Actual problems of personnel management at the enterprise. Human Resources Management in Trade Organizations: Problems and Solutions

Posted On May 19, 2018

Belyaeva V. A.

Scientific adviser: Ph.D., Assoc. Miroshnichenko Y.V.

Kharkov Institute of Trade and Economics KNTEU, Ukraine

The relevance of this topic lies in the fact that labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment, the choice of the optimal system wages, the creation of social partnership relations at the enterprise.

Personnel management in an enterprise is a management that is a relatively autonomous and specific subsystem of the overall management system of an organization; a set of interrelated processes of human activity management; a set of methods of influencing human behavior in the process of labor activity, as well as the process of interaction between the subject and the object of management.

The problems of personnel management have been studied from various points of view and quite a lot of works have been published on this topic. In particular, the problems of personnel management have been studied by many scientists. Among them: A. V. Aleksandrov, L. M. Gatovsky, A. G. Zhuravlev, I. N. Kirpa, G. A. Kovaleva, A. E. Kotlyar, N. V. Kochkina, V. P. Mazyrin, A. N. Neverovskaya, P. A. Papulov, L. N. Ponomarev. But the problem of personnel management is still at the stage of improving the management strategy, which does not meet the modern goals of enterprise development.

The purpose of this article is to study effective management personnel, as well as the development of methodological tools for improving the personnel management system, including the proposed models and management methods used at various levels.

In accordance with the goal, the following tasks are formulated:

1. Identify the main problems of improving the efficiency of personnel in the enterprise.

2. Analyze existing systems personnel management and presents the main directions, their improvement in order to adapt to modern approaches, methods and principles.

On the present stage research work on personnel management, the following main problems in the field of personnel management can be distinguished: - a new (market) field of activity on the previous theoretical and practical basis;– management strategy does not meet the modern goals of enterprise development, managers cannot use the potential of subordinates;– understanding of the role and place of personnel management in the business system does not correspond to the actual volume and nature of the tasks set;– inability, employers to accurately set the "specifications" of the required parameters of workers, the lack of the ability to analyze jobs and determine the qualification requirements for jobs, the lack of analysis of the labor market and calculations of the price of labor; - the mentality of the subject and object management, lack of a sense of the market; - problems with the quality of vocational training and retraining of personnel; - the action of anti-market forces (massive organized crime and corruption with particular acuteness pose the problem of security and trust to the detriment of -professionalism in the selection of personnel).

The process of forming an effective human resource management system in a modern enterprise is shown in Figure 1.

Rice. 1. The process of forming an effective human resource management system in a modern enterprise.

The human resource management system will be effective, conducive to the favorable development of the business, if the right management is carried out. In order to successfully manage an organization and avoid problems in personnel management, it is necessary to follow the following principles:

1 Develop a decision-making process and apply adequate problem-solving methods.

2 Develop the ability to manage oneself, manage a group.

3 Be kind to the staff.

4 Motivate staff.

5 To develop the ability to subtly manipulate employees, to take into account their thoughts, beliefs, interests.

6 Meaningful recruitment and placement process.

Another optimal solution problems in personnel management of the company may be the involvement of a hired top manager in the management, which includes in his work:

1. Result. This is the square of behavior.

2.Motivation. This is the square of psychology.

3. Team. This is the square of corporate spirit.

4. System.

5. Leadership.

Based on the results of the study of this problem, it can be concluded that the formation of an effective human resource management system has become one of the practical tasks, factors, and economic success.

Achievement specified conditions will develop effective system human resource management in the organization.

Problems in the field of personnel management and daily work with personnel, according to experts, in the short term will be constantly in the focus of attention of management. In the future, with the development of scientific and technological progress, the content and conditions of work will become more important than material interest.

Literature:

1. Personnel management / Ed. B.Yu. Serbinovsky and S.I. Samygin. M.: Prior, 2004. - 432 p.

2. Bustard V.V., Polovinko V.S. Personnel management of research and production organizations. - M.: Inform-Knowledge; Omsk, 2005. - from 12.

3. Davidenko, N. Development of leaders - the sail of talent management / N.Davidenko, V.Lyakh // Personnel management. - 2010. - No. 11. - P. 14-17.

4. Ovchinnikova T.I. The place of the personnel management service in the structure of the organization //Personnel of the enterprise// -2003 - №11. - P. 7-8.

5. "Personnel management". . // Official website of the journal. - Access mode http://www.top-personal.ru/.

POSSIBLE PROBLEMS OF THE HR MANAGEMENT SYSTEM AT THE ENTERPRISE

Uzakov Ruslan

PROBLEMS OF PERSONNEL MANAGEMENT. WAYS OF THEIR SOLUTION

The aim of the work is to identify the problems that the manager faces in the process of management activities and also find various solutions to these problems. This topic is relevant in modern production and in the economy as a whole, because managers who constantly improve their personal educational level and take care of the level of qualification of the company's employees eventually grow into the most effective managers and the main potential of any developed state, and there are these educated people.

The success of any organization depends on the performance joint labor personnel, their qualifications, vocational training and the level of education, as well as on working conditions that contribute to or hinder, on the one hand, the satisfaction of the material needs of the employee, and, on the other hand, the highly efficient work of the organization as a whole. Personnel management is a very complex and delicate matter, and often the problems become more and more over time. After all, in order to lead, you need to have knowledge in various fields (management, psychology, strategic planning, and so on). It is important to build a personnel management system at the enterprise that will help solve the problems of the company and get rid of some of the problems of personnel management.

Consider the ways and methods that are the main ones for regulating the process of managing an organization:

1. Financial incentives. Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to both maintaining labor activity at the proper level and increasing labor productivity.

The application of this method can be useful for achieving short-term increases in labor productivity. In the end, there is a certain imposition or addiction to this type of exposure.

2. Quality improvement work force. Sometimes, when setting certain goals, a company encounters a lack of experience and knowledge among employees, and then a decision is made on additional staff training. In order not to face this constantly, the company should form a personnel training system. First of all, in order to avoid the problem of personnel management already on initial stage, such work should only be entrusted to a true HR professional.

3. Improving the organization of labor. It contains: setting goals (a correctly set goal, by forming an orientation towards its achievement, serves as a motivating tool for an employee), expanding labor functions (increasing the number of operations performed by one employee), enriching labor (providing a person with a job that would enable growth, creativity , responsibility, inclusion in his duties of some functions of planning and quality control of the main, and sometimes related products), time study (if a person does not have enough time to do the job well, he will consider that it is not worth spending effort on it), improvement of working conditions (a new level of social maturity of the individual denies unfavorable conditions of the working environment), the pace of work (the manager should strive to reduce the monotony of semi-automatic processes, giving workers the freedom to choose the pace).

4. Involvement of personnel in the management process. Enable the employee to make the decisions necessary to carry it out, i.e. there must be autonomy (within limits)

5. Non monetary incentives. All employees need a positive assessment of their work and count on it. Handing out congratulatory letters or simply approving employees can contribute to better performance. The productivity of those workers who strive for success can be increased by expanding the range of tasks performed or enriching them. Including employees in TQM programs has a positive effect on employees' commitment to their work. The use of flexible working hours is another motive that can increase staff productivity. Such a measure will only work if the individuals working flexible hours are trustworthy and accountable.

Summing up the above, it is required to say that people are the main resource of any enterprise, the quality of products, the level of service, the overall growth and development of the company depend on the personnel. Correcting the work of the staff is the first thing the head of the company should do.

Literature:

1. http://www.finansy.asia/node/132

2. http://www.klubok.net/pageid504.html

3. http://www.c-culture.ru/go/211

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R.F. Khisamutdinov, O.E. Small

Actual problems of personnel management of state organizations

The article analyzes the psychological mistakes that managers make when working with personnel in state organization. In addition, other options for errors in team management are considered. Not a little important role the organization itself.

Problems of personnel management in the service sector

The structure of management development is proposed with the main task of increasing the effectiveness and quality promotion of management, but it also shows how management affects the organization.

Key words: leader, management, personnel, organization, development, methods, structure.

Management must work in any state organization. But unfortunately, it is difficult to find an effective, experienced and high-quality specialist for this position. In addition to education, he must be able to use various techniques, be fluent in verbal communication during negotiations or assignments of duties. If we tend to what the nature of each person rewards, suppose: charisma, charm, the ability to get along with people, then it is accordingly impossible not to use it, but we must not forget that in this case mistakes will occur much more often. This can lead to trouble in the state organization. Such problems are better prevented than solved. In order to get ahead of the problem, you need to understand what it is and start doing it when recruiting. So, let's look at a few management mistakes when managing a team:

1) There are a type of people who have the "excellent student" syndrome. Such a leader often becomes a rare employee. For the reason that he has a narrower specialty, he knows little of any subtleties and aspects, a number of mistakes can come from this.

2) The next problem may arise due to a certain distance between employees. Sometimes the team notices behind the leader how he tries to elevate his position and puts himself above each employee of the staff.

Such a problem can be called the “problem of the elder”.

3) "Inside man" is the next problem that occurs in the state organization. The function of managing a team can be opposing. Management may face rebuff from employees.

4) Sometimes managers expect talented employees who will immediately do all the work perfectly and without errors. But this should not be expected, now it is difficult to find such an employee in the labor market. The problem is called "waiting for a miracle."

5) "Money bag" - such a problem occurs due to the dissatisfaction of employees. A large difference in pay can resent the entire team.

6) The dismissal of employees is not always a positive aspect for managers. If the organization is unable to control staff turnover, then in this case, the use of personnel may not be of high quality. There are situations when managers refuse young employees because of their age and inexperience, although they can become valuable and irreplaceable employees. This problem is called “frame leak”.

These are the six main causes in the problem of poor leadership. According to statistics, about 71% of employees suffer because of the fault of the leader. And all because the bosses are not always able to competently and well manage the staff.

Although leadership may be bad from a psychological point of view, we must not forget about three main aspects:

Negative reputation of the organization
High chances of bankruptcy
Product quality leaves much to be desired

The error of many managements is that they attribute problems to temporary difficulties. Often management uses the wrong methods to increase efficiency. Such methods include strict discipline, increasing punishments, and much more. As a result, staff may leave the enterprise en masse due to ill-conceived actions of management.

Personnel Management. Problems and ways to solve them.

People are the main resource of any enterprise, the quality of products, the level of service, the overall growth and development of the company depend on the staff. Correcting the work of the staff is the first thing that the head of the company should do.

Personnel Management is a very complex and delicate matter and often over time the problems become more and more. After all, in order to lead, you need to have knowledge in various fields (management, psychology, strategic planning, and so on). It is important to build a personnel management system at the enterprise that will help solve the problems of the company and get rid of some of the problems of personnel management. Management of human resources of the company is a set of measures for the creation and development of qualified personnel capable of achieving the goals of your business.

Now, regardless of the available domestic and foreign methods of personnel management, each individual company builds its strategy individually. In some firms, a large HR department is already formed at the initial stage, and technologies are applied, while in others, there may not be a definite system or management strategy for a long time.

An interesting fact is that in foreign companies personnel management is carried out with an emphasis on technological methods, and in Russian companies - mainly on the opinions and experience of managers. In other words, they determine the priorities in the personnel policy of the firm. The most important thing is to find the optimal balance, when a competent social program supports employees, satisfies them and motivates them and the system of subordination and punishment, which sets the framework and deadlines for achieving the goals of the company.

To obtain the result, it is necessary to adhere to the tasks set at the enterprise and the interests of employees. But in reality it is very difficult. There are too many factors affecting the work of employees, and it is impossible to take into account all of them, on the other hand, significant resources are required for personnel management (HR department, outside consultations, and so on), so each company prioritizes according to its own capabilities.

The leader, concerned with achieving effective management of his subordinates, is faced with the task of creating such a working environment that will most effectively influence their labor motivation.

By a motivating work environment, we mean the whole context professional activity of the organization's personnel, including both the characteristics of work tasks and the characteristics of the work situation, which affect the work motivation of employees.

Systematic consideration of the problem of labor motivation of employees of the organization requires taking into account the following factors:

individual characteristics of employees;

features of the work performed;

characteristics of the working situation in which labor activity takes place;

identifying job satisfaction.

To identify the satisfaction with the work of the personnel of organizations, it is necessary to conduct a study. Any research should begin with the formulation of goals. An ill-defined problem will not allow you to correctly determine the objectives of the study.

The simplest and most effective method is the questionnaire survey.

Most often, employees of organizations are dissatisfied for the following reasons:

The amount of wages. On average, 68% of the respondents note average satisfaction with the size of wages.

Prospects for professional and career growth. Surveys show that more than half of employees do not see growth prospects in this organization.

Awareness in the enterprise. 40% of employees noted the lack of information about the goals and objectives of the enterprise.

Working conditions.

Reliability of work, giving confidence in the future. The low level of this indicator is more likely associated with the instability of the Russian market, rather than specifically with organizations.

Work as a means to achieve success in life. More than half of the respondents indicated average satisfaction with this indicator. This is connected not only with the enterprise, but also with the low standard of living in Russia.

There are several ways to improve the effectiveness of workforce management. Based on the conducted research, they can be divided into five relatively independent areas:

1. Financial incentives. Wages for workers essential. Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to both maintaining labor activity at the proper level and increasing labor productivity. The application of this method can be useful for achieving short-term increases in labor productivity. In the end, there is a certain imposition or addiction to this type of exposure. Unilateral influence on workers only by monetary methods cannot lead to a lasting rise in labor productivity.

2. Improvement of working conditions. The most pressing problem of today. At the stage of transition to the market, the importance of working conditions as one of the most important human needs increases. New level social maturity of the individual denies the adverse conditions of the working environment. Working conditions, acting not only as a need, but also as a motive that encourages work with a certain return, can be both a factor and a consequence of a certain productivity of labor, and, consequently, the effectiveness of its management.

3. Improving the organization of labor. It contains: setting goals, expanding labor functions, enriching labor, production rotation, the use of flexible schedules, improving working conditions, studying the time spent by the employee on work, the pace of work, strengthening feedback.

4. Involvement of personnel in the management process. One way to apply this method is to Western firms using a form of so-called "partnership" participation. Any person who comes to the firm knows that he has the opportunity to become its partner. But this opportunity is not given to him immediately. First, he must prove himself in business. However, practice career development in this company provides that in order to achieve each next stage of job development, a person must work at the previous one for at least 4-6 years. Partners usually become those who go through 3-4 stages in their development, that is, they grow up to the position of a fairly large manager. When a person receives an offer to become a partner, he already occupies a fairly high managerial position, which means that he understands the seriousness of the company's development issues, has a good idea of ​​the market requirements, the competitive environment, the conditions for survival, and the like.

Becoming an owner, he is no longer inclined to extremist demands for maximizing dividends, if only because he expects that dividends will be a significant help to him even in the period when he retires. And for this, it is necessary for the company to live and develop steadily not only today, but also in the long term.

5. Non monetary incentives. This type of incentive includes:
- moral stimulation;
- free time stimulation;
- organizational stimulation.

Problems of personnel management

When determining what should be the ideal work for subordinates, one should not strive for excessive specificity and originality. All the same, it is rarely possible to take into account the difference in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If the manager takes into account the factors below, he has a chance to get confirmation maximum number their subordinates.

The ideal job should:

Have a purpose, i.e. lead to a certain result;

Evaluated by colleagues as important and worthy of being done;

Enable the employee to make the decisions necessary to carry it out, i.e. there must be autonomy (within limits);

Provide feedback to the employee, assessed depending on the effectiveness of his work;

To bring fair remuneration from the point of view of the employee.

Designed according to these principles, work provides inner satisfaction. This is a very powerful motivational factor that stimulates quality performance work, and also, according to the law of the rise of needs, stimulates to perform more complex work.

Literature

1. Actual problems of personnel management and their possible solutions based on motivation. http://www.klubok.net/pageid504.html

2. Personnel Management. How to be and what to do? http://www.finansy.asia/node/132

http://www.glossary.ru/cgi-bin/gl_exs2.cgi?RRyoszrowuigtol!ywzkg

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Reflecting on the effectiveness of the sales force, we decided to turn to the owners and managers involved in personnel management in companies that have retail outlets to understand what are the main problems in management and recruitment. After analyzing the results, we came to the following conclusions:

Actual problems of personnel management. Poll results.

I. Main problems in personnel management:

1. Lack of staff motivation and difficulty in properly building a motivation system.
2. Absence corporate culture in the company, personnel adaptation systems.
3. Difficulties in recruitment.
4. Lack of system/insufficient staff training both within the company and in the market as a whole.
5. The unwillingness of the company's management to invest in long-term projects for the development of personnel: training, corporate construction, etc.

II. The main problems in recruitment:

1. Lack of sales staff with a specific set of competencies, e.g. sales skills, customer service orientation, ownership foreign language, etc.
2. Short general education level, low quality standards for candidates at the sales force level.
3. Poor quality service from recruiting agencies, eg. providing false information, non-compliance with strict selection criteria, etc.

What solutions to the above problems do managers consider necessary and feasible to implement?

• Select sales staff on your own, and middle and top management with the help of recruiting agencies and executive search companies.
• Recruit sales staff without special qualifications and raise staff within the company.
• Pay more attention to internal and external staff training.
• Create training centers within the company, develop internal corporate textbooks and manuals for personnel at all levels.
• Rely on line managers, heads of personnel services in solving operational issues of personnel management, broadcasting the values ​​of corporate culture.

So, we see that companies are experiencing significant difficulties in various areas of personnel management, both at a basic level and at a more advanced level of managerial decision-making. Trading companies, being at an intermediate stage between capital accumulation and rapid growth, are forced to pay attention to personnel as the main resource of the enterprise. However, the opinion that personnel is an inexhaustible resource of a trading company is not always shared by managers.

We also found that, due to the weak integration of retail trade companies, their leaders often have no idea how specific or, on the contrary, traditional are the problems in personnel management that they face. Often, problems in personnel management are considered in isolation from the market situation. Therefore, as in general, our conference, as well as the survey, is a good opportunity to understand the commonality of problems and their sources, and to find solutions through joint efforts.

The speakers who will follow us will shed light on the issues of recruitment, appraisal and staff training. We, answering the question of what practical knowledge we can give the conference participants, will focus on the following two aspects of personnel management:

• how to start analyzing the environment for making decisions in human resource management
• what are the ways to develop the system professional growth and the creation of a personnel reserve of a trading company, as one of the ways of motivation, (an aspect that the majority of survey participants put in first place)

So, how do they approach personnel management in international practice? From enterprise strategy to personnel selection.

Human resource management can only be effective if it is regarded as an integral part of overall process determining the company's strategy.

The problem of personnel selection for trade retail organizations.

When a company considers human resource management, and in particular, recruitment in conjunction with the development of the entire enterprise, the initial data are those changes in environment that have an impact on the enterprise and require a change in its strategy and tactics. The problems of personnel management, as one of the resources of the enterprise, arise along with the problems of managing finances, time, and other capital of the organization.

Let us consider the main problems that arise in the selection of personnel, in conjunction with external changes in the environment. Considering the fact that retail as an industry is referred to by theorists and practitioners as change management business, this approach seems to us the most reasonable. It also enables managers involved in HR to begin the strategic environmental analysis that we outlined above as the first step in HR planning. At the same time, it is necessary to take into account the ever-accelerating pace of these changes.

Let's take a closer look at how external influences are reflected in some aspects of personnel management, in particular in the selection of personnel.

1. Technological changes

The development of e-commerce has led to the need to train existing staff and look for employees with new competencies that were not required anywhere 3 years ago.

2. Changes in consumer behavior

Increasing customer service requirements creates the need to constantly maintain the level of salespeople's qualifications, hiring new employees who no longer have basic, but developed customer service skills.

To adapt to the requirement of the mass consumer to have a quality product at low prices, retailers are developing the "Do it yourself" concept of stores, as well as creating discounter chains. Here the role of personnel with good skills in control and planning of goods turnover, merchandising skills is increasing, while customer service skills in trading floor recede into the background.

3. Changes in the behavior of competitors

The rapid and extensive growth of retail chains is forcing companies to poach salespeople from each other, regardless of business ethics. The speed of growth and the lack of planning have created a situation where the retail company has no reserve for recruiting in other ways. In such conditions, the importance of motivating and stimulating sales personnel, as well as the role of the corporate culture of the enterprise, is increasing.

The most acute problems include the following: the departure of qualified specialists, low performance and labor discipline of personnel, insufficient qualifications of personnel and individual managers, unsatisfactory moral and psychological climate, low level of motivation of employees, and as a result, insufficient initiative of employees, confrontation between administration and personnel.

It is known that the successful development of organizations in modern conditions to a large extent depends from competitiveness personnel, which is achieved by continuous training of personnel, advanced training, strategic planning and professional orientation. Market in Russia educational services turned out to be unbalanced with the real needs of the skilled labor market; the quality level of workers is significantly inferior to the requirements at the international labor market.

This gives grounds to assert that right now is the time when it is necessary to pay closer attention to the systematic training and, especially, retraining of qualified specialists. However, there are still very few Russian companies that put training and continuous professional development of their personnel among the top priorities. In most cases, in this matter, enterprises continue to live one day, focusing all their attention on solving current problems. Undoubtedly, the question of personnel is of a strategic nature, both for large successful firms and for small ones.

It is necessary to train and significantly improve the skills of the executive corps of Russian companies in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the specifics of the current economic situation in Russia. The formation of the business services industry should be one of paramount problems of structural investment policy.

The set of programs used in the process of training and retraining of managers must meet the changed and increased requirements to the leaders. Programs should guide managers to evaluate the effectiveness of management and, as a result, increase competitiveness by maximizing the use of human resources in their work. as opposed to economic growth achieved through additional investment.

Personnel development planning is required. There are several ways to do this, including: careful selection of personnel, systematic their qualifications, creation of conditions for the most effective manifestation of their abilities and the development of a methodology for assessing the actual effectiveness of the work of the team.

It should be noted that recently in our country work has been carried out to fill the gap in the training of high-class managerial personnel: business schools are being organized, special literature is being published. However, as a rule, publications of educational and educational nature, considering mainly the history and basics of personnel management, and there is clearly a lack of practical materials for HR specialists, senior managers.

Good results in personnel management can only be achieved through constant monitoring of existing problems. If use only the knowledge that is given to man by nature or only intuition, then you can make mistakes that cannot be corrected; it is necessary to constantly learn the skills of personnel management in order to avoid the occurrence of a various number of problems.

According to analysts, there are a number of issues that need to be highlighted:

 The problem of the best student. Usually the best employee is appointed as the leader. And such employees most often know only a limited area of ​​work, by and large only their own, and the rest of the areas are only superficial, so they can make mistakes in personnel management.

 your boyfriend's problem. The role of personnel management is initially confrontational in relation to employees. Not all subordinates like that they are thrown extra work and create problems. The manager has to deal with the resistance that arises; management goes hand in hand with emerging negativity and latent resistance.

 positive projection. This problem includes the desire to ascribe to the surrounding employees their own character traits. It is not right, since each employee is an individual who has his own view of the situation.

senior syndrome. Employees often and closely observe for guidance. Sometimes, many bosses consciously emphasize the distance between themselves and the staff. As a result, if the boss retains controllability, then only at the level of strict requirements.

 Hero Waiting Syndrome. The worker guesses what work needs to be done by the face of the boss and appears before him on time with a correctly completed task; if there are no tasks, the subordinate himself finds a job and completes it, does not ask unnecessary questions, is always ready to stay at work and does not even talk about a promotion. This is the ideal.

 circus stars. The manager believes that the employee receives a salary, therefore he is obliged to work tirelessly, for wear and tear.

 big difference in salary between boss and employee. In Russia, this difference is quite noticeable and can be more than two or even three times, in contrast to a third in the West.

 staff turnover. Very often, enterprises cannot control employee turnover. due to wrong formation of personnel policy or inefficient use of personnel.

If you properly manage personnel with knowledge of the social, psychological aspects of personnel, you can change the quality of work of employees, increase profits, and significantly improve the atmosphere in the organization. Not every person is given by nature the gift of leadership and leadership, so this is undoubtedly worth learning.

The problems of personnel management have been discussed for a long time. The domestic history of the theory of personnel management has 80 years, and during this time not only important discoveries have been made, many patterns have been discovered and statistically proven, but great experience practical solution of various problems both in the system of general and in the system of direct personnel management. Against the background of these circumstances, it is quite special that the majority of Russian specialists with permanent employment work in enterprises and organizations with no more than 50 employees. In each district of the city, 2-3 buildings appear per year, fully or partially intended to accommodate non-production companies. Territories of old industrial enterprises and storage bases are a hive of small and medium-sized tenants occupying a workshop, floor, a small building. All these are small and medium-sized businesses, even if the turnover of these companies is significant, because a small number of employees work in such organizations. Growth in number small organizations, capturing an increasing volume of the labor market, is in conflict with the traditional aspiration of the theory of organizations and the theory of personnel management to study the patterns of development of large enterprises and companies. The aggravation of this need in many ways contributed to the fact that in recent times there has been an increase in the number of publications in magazines addressed to business owners who independently manage their companies, devoted to the problems of personnel management. These facts indicate that the leaders of small organizations are showing an increasing interest in improving efficiency through competent human resource management.

The problems of personnel management in small and medium-sized businesses can be divided into several main blocks - legal, organizational, managerial. In our opinion, two main factors determining these problems are the form of ownership and the structure of personnel. At the same time, non-legal labor relations began to appear in organizations, which are a consequence of the social breakdown that occurred on the territory of the former Soviet Union. It is the rejection of formally fixed legally justified relations, their transfer to the sphere of informal agreements that allows both parties to have sufficient freedom of mutual influence and rapid achievement of goals. In fact, we are talking about the fact that non-legal labor relations allow you to quickly resolve conflicts, for which the legal field provides for lengthy and expensive procedures. The rejection of legal procedures for resolving these conflicts allows us to solve the main problem of managing small organizations - to reduce corporate costs. For employees, the main benefit is that they get the opportunity to influence the employer with their methods, which are guaranteed to bring results. A kind of system of mutual blackmail is being created, in which the employee has the risk of not receiving earnings, and the employer has the risk of not receiving benefits due to non-performance of work. The desire to avoid the tax burden and pushes both sides labor relations to non-legal forms of interaction. Thus, mutual blackmail is compensated by mutual collusion.

A customer-oriented business is reflected in the personnel structure in a special way. In customer service organizations, Special attention usually given to the selection of employees. Employees prefer to remain as unique specialists who own "special secrets", they try to remain the only carriers professional technology, insist on their "non-transferability". Experienced professionals who can bring results get into the organization. The small size of the organization, a limited number of employees are the cause of a special form of dependence of a customer-oriented company on an employee. Each employee, working with his group of clients, becomes a service provider for these clients. Ultimately, it becomes not so important for the consumer which company he is dealing with, since all his problems are solved by a specific manager.

An objective factor also makes this problem particularly acute - indeed, in small organizations, almost all specialists are unique. In a company with up to 20 employees, half of the employees have not only special experience, but also a special professional and organizational status. The lack of mass character turns all employees into specialists, they cease to feel themselves and really be performers, and this gives rise to additional management difficulties. The management problems of small organizations show that it is in small companies that efficiency is ensured only by individual characteristics employees. In fact, we are talking about the fact that in small organizations, like nowhere else, the connection between general and personnel management is obvious. That is why the actual personnel approaches to solving managerial problems do not give results, and specialists in the field of personnel management are forced to ask for professional support from colleagues who are competent in matters of general (organizational) management.

One of the problems is the problem of imbalance in the functional structure of small companies, the discrepancy between the distribution of functions and the structure of business processes and organizational structure (position boundaries). In a small organization, some employees (sometimes half of the staff) actually occupy 2-4 positions and are forced to independently determine the ratio of these positions when setting priorities and planning activities. The consequence of this phenomenon is both the above-mentioned dependence of the organization on the employee (a unique specialist), and the inability to determine success factors at the organizational level (including economic ones). As a result, small companies also create special forms of pressure on the labor market, consisting in changes in the grounds for determining the level of wages adequate for the position, the requirements for combining the competencies of various professional fields in one specialist.

Small organizations are focused on acquiring “ready-made” specialists, whose development was invested either by other employers or by the specialists themselves, who develop competencies at their own expense. The development of personnel becomes the task of companies only when management detects signs of a deterioration in the position of the organization in the core market, or when there is a clear need for employees to have new competencies. In this case, companies resort to implicit forms of personnel development.

The main problem is the problem of general management. The lack of a clear management structure, unwillingness to use management tools to solve organizational problems leads to the fact that in organizations with a small number of employees, the psychological factor plays an important role. The shortcomings of the management system are compensated by the motivation of employees, provided by the peculiarities of building relationships.

In small organizations, employees find themselves in a situation of lack of guarantees, increased uncertainty, which leads to increased anxiety and the desire to find adaptive forms of organizational behavior. This, in turn, orients employers towards the search for stable, reliable employees and the introduction of tools to improve the efficiency of their activities (assessments of the psychological characteristics of employees, which form special expectations, actually remove the responsibility for the development of personnel as an organizational resource from the organization as an employer).

The subject of personnel management of large organizations, of course, is the structure of personnel (professional, age, qualification, position). The subject of personnel management should be more explicit, it should contain “more management”, it should be clear first of all to business owners, on which the budget for personnel costs depends. These circumstances indicate that the subject of personnel management for small organizations is the effectiveness of personnel performance.

Work analysis.

Performance analysis has traditionally been carried out by several different ways because the organizational needs and resources for conducting such an analysis are different. The choice of a specific method should be based on the purposes for which the information will be used (evaluation of work, increase in wages, development of the enterprise, etc.), and taking into account the approach that is most suitable for a particular organization. Let us describe the most common methods for analyzing the work of personnel.

Questionnaires (questionnaires). The analyst can send structured questionnaires (questionnaires) to employees that indicate what tasks they perform. In some cases, workers may lack verbal description skills, and this circumstance reduces the effectiveness of using the method. Also, some workers may be prone to misrepresent the importance of their tasks by talking about a greater degree of responsibility than actually exists.

observation. When using the observation method, the analyst usually observes how the worker performs work tasks and records his observations. This method is primarily used to collect information about jobs where physical skills (manual skills) like those of a mechanic are of particular importance. This method can also help the analyst establish the relationship between physical and mental tasks. However, one observation is usually not enough to conduct a job analysis, especially when mental skills predominate in the job (especially when it comes to intellectual work). Watching the work of a financial analyst does not reveal much about the requirements and nature of the work.

Interview. You can also understand the essence of the work by conducting interviews with both employees and management. Typically, the analyst first interviews the workers, helping them describe their responsibilities. Then the analyst, as a rule, turns to the manager for additional information to check the information received from employees and clarify individual points.

Description of the work by the employees themselves. In some cases, information for work analysis is extracted from descriptions of the daily work activities of employees, which they themselves enter into a diary or register. The use of this method makes it possible to overcome such a problem as exaggeration by employees of the significance of the work they perform. In this way, for example, valuable information about highly specialized types of work can be obtained.

Combination of methods. Usually the analyst does not use only one method of work analysis. A combination of methods will often give best result. When analyzing clerical and administrative work, the analyst can use questionnaires (questionnaires), to which he will connect interviews and limited observation. When studying the manufacture of products, the necessary data can be obtained from interviews, to which a large number of observations will be added. As such, the analyst must use a combination of techniques to create accurate job descriptions/qualifications.

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The creation of a personnel management system that is not built “as it happens” or as it was done before, but on the principles of manufacturability, can be considered as an important, certainly attractive task for any company concerned not only with survival, but also with development and prosperity in market conditions. The business development strategy developed by top management always needs support from the employees of the organization. Management can count on this support and success in achieving its goals only if the personnel management system provides required quality human resources.

Personnel-technologies, in contrast to production technologies, are not transferred ready-made; they are introduced and grown "on the spot". This is due to the significant differences between different organizations. Different companies have not only their own specifics related to the direction of their activity, but also their managers with their own attitudes, knowledge, prejudices, motivation, their own personnel with certain qualifications, experience in the organization, the degree of trust in the management, motivation, etc. "Growing" personnel-technologies in the conditions of a particular organization requires a careful analysis of how work is being done in the relevant direction at the moment. This is important in order to emerging technology as much as possible large blocks already well-established and familiar to this organization methods and procedures were included, so that the existing provisions and instructions were used to the fullest extent possible (subject to their satisfactory quality).

The main stages of creating a personnel management system using modern personnel technologies can be presented in the form of a diagram: (Fig. 13)

Rice. 13. The main stages of creating a personnel management system.

The analysis of the current situation was carried out in chapter 2. Based on the results of this analysis, it is possible to identify the presence of the following problems:

Problem 1. Lack of personnel policy.

Problem Solving: Determining when, where, how many, and what (what qualifications) employees the organization will need. Develop clear plans that will serve as the basis for the selection and dismissal of staff.

The procedure for selecting new employees includes a number of relatively independent blocks arranged in a strict sequence, each of which has its own goal, tasks, scheme of actions, methods and tools, a specific performer. Reception is carried out through the interaction of the personnel department, security service, doctor, head of departments of companies interested in filling a specific vacancy. Each person is responsible for a certain stage of the admission procedure within the limits of his competence. General control and responsibility for compliance with the prescribed procedures for the search, selection and hiring of a new employee rests with the HR manager.

The main blocks (stages) of the procedure for selecting an employee for a vacant position are:

Staffing needs assessment;

Development of a set of requirements for a candidate for a position;

Announcement of a competition for a position, search for candidates;

Selection of candidates;

Recruitment;

Adaptation of a new employee.

A necessary condition for the continuation of the selection process is the complete completion of the previous stage, subject to satisfactory results, while the company's management or the candidate himself may refuse to proceed further at any of the stages (until the issuance of an admission order).

Problem 2. Not Enough effective use personnel.

1. No recruitment policy

Solution: Divisional staffing planning provides the HR department with the necessary information for the recruitment program. The main executors should be the heads of departments who will provide information to the personnel departments about vacancies that exist in their subordinate departments (vacancies can be either planned at the beginning of the year or “burning”). Employees of the personnel service compare the availability of these vacancies with the staffing of the company.

Problem 3. Personnel certification is underdeveloped.

Solution to the problem: performance appraisal is an event that encourages employees and managers to professional development. Although, according to modern personnel technologies, recently such a personnel assessment procedure as certification is not recommended. Conducting an assessment in the form of a certification exam was a stressful event for employees. Therefore, it is recommended to replace attestation with an assessment procedure.

The evaluation procedure includes the following steps:

employee self-assessment;

assessment of the immediate supervisor;

peer evaluation.

In general, the number of evaluators is usually no more than five people, and it is easy to trace the relationship between the data obtained. A strong discrepancy between an employee's self-assessment and assessment by others helps people understand the shortcomings of their work.

It is also recommended that the results of the evaluation procedure be directly related to the functional indicators of the bonus part of the salary. This will stimulate the interest of employees in the results of their work.

Problem 4. There is no policy for advanced training (staff training)

A coherent system of education as such did not exist at all. It was carried out pointwise, due to necessity: safety precautions, quality system, boiler house operators, etc. financing of the learning process, respectively, was carried out according to the residual principle.

The basic approach on which the training system is now based consists of the following organizational stages:

A corporate personnel development program for 6 years has been created, within which there are also separate annual training programs. According to the latter, the amount of training costs is estimated annually and the costs for the next year are planned. First, the program contains the maximum of training programs that the personnel of the enterprise need. It is estimated that, say, 5 million rubles are needed to fulfill such a volume.

The financial service evaluates the company's budget, other cost items and reports that the company has the ability to allocate not 5, but 3 million rubles.

Staff service comes from Money, designated by financiers, but the training program is not curtailed or reduced. Find other options within the available amount. For example, instead of sending one person to study in Moscow for $500, you can spend $1,000 to invite a teacher from Moscow and train 50 people in Chelyabinsk directly at the enterprise.

Solution to the problem: the organization implements programs for individual growth of the current interests of the organization and the need to prepare for the launch of promising programs.

Problem 5. Inefficient system of material incentives.

Solution to the problem: it is better to determine the results of the work of employees when a proprietary incentive system is introduced, tied to indicators that reflect these results.

Problem 6: No control over the work being done.

Solution to the problem: the work performed is prescribed in the documents "Description of the workplace" (job descriptions), which provides for control over the implementation.

Problem 7. There is no specialized department for the social development of personnel.

Problem Solving: An Introduction to organizational structure department of social development.

Analysis of the organization's personnel management system is an extremely difficult task, for which external consultants are usually invited. The main results of the analysis can be considered at a meeting of the management of the organization. After discussing the results obtained, the stage of developing a personnel management system that meets the goals of KEMMA LLC begins

The personnel management system of an organization, as a rule, includes the following areas:

Personnel selection system

Adaptation of employees in the organization

Training

Evaluation of personnel performance

Information support of employees of the organization

Periodic monitoring of staff satisfaction with their work, analysis of the causes of staff turnover

The system of social protection of workers

The system of official and social growth

Labor incentive system

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