Directions of HR management. HR specialist profession. What an HR specialist should do in a company

Federal Agency for Railway Transport

Moscow State University of Railway Engineering (MIIT)

ITTOP

Department "Management"

COURSE project

By discipline: "Corporate management"

"The main tasks and principles of organizing HR service in corporations, the experience of world companies"

Completed: student

Novichkova Maria Vladimirovna, group TUP-412

Accepted: assistant professor

Kovalskaya Marika Ivanovna

Moscow 2008

introduction 3

1. CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICE 5

1.1 Specificity of human resources of an entrepreneurial firm 5

1.2 Features of human resource management. Personnel

policy 11

1.3 HR Service - Human Resource Management Service 13

2.hr-SERVICE: ORGANIZATIONAL ASPECT 20

2.1 Place of HR-service in the structure of the organization.

Domestic and foreign experience 25

2.2 Relationship between HR and line managers 37

2.3 HR and Top Manager: unity and struggle of opposites

3. ROLE OF HR SERVICES IN COMPANY MANAGEMENT 43

3.1. Formation of the personnel management service

3.2 Goals and objectives of the HR department in the corporation 43

3.3 The Strategic Role of HR 50

3.4 The role of human resources in working with management

staff abroad 47

conclusion 54

Appendix 1 56

APPENDIX 2

list of used sources and literature 58

Introduction

Relevance of the research topic. In the current economic conditions, when the old system of economic management has been destroyed, and a new one is being created and developed, it takes a lot of time and effort to transform enterprise management systems in accordance with the needs of the external environment and internal organizational potential. In parallel with the process of formation of new management structures, there is a process of understanding the new role of personnel in ensuring the effective operation of the enterprise.

It seems to be a universally accepted fact that business efficiency largely depends on human resources - skills, abilities, knowledge of personnel. Human resources, considered as the main productive force of society, are also the main factor of production activity at the enterprise. With the development of market relations, the main productive forces should be attributed and defined as the leading force of entrepreneurial ability, which in the current unstable state of the economic system is a source of opening new reserves for growth and development.

Realizing this, today many entrepreneurs in various sectors of the market invest heavily in human resources: selection, assessment, training, labor incentives and employee motivation.

The gradual awareness of the importance of the human factor for the success of the company leads to the emergence of HR services (personnel management services). The activities of such services are also different from those of HR departments, just as the assortment in a store during times of scarcity differs from the abundance in today's supermarket.

Until recently, the concept of "personnel management" was absent in Russian management practice. Activities in this area were dispersed among various departments: the personnel department issued orders for the enrollment of employees and stored personnel information, the labor and wages department calculated the need for employees by profession and qualifications, resolved issues of tariffication of workers and jobs, in addition there was a training department and training, social development department, labor protection and safety department. This led to the fact that the work with personnel was not personalized, it was formal, no one was responsible for each specific employee.

Today, personnel management services have become multifunctional, their tasks are much broader and more multifaceted than the functions of personnel departments. Personnel management from auxiliary, service becomes one of the leading functions of the enterprise. The main goal of the HR department is to improve the efficiency of employees, develop and implement a personnel development program.

Target course project - a comprehensive study of the concept of human resource management of a corporation (HR-service). In accordance with the purpose of the study, the following were determined tasks:

Analyze the existing theoretical and empirical approaches to the problem of HR services in modern corporations;

Show what the HR services of corporations are, the goals of their activities, main tasks, structure;

Analyze the role of human resource management services in the management of a corporation, including on the example of the experience of world companies in this area;

Draw conclusions on this issue.

Object research of this course work is staff.

Subject research is the modern concept of human resource management in a corporation.

The degree of scientific elaboration of the problem. There is a fairly extensive number of scientific research works and publications on more general or similar problems in content. In recent years, the number of publications, articles in various journals has increased, focusing on the role of human resource management services in modern corporations.

1 CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICE

1.1. The specifics of the human resources of an entrepreneurial firm.

The term "human resources" is a literal and undistorted translation of the English "human resources". There is no generally accepted understanding of the term HR (hereinafter, human resources). In Western sources (including documents of international organizations), the concept of "human resources" is used not only in management science, but also in disciplines related to geopolitical analysis, demography, political science, economic geography, acting as a very close ”, But at the same time a broader one, including not only quantitative, but also qualitative characteristics of potential participants in the labor market. In addition, both abroad and in our country, the term "human resources" (including in economic disciplines) is often used in a purely general resource range, which leads, in fact, to associations with raw materials for production.

Taking into account just such associations, S.V. Shekshnia, who undoubtedly proceeds from a fair, in general, and quite logical principle: resource management is the basis of organization management. People, emphasizes S.V. Shekshnia, of course, are significantly different from any other resources attracted by organizations.

To avoid associations-extremes, one should understand the specifics and differences of human resources. According to Shekshna, they are as follows.

First, people are endowed with intelligence, their reaction to external influence (management) is emotionally meaningful, not mechanical, and therefore the process of interaction between the organization and the employee is obviously two-way.

Secondly, people are capable of continuous improvement and development. A person continues to build up his professional skills throughout his career and only when this condition is met will he correspond to the general progress of society and production.

Thirdly, a person's working life in modern society is long-term (its boundaries are 30-50 years) and, as a rule, it lasts for a long time in one organization (or at least in one industry).

Fourthly, in contrast to material and natural resources, people come (in most cases) to the organization consciously, with specific goals and expect help from employers, providing them with an opportunity to achieve these goals. Moreover, any interaction - for similar reasons or otherwise - should bring satisfaction to both the employee and his organization. 1

The worker cannot be regarded as a homogeneous substance, like other resources; in the process of work, he may acquire other qualities that were not previously noticed, and the labor force may change its value. In addition, a person can quit - disappear as a kind of resource for a given enterprise; can study, change profession. A person has self-awareness and will, feelings and mood, in the process of work he can refuse the conditions under which he is used, or change them. Also, in the process of labor activity, interpersonal communications arise between personnel, affecting the performance of work.

The Personnel Dictionary gives a three-dimensional idea of ​​human resources, but it focuses not on the definition of an object, but on the description of its properties, qualitative features.

Human resources is a term that characterizes, from a qualitative, substantive point of view, the staff or all personnel of an enterprise (firms, institutions, organizations), labor or labor resources of an industry, territory, region, country as a whole. Along with the traditional features that are inherent in the elements of the defined population - cadres, personnel, labor force, labor resources - the term ... includes the ability to create and the potential for the comprehensive development of employees, general culture and moral reliability, a certain effect of cooperation and self-organization, improvement of labor relations, motivation, enterprise. Within the meaning of the concept of "human resources" is closely related, correlates with such concepts as "human potential", "labor potential", "intellectual potential", surpassing each of them in volume, taken separately. 2

The emergence of the term "human resources" as an object of management does not negate the concepts of "personnel" and "personnel", but, on the contrary, integrates, unites and includes them. Therefore, they not only remain in force, but will also be constantly used in the future. At certain hierarchical levels of management in an organization, in an enterprise, one can also talk about personnel management, which has the right to exist either completely autonomously, or be an integral part of human resource management.

the main conclusion on the triad of concepts of interest to us is as follows: behind each of them there is a different, non-coinciding control object.

Summarizing, let us consider interpretations of definitions that more vividly highlight these differences.

Cadres are professional workers who hold regular positions and are in official labor relations with enterprises, organizations - employers.

Personnel - the aggregate composition of employees of the organizational structure, acting in the name of achieving common corporate interests and goals.

In this case, we mean employees, regardless of qualifications, connection with the main, auxiliary or administrative-technical activities, position in the organization's official hierarchy, the presence of an employment contract or work due to the ownership of the enterprise, etc.

Human resources (as an object of management) are individuals (individuals): a) of interest to the world of labor and production as potential employees; b) associated with the enterprise, organization at the moment by labor or civil law relations; c) those who had such relations earlier and who have preserved to this day certain mutually beneficial contacts with their employers. 1

For an operating production system, human resources are nothing more than personified capital, an asset of an organization. Or, in other words, the most valuable part of the total resources that a corporation, its enterprises and other divisions can have.

Human resources have quantitative and qualitative characteristics. The quantitative characteristic of HR is their number - actual, average, normative, planned. The qualitative characteristic is associated with the professional and qualification content of the activity and the level of personnel potential as a combination of various qualities that determine the working capacity of personnel. These qualities, in turn, are related:

With the ability and inclination of the worker to work, his health, endurance, type of nervous system, i.e. everything that reflects the physical and psychological potential

With the volume of general and special knowledge, work skills and abilities that determine the ability to work with a certain qualifications, interests and needs. 2

To be able to manage human resources in a coordinated manner in a multi-tier and large-scale structure, it is necessary to imagine and understand each of the considered elements and the entire system as a whole (see Appendix 1 1). Indeed, both the resource strategy and the very practice of managing people depend on their specifics.

1.2. Features of human resource management. Personnel policy.

The main task of human resource management is the most effective use of the abilities of employees in accordance with the goals of the enterprise and society. At the same time, the preservation of the health of each person should be ensured and relations of constructive cooperation between team members and various social groups should be established.

Human resource management of an enterprise includes a complex of interrelated activities:

Determination of the need for workers, engineers, managers of various qualifications, based on the strategy of the company.

Labor market analysis and employment management.

Selection and adaptation of personnel.

Planning the career of the company's employees, their professional and administrative growth.

Providing rational working conditions, including a social and psychological atmosphere favorable for each person.

Organization of production processes, analysis of costs and results of labor, establishment of optimal relationships between the number of pieces of equipment and the number of people in different groups.

Labor productivity management.

Development of motivation systems for effective performance.

Substantiation of the structure of income, the degree of their differentiation, design of wage systems.

Organization of inventive and rationalization activities.

Participation in tariff negotiations between representatives of employers and employees.

Development and implementation of the social policy of the enterprise.

Prevention and elimination of conflicts. 2

The scope of work for each of these functions depends on the size of the enterprise, the characteristics of the products produced, the situation on the labor market, the qualifications of personnel, the degree of automation of production, the socio-psychological situation at the enterprise and beyond.

Human resource management (personnel management) is a part of management that ensures the formation of the company's social policy, social partnership, and trust between employees and employers. Without personnel management, the normal functioning of firms and organizations of any form of ownership is impossible. To determine the direction and basis of work with personnel, general and specific requirements for it, the personnel policy of the company is being developed.

Under the personnel policy of the company understand the system of theoretical views, requirements, principles that determine the main areas of work with personnel, as well as the methods of this work, which make it possible to create a highly efficient cohesive team.

Personnel policy is closely related to all areas of the company's business policy. Decision-making in the field of personnel policy occurs in all functional subsystems of the company: management of scientific and technical activities, production management, economic activities, etc.

To the main goals personnel policies include:

Timely and high-quality provision of the company with personnel in the required number;

Rational use of human resources;

Ensuring conditions for the implementation of the rights and obligations of employees provided for by labor legislation.

The main varieties HR policy is considered to be a recruitment policy, a training policy, a remuneration policy, a policy for the formation of personnel procedures, a policy of social relations in a company.

Each company develops its own personnel policy, taking into account its peculiarities, but the development and implementation of personnel policy in all firms is carried out on the basis of uniform principles.

HR principles firms: scientific approach, planning, continuity, consistency, unity of management, combination of one-man management and collegiality; control over the execution of decisions; originality of approach to situations; maintaining the constant compliance of personnel training with production requirements, combining planning with economic initiative; material interest in performing work with a smaller number of performers.

The personnel policy is documented, which allows expressing the views of the company's management on improving the interaction of departments, establishing consistency in the process of making personnel decisions; inform staff about the rules of internal relationships; improve the moral and psychological climate, etc.

The personnel policy of the company is determined by a number of factors that can be divided into internal and external. The external ones include labor legislation, relations with the trade union, prospects for the development of the labor market. Internal factors are the structure and goals of the company, territorial location, internal corporate culture, moral and psychological climate in the team.

Important areas of personnel policy include:

Determination of qualification requirements for personnel in the framework of the general concept of the company's development;

Formation of new personnel structures;

Development of procedures governing personnel management;

Formation of the concept of remuneration, material and moral incentives for employees;

Determination of mechanisms for attracting, using and releasing personnel;

Development of social relations;

Provision of development, training, retraining, advanced training of personnel;

Improving the moral and psychological climate in the team of the company, etc.

The implementation of personnel policy is a system of plans, norms and standards, administrative, economic, social and other measures aimed at solving personnel issues.

1.3. HR-service - human resource management service

Special units dealing with personnel problems emerged in the 1920s and 1930s. They performed work related to the maintenance of documents, the analysis of conflicts, and the presence in the courts. Their functions were auxiliary, and all the main decisions on personnel were made by the management of the company.

Today, due to the increased importance and “versatility of work,” the former HR services are being transformed into HR or HR services.

Personnel management services are functional and do not directly participate in the management of the main activities of personnel, but only help the management of the company and departments to resolve issues of hiring, dismissals, transfers, advanced training, etc. Therefore, in practice, it is important to have an optimal combination of the rights of line managers and HR specialists.

Currently, there have been significant changes in the activities of personnel services, among them:

Transition from the selection and placement of personnel to participation in the formation of business strategy and organizational changes;

Providing assistance to line management;

Professionalization of the sphere of personnel management and reduction of the role of technical executors in it;

Participation in the formation and implementation of social partnership policy;

Work on the comprehensive development of personnel.

In many cases, in large firms, HR services are headed by executives occupying second places in the management hierarchy, or by a HR director (in English literature, HR director).

The functions of an HR director in modern conditions are significantly different from the usual functions of the head of the personnel department: he is included in the management of the company (board of directors, board, etc.) and participates in the development of plans for the development of the company, makes proposals for optimizing the organizational structure of the company, evaluates the actions of the company's management from the point of view of the personnel management service.

The title of the position “HR director”, or “HR director”, entered the lexicon of Russian managers in the early 1990s, after many Western companies appeared on our market.

The HR manager acts as a defender of the interests of employees; an adviser on problems of relations between workers; coordinator of interaction between personnel, trade unions and administration.

Like other departments, HR has its own job hierarchy, which is part of the corporate structure.

The typical structure of the personnel management service is presented in Appendix 2.

Let's consider the main directions of the company's personnel management service based on this structure.

1. Workforce planning department:

Determination of staffing requirements for a certain period of time;

Assessment of future labor requirements;

Assessment of labor supply based on analysis of current resources, taking into account losses due to staff turnover;

Develop an action plan to prevent anticipated shortages or surpluses of the labor force.

2. Human Resources Department:

Organization of recruitment and selection of personnel;

Commissioning of new employees;

Organization of service and career planning;

Conducting vocational guidance;

Performance assessment;

Interview with the dismissed.

3. Department of the organization of wages:

Analysis of job responsibilities;

Classification of works and their billing;

Development of a system of remuneration and bonuses;

Revision of tariff rates and individual payment.

4. Department of vocational training and retraining:

Organization and control of industrial training, including instructing employees;

Formation of educational materials;

Conclusion of contracts for the training of employees with educational institutions;

Keeping records and statistics on training programs.

5. Labor Relations Department:

Participation in the development of collective agreements;

Consideration of complaints and disputes;

Facilitating the development of links and relationships between management and employees.

6. Personnel Research Department:

Study of issues of personnel policy and labor relations;

Survey of the moral and psychological climate at the firm;

Development of rules, procedures for personnel work, as well as forms of document flow;

Preparation of reference materials.

7. Department of Social Development:

Creation of the company's social infrastructure: collective voluntary insurance; provision of social benefits; pension provision; payment of compensation for layoffs; organization of meals and rest for employees.

8. Department of Occupational Safety and Medical Assistance:

Development of safety standards;

Examination of goods, equipment for compliance with safety standards;

Investigation of the circumstances of accidents;

Providing medical care;

Informing personnel in the field of occupational safety.

The number of employees in the personnel management service depends on many factors: the size of the company, the type of its activities, the specifics of the tasks it faces, values ​​and traditions, financial condition, stage of development. According to the results of various studies, there are from 30 to 2000 people per HR-service employee. On average, there are 200 employees of the firm for one specialist.

For the successful fulfillment of their duties, HR specialists need to:

1) the presence of professional knowledge in the field of personnel management, acquired in the process of practical work and training;

2) understanding of the specifics of the firm's activities (its field of activity);

3) leadership and management skills.

4) methodological support, containing all the theoretical, methodological approaches and practical traditions of the implementation of the company's staff of their labor activities, set out in the relevant regulatory and methodological documents of the company;

5) resource provision, aimed at the timely receipt of material resources necessary for the employees of the company to carry out labor activities;

6) organizational support - the presence of the organizational and technological structure of the company and the relationships between its officials and structural divisions that maximally contribute to the achievement of its goals;

7) information support of personnel management - a set of implemented solutions in terms of volume, placement and forms of organization of information circulating in the company. It includes operational information, regulatory information, technical and economic information and documentation systems. This is possible using personal computers in the personnel management service. For the implementation of information support, computer programs are created and developed for joint use.

The preparation and execution of personnel documentation is regulated by the relevant legislative and by-laws, as well as regulatory and methodological documents.

2 HR SERVICE: ORGANIZATIONAL ASPECT

2.1. A placeHR-services in the structure of the organization. Domestic and foreign experience.

Despite the fact that the very concept of “personnel management” was absent in the practice of Russian management until recently, each organization had personnel departments, which were entrusted with the functions of hiring and firing personnel, as well as organizing training and advanced training of personnel. However, and this is well known, the role of the personnel departments in the affairs of the firm's management was insignificant, and most of the work in personnel management was performed (and is still being performed, as sociological studies show) directly by the head of the unit. In order to understand why HR services occupy such a position in the organization, consider the diagram of the existing organizational structure of the company:

As can be seen from the diagram, HR departments are structurally separated from the departments of labor protection and safety; departments of labor organization and wages; the legal department and other departments that perform part of the HR functions in the organization. These departments are not in any way subordinate to the head of the HR service, therefore the personnel department is neither methodical, nor informational, nor the coordination center of personnel policy in the company.

Hence the most important problem of Russian personnel management services: having a low organizational status in internal management, they do not take part in the company's strategic planning and other important decisions, and thus HR departments do not perform a number of HR tasks.

As has been said many times, the main function of the HR department is the selection of candidates for the position. Personnel officers should be able to select the most worthy; you need to know how, it is better to do it, how to promote, train, move them later. The HR service should not act autonomously, it is necessary that all these procedures are consistent with the goals and objectives of the enterprise. Until the HR service is engaged in the development of the organization as a whole, it will have to fulfill the role of an agency - a recruiter.

Therefore, according to IBS (one of the first Russian firms to create an HR service) based on its own experience, the ideal option is when the personnel management service has a significant status in the hierarchy of the organization, although it does not have the right to directly implement changes in other departments. but has a recommendatory right when it comes to the direction of such changes. To strengthen the authority of the personnel management service, it is better when it is headed by one of the closest assistants to the head: on the one hand, everyone in the organization knows him and trusts him, including the head himself, and on the other hand, he knows the organization from the inside.

Depending on the degree of development and characteristics of the organization, the structural location of the personnel department may be different. In foreign practice, there are several such options.

Option 1: structural subordination of the HR service to the head of administration:

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 the framework of its role as a headquarters unit.

Option 2: structural subordination of the personnel management service as a headquarters department to the general management of the organization

NS
The advantage of the second option is proximity to all areas of the organization's leadership. Such a structure is most appropriate for small organizations at the initial stages of their development, when the management has not yet clearly defined the status of the personnel service. On the other hand, with this option, the danger of multiple subordination to contradictory instructions should be excluded.

Option 3: structural subordination of the HR service as a headquarters body to senior management:

This option is most acceptable at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the HR service in this way, although the hierarchical level of deputy managers is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management.

Option 4: organizational inclusion of the personnel management service 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.

2.2. RelationshipHR-service and line managers

Personnel management is a system of interrelated elements that functions effectively only if integrity is maintained.
Line managers are part of this system. On the one hand, they must ensure the necessary production results, on the other, well-coordinated work of subordinates, which means adherence to labor and production discipline, the absence of conflicts in the team, high work motivation, teamwork, etc. In addition, the line manager must be well-versed in matters of labor law.

Both line managers and personnel officers are leaders at one level or another, empowered to introduce people to work and ensure that it is done. This is their similarity. The difference is that line managers are entrusted with managing the main departments (production, household, etc.), and the HR service is authorized to advise and help them achieve these goals.

Possible HR positions:

HR Director (Deputy General Director for HR)

Human Resources Manager (HR Manager)

HR manager

Compensation benefits manager

Social Relations Manager (Social Programs)

Training manager (specialist)

Training manager (corporate trainer)

Psychologist

HR specialist (HR inspector, HR inspector)

Recruiting manager (recruiter)

Assistant

In addition to the listed "typical" positions in the personnel service, such positions may appear as a specialist in workforce planning; Human Resources Manager; recruiting consultant; specialist (consultant) on management organization; HR administrator; recruiting specialist; chief of personnel service; head of the payroll department; HR consultant / recruiter; assistant to the director of personnel; clerk o / k; resecher. Of course, in practice, one specialist combines several functional areas in his work.

The problem is that most line managers prefer to independently solve their problems with subordinate personnel. This creates serious difficulties, since, being professionals in a narrow field and without special training in the field of human relations, each of the line managers solves personnel issues in the most appropriate way in the current specific situation, which does not favor the implementation of a unified personnel policy of the company.

At the same time, the task of the enterprise management is to ensure cooperation between middle and lower level managers, understanding the increasing importance of the personnel service for the joint solution by these departments of human resource management problems.

Let's consider one of the options for the division of responsibilities between the personnel management service and line managers.

In the field of employment (where he included the recruitment, selection, recruitment, etc. of personnel), it is the responsibility of line management to accurately determine the classification of an employee necessary to perform specific duties. Then the HR service comes to the fore, whose employees are looking for applicants, conducting screening interviews with them and testing. The best candidates are sent to the appropriate line manager, who, in the selection process, decides on the hiring of those persons who, according to their potential and qualifications, are suitable for working in specific jobs.

In the area of ​​training, the HR manager is responsible for conducting scientific research in order to develop comprehensive plans, directions of training and needs for it; establishing external contacts; collection and analysis of relevant information. His responsibilities also include helping the president of the firm to meet the growing needs of the company by developing and coordinating training programs; advising on training of the company's divisions involved in the development of new ideas and products; setting goals, preparing training plans based on the latest scientific research in the field of education. And, in the end, providing managers with final materials on the economic efficiency of the training system.

If the HR manager is busy with such planning, then the line manager solves the training problems at his own level. The responsibilities of the line manager include the following functions:

identify and facilitate the implementation of training needs for people working in the unit; consult with the PM manager regarding targeted training;

involve personnel training specialists in the development of programs designed for different categories of personnel;

make a decision on the most promising areas of study for the unit.

2.3. HRand Top manager: unity and struggle of opposites

At the stage of forming an HR service, the problem of relationships with a top manager, in fact, does not exist. All efforts and resources are focused on resolving organizational issues. The company's management willingly says “yes” to any question. At the stage of formation, the personnel service, as a rule, becomes the “favorite toy” of the first person of the company, and therefore can claim at least the second place after the financial direction.

The first difficulties arise when the personnel service begins to solve routine tasks. Often at this stage you can hear from the personnel officer: “Everything is on the rails, and it goes downhill. I have nothing to do there ”. The general director no longer interferes in the affairs of the personnel service, he only needs to know the control figures "at the exit" - the communication of the top manager with the personnel manager becomes a routine. This is where the first signs of misunderstanding appear: either the head of the company did not receive what he expected, or the personnel officer is guided by his own logic of development of the personnel service.

What is the reason for the misunderstanding? HR leaders emerged from the psychology community in the 90s. These are very specific people, apparently, due to the peculiarities of their character, they generate problems where they do not exist, and build difficult relationships with others. Or maybe the reason is that often people become psychologists who are looking for something in themselves, want to compensate for the missing qualities, due to which they are too fixed on themselves and are not able to tune in to the problems of the leader. In general, there are a lot of strange people among HR managers, especially former psychologists. Naturally, this "oddity" comes into conflict with the healthy fighting qualities of Russian businessmen. They often sincerely do not understand what "this abstruse graduate of the psychology department" wants.

Of course, in order to break through to the top, a businessman needs extraordinary abilities. Either this is the same strange person who exudes ideas that no one can keep up with; or it is a strong personality, capable of imposing its will on the environment.

If a manager is a creative, ambitious person and he is sure that the business he has created is unique, that it is a work of art, then he often requires a HR specialist to develop no less unique technologies, say, personnel recruitment. Such leaders seem to live in a different dimension. The HR manager finds himself in the situation of an engineer who was ordered to build a bridge, but not an ordinary structure according to the laws of strength materials, but something unusual according to the laws of quantum mechanics.

When interacting with a leader of a strong-willed type, other difficulties arise. Such leaders change staff too often, and the HR department cannot meet their needs either in terms of efficiency, or as new specialists, or in the same tough attitude towards personnel. But the personnel officer cannot be tough, he must always observe a compromise between the iron installations from above and rather gentle treatment of the staff.

It is practically impossible to convince such a “strong” leader - he is hampered by his inherent heightened sense of his own importance and absolute rightness. As a rule, those leaders who have risen to the top without anyone's help, sometimes without having received a good education, become “strong-willed”. An educated person speaks the language of arguments. And the one who “broke through”, proving to himself and to others that he can do something, considers this a sufficient reason for others to obey him unquestioningly. He acts according to the principle: “If you are so smart, then where is your money ?! And if you haven't earned that kind of money, then listen to me. " For these people, emotional ties with colleagues that have developed over many years of joint accomplishments are not important.

The easiest way for a personnel officer to fit into a structure headed by a “power” leader is to establish a good personal relationship with him. Although it should be noted, in a bureaucratic structure, this is practically unrealistic. Here relationships of devotion, loyalty, and finally, convenience for the first person are rather possible. So the head of personnel in such a structure, first of all, must honestly answer to himself the question: am I ready to become a cog in his mechanism?

Just a few years ago, the first head of the organization, creating a full-scale HR department, did not know exactly why he needed it, except for the selection functions, or did not understand all the consequences of its creation. Even the traditional personnel workflow was questioned, and it was believed that on the wave of "bourgeois romanticism" it would die out as a relic of the bureaucracy. Rather, such a manager intuitively understood the competitive benefits of personnel services, and often just wanted to demonstrate his “advancedness”. But today the situation has changed in large and advanced domestic companies. Here the first person understands why the personnel service exists. Taxes, seniority, keeping work books, working with the social insurance fund and so on are signs of reconciliation with bureaucratic reality, the adoption of the rules of the game with the state. Not just recruiting specialists in the labor market, but training in business technologies, motivating personnel, dealing with conflicts, forming or transforming corporate culture, measuring labor and organizational development of the company - these are the new features of the HR department that are needed today by the head of the company.

A modern top manager can accurately calculate how much he spends on the maintenance of personnel services and where these funds go. In such a situation, personal relations with the personnel officer are not important for him - everything is technologized, and there are technocratic relationships between them.

It was the “advanced” personnel officers who brought such words as “mission” and “strategic goals” into their companies. They were the first advisors and advisers to executives on this matter. Personnel officers, as a rule, are people who are interested, live, read books, go to seminars. Therefore, they are often the ones who introduce management best practices to personnel management. If the company does not have an extra $ 150,000 to invite some Price & Coopers to develop a mission, then the ubiquitous personnel officers are engaged in this: they either propose their own options, or organize a brainstorming session involving the entire management.

Unfortunately, in Russia, where a personnel officer wants to deal not only with personnel issues, but claims to be the organizational development of the company, the manager may be perceived as a threat. A competitive leader is more likely to try to get rid of such a specialist.

And once again about the crisis. The personnel service is being cut, and the salary is cut too. As a rule, only one person remains in the personnel department - the manager, if, of course, he knows how to do everything “with his own hands,” including dismissing employees.

During a crisis, executives often hide their eyes from HR. Why? Because an unpopular program is being carried out in relation to personnel: layoffs, salary delays - and all this falls on the shoulders of the personnel officer.

In my opinion, a company should definitely strive to have a recognizable name or be associated with something famous. Of course, name promotion costs money, but it always pays off. The company becomes attractive to highly qualified specialists. It's a well-known fact: when you talk to a candidate who goes to a company with a name, you find out that he believes that it is good to work there. The consequence is more trust in the company, less search costs with better quality of candidates.

In general, the first persons are very difficult to persuade. There are few people among them who are willing to listen. On the other hand, one must always match the first person. As a rule, the HR officer solves the simple problem of survival and adaptation in the company. You can only allow yourself to realize some super-task by taking a higher position. Otherwise, the personnel officer leaves with his head held high and an empty pocket.

Experience shows that in the upper echelons of large companies, a democratic leadership style is extremely rare, and authoritarianism is more popular there. Accordingly, a personnel officer who seeks to establish relations with the first person of the company must have a certain flexibility, the ability to adjust, as they say, from below. Such people should not have pronounced ambitions. They should forget their "I", putting the efficiency of communication first.

I think that if the personnel officer is a good psychologist or, in general, an open, sincere person, capable of effectively establishing communication, then he will find a language with any top manager.

3 THE ROLE OF HR SERVICES IN COMPANY MANAGEMENT

3.1. Formation of the personnel management service

How to properly approach the creation of a modern HR department and make the work of the HR director effective?

The company is developing, more and more time and effort are taken from the director of strategic issues. But at some point, he notices that the number of employees has increased several times, and the financial results leave much to be desired. Upon careful analysis of the situation, the manager discovers that the company's performance problems are understandable.

The fact is that:

The search and selection of employees for the company is carried out not on the basis of plans for its development, but upon the emergence of a “burning” vacancy;

The rules for promoting and moving employees have developed spontaneously and have long been outdated;

Adaptation of new employees is not carried out;

Personnel qualifications do not correspond to the level of tasks to be solved, and training is not carried out;

Labor remuneration does not depend on the results of work.

After such an analysis, the director has a feeling of complete uncontrollability of an overgrown colossus, day after day absorbing capital and not giving a return. "How many parasites am I paying money in vain?" - he is horrified. And it is at this moment that the salutary thought arises in my head to restructure the personnel service, to find a person who will manage personnel at a modern level in the same way as a technical director of production.

Of course, in each specific company, the HR service (personnel management service) is created in a unique way, but the process of its formation involves a sequence of mandatory steps.

The first step is to consider the development prospects. The work of a modern HR department should ensure the growth of the company's efficiency. Therefore, the general director first of all needs to clearly outline the prospects. Will it be an entry into new markets with a corresponding increase in staff and in what time frame - within a year, two or three years. Or a significant expansion of the network of branches in the regions is planned and specialists in the field will be required.

Step two is deciding what to delegate to the HR director. At first, the CEO is unlikely to delegate the HR director to make decisions on all issues related to personnel management. And there are a number of objective and subjective reasons for this. Objectively, the new HR director needs time to get used to it, and the CEO needs to make sure of the right choice of a specialist. Subjectively, many CEOs find it difficult to delegate something. For a long time they followed their favorite rule: if you want to do well, do it yourself. Therefore, the trial period for a top manager can drag on forever. And the real functions and powers will not be transferred to him. Without this, it is impossible to build a modern HR service. The study showed that the effectiveness of the HR service in modern Russian companies depends primarily on the perception of it by company leaders (see Table 1).

Table 1. Research results

How to correctly define the tasks and powers of the future HR director? When addressing this issue, one should proceed not from an abstract list of possible functions, but from the primary tasks of the company. The director needs to establish what he expects from the work of the director of personnel management. What results he wants to get and how he will evaluate them. Otherwise, it is better not to waste energy and money looking for a new top manager.

By creating a personnel management service, the head sets the rules of the game (delegates a number of functions to the HR director). The rules have been introduced, you have to play by them. If the first person violates his own attitudes and the results of the work of the personnel management service for him to correct actions (they are not included in the system for evaluating the work of the entire company, do not form the basis for making strategic decisions), then the service, no matter how technologically it would be built , will die. Perhaps it is these realities that give rise to many myths and misconceptions about the role of the HR director and his service in the company.

Step three is finding a director. There are formal and informal requirements for such a specialist. Formal: relevant education, work experience and references from a previous job.

- Education: The most common HR directors are lawyers, psychologists, and philologists. They, as a rule, have professional training - annual courses in the specialty of HR-manager (at least 1000 hours).

An experience. Education alone is not enough for a top position. Work experience in a similar position of at least 3, and preferably 5 years, is required. Not necessarily all this time the candidate had to hold the post of HR director, let's say gradual growth to this position. What's even more valuable.

Recommendations. They need to be checked. Moreover, not formally look at the submitted papers, but instruct the security service to collect information about the reasons for the candidate's departure from the previous company, about how he worked there. This is not so difficult to do. There are few qualified HR directors in the labor market, and when they move from company to company, this event is noticeable in the HR environment. Colleagues all understand who, how and why left and whether there was a conflict at the previous place of work.
Informal requirements stem from the specifics of the position of the HR director. The HR director should be a buffer between the CEO and the company's staff. His task is to protect the director from ordinary, current problems and conflicts and, as far as possible, solve them at his level. And only in case of insufficient authority to bring problems to the top manager. Hence the requirements of stress resistance and flexibility for a candidate for such a position. He must also be able to listen and hear people, to understand what is the reason for certain actions in a particular situation.

The HR director will have to put the CEO's policy into practice. Therefore, he must be able to defend his position at the stage of project discussion. But as soon as the decision is made, "to salute" and regardless of whether he agrees with the decision or not, to carry out the line chosen by the CEO. And to do it so as not to damage the reputation of the leader. Therefore, the future HR director must be super loyal in relation to the company in which he is going to work, to be able to control his emotions.

Step four - introducing the director. The task of adapting an HR director rests entirely with the CEO. He must describe to the new employee the internal situation in the company, introduce him to the circle of other top managers, introduce him to them and make sure that no conflicts arise in their environment.
Of course, the arrival of a new employee causes tension in the psychological climate of the company. The nervousness of the atmosphere depends on how well-balanced and professional the actions of the HR director are. And this is an additional opportunity for the head of the company to be convinced of the correctness of his choice.

Step five - development of an action program. In accordance with the company's development program and the voiced expectations of the management regarding the results of the new service, the HR manager builds a plan for working with personnel. The manager must assess the adequacy of the program and understand what decisions the HR director will make when moving along this path, and which he should better leave for himself.

The criterion for delimiting areas of responsibility is most often the cost of a solution. In particular, this concerns the approval of a remuneration system or a training plan for employees at open trainings and courses. And it does not mean at all that the HR director will not be able to influence these decisions.

If we are talking about a personnel training plan for the next six months, then, on the one hand, the results of the assessment activities should be presented. It is necessary that the report clearly describes that such and such skills are absent, but they are needed by such and such employees, therefore such a program and such trainings were chosen. On the other hand, an analysis of the market for services in the field of training should be presented: a breakdown by company (such and such firms conduct these trainings, prices such and such, based on the optimal price / quality ratio, this company is selected). In addition to justifying why something is being done, the HR director should clearly describe what the company will receive from these events and how soon.

Step six is ​​creating a service. In the old days, one HR department differed from another only in the number of employees, which depended on the size of the organization. HR-services of modern enterprises can be roughly divided into three groups.
Conservatives. They work in the old fashioned way, perform the technical functions of personnel records management.
Moderate innovators. Along with HR administration, they perform separate functions for human resource management: recruitment, certification of employees and the formation of their training program. A psychologist sometimes gets on the staff of the personnel department, and then this unit deals with the socio-psychological microclimate in the team.

Innovators. They are actively introducing advanced personnel technologies. Recently, large companies have even created an independent structure, the Center for Personnel Assessment, Development and Training, which works not only with its own employees, but also conducts open and corporate trainings for other firms. This allows the division to be made not only self-supporting, but also profitable. With a large number of employees, each HR function can be performed by a separate unit within the HR department. But in a real situation, at the moment of its organization, far from all functions are realized.

3.2. Targets and goalsHR-services in the corporation

In the past, the HR department (in our country), at best, saved the organization's money by filling out all the paperwork correctly in order to protect the company from litigation with employees. The HR function must now be profitable for the firm by making it easier to implement its strategy.

Thus, the main goal of the activities of personnel management services in modern organizations is to “bring profit to the company”.

Western theory says that the HR service has the following goals:

Providing the organization with well-trained and motivated employees;

Effective use of the performance, qualifications, practical experience and skill of all employees in the organization;

Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;

Systematic communication to employees of the organization's policy and its own policy of personnel management services.

HR management is needed, ultimately, to focus the efforts of employees on the implementation of the planned strategies of the company; ensuring the effective use of the intellectual and physical capabilities of employees, the realization of their potential; to promote the strengthening of labor relations in a spirit of cooperation and improve the moral climate in the team.

Since only fruitful joint activity of the team guarantees the success of the company, the ultimate goal of working with personnel is to maximize the convergence of the expectations of the company and the interests of employees.

In general, the system of goals for personnel management can be considered in two ways. On the one hand, it must answer the question: what are the specific needs of workers, the satisfaction of which they have the right to demand from the administration. On the other hand, the same system of goals should also answer the following question: what goals for the use of personnel is set by the administration and what conditions it strives to create for this.

Obviously, the effectiveness of personnel management depends on the extent to which these two groups of goals are consistent.

So, from the point of view of the employee of the enterprise, the block of social goals can be represented as follows (Fig. 1):

Experience has shown that the activities of HR services cannot be reduced to that very limited set of actions that were traditionally performed by HR departments in Russia. The new approach to HR management is complex. Western enterprises have long been operating unified personnel management services that perform the whole range of functions to rationalize work processes and personnel management processes.

Such an integrated approach to the personnel management service in the organization leads to the fact that they begin to expand the range of their functions from purely personnel (formation, selection and placement of personnel) to a wider range of issues, including not only personnel policy, but also personnel motivation, remuneration employees, reconciliation of the interests of employees and the company, etc.

In a broad sense, the functions of the HR service are a branch of the general policy of the company, one way or another related to the human factor.

Consider the classification of HR functions in an organization:

Subsystem of working conditions:

compliance with the requirements of psychophysiology

compliance with the requirements of technical aesthetics

occupational health and safety

organization of production processes, analysis of costs and results of labor, establishment of the optimal ratio between the number of pieces of equipment and the number of personnel.

Subsystem of labor relations:

analysis and regulation of group and personal relationships

analysis and regulation of management relations

management of industrial conflicts and stresses

socio-psychological diagnostics

adherence to ethical standards of relationships

management of relations with trade unions.

Subsystem for registration and accounting of personnel:

registration and accounting of admission, dismissals, transfers

information support of the personnel management system

vocational guidance

employment provision

Personnel planning, forecasting and marketing subsystem:

development of a personnel management strategy

analysis of human resources

analysis of the labor market, planning and forecasting the need for personnel, organization of advertising

personnel planning

interconnection with external sources providing staff for the organization

evaluation of candidates for a vacant position

ongoing periodic evaluation of personnel.

Personnel development subsystem

technical and economic training

retraining and advanced training

work with the personnel reserve

professional and socio-psychological adaptation of new employees

Subsystem for analysis and development of labor incentives:

Rationing and tariffication of the labor process

Development of wage systems

Use of incentives

Development of forms of participation in profit and capital

Labor motivation management

Subsystem of legal services

solving labor issues in terms of legal standards

coordination of administrative documents for personnel management

solution of legal issues of economic activity.

Social infrastructure development subsystem:

catering

housing management

development of culture and physical education

health and recreation

management of social conflicts and stress

Subsystem for the development of organizational structure of management

analysis of the existing organizational structure of management

design of the organizational structure of management

development of staffing table

building a new organizational structure of management

This classification provides an exhaustive list of functions attributed to the HR service in terms of a new approach to HR management. However, the set of certain functions of the personnel management service in different companies is different, since usually each manager chooses those elements that, not his opinion, are better suited to a particular situation (the size of the company, the specifics of its activities, etc.) and seem to him useful for the successful operation of the organization. But despite all the differences between organizations, there is a standard set of HR services, which together represent the personnel policy of the firm. Let's take a closer look at these functions.

Workforce planning - which includes:

assessment of available resources (i.e. analysis of the content of work and having a staff)

assessment of future needs (forecast of internal and external labor supply and labor demand)

development of a program to meet future human resource requirements based on the correlation of internal and external labor supply with demand and the company's development strategy. For correct forecasting, it is necessary to take into account the average staff turnover, natural retirement (death, retirement, etc.) and other factors.

Hiring staff is creating a pool of potential candidates for all positions

Personnel selection - evaluation of candidates for a job and selection of the best from the reserves created in the course of recruitment.

The main assessment criteria include: professional, educational, organizational, and then the personal qualities of the candidate. In this order, because otherwise the firm runs the risk of hiring a great person, but a bad specialist.

The main selection methods include testing, aptitude assessment and interview.

4) Determination of wages and benefits - development of the structure of wages and benefits in order to attract and retain an employee.

At this stage, it must be remembered that salary is a monetary reward for work performed and plays the role of a decisive argument for many workers. The salary structure is determined by the level of salary of competitors, the conditions in the labor market, the productivity and profitability of the organization. It should be added that today the system of additional benefits is of great importance for employees. Benefits can include: profit sharing, payment in promotions, payment of vacations, etc.

Adaptation is the introduction of hired workers into the organization and into all its divisions in order to understand what the organization expects from them and what work in it gets the deserved appreciation.

The main goal of adaptation is to bring the personal knowledge, experience and values ​​of the employee into line with the values ​​and traditions of the organization, to teach him how to deal with a particular firm. Adaptation takes place through formal and informal channels.

Training - development of programs for teaching labor skills to effectively perform work.

Training is necessary to maintain high labor productivity of all personnel and individual workers in the event of admission to a new position and in case of insufficient qualifications. In order for the training programs to be effective, the HR service, together with the senior management of the company, must create an appropriate climate conducive to learning: encouraging students, support from teachers, etc.

Assessment of labor activity - development of methods for assessing labor activity and bringing it to the attention of employees. Assessment of labor makes it possible to assess the quantity, quality and intensity of labor.

Today we can talk about two types of personnel assessments, the methods of which are directly related to the attitude to the employee of the company as a valuable resource: the first is the assessment of personnel when hiring, the second is the assessment of personnel performance (this is the most difficult part of personnel work that requires higher qualifications and managers of the company and from specialists of personnel management services).

The main requirements for the assessment are the requirement of objectivity on the part of the assessor, and for the personnel management service - the development of competent procedures and technologies for personnel assessment.

Assessment of personnel allows you to study the degree of preparedness of an employee to perform exactly the type of activity that he is engaged in, as well as to identify the level of his potential opportunities for assessing growth prospects.

Assessment of labor and personnel are integral elements of such a widespread personnel activity as attestation.

Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must:

Develop a methodology for moving an employee from a position of greater or lesser responsibility

Develop the employee's professional experience by moving to other positions or areas of work (in other words, HR services are engaged in planning the career of employees).

Using these classifications as an example, I wanted to show that today there is no single, strictly defined view of the functions of the HR service in an organization. As already mentioned, enterprise managers rarely use theory in its pure form, but, as a rule, adapt it to the conditions of the functioning of a particular organization. However, the results of the study showed that despite all the inter-company and intercountry differences in the field of personnel management (in two firms of the same industry of the same country you will not find two documents that are similar in form and content regulating the activities of the HR service), they all profess a common ideology and methodological the basis of personnel work.

According to a study by the American Society for Human Resource Management, the following HR functions are the most time-consuming (in descending order):

Solution of personnel problems (selection, orientation, personnel assessment)

Determination of compensation and benefits

Training, professional development

Labor Relations

Other activities

Depending on the size, stage of development and strategic plans of the enterprise, individual functions of the personnel service may become more relevant. For example, entering a new market will require massive retraining of employees. For companies expanding their network, it is of paramount importance to attract a large number of qualified personnel. It is important for steadily developing companies to work with a talent pool, improve the professional level of specialists, carry out internal rotation, otherwise employees will sit in one place, which does not contribute to the growth of labor productivity

3.3. Strategic roleHR-service

To be successful, HR, along with other business units, must perform a range of functions, from providing basic operations to strategic planning. There are many “models” out there that outline the most important areas of work for the average HR function. The most famous of these is undoubtedly the “four sectors” or “business partnership” model proposed by Dave Ulrich of the University of Michigan. However, as effective as this model is, it does not define the role of strategic planning. As an alternative, I propose the “Five Levels of HR Contribution” model (see Figure 2), which, in my opinion, better describes all levels of HR function.

The “work” of HR managers can be clearly divided into five levels, from operational to strategic.

Each department for personnel management must ensure that employees are provided with the necessary information, answer their questions, and also fully perform all current tasks at the operational level. Most experts will agree that these are the long-known and simplest HR operations:

work with documentation related to the recruitment of new employees, registration of movements and layoffs of personnel, maintaining payrolls, etc.;

advising employees on labor legislation, HR policies of the company

In addition to carrying out basic operations, most HR services are responsible for maintaining staffing levels. The second level of functioning covers many standard areas of responsibility of the HR service, in particular: staffing, compensation and benefits, relationships in the team, staff training. Each functional unit of the HR department, although it interacts with others, has its own goals and objectives and provides some services on its own. At this level, for example, are carried out:

development of standard procedures and policies for staff expansion, staff training and development, compensation and benefits;

conducting primary personnel reporting.

At the third level, the activities of the HR service are included in the range of activities planned within the company as a whole, and are mainly focused on tactical tasks. One of the main goals of any company is to increase productivity, therefore, to achieve this, the efforts of all departments must be coordinated. The task of the HR service is to increase or maximize the productivity of all employees.

In order to directly influence labor productivity, parameters are needed for its assessment and specific measures of influence on it. In addition, organizational solutions are needed to help stimulate (or even force) the various functional units of the HR service as a single team to work towards this goal.

Improving overall productivity requires HR managers to develop initiatives to continually increase the dollar equivalent of the cost of labor while maintaining or decreasing the average cost of labor per unit of output.

At the third level, the functional responsibilities of HR departments include the identification of all factors affecting labor productivity, and the development of measures to manage them. Unfortunately, a typical situation is when none of the HR departments even sets such goals for themselves.

Here are some “non-traditional” HR features that are added at this level:

development of tools and strategies aimed at retaining key employees;

transfer of employees to departments that have a greater impact on the achievement of business results;

development of systems of non-material incentives and employee recognition;

measurement and analysis of the state of labor resources;

coordination of knowledge management efforts.

The fourth level is a significant transition point, beyond which the work of the HR department begins to make a strategic contribution to the success of the entire company. Strengthening competitive advantage requires a focus on ensuring that every core HR program and every HR service is the best of its kind (versus competing companies). At this level, efforts focus on the components of the external environment, while all previous ones focused exclusively on internal processes. Rather than just keeping track of what competitors are doing, at the fourth level, it is important to identify (and take advantage of) the weaknesses and weaknesses in the performance of competing companies. Until now, only a select few, elite companies have funded the activities of HR services at this level. Typical actions aimed at developing competitive advantages include:

analysis of HR programs in competing companies;

planning the number of employees and forecasting labor productivity;

creation and development of a positive image of the company as an employer;

competitive intelligence.

At the fifth level, the most difficult work is carried out, ensuring the strategic contribution of human resources to the company's success. Efforts at this level go far beyond simply affecting worker productivity. Here it is necessary to tackle strategic business problems in areas such as the development of new products and services, improving their quality, improving services for customers, as well as improving the company's position in the market. Few companies achieve this strategic level of human resource management, and most of them belong to a “culture of productivity”. Typical activities of HR services aimed at solving strategic problems of the enterprise and finding new opportunities are:

inclusion of HR managers in business development teams;

consultations by HR-managers of specialists in the field of design and development of new products and services;

analysis of the impact of the quality of workforce management on innovation processes and on the time required to bring new products to markets;

formation and development of a “culture of productivity” in the company;

participation of HR departments in the processes of mergers and acquisitions of companies.

The final issue to address when defining the strategic role of HR is the historical focus on cost reduction. This is an important aspect of the HR function, but there are several good reasons to shift the focus from cost cutting to increasing returns and increasing revenues.

Every large corporation seeks to increase its profits, but in striving to achieve this goal, it is important to understand that there are two parts to any equation for calculating profits: income and costs. An enterprise can increase profits by reducing costs or by increasing revenues (raising the price of a product / service or increasing sales). HR departments have traditionally focused on the cost-cutting portion of the formula, perhaps because it is relatively easier to reduce labor costs.

Unfortunately, formal reductions in personnel costs can be detrimental. The prevailing HR practice of “under-accounting” is the main reason that HR departments are not able to influence the increase in employee productivity. "Incomplete accounting of expenses" means that their general list does not include additional costs associated with poor organization of the production process, since such "unpredictable consequences" are not directly related to the activities of the HR department. Here are some obvious examples of questionable cost savings and “under-accounting”:

hiring low-skilled workers in critical situations. This is significantly cheaper than hiring highly skilled people, but can negatively affect product quality and innovation processes;

replacement of highly productive workers requiring higher wages with cheaper, albeit less efficient ones. Ultimately, this leads to the need to hire significantly more employees to maintain the same level of production;

ignoring the average market level of labor costs and “underpaid” workers. Ultimately, this hinders the recruitment and retention of the best people;

replacing the average cost of education with a cheap one. This leads to an increase in the number of errors and a decrease in the level of labor safety.

As you can see, an arbitrary decrease in personnel costs without simultaneously monitoring the impact of such a decrease on income and productivity leads to negative consequences. In fact, any accountant can cut costs with their eyes closed, but it takes a true productivity specialist to realize that formal cost cutting and underreporting can actually have a significant negative impact on business success.

The strategic goal of the HR department should be to increase income and productivity while maintaining (or reducing) the level of relative labor costs. When faced with a choice between increasing revenues and cutting costs, top managers invariably choose to increase revenues. Because when doing business in a competitive market, an increase in income comes from improving the quality of products and services, and this is a long-term competitive advantage. Careless cuts in personnel costs can increase short-term profits, but profits can decrease in the long-term. In addition, it can harm your competitiveness and image.

3.4. RoleHR-services in working with management personnel abroad

CONCLUSION

In modern conditions in the theory of corporate management, there is a significant change in the general paradigm of management. Today, personnel is considered as the main resource of the organization, to a large extent determining the success of all its activities and is one of the main resources of the organization, which must be properly managed, create optimal conditions for its development, and invest the necessary funds in this.

The results of studying the established management practice in various organizations operating on the Russian market show that most domestic enterprises focus their main attention on anything but personnel, and, thus, personnel as an object of management remains in the background. Therefore, it is not surprising that the personnel management services of most Russian organizations have a low organizational status, are not professionally trained and, in fact, are limited to performing only accounting functions.

Meanwhile, as not only foreign, but also modern domestic experience shows, it is the personnel that today is becoming a long-term factor in the competitiveness and survival of the enterprise. In the context of the instability of the Russian economy, the instability of the financial market, the outright weakness and underdevelopment of the domestic labor market for the organization, one of the most difficult, but at the same time vital and necessary tasks is the task of creating and ensuring the effective functioning of the HR service.

In this regard, there is an objective need to determine the viability of the existing human resource management service at the enterprise, assess the degree of its compliance with the constantly growing requirements in the field of personal management and strive to comply with these requirements.

Shareholders

Organization clients

Board members

Members of the Supervisory Board

In-house managers of the enterprise

Permanent skilled workers

All permanent employees (full-time)

Hired managers (directors)

Part-time workers

Temporary workers under an employment contract

Employees on the basis of civil law contracts (contract, etc.)

Employees of organizations that are part of a single corporate structure with the organization in question

Enterprise retirees

Third Party Interns

Employees of allied organizations closely related to the enterprise (transport police, school teachers, etc.)

Probationary workers

Persons who are not currently employed, but have not terminated their employment with the company (maternity leave, long-term leave without pay), or who have pensioner status, but continue to cooperate with their company

Potential candidates for positions (personnel reserve)

Employees of other enterprises of interest to the organization's HR department

Students of affiliated institutions or associated universities and technical schools

Students of other educational institutions enrolled in specialties within the scope of the organization

Potential audience for vocational guidance work

NS

Staff

Human resources

Objects of personnel management, personnel, human resources

APPENDIX 1

APPENDIX 2

LIST OF USED SOURCES AND REFERENCES

1. Mark A. Hugheslid, Dave Ulrich, Brian I. Becker Measuring the performance of the HR department. People, Strategy and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M .: « Williams» , 2007 .-- S. 304.

2. Dave Ulrich. Effective Human Resource Management: The New Role of the HR Manager in the Organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M .: « Williams» , 2006 .-- S. 304.

3. Pivovarov S.E., Tarasevich L.S., Maisel A.I. International Management. 3rd ed. - SPb .: Peter, 2006 .-- 656 p .: ill. - (Series "Textbook for universities").

4. Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - 670 p .: ill.

5. Rodchenko V.V. International Management: Textbook. Benefit. - 2nd ed., Stereotype. - K .: MAUP, 2002 .-- 240 p .: ill. - Bibliography: p. 234-235.

6. Organization of entrepreneurial activity: Textbook. manual for universities / Ed. prof. Gorfinkel, acad. G.B. Polyak, prof. V.A. Shvandara. - M .: UNITI-DANA, 2004 .-- 525 p.

7. N.O. Bordovskaya. Building a personnel service. Practical tools // Handbook on personnel management, No. 11, 03.11.2006.

8. Shekshnya S.V. Personnel management of a modern organization: Educational-practical. allowance. - Ed. 5th, rev. and add. - M., 2002.

9. 18. John Sullivan. Understanding the role of human resource management
in the context of the model "Five levels of HR contribution" // HR manager, no. 4, 2005.

10.www.hr-portal.ru

11. http:// hrliga. com/

12. Personnel management. 2008, No. 3 M.G. Labadzhyan, I.A. Kokorev

13. Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M .: Examination, 2000 .-- 512 p.

14. Bazadze N.G. Personnel management in the field of knowledge-intensive business: Textbook. - M .: Publishing house MAI, 2002 .-- 240 p .: ill.

15.E.A. Skriptunova, O. V. Surkov. Budgeting and planning in the work of the personnel service // Handbook of the personnel officer, No. 11, 25.08.2005.

16. A.A. Khachaturian. Human resource management in a business organization. Series "Personnel Management". - M .: Publishing house of LCI, 2008 .-- 272 p.

17. Kungurov A., Nesmeeva A. Modern personnel service // Director-info, No. 28, October 29, 2003.

Criteria for evaluation	Evaluation interval	Remarks
Term paper review Warmth of topic disclosure
Structured material
The volume and quality of the sources used
Work text design and speech literacy
Course project presentation
total amount
Satisfactorily
Unsatisfactory

1 Shekshnya S.V. Personnel management of a modern organization: Educational-practical. allowance. - 5th ed., Rev. and add. - M., 2002. - S. 33-34.

2 Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M .: Examination, 2000. - P.502.

1 Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. - p.54

2 Bazadze N.G. Personnel management in the field of knowledge-intensive business: Textbook. - M .: Publishing house MAI, 2002. - ill. - P.8-9

1 Levin B.A. and others. Human resources of the corporation: Strategy and management practice. Levin and V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total. Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. - p.56

Office in the USA and Japan Abstract >> State and law

... Principles management in the USA and Japan 2.1 Principles management in the USA ………………………………………… ..22 2.1. Principles... centuries world an experience ... principles organization: - Principle goals. Organization ... Principle elasticity organization... In determining tasks ... corporations ... companies ... service The main ...

The main information technology of automated systems of enterprises and authorities

Abstract >> Informatics

... world ... HR- "Personnel Management"; can be considered as an independent task ... an experience ... tasks with their full integration at the level of a single database and compliance principle... "Duty service"; - ... the main resource organization ... corporations... For such companies ...

Development of a new method for assessing candidates for the personnel reserve organization

Abstract >> Management

... organizations and staff services ... major tasks... Appointments to leadership positions of people raised in company... top managers corporations... Training ... Determining the need for innovation. Definition major principles and tasks a new personnel appraisal system. ...

In the light of recent economic transformations, the modern labor market has changed significantly. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work. It was then that HR-specialists ("heychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.

Each person, when applying for a job, goes through such an instance as the personnel department. Since Soviet times " personnel officers"they were filling out work books, keeping personal files, writing job descriptions, issuing passes, etc. It was enough for such a specialist to understand labor legislation and office work, while there was no question of finding and attracting personnel.

However, in the light of recent economic transformations, the modern labor market has noticeably changed, which is why the personnel management system has changed in many organizations. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work.

It was then that HR-specialists ("heychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.

What is an HR Specialist?

The abbreviation "HR" stands for "human resources", that is, "human resources". Thus, it can be understood that - this is an employee of the company, in general, responsible for the human resources of the enterprise: the formation of the staff, its development and motivation.

The formation of this profession began in the first decades of the 20th century, when American specialists drew attention to the importance of the human factor in business development. Over time, a separate area has emerged that considers methods of effective work organization and employee motivation. Gradually, this approach developed and had a significant impact on the views on the management of the company. By the 70s, a general concept of personnel management had developed, and full-fledged HR specialists began to appear.

Foreign tendencies in personnel management came to us after perestroika, when foreign companies began to operate in Russia.

A modern HR specialist can perform a wide range of duties:

• search, selection and assessment of personnel;
• selection of personnel policy for effective use of personnel;
• ensuring the staffing of the organization with workers of the necessary professions;
• organization of adaptation of new employees;
• organization of training and professional development of personnel;
• tracking the socio-psychological microclimate in the team;
• organization of personnel records and maintenance / supervision of personnel records management;
• certification of employees;
• staff development and training;
• development of a system of incentives and penalties for employees.

Positive result of activity " eicher"is expressed in the sufficient provision of the organization with qualified and responsible specialists who are highly motivated to work. In addition, the efforts of this specialist help to minimize staff turnover by creating a favorable climate and providing employees with comfortable working conditions, which is a difficult task nowadays.

Today specialists of this profile are in demand in training centers, recruiting agencies and organizations of any profile.

What qualities should an HR specialist have?

Modern HR specialist the enterprise must have the following knowledge and skills:

• possession of personnel management methods;
• possession of modern methods of personnel assessment;
• knowledge of the basics of office work;
• knowledge of business management principles;
• knowledge of labor legislation;
• knowledge of business ethics;
• fundamentals of labor motivation and personnel assessment systems;
• understanding of the foundations of sociology and psychology of management;
• confident possession of a PC (work with programs for accounting personnel at the enterprise);
• the ability to assess the competence of the candidate;
• the ability to plan your work;
• ability to work with test materials;
• the ability to resolve conflict situations.

Qualitatively fulfill your work for an HR specialist will help such personal qualities as:

• active life position;
• impartiality;
• communicativeness;
• leadership skills;
• personal motivation;
• a responsibility;
• resistance to stress and the ability to manage your emotions;
• patience;
• ability to work in a team and manage conflicts.

An HR professional should not just be the person who needs to be convinced that you are the right candidate for a certain position, but also someone who will be the mainstay of all hired employees.

Advantages of the HR specialist profession

Based on the list of professional qualities and job titles responsibilities of an HR specialist, we can conclude that the "eicher" must have legal, economic, and psychological knowledge. And all-round development is always useful, both at work and in personal life.

Every entrepreneur knows very well that "Personnel is everything!" Therefore, the demand for smart HR specialists is growing steadily every year, and the profession itself belongs to the category professions of the future.

Good HR specialists are not only in demand, but also have good incomes. Depending on the work experience and the number of staff under guardianship, their salary can vary from 10,000 to 100,000 rubles.

It should also be said that personnel officers are respected among the employees of the company. They are also appreciated by the management, of course, provided that the Eicher brings real benefits, and does not perform the work of an ordinary personnel officer of the Soviet era.

Disadvantages of the HR specialist profession

Daily interaction with people requires a lot of energy, patience and resistance to stress from the Eicher. Constant stress leads to neuroses and depression, which affects not only the general well-being of the specialist, but also reduces the efficiency of the HR specialist. But often you also need to pay attention to paperwork ...

It is worth remembering that this specialist has a great responsibility for work with human resources... The future success of the company largely depends on how the team will be formed, which means that the HR specialist will be responsible for the performance of all employees.

Sometimes you need to torn between the needs of the staff and the loyalty of the management. A typical example: the "activist" sees the need to stimulate employees, and the boss says that there is no money for this.

The first person whom the applicant meets at the stage of interviewing the company is the HR manager. Depending on the structure of the company, this can be an ordinary recruiter, a distributor, or a real manager.

What's the difference between recruiter and HR?

Almost every HR manager would consider it an insult to be called a HR manager. If they call him a recruiter, he will slightly grin. And if they ask what the difference is, he will give a lecture on what HR is and what its functions are.

HR stands for Human Rersource. Not Research, as most people think. Search is just a small fraction of what a HR manager does. Search and selection are also two big differences.

Rersource is the main word in this abbreviation. It is working with human resources, high-quality personnel management, prioritization, development of employees, drawing goals for them - the main tasks of a manager.

The role of ejchar

The role of HR manager in most companies is undeservedly relegated to the background. It is generally accepted that the business is built by the CEO, sales bring profit, and the staff comes from advertisements themselves.

In fact, advanced corporations have long recognized that HR should be aligned with the CEO and operations departments. This is due to the fact that the HR manager must clearly understand the company's strategy, know what kind of people are needed for work, what tasks are required.

The climate in the team, the mood in the workplace - things that seem insignificant, but take up to 30% of the efficiency of departments.

Business attitude

Almost 85% of employers ask candidates for the role of HR manager the question: HR - manager - who is this? And many people hear the answer that this is an employee who should do good to people and help them find a job. No matter how rude it may sound, an employer should not hire such employees.

The HR position is clear and understandable, he is the right hand of business. Without a clear understanding of what the company wants to achieve, what are the development plans and the strategy for their implementation, there will be no quality selection.

A true HR manager is a tough, sometimes tyrannical businessman. You need to be able to combine humanity with toughness. In an effort to be good and kind, fearful of rejection, many recruiting staff never grow beyond average recruiters. In order to learn how to develop personnel and help the company achieve global goals, you need to have will and determination, and to consider the company's goals as your own.

Responsibilities

The HR manager must fulfill responsibilities by 120% or more. With his position, there is no concept of a normalized work schedule, thoughts are always busy looking for the best solution.

The job description of an HR manager is different for each company. However, the main points will always be about the same. The HR manager should:

• Study the labor market to find candidates for the required vacancies.
• Navigate the regional market if necessary.
• Establish relationships with professional educational institutions and universities to conclude agreements on attracting students to practice with subsequent employment.
• Notify central centers, educational institutions about available vacancies and staffing needs.
• Evaluate candidates based on the qualifications, business and personal qualities of the applicant.
• Organize certification events for company employees.
• Conduct certification activities and analyze their results.
• Work on the formation of a personnel reserve. The basis for the formation of a reserve can be the results of appraisals, selection, analysis of responses to resumes, personnel rotation, the results of training individual employees or internships in relevant positions.
• Participate in reorganizations and personnel reshuffles, organizational structure of the company.
• Develop and implement various activities aimed at managing the number of employees.
• Analyze the work of the staff, suggest ways to improve the quality of the work of the staff.
• Develop and implement motivational programs for personnel of all levels.
• Develop career maps for employees, implement them together with management and staff.
• Conduct long-term planning for the development of employees, analyze the results and recommend measures to improve the quality of personnel to the management.
• Provide consulting support to the management on personnel management issues.

Interaction with employees

HR manager is a multi-tasking position, in addition to the above duties, he has a list of additional important functions:

• help employees by answering their questions about the prospects for their personal and professional development within the company;
• select personnel within the time frame agreed with the customer (direct supervisor or head of a department or department);
• use modern and non-standard methods of search, selection of personnel;
• to adapt new employees to work in the company, accompany them throughout the trial period;
• receive periodic feedback from the manager on the passage of the probationary period by the employees;
• receive feedback from management on the work of employees, their interaction with the team;
• maintain contact with all employees of the company to provide feedback to the management, inform about the tasks set, objectivity of the attitude of immediate managers;
• develop a system for assessing the personal and business qualities of employees;
• submit reports to management within the agreed time frame;
• comply with the laws of the Russian Federation and adhere to them in matters of search and selection of personnel, preparation of vacancy announcements, interviews.

Personal and professional competencies

Many employers believe that HR is a HR officer. The functions of filling out personnel documentation and issuing certificates are shifted onto him, and a pack of vacancies that must be closed are given into the load.

Unfortunately, most of the people in the HR department do not know the tools that a professional HR manager owns. Approaching the issue of finding an employee for a vacant position, the personnel officer, more often than not, misses personal moments - whether the candidate will fit into the department, whether he will be able to work in a team. Whether his career goals align with the values ​​of the company.

Core competencies

HR manager's competencies:

• Understanding the goals of the company, sharing them.
• Empathy (ability to empathize). It must be dosed, otherwise the HR will not be able to refuse unsuitable candidates and will quickly "burn out".
• Result orientation.
• Ability to provide only necessary information.
• Ability to see and hear a person. Often this competence is confused with the ability to “read like a book” of one's counterpart. As practice shows, in this case, the judgment about a person is more based on stereotypes.
• Stress tolerance.
• Analytical thinking.
• Strategic thinking.
• Ability to manage talent.

Personal qualities

The personal qualities of the HR manager should help him in working with people. Too much sensitivity, weakness, short-sightedness will not allow the employee to perform the duties assigned to him in a quality manner.

Qualities of an HR manager, useful in his work:

• sociability;
• impartiality;
• active life position;
• adaptability;
• strategic thinking;
• ethics;
• self-control;
• self confidence;
• stress tolerance;
• attentiveness;
• conscientiousness;
• creativity.

HR rights

The HR manager's responsibilities and rights are equally important. The HR manager has the right to:

• receive information from senior management about plans for the development of the company in order to formulate a reserve and a strategy for personnel search in advance;
• attend management meetings related to changes in personnel policy;
• participate in discussions of issues related to the personnel management system;
• make suggestions for talent management;
• interact with all employees, request the necessary information to perform their direct duties;
• manage the workflow associated with his direct activities;
• inform the head of the structural unit or your direct manager about the difficulties arising in the process of selecting an employee for a position;
• track changes in the labor market.

Required skills and knowledge

In the work of a hichar, it is necessary to use a large number of modern progressive instruments. Considering what an HR manager does, this knowledge needs to be constantly refreshed and supplemented.

Important skills:

• knowledge of labor legislation, the basics of sociology;
• the ability to conduct business negotiations;
• literacy;
• possession of tools and methods of personnel assessment, the ability to analyze their effectiveness;
• ability to organize;
• planning, skills of high-quality time management.

Where to apply talents?

Consider what the actual work consists of. The HR manager most often acts in the office and meeting room. Most companies need such employees. Functionally, it can refer to both the personnel department (department) and the operational department. Companies in which cooperation between the operational and the personnel department is established, estimate the growth of their profitability and efficiency by 12% (the data relate only to the performance indicators of employees as a human resource).

Also, HR specialists attend conferences and meetings at universities. Such meetings take place regularly, however, the frequency is regulated by the holding of job fairs in the institution itself and the need for young personnel in the company.

People management

An HR manager is, first of all, a huge responsibility. Responsibility to business, to personnel. A professional employee will never leave a half-finished employee development map. The thirst to improve not only himself, but also the employees of his company is fully inherent in HR.

The HR manager is the engine of the company. Understanding his goals and objectives, he supplies high-quality personnel capable of fulfilling the tasks set by the higher management. If the manager does not understand what kind of employee is needed, focuses only on the requirements, without taking into account the peculiarities of the culture of the company or the wishes for the personality of the employee, then the vacancy will be closed formally. The time interval between the submission of an application from the head of the department to the end of the internship and the acceptance of the employee into the ranks of the organization is reduced if the HR manager is able to capture the personality traits of the candidate, to compare them with the personality of the head.

An HR manager is an indispensable link in the structure of a large organization.

It doesn't matter what the position will be called - HR manager, HR, recruiter. The main thing is how the management understands this position and what powers it gives to the employee.

I received a specialized education at the Plekhanov Academy. But then the department of human resources management was merged with general management due to the lack of demand. And in general, HR training in universities is so-so. Therefore, they simply get into the profession from humanitarian universities. The best HR is those who have been a leader in their industry and realized that they are best at managing people.

How HR differs from an employee
personnel service

The HR department deals with documentation. Applies people for work, makes entries in work books, transfers to another position, writes reprimands. The HR service includes many other functions: motivation, training, personnel development, corporate culture and HR brand development. This is not work with pieces of paper, but with people, personnel management.

Depending on the staff of the company, HR is divided into different functions. In short, they can be described by this formula: attract, captivate and involve. In a company of 50 people, one HR manages everything, including paperwork. A company of 50 thousand people can have an entire HR department. Among them will be specialists in training, motivation, recruiting. But each of them will be called an HR manager.

About interviews

What shouldn't be done in interviews? Come in sandals with socks. Runet is overwhelmed with recommendations on how to behave in interviews. Everyone reads them, but then they make the same mistakes. On the other hand, sometimes even mistakes that seem fatal do not end up as such. In my career, there have been cases when people openly lied at an interview, they were caught, but they still hired them - and got an excellent employee. Nevertheless, I really do not recommend lying. All the same, everything will be revealed.

No one came to me in pink shorts, with a guitar or a dog. Everything was in moderation. Attention is paid to appearance if it is necessary for the performance of official duties. If a company is looking for a girl at the reception, then an attractive one. And if the CEO is looking for a receptionist, it might be an aged woman who will be the Cerberus at his door.

Questions regarding appearance, I usually ask head-on: “Your work will be connected with visiting a client. Are you ready to buy yourself a suit? " And if a person came all licked, then on the contrary: "Are you ready to go to work every day in this form?" Not everyone answers in the affirmative. Many admit that they are not ready.

In interviews, you generally need ask awkward questions to see how does a person behave in stressful situations

In interviews, you generally need to ask uncomfortable questions in order to see how a person behaves in stressful situations. My favorite trick is very quick and different questions, to which I look forward to a quick answer. For example, the question: "Did you make a profit at your previous job?" Everyone says yes. The next question: "How did the company manage to part with you?" Here either the person's brain turns on, or it is lost.

I also really like business games. They are attended by six to eight people who came for an interview. They split into teams and trade gems with each other. In the course of the game, the course of the gems is constantly changing, that is, the market situation. The task of each player is to maximize their own profits. After three minutes of playing, people forget that they have come for an interview. From them all the most interesting climbs. At one of the interviews, I really liked the personable young man. But after five minutes of the game, he started to swear at his business partners in the game. I had to give up the idea of ​​hiring him.

It was also the other way around. A neat little girl-sparrow in the game broke everyone on sales, and she did it intelligently and correctly. Such a little tank girl. It was impossible to refuse her.

I have never heard of a job seeker being driven to hysterics. Although once I had a similar case. They brought a boy to me and told me to take him immediately. I began to check him - and he acted as if he had a temperature of 39, was dumb in a terrible way. Then he admitted that he so wanted to get to work for us that he fell into a stupor. As a result, he was hired - and we did a great job with him.

About salary assignment

The salary of the new employee is planned before the announcement of the vacancy. Determine the average for the market and dance from it. The lower the position, the lower the fork of the possible salary. The salary of a seller in a grocery chain can generally be fixed. And, for example, a programmer has a wider fork and more space for bargaining. A company goes beyond the fork only if the candidate is very good.

About adaptation

Adaptation is a trial period or a little less. Usually this is a tour of the office, meeting colleagues, a welcome book. If there is a mass recruitment to a large company, they form adaptation groups in which people undergo trainings and play business games. MTS has a wonderful board game dedicated to their values. They make up the acronym JUST. All newbies play it.

A more advanced adaptation is mentoring. HR finds an employee who takes over the newcomer. In large companies, specially trained people are engaged in this.

If a new employee does not get used to the team, first you need to answer the question: does he need to interact with a large number of people? If the HR manager does not join the team, he needs to change jobs. And if the payroll accountant is not a big deal.

There are situations when a person is not nice to me,
but I have to maintain it and ask the management for it

If a person goes to work and realizes that his expectations did not coincide with reality, he should be released. If the newbie is good, you can offer him alternative options - another project or position. But if it didn’t work out, you shouldn’t be forced. I was such a newbie myself once. I came to a very good company. Everything was fine - the salary was good and the people were wonderful. But it did not work out in love - and that's it. And why rape yourself further?

There are situations when I don't like a person, but I have to support him and ask the management for him. If he's a good professional, my personal sympathy shouldn't matter.

About motivation

Maslow's pyramid has two laws. Until the need of a lower level is satisfied, it is useless to motivate a person at a higher level. If a person wants to eat, interesting work and love, then first of all he wants to eat. The second law is that when the need of the lower level is satisfied, its further fulfillment ceases to motivate the person. If we feed the employee well, and then offer to feed him again, but at the same time ask him to work better, it will not work. He will say: now provide me with regular feeding, variety and pleasant company at the table.

A pay raise is the best way to increase employee motivation for the next three months. After that, the performance will fall to the previous level, and the employee will again feel that he is underpaid. The desire of everyone to break up for the company is not bought, but won by a good atmosphere, recognition of merits, gratitude.

Salary is a hygienic factor that should always be there. And then more subtle spheres begin. The companies that work with them invariably win. A person at work has several threads: salary, employment contract, interesting tasks, favorite team, career growth, recognition. If any of these threads become thinner - for example, a salary during a crisis - others will keep it in the company. This was especially evident during the 2008 crisis. The wider the range of motivators a company covers, the less often employees leave it. And if a crisis occurs, such a company has a better chance of staying afloat.

A person at work is held by several strings: salary, employment contract, interesting tasks, favorite team, career growth, recognition

About raising wages

Employers are raising wages due to market influences. For example, in the near future the salary will jump and will grow steadily among programmers. The second option is when a person fizzles out, begins to leavish or asks for a raise himself. Usually, in response, the employer leaves to think. He comes back and says: this is how much I can pay you. This is where the bargaining ends. Instead of a salary increase, they may offer an additional day off. Or they decrease the fix, but increase the percentages. These tricky things win over many.

There are also situations of blackmail. A person writes a letter of resignation, at the last moment the management makes him a drop dead offer - and he remains in the company. But if a person went to blackmail once, then it will happen the second and third time. The credibility of such an employee falls.

They rarely raise salaries just like that, except in those companies where annual indexation is adopted. Nobody is surprised at the processing now.

About employee development

HRs either train themselves or organize training for employees. If you are offered a further education, this is an investment. In one large company, the clerk continued a contract for a very large sum and came to surrender to the management: "I did this, fire me." The management was surprised: “We have just invested several million in your training. Go to work". If you are sent to study, then they are definitely not going to be fired.

About HR brand

An HR brand is how a company is perceived by people as a place to work, how attractive or tough it is. An HR brand can be external and internal. External is how job seekers see the company. But since now the demographic hole and everyone is concerned about the quality and number of personnel in the market, companies are focusing their efforts on retaining those who already work for them. An internal HR brand starts working here. This is real marketing to sell the company to our employees. Every day, employees need to be reminded how great their company is, how it cares for them, what prospects it provides.

About dismissal

Upon dismissal, it is necessary to objectively explain the reasons. I have not had such cases when there was a risk of a person falling into depression. I have never seen such cases on the market as in the movie "Up in the Air", where a specially trained consultant conducts a psychological conversation with those who are fired because they can suddenly jump out of the window. In Russia, everyone is already accustomed to uncertainty, and dismissal is not a tragedy of a lifetime. Usually, everything was resolved during a conversation, to get feedback from a person, to agree on whether I was ready to give recommendations.

Usually there is no smoke without fire. Being fired for professional incompetence is never a shock. Shock happens during crisis situations, like in 2008. Then layoffs happened suddenly. I was personally out of luck then. The company where I worked was fired on a voluntary and compulsory basis. People were informed that if they did not write a statement now of their own free will, they would face three reprimands for being late. This has had a terrible impact on the HR brand. I couldn't do anything but serve as a vest for my colleagues.

In Russia
everyone is used to it to uncertainty, and dismissal - not a tragedy of a lifetime

Corporate events and fun

The funniest thing happens in interviews when you ask funny questions like "Why are sewer covers round?" The answers are the strangest. The second fun is the organization of corporate events. For all employees to have good fun, HR must do a good job. The funniest corporate party I had when I was still a student. It was New Years. I performed all possible functions, from ordering a country club to playing the role of Snow Maiden. It turned out enchanting. After the holiday, I had the feeling that this is one hundred percent my company and my beloved people. And on Monday I returned to work and found a bunch of tasks that had accumulated during the preparation for the corporate party. I quit a week later.

What a good HR specialist is

It is not necessary to know the Labor Code by heart. There are a lot of help systems where you can spy on. Oddly enough, half of my colleagues are misanthropes. Although good HR must love people. HR is the parent company of the company. In the office where HR is sitting, every employee should have the opportunity to come and have a heart-to-heart talk. Complain about the boss, knowing that he will not get anything for it. Cry in a vest. HR is such a full-time psychotherapist.

Especially appreciated among HR men. There are not many of them in the profession, but they are usually very successful. As a rule, men come to HR consciously. They differ from women in a more structured approach. They do not drown in the routine, but look ahead.

On violations of the law

HR systematically breaks the law when it comes to employee compensation. For example, upon dismissal, you must pay a certain amount of salaries. Naturally, nobody wants to do this. Dances with a tambourine begin. Let’s write on your own, or we will not give you recommendations. Or we threaten with reprimands. It's even better if the employees are on a gray salary. You can pay only the white part, which will total three thousand rubles. Nobody sues.

About new things in the profession

First, a new direction is "talent management." When people are viewed not as a resource, but as talents, trying to find the best use for everyone. Secondly, behavior analytics, big data. We try to digitize and analyze human behavior as much as possible. How KPIs are performed, what they write on the corporate portal, how many e-mails are sent per day. Google does the same. They then publish their research. For example, they found that women who returned from maternity leave became the most productive employees. The ability to quietly go on maternity leave increased their loyalty.

Third, "gamification". In some places, we turn work into a game in order to generate increased interest among employees. This is a combination of already known methods of non-financial motivation with IT.

Illustrations: Masha Shishova

HR specialist (HR) is a professional who deals with “Human Resources”, that is, “human resources”. He is the link between the management of the company, its employees and the labor market. Eichar works directly with people, selects the most suitable personnel, manages human resources to fulfill the strategic objectives of the company, develops a system of motivation, training and development of personnel, creates a favorable corporate climate.

Personal qualities

• High communication skills (HR communicates not only with job seekers during interviews, but also with all line managers)
• Basic knowledge of psychology (for effective interviews, competent recruiting and team building)
• Management and organizational skills (to manage personnel and ensure organizational development within the company's strategy)
• Knowledge of office work and workflow in the field of personnel
• Knowledge of labor laws

Where do HR specialists get their education?

In Russia, "personnel management" became an independent area of ​​training bachelors in the 90s. Basically, this specialization exists in the faculties of economics, public administration or management.

However, there are no strict barriers in the HR industry for graduates from non-core universities. For example, Russian practice shows that graduates of engineering and technical universities, specialists in business informatics, humanities, psychologists and, finally, former military personnel can become good HRs. In this profession, work experience and practical professional skills are extremely important.

Which universities train future HR-s

• 
  (m. University)
• (m.Yugo-Zapadnaya)
• (M. Vykhino)
• Moscow Technological University (MIREA, MGUPI, MITHT) (metro Sokolniki / Preobrazhenskaya Square)
• 
  (M. Serpukhovskaya / Dobryninskaya / Paveletskaya)
• Moscow University named after S.Yu. Witte (metro Avtozavodskaya)
• 
  (M. Mendeleevskaya)
• (M. Alekseevskaya)
• (M. Sokol)

Pros and cons of the profession

Pros of the profession	Cons of the profession
HR is a young industry in Russia. In the 21st century, it is experiencing a phase of rapid development and is in need of new specialists.	The role of HR in different companies is assessed differently. Sometimes it comes down to personnel records management.
In HR, salaries are rising rapidly. For example, a hiring manager in a new position can expect a 20 percent pay increase.	In a crisis situation, HR professionals may be at risk. If a company can no longer afford to engage in active recruiting, HRs, like office staff, will be the first to be laid off.
HR allows for the possibility of not only vertical, but also horizontal career mobility. This profession does not require a clear division of specialists by market segments, since the technologies of personnel management are the same for everyone.

Where to work for HR specialists

HR specialists will always find a place in companies with a clearly structured
HR structure and HR professionals. The best way is to start a career in an independent HR department of a large or medium company. Freelancing can be an interesting job option for an HR specialist. On the pchel.net exchange, remote work vacancies for HR manager are regularly added.

Also, HR specialists will come in handy in large companies with a high level of recruitment and a large staff and in independent recruiting agencies.

The salary of a beginner specialist in this area varies from 25 to 40 thousand rubles, and for an experienced one it can go up to 130-140 thousand rubles.