connections, creating a comfortable psychological climate in the team.

Work with personnel at the enterprise is carried out by all line managers, as well as some functional departments, services and individual specialists and managers:

Human Resources Department;

Department of labor and wages;

Department of Technical Training;

Department of personnel management;

HOT Laboratories;

Managers (directors, managers) of personnel.

The distribution of workers and the distribution of duties among them are based on the established system of division of labor.

The following forms of labor distribution were most widely used (V.V. Adamchuk, O.V. Romanov, M.E. Sorokina Textbook for Universities "Economics and Sociology of Labor"):

Technological - by types of work, professions and specialties;

Cooperation - for certain types of operations of the technological process;

According to the functions of the work performed:

a) basic;

b) auxiliary;

c) auxiliary;

by qualification.

When recruiting importance has an employment contract or contract. This is a direct agreement between an entrepreneur and a person entering a job, a specific recruitment system that is increasingly used in domestic practice. The employment contract stipulates:

Labor function;

Place of work;

Job responsibilities;

Qualification;

Speciality;

Job title;

The amount of wages;

Start time.

The terms of employment contracts vary:

Not more than 3 years;

For the duration of certain work;

For undefined period.

The personnel policy and goals of the enterprise in the field of labor resources should correspond to the overall goals of the company. Measures for their implementation include measures to increase labor productivity and release the workforce.

The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, at creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing requirements market, taking into account the development strategy of the organization.

The purpose of personnel policy is to formulate goals in a timely manner in accordance with the organization's development strategy, set problems and tasks, find ways and organize the achievement of goals. To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, personnel policy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment. Personnel policy is part of the organization's policy and must fully comply with the concept of its development (See Appendix 1.)

Personnel policy is closely connected with all areas of the economic policy of the organization. On the one hand, decision-making in the field of personnel policy takes place in all complex functional subsystems: management of scientific and technical activities, production management, economic activity management, foreign economic activity management, personnel management of the organization. On the other hand, decisions in the field of personnel policy influence decisions in these complex functional subsystems. Since the main goal of personnel policy is to provide these functional subsystems of the management system and the production system of the organization with the necessary workers, it is obvious that decisions on recruitment, evaluation, labor adaptation, incentives and motivation, training, certification, labor and workplace organization, personnel use, planning promotion, talent pool management, innovation management in personnel work, safety and health, staff releases, leadership style definitions strongly influence decision-making in the field of economic policy of the organization, for example, in the field of scientific and technical, industrial, economic, foreign economic activity, etc. .P.

All activities of the organization should contribute to the achievement of this goal. One of the activities of the organization is personnel management. From the main goal of personnel policy, sub-goals for personnel management can be derived, for example, to provide labor resources of a certain quality and quantity by a set date, for a set period, to certain jobs. On the basis of such targets, it is possible to determine the content of the personnel policy in the organization.

It should be borne in mind that not only the organization has goals. Each employee of the organization has his own, individual goals. Based on the need to match individual and organizational goals, we can formulate the basic principle of personnel policy. It lies in the fact that it is equally necessary to achieve individual and organizational goals. This means that when conflicts arise, fair trade-offs should be sought rather than giving precedence to the goals of the organization. A correct understanding of the essence of personnel policy is possible only if this circumstance is fully taken into account. Practice recent years shows that this principle is observed in organizations to an increasing extent.

The most important principles of individual areas of the organization's personnel policy and their characteristics are given in Appendix 2.

1.2 Strategic personnel management

Strategic personnel management is the management of the formation of a competitive labor potential of an organization, taking into account ongoing and upcoming changes in its external and internal environment, which allows the organization to survive, develop and achieve its goals in the long term.

The purpose of strategic personnel management is to ensure a coordinated and adequate state of the external and internal environment, the formation of the organization's labor potential for the coming long period.

Competitiveness is ensured through high level professionalism and competence, personal qualities, innovative and motivational potential of employees.

Strategic personnel management allows you to solve the following tasks.

1. Providing the organization with the necessary labor potential in accordance with its strategy.

2. Formation of the internal environment of the organization in such a way that the intra-organizational culture, value orientations, priorities in needs create conditions and stimulate the reproduction and realization of labor potential and strategic management itself.

3. Based on the installations of strategic management and the final products of activity formed by it, it is possible to solve problems associated with functional organizational structures management, including personnel management. Strategic management methods allow you to develop and maintain the flexibility of organizational structures.

4. The possibility of resolving contradictions in matters of centralization-decentralization of personnel management. One of the foundations of strategic management is the delimitation of powers and tasks both in terms of their strategic nature and the hierarchical level of their execution. The application of the principles of strategic management in personnel management means the concentration of strategic issues in the personnel management services and the delegation of part of the operational and tactical powers to the functional and production divisions of the organization.

The subject of strategic personnel management is the personnel management service of the organization and the top line and functional managers involved in the type of activity.

The object of strategic personnel management is the total labor potential of the organization, the dynamics of its development, structures and target relationships, personnel policy, as well as technologies and management methods based on the principles of strategic management, personnel management and strategic personnel management.

What is the reason for the need to apply the principles of strategic management in personnel management?

Since the end result of strategic management as a whole is to increase the potential (which includes production, innovation, resource, human components) to achieve the goals of the organization in the future, an important place in the process of strategic management is given to personnel and, in particular, to increase their level of competence.

The competence of the organization's personnel is a set of knowledge, skills, experience, knowledge of methods and methods of work that are sufficient to effective implementation official duties.

In the conditions of strategic management, the role of the personnel management service in the constant increase of the competence of employees is significantly increasing.

However, the technologies of strategic personnel management are not yet sufficiently developed, which is one of the reasons for the problems of the personnel management system.

These issues include:

* the emergence of scarce types of professions and difficulties with hiring necessary workers;

* rising prices for the services of educational and consulting institutions;

* the transition to new activities, a fairly rapid change in production technologies and services, the need to dismiss part of the staff for these reasons;

* lack of financial resources and a sharp reduction in the number of personnel in crisis conditions;

* problems of long-term planning of the number and structure of employees due to the uncertainty in the formation of a "portfolio" of orders.

The most important causes of these problems from the point of view of strategic management are:

* the content of the activities of some subsystems of the personnel management system does not meet the requirements of the external environment (for example, subsystems of personnel planning and marketing, motivation of personnel behavior, personnel development). The concentration of strategic functions in the conduct of personnel management services is accompanied by a weak development of strategic aspects in management;

* the existing understanding of the role and processes of personnel reproduction does not take into account the "investment" nature of investments in personnel;

* there are no developments on the use of strategic management technologies in the field of personnel management. The situation that has developed in this area of ​​management activity can be characterized as an intuitive search for successful solutions to eliminate problems.

The human resources of organizations, unlike other types of resources (material, financial, informational), have a long-term nature of use and the possibility of transformations in the process of managing them. They are subject to some form of wear and tear, so they need to be restored and reproduced.

The use of personnel as a resource is characterized by the fact that its reproduction is carried out after a certain period of its activity, determined by "wear and tear"; its acquisition and maintenance in working order require large capital investments. It follows from this that the use and reproduction of personnel is of an investment nature, since personnel is an object of capital investment. But investing Money can only be done from the standpoint of strategic expediency.

In strategic personnel management, the “substantial” characteristics of personnel (knowledge, skills, abilities, social status, norms of behavior and values, professional qualification, hierarchical and demographic structures) are considered as an object of management. These characteristics, of which he is the bearer, express the potential of the organization's personnel from the point of view of the long term. In addition, the technology of personnel management (technologies for the realization of labor potential, reproduction and development of personnel) is also an object of strategic management. Together, they form the labor potential of the organization.

It can be noted that the strategic management of the labor potential of organizations was formed consistently.

At the first stage, prerequisites were created and prospects for development were assessed. Along with this characteristic feature of the stage was the lack of practical interest in the strategic methods of personnel management in organizations.

This is due to the following reasons: the inertia of the old ways of working; lack of alternative management technologies, "information holes"; the discrete nature of the ongoing changes and the temporary "positive" effect. The shutdown of the activities of many organizations, the forced reduction in the number of personnel immediately affected the saturation of the labor market. Supply exceeded demand. The requests of organizations based on the requirements of new technologies, understanding of market development trends and a higher level of emerging tasks were satisfied by an army of highly qualified specialists of the scientific and technical complex.

The second stage in the development of practical strategic personnel management, which also cannot be called successful, is associated with an understanding of such a need and the desire to make changes in one's activities. It is characterized by understanding and recognition of the role of the functional direction "personnel management"; anticipation of demand in the labor market for some specialties, the emergence of scarce professions; toughening competition, increasing the level of technology; development of new non-traditional activities; aggravation of the criminal situation.

Organizations have identified a number of new problems for themselves: lack of specialists of the required profile and qualifications; the emergence of the need to address issues related to the reliability of personnel; issues of retention (fluidity) of employees with specific, including confidential, knowledge.

Strategic personnel management can proceed effectively only within the framework of the strategic personnel management system. It means an ordered and purposeful set of interrelated and interdependent subjects, objects and means of strategic personnel management, interacting in the process of implementing the "strategic personnel management" function. The main working tool of such a system is the personnel management strategy.

Thus, the system of strategic personnel management ensures the creation of structures, information channels, and most importantly, the formation of a personnel management strategy, its implementation and control over this process.

From the definition of strategic personnel management it follows that it is aimed at creating a competitive labor potential of the organization in order to implement the personnel management strategy. Based on this, all the functions of the personnel management system can be grouped into the following three areas: providing the organization with labor potential; development of labor potential; realization of labor potential.

Organizationally, the system of strategic personnel management is built on the basis of the existing organizational structure of the personnel management system. At the same time, three main options for the organizational design of the system are distinguished.

1. Complete isolation of the system into an independent structure (but at the same time there is a danger of separation from the operational practice of implementing strategies).

2. Separation of the strategic management body into an independent structural unit (strategic management department) and the formation of strategic working groups based on the divisions of the personnel management system.

3. Formation of a system of strategic management of personnel without separation into structural units (but at the same time, issues of strategic management are given a secondary role).

The most effective option is to create a "headquarters" strategic department within the framework of the personnel management system and coordinate the activities of other departments on strategic planning when part of the personnel of already existing units of this system is assigned responsibilities for the function of "strategic personnel management"

Chapter 2. Personnel management strategy

2.1 Essence and components of the strategy

Personnel policy provides, first of all, the formation of an organization's personnel management strategy, which takes into account the strategy of the organization's activities.

The strategy of personnel management is dependent on the strategy of personnel policy.

The personnel management strategy is a priority, qualitatively defined course of action developed by the organization's management, necessary to achieve long-term goals to create a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The personnel management strategy assumes:

* defining the goals of personnel management, i.e. when making decisions in the field of personnel management, both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for developing and realizing the abilities of employees, etc.) should be taken into account;

* formation of ideology and principles of personnel work, i.е. the ideology of personnel work should be reflected in the form of a document and implemented in daily work by all heads of structural divisions of the organization, starting with the head of the organization. This document should be a set of ethical norms that are not subject to violation in the work with the personnel of the organization. As the organization develops and the external conditions of the organization's personnel work change, it can be refined;

* determination of the conditions for ensuring a balance between the economic and social efficiency of the use of labor resources in the organization. Ensuring economic efficiency in the field of personnel management means using personnel to achieve the goals of the organization's business activities (for example, increasing production volumes) with limited labor resources for the organization. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the employees of the organization. The strategy makes it possible to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their labor motivation and qualifications.

The main features of the personnel management strategy are:

* its long-term nature, which is explained by the focus on developing and changing psychological attitudes, motivation, staff structure, the entire personnel management system or its individual elements, and such changes, as a rule, require a long time;

* connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change or adjustment of the organization's strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

Most top executives argue that the strategy of personnel management is an integral part of the overall strategy of the organization. However, in practice there are different options for their interaction.

The personnel management strategy as a functional strategy can be developed at two levels:

* for the organization as a whole in accordance with its overall strategy - as a functional strategy at the corporate, corporate level;

* for certain areas of activity (business) of a diversified, diversified company - as a functional strategy for each business area corresponding to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting devices, then the personnel management strategy is developed for each area of ​​production, as they have differences in the structure of personnel, requirements for qualifications and training, training methods and other issues).

The components of the personnel management strategy are:

* working conditions and labor protection, personnel safety;

* forms and methods of regulation of labor relations;

* methods for resolving production and social conflicts;

* establishment of norms and principles of ethical relationships in the team, development of a code of business ethics;

* the employment policy in the organization, including the analysis of the labor market, the system of hiring and using personnel, the establishment of a mode of work and rest;

* vocational guidance and adaptation of personnel;

* Measures to increase human resources and better use them;

* improvement of methods for forecasting and planning the need for personnel based on the study of new requirements for employees and jobs;

* development of new professional and qualification requirements for personnel based on a systematic analysis and design of work performed in various positions and workplaces;

* new methods and forms of selection, business evaluation and certification of personnel;

* development of a personnel development concept, including new forms and methods of training, business career planning and professional promotion, the formation of a personnel reserve in order to advance these activities in relation to the timing of the need for them;

* improvement of the mechanism of management of labor motivation of personnel;

* development of new systems and forms of remuneration, material and non-material incentives for employees;

* measures to improve the solution of legal issues of labor relations and economic activity;

* development of new and use of existing measures of social development of the organization;

* improvement of information support for all personnel work within the framework of the chosen strategy;

* measures to improve the entire personnel management system or its individual subsystems and elements (organizational structure, functions, management process, etc.), etc.

The process of developing and implementing a strategy is continuous, which is reflected in the close relationship between solving strategic problems both in the long term and in the medium and short term, i.e. their solutions in terms of strategic, tactical and operational management.

The tasks of some components of the personnel management strategy in the context of strategic, tactical and operational management are presented in Appendix 3.

2.2 Development and choice of strategy

In order to avoid some problems and achieve the maximum use of the potential of the company's employees, management should take into account issues related to personnel management at the stage of developing plans for the development of the entire organization, i.e. personnel management should become part of the organizational strategy. The strategy is understood as the definition of long-term goals for the development of the organization, methods and time for achieving them, as well as an assessment system (indicators) for the degree of implementation of these goals (see Fig. 2.1).

Fig 2.1 Strategic planning scheme

The choice of a specific strategy is determined by the long-term goals of the organization, its internal resources, traditions.

The mission or credo of an organization, as we have seen, is the concentrated expression of its raison d'être. As a rule, the mission remains unchanged over a long period of time and therefore is considered in the process of strategic planning as a kind of constant that determines the overall direction of development. In general, the analysis of the external environment and the organization itself (resources at its disposal and the existing organizational structure and culture) is essential element strategic planning and is present at each of its stages.

Based on the analysis of its own mission and the state of the external environment, the organization formulates a vision - a description of the state that it wants to achieve by a certain point in time. The vision in the most concise form formulates the strategic goals of the organization for the period, representing the prototype of the organization after it.

A vision is a fairly broad picture of where an organization wants to be in a given period of time. The next step in strategic planning is to identify ways to achieve goals, i.e. development strategy development. Strategy in this case refers to a specific course of action.

In order to formulate an effective strategy, management must clearly understand the dynamics of the external environment (changing customer needs, the behavior of competitors and suppliers, the position of the state) and the state of the internal resources of the organization itself (the dynamics of the workforce, the state of production capacities, financial position), since from the interaction of these factors form the real dynamics of organizational development.

One of the most common ways to analyze the external environment and the internal state of an organization is SWOT analysis (from the English SWOT, Strengths - strengths, Weaknesses - disadvantages, Opportunities - opportunities, Threats - threats). The method consists in a consistent study of the internal state of the organization and determining its strengths and weaknesses, as well as the opportunities and threats that the development of the external environment provides.

Based on the results of the SWOT analysis, strategies are developed that are based on the strengths of the organization, use the opportunities provided by the external environment, and neutralize it. weaknesses and block or mitigate threats.

After the organization formulates its development strategy, it needs to proceed to the development of detailed plans for the implementation of this strategy. However, before you start creating a program of action for departments and individuals, you need to determine what organizational competencies will be required to implement the strategy. Organizational competence refers to the ability of an organization as a whole to systematically achieve specific results. Organizational competencies can be: the ability to master the production of new products at the lowest cost for the industry, the ability to innovate, the competence to create foreign missions and subsidiaries, competence in taking into account the needs of customers in the development of new products. Organizational competencies are often called basic, which at the same time emphasizes their long-term nature and importance for the development of the organization.

The source of organizational competencies can be technical capabilities, marketing skills or organizational resources, staff qualifications. Organizational competencies form the basis of the company's strategy. However, not a single organization, and not a single person, can successfully develop for a long time without improving their competencies and mastering new ones.

Identifying the gap between existing organizational competencies and those needed to achieve its long-term goals is a critical management challenge.

Exclusively important point is to define measures of progress, i.e. objective indicators that make it possible to judge how the organization as a whole and each of its divisions individually have succeeded in implementing the strategy, i.e. in mastering basic competencies. Taken together, the organizational and technical measures and the system for their evaluation represent the action plans of the company and its divisions.

Human resource management consists in actions to achieve organizational goals by ensuring the production behavior of each of its employees required by the organization or by implementing organizational competencies directly related to personnel. The human resource management strategy is to determine the ways of developing these competencies for all the personnel of the organization and each of its employees individually. In other words, the personnel management strategy is "plans that use the opportunities provided by the external environment to strengthen and maintain the competitiveness of the company with the help of its employees." Like the development strategy of the organization as a whole, the personnel management strategy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

At the heart of the personnel management strategy is the development strategy of the organization.

The development of a personnel management strategy begins with a comparison of the organizational competencies necessary to implement the overall development strategy and the actual state of the organization's human resources and determine the discrepancy between them (see Figure 2.2). As a rule, there are many areas of such non-compliance, and the organization may not be able to deal with the elimination of each of them. Management must prioritize, i.e. those areas of nonconformity where limited organizational resources should be focused first. There are many approaches to prioritization.

The development of the personnel management strategy itself is similar to the development of an organization's development strategy and consists in determining the course of action, the time for its implementation, indicators for evaluating progress and developing plans for organizational and technical measures to implement this course of action. The strategy determines the general direction of work, the focus for the implementation of plans for organizational and technical measures. Just like when developing a business strategy, two approaches are used when formulating a personnel management strategy: "bottom-up" and "top-down". Modern companies use both methods, which have their drawbacks and complement each other.

Figure 2.2 Formation of a human resource management strategy

When using the bottom-up approach, top management defines an overall strategy for personnel management for the entire organization, which is subsequently broken down into strategies and plans for each of its departments. Due to the participation of senior management, a high quality assessment of the external environment and the identification of trends in its dynamics, connection with the organization's development strategy, and determination of priorities that are relevant for the entire organization are ensured. The HR strategy and plans developed by senior management determine the main directions for the formation of strategy and plans for the next level of management, etc. With this approach, the central problem is the motivation of the heads of grass-roots units and their subordinates to implement plans that are "alien" for them.

This problem is much less relevant in bottom-up planning, when each department develops its own strategy and plans for organizational and technical measures, which are subsequently integrated into a single organization plan. ISCH

The disadvantages of this approach are the inadequate competence of the lower divisions in assessing the dynamics of the external environment, understanding the overall development strategy of the organization, its priorities and capabilities, as well as the difficulty of coordinating the plans of various divisions among themselves. As a rule, the organization's management develops and sends to the divisions a personnel management strategy for a long-term period (3-5 years), on the basis of which a plan of organizational and technical measures is developed for each of the divisions for shorter periods (1-2 years), which are subsequently approved leadership. Often, in order to analyze the dynamics of the external environment and formulate a personnel management strategy, temporary groups are created from employees of the organization at various levels (with and without the involvement of external consultants), which makes it possible to connect views "from above" and "from below" on the organization and its personnel.

Just like the mission, the organization of the personnel management strategy should be a fairly concise formulation of the course of action, which can become a kind of guide for creating specific plans for organizational and technical measures.

On the basis of the human resource management strategy and to ensure its implementation, plans for organizational and technical measures (OTM) are developed.

In contrast to the strategy as a whole, plans contain specific actions, terms and methods for their implementation, as well as the need for human, material, and financial resources. As a rule, plans are drawn up for one calendar year and may be revised during this period. There are several factors that ensure the effectiveness of the process of developing plans and the success in their implementation:

* consistency with the overall strategy of the organization and with the strategy of human resource management. This paragraph does not seem to need further comment;

* Accounting for organizational resources. The principle of "living within your means" is fully applicable to human resource planning. Inclusion in the plan of even a few activities that the organization is not able to perform can lead to a domino effect and cause serious damage to the implementation of the entire personnel management strategy;

* Consistency with the culture of the organization and mini-organizations (subdivisions). Any innovations are met with resistance or, at best, a neutral attitude from the staff. The degree of acceptance of these innovations is directly proportional to their compatibility with the organizational culture. (This item should be ignored if organizational culture change is the goal of the HR strategy.)

Organizational and technical measures cover all areas of personnel management: selection and hiring, development and training, evaluation, compensation and communication.

Consolidation of these activities allows you to create functional plans: a plan in the field of selection and hiring, development, compensation, evaluation, communication.

2.3 Implementation of the HR strategy

The implementation of the personnel management strategy is important stage strategic management process. For its successful course, the leadership of the organization must follow the following rules:

* goals, strategies, tasks for personnel management should be carefully and timely communicated to all employees of the organization in order to achieve on their part not only an understanding of what the organization and the personnel management service are doing, but also informal involvement in the process of implementing strategies, in in particular, the development of employees' obligations to the organization for the implementation of the strategy;

* the general management of the organization and the heads of the personnel management service should not only ensure the timely receipt of all the resources necessary for the implementation (material, equipment, office equipment, financial, etc.), but also have a strategy implementation plan in the form of targets for the state and development of labor potential and record the achievement of each goal.

The purpose of the strategy implementation process is to ensure the coordinated development and implementation of strategic plans for the structural divisions of the organization as a whole and the personnel management system. During the implementation of the strategy, three tasks are solved:

Firstly, the priority among administrative tasks (general management tasks) is established so that their relative importance corresponds to the personnel management strategy that the organization and the strategic personnel management system will implement. First of all, this concerns such tasks as the distribution of resources, the establishment of organizational ties and relationships, the creation of information, regulatory, methodological, legal and other subsystems;

secondly, a correspondence is established between the chosen personnel management strategy and internal organizational processes, processes within the personnel management system, so that the organization's activities are focused on the implementation of the chosen strategy. Such compliance should take place according to the following characteristics of the organization: its structure, system of motivation and incentives, norms and rules of conduct, beliefs and values, qualifications of employees and managers, etc.;

thirdly, it is the choice of the style of management of the organization as a whole and individual units that is necessary and appropriate for the personnel management strategy. The success of the implementation of the personnel management strategy largely depends on this.

The tools for implementing the personnel management strategy are personnel planning, personnel development plans, including their training and promotion, solving social problems, motivation and remuneration.

The management of the implementation of the personnel management strategy is assigned to the deputy head of the organization for personnel. However, he must rely on the active support of middle managers who head the relevant departments of the personnel management system, on cooperation with them in order to ensure strategic changes in the functions they perform.

Regardless of the characteristics of the organization, in the process of implementing the personnel management strategy, it is necessary to solve some managerial tasks (Fig. 2.3).

The implementation of the personnel management strategy includes two stages: implementation of the strategy and strategic control over its implementation and coordination of all actions based on the results of control. The strategy implementation stage includes: development of a plan for the implementation of the personnel management strategy; development of strategic plans for the divisions of the personnel management system as a whole; activation of start-up activities for the implementation of the strategy.

Figure 2.3 The main management tasks of the process of implementing the personnel management strategy

The implementation of the personnel management strategy, including the distribution of the necessary resources, the determination of the means of its implementation, the deadlines for execution, and the responsible executors, can be carried out in accordance with the plan.

The implementation of the strategy involves determining the volume and methods of presenting information to persons responsible for its implementation and heads of departments, ensuring a common understanding of the complex of strategic alternatives, the content of strategies and the tasks of functional and structural divisions. All this is implemented through conferences, seminars and consultations with managers and employees of the personnel management system and strategic personnel management. In addition, at this stage, strategic plans of departments are formed, which can be drawn up in the form of projects, for which working groups are created to develop the project. Based on them, a unified strategic plan for the personnel management system is created.

The following factors influence the process of implementing strategies: availability of mechanisms (technologies) for implementing strategies; the quality of operational and tactical decisions of the personnel management system; the relationship and nature of the division of strategic, operational and tactical powers; the quality of the organizational structures of the personnel management system and the organization as a whole; the presence and quality of feedback from the internal and external environment; quality and compatibility with cultural strategies (within the organizational culture management system); the quality and composition of the applied methods of personnel management.

The purpose of the strategic control stage is to determine the compliance or difference between the implemented personnel management strategy and the state of the external and internal environment; outline the directions of changes in strategic planning, the choice of alternative strategies.

Strategic control is the fulfillment of a triune task:

* monitoring the state of strategic personnel management and personnel management systems;

* monitoring the compliance of the strategy with the state of the external environment;

* monitoring compliance with the strategy of the internal business environment.

Strategic control is carried out through the selection of factors: their analysis and evaluation; accumulation of necessary data; output targeting.

The most powerful and large-scale factors influencing the formation and implementation of the strategic control process are the presence of a strategic personnel management system, strategic goals and objectives, intermediate criteria; the progress of the implementation of the strategic personnel management system and the implementation of the strategy; compliance of the implemented strategies and the quality of systems with the state of the environment; quality feedback; availability and quality of coordination mechanisms.

The measures to coordinate the implementation of the personnel management strategy include the following actions:

* aimed at changes in the system of strategic personnel management (StUP);

* aimed at changes in the external environment of the StUP, in the internal environment of the personnel management system (HMS);

* on coordination of strategies (alternative options, etc.).

Coordination management (the most difficult process to formalize) requires special training for managers of the personnel management system and is closely interconnected with the process of strategic control and information support systems. Coordination requires an understanding of the processes and principles of strategic planning and management; availability of mechanisms for collecting, processing and analyzing information; availability of methods for implementing situational control (control by weak signals, control under conditions of uncertainty); the ability to determine the composition and structure of the situation; presence of intermediate criteria for activation of coordination intervention.

Conclusion

The success of any organization in today's conditions of accelerating scientific and technological progress and increasing competition depends primarily on its ability to make the most efficient use of the resources at its disposal to achieve its goals. In other words, on how accurately the organization determines its place in the external environment and develops a course of action aimed at occupying this place and strengthening its own positions. Such a course of action is commonly called a development strategy, which includes determining the meaning of existence (mission) of the organization, the state that is expected to be achieved by a certain date (vision), critical success factors and a specific action plan.

Since human resources play an ever-increasing role in modern organizations, the latter are developing specific employee management strategies. The personnel management strategy is created on the basis of the development strategy and is a course of action in relation to the employees of the organization, which allows achieving the organizational goals (development strategy). In essence, the human resource management strategy consists in determining the competencies necessary for the organization to implement the development strategy, identifying the most important of them, developing a general direction for their development and creating plans for organizational and technical measures to develop these competencies. Like the development strategy, the personnel management strategy is based on an analysis of the dynamics of the external environment, internal resources and the culture of the organization.

Human resource planning today refers to determining when, where, how many and what qualifications of employees an organization will need. The needs of an organization for personnel are determined primarily by its development strategy, which in turn is influenced by many factors, the state of the economy, market dynamics, public policy, the financial condition of the organization, traditions, etc. There are many methods for determining the needs of an organization in personnel - extrapolation, the method of expert assessments, mathematical models, etc. The choice of planning methods is determined by the specifics of the organization: type of activity, size, financial condition, organizational culture.

Bibliographic list

1. Personnel management of the organization / Ed. A. Ya. Kibanova. M.: INFRA - M, 2003.

2. S. V. Shekshnya and N. N. Ermoshkin. Strategic personnel management in the Internet era: Educational and practical guide. - 6th ed. - M .: CJSC "Business School" Intel-Sintez "", 2002.

3. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management: personnel Per. from English - M .: "Delo", 1998. - 702 p.

4. Fundamentals of personnel management. - (Under the editorship of Genkin B.M.), - M., 2002;

5. Kibanov A.Ya., Durakova I. B. “Personnel management of the organization”. Moscow, 2003

6. Sveshnikov N., Professional development of personnel is the key to enterprise stability // Man and Labor, 2003, No. 10.- p.66-68

7. V.V. Adamchuk, O.V. Romanov, M.E. Sorokina Textbook for universities "Economics and sociology of labor", UNITI, M., 2000.

8. Vikhansky O. S. Strategic management: Textbook. - M.: Publishing House of Moscow State University, 1998.

9. Panov A. I. Strategic management: Textbook for universities - M.: UNITI - DANA, 2002 - 240 p.

10. Maslov E. V. Personnel management of the organization. M.:INFRA - M; Novosibirsk: NGAEiU, 2003.

11. Odegov Yu. G., Kartashova L. V. Personnel management, performance evaluation. Textbook for universities / Yu. G. Odegov, L. V. Kartashova. - M.: Publishing house "Exam", 2004.-256 p.

12. Shekshnya S. V. Personnel management of a modern organization M .: CJSC Business School Intel-Synthesis, 2000.

13. V.I. Kuznetsov Educational and practical manual "Personnel Management" Distance Learning System M., 1999.

14. Dyatlov V. A., Kibanov A. Ya., Odegov Yu. G., Pikhalo V. T. Personnel management: Textbook. - M.: Publishing house. center "Academy", 2000.

15. Kibanov A. Ya., Fedorova N. V. Personnel management: Educational and practical guide for students of the correspondence department. - M.: Minstatinform, 2000.

16. Kibanov A. Ya., Ivanovskaya L. V. Strategic personnel management: Educational and practical guide for students of the correspondence department. - M.: INFRA - M, 2000.

17. Vikhansky O. S., Naumov A. I. Management: Textbook - M.: Gardarika, 1999

Annex 1. Place and role of personnel policy in the policy of the organization

Annex 2. 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 equal need to achieve individual and organizational goals (main)	The need to look for fair compromises between management and employees, and not to give preference to the interests of the organization
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 abilities (organization of own work and subordinates) Appearance, intellectual traits, character, intentions, leadership style
3. Formation and preparation of a reserve for promotion to leadership positions	The principle of competitiveness The principle of competition The principle of rotation The principle of individual training The principle of verification by deed

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The concept of strategic management. The essence, purpose and main objectives of the personnel management strategy. Formation of a personnel management strategy. Organization of personnel strategy. Methods of building a personnel management system of an organization.

Strategic personnel management is the management of the formation of a competitive labor potential of an organization, taking into account ongoing and upcoming changes in its external and internal environment, which allows the organization to survive, develop and achieve its goals in the long term.

The purpose of strategic personnel management is to ensure a coordinated and adequate state of the external and internal environment, the formation of the organization's labor potential for the coming long period.

The competitive labor potential of an organization should be understood as the ability of its employees to withstand competition in comparison with employees (and their labor potential) of similar organizations. Competitiveness is ensured by a high level of professionalism and competence, personal qualities, innovative and motivational potential of employees.

Methods of personnel management (MUP) -- methods of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological.

Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, and the culture of work activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities. Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.

Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. Based on the provisions, it is compiled staffing of this unit, its daily activities are organized. The application of the provisions allows you to evaluate the results of activities structural unit, make decisions on the moral and material incentives for its employees.

Organizational regulation provides a large number of standards, including: quality and technical standards ( specifications, standards, etc.); technological (route and technological maps, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the size of own working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget, material supply and transport standards (standards for the consumption of materials, norms for idle cars under loading 1 unloading, etc.); dismissals, transfers, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. automated system management, arrays of norms and standards are organized on information carriers of a computer information and computer center (ICC).

Organizational and methodological instruction is carried out in the form various instructions and instructions in force in the organization. In the acts of organizational and methodological instructions, recommendations are given for the use of certain temporary means of control, taking into account the wealth of experience that employees of the management apparatus have. The acts of organizational and methodological instruction include: job descriptions that establish the rights and functional duties of managerial personnel; methodological instructions (recommendations) describing the implementation of work packages that are interconnected and have a common purpose, methodological instructions that determine the procedure, methods and forms of work to perform a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the procedure for performing the operational management process.

The acts of organizational regulation and organizational and methodological instruction are normative. They are given by the head of the organization, and in cases stipulated by the current legislation - jointly or in agreement with the relevant public organizations and are mandatory for the units, services, officials, employees to whom they are addressed.

The administrative influence is expressed in the form of an order; orders or instructions that are legal acts of a non-normative nature. They are issued for the purpose of ensuring, complying with, enforcing and applying applicable laws and other regulations, as well as giving legal force to management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task.

The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.

Economic methods are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

Strategic personnel management allows you to solve the following tasks.

1. Providing the organization with the necessary labor potential in accordance with its strategy.

2. Formation of the internal environment of the organization in such a way that the intra-organizational culture, value orientations, priorities in needs create conditions and stimulate the reproduction and realization of labor potential and strategic management itself.

3. Based on the installations of strategic management and the final products of activity formed by it, it is possible to solve problems related to the functional organizational structures of management, including personnel management. Strategic management methods allow you to develop and maintain the flexibility of organizational structures.

4. The possibility of resolving contradictions in matters of centralization-decentralization of personnel management. One of the foundations of strategic management is the delimitation of powers and tasks both in terms of their strategic nature and the hierarchical level of their execution. The application of the principles of strategic management in personnel management means the concentration of strategic issues in the personnel management services and the delegation of part of the operational and tactical powers to the functional and production divisions of the organization.

The subject of strategic personnel management is the personnel management service of the organization and the top line and functional managers involved in the type of activity.

The object of strategic personnel management is the total labor potential of the organization, the dynamics of its development, structures and target relationships, personnel policy, as well as technologies and management methods based on the principles of strategic management, personnel management and strategic personnel management.

What is the reason for the need to apply the principles of strategic management in personnel management?

Since the end result of strategic management as a whole is to increase the potential (which includes production, innovation, resource, human components) to achieve the goals of the organization in the future, an important place in the process of strategic management is given to personnel and, in particular, to increase their level of competence.

The competence of the organization's personnel is a set of knowledge, skills, experience, knowledge of methods and methods of work that are sufficient for the effective performance of job duties.

Competence should be distinguished from competence, which is a characteristic of a position and is a set of powers (rights and duties) that a certain body and officials have or should have in accordance with the laws, regulatory documents, statutes, regulations.

In the conditions of strategic management, the role of the personnel management service in the constant increase of the competence of employees is significantly increasing.

However, the technologies of strategic personnel management are not yet sufficiently developed, which is one of the reasons for the problems of the personnel management system.

The human resources of organizations, unlike other types of resources (material, financial, informational), have a long-term nature of use and the possibility of transformations in the process of managing them. They are subject to some form of wear and tear, so they need to be restored and reproduced.

The inefficiency of applying the principles of operational-tactical management in personnel management within the framework of the strategic management of an organization is precisely due to the fact that it does not take into account the above features and characteristics of personnel as an object of strategic management.

The use of personnel as a resource is characterized by the fact that its reproduction is carried out after a certain period of its activity, determined by "wear and tear"; its acquisition and maintenance in working order require large capital investments. It follows from this that the use and reproduction of personnel is of an investment nature, since personnel is an object of capital investment. But the investment of funds can be made only from the standpoint of strategic expediency.

In strategic personnel management, the “substantial” characteristics of personnel (knowledge, skills, abilities, social status, norms of behavior and values, professional qualification, hierarchical and demographic structures) are considered as an object of management. These characteristics, of which he is the bearer, express the potential of the organization's personnel from the point of view of the long term. In addition, the technology of personnel management (technologies for the realization of labor potential, reproduction and development of personnel) is also an object of strategic management. Together, they form the labor potential of the organization.

From the definition of strategic personnel management it follows that it is aimed at creating a competitive labor potential of the organization in order to implement the personnel management strategy. Based on this, all the functions of the personnel management system can be grouped into the following three areas: providing the organization with labor potential; development of labor potential; realization of labor potential.

Strategic personnel management is dual in nature. On the one hand, it is one of the functional areas within the strategic management of the organization (along with marketing, investment, etc.), on the other hand, it is implemented through specific personnel management functions aimed at implementing the personnel management strategy, and from this point of view is a functional subsystem of the personnel management system.