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Personnel policy of the enterprise defines the main approaches and methods of personnel management in a particular company. For the formation of the main directions of the personnel policy of the enterprise, as a rule, the personnel department and the top management of the company are responsible. The priority goal of the organization's personnel policy is to answer the question: what principles and specific tools will the company use in the field of personnel management.

Often the scope of personnel policy includes such processes as:

• Remuneration, system of remuneration and penalties
• Formation of a personnel reserve
• Rotation and internal promotion of personnel
• End of employment relationship

Factors influencing the formation of the main directions of the company's personnel policy.

There are a number of external and internal factors that are taken into account when forming the personnel policy of an enterprise.

External factors

Legal field. First of all, any personnel policy of an enterprise should not contradict the laws of the country in which it is applied. For example, in the Russian Federation, the labor code very clearly and strictly regulates the procedure for hiring, remuneration and dismissal of employees. Therefore, when developing a personnel policy, it is necessary to take into account the possibilities, practices and limitations of the current legislation. This can be a significant problem for companies that operate in different legal environments (different industries, regions, countries). In such international companies and large corporations, the HR department is faced with the dilemma of balancing global versus local approaches. On the one hand, the temptation is great to create a single set of personnel policies, on the other hand, the application and implementation of these policies encounters difficulties associated with the nuances of local legislation or accepted market practices.

For example, with a global approach to the development of the main directions of the company's personnel policy, there is an understandable desire to develop consolidated rules that will be applied regardless of the specifics and geography of the business. This allows the HR department to form a unified approach to certain issues of personnel management, which in turn creates the basis for a common corporate culture, greatly facilitates the task of personnel movement within the company and increases the degree of objectivity. The complexity of this approach lies in the fact that the practical implementation of global personnel principles and technologies may encounter the impossibility of their implementation within the framework of local legislation. A vivid example of this is the need to adapt policies in one way or another in such personnel areas as:

• Policy on equal gender or national rights and non-discrimination on any grounds

Labor market. Not unimportant factor in setting priorities in the formation of the main directions of personnel policy of enterprises are current trends in the labor market. Any company, entering the market, enters the struggle for personnel. In this war for talent, each company chooses its own strategy. Someone tries to keep up with trends in the labor market. Someone is trying to stand out. Someone is always on the catch-up positions. But the market and the expectations of employees often dictate their own requirements for the content of the personnel policy of enterprises. Therefore, it is so important for the personnel department in the development and implementation of the main directions of personnel policy to have a good idea of ​​​​what competitors are doing and to be aware of new methods and tools in the field of personnel management.

Technology. Recently, the influence of scientific and technological progress on the company's personnel processes has been more and more felt. Automation of production and office activities, digital reality is changing approaches in the field of personnel management every day, which in turn is reflected in personnel policies and procedures. A vivid example of this is the process of automation of personnel workflow, algorithmization of the process of selection and evaluation of personnel. The introduction of online portals provides opportunities for employees and managers to implement HR policies and procedures through digital applications without the direct involvement of HR employees.

Cultural differences and peculiarities. The main success in the formation of personnel policies and processes of the organization is measured by their ultimate effectiveness. And this seriously depends on how cultural differences and peculiarities were taken into account in the development of documents and approaches. As they say, what is good for a Russian is death for a German.

Internal factors

Goals and business model of the enterprise. The main objectives of the personnel policy of the enterprise should be directly related to the overall goals of the business and the chosen business model. After all, the human resource of the company is mobilized in order to ensure the achievement of these goals within the framework of a given business model. Therefore, the policies and procedures created by the HR department, in particular, are designed to explain to managers how they should act in order to increase the efficiency and productivity of employees.

Corporate culture. The definition of the main directions and content of personnel policy is also influenced by the corporate culture of the organization and the chosen leadership style. What may be encouraged in one company may be a reason for dismissal in another. In personnel policies and procedures, the company gets the opportunity to codify its norms and clearly explain to employees the norms of what is acceptable.

Also, in practice, examples are not uncommon when the personal qualities and preferences of a leader can be reflected in practices in the field of personnel management.

Tools for implementing the company's personnel policy

The main directions of personnel policy can be fixed in different ways:

• Oral agreement within the framework of the company's traditions (example: it is customary for an enterprise to issue bonuses to employees by March 8 or February 23).
• Written in the form of personnel policies and procedures (example: various regulations - selection, adaptation, training and development, rotation, remuneration and motivation, etc.).

The tools for implementing the personnel policy of an enterprise can be:

• System of fines and rewards
• and staff promotion
• The system of values ​​and norms adopted within the corporate culture
• Philosophy of leadership and .

The main areas and directions of the company's personnel policy

As a rule, in most large and medium-sized companies, the following areas of personnel management are regulated and prescribed in one form or another:

Selection selection and recruitment

Policies and procedures in this area usually cover the following issues:

1. How is an employee searched for an open vacancy?
2. What methods of selection, interviewing and testing are applied to applicants?
3. Who and in what terms makes the final decision on hiring a candidate?
4. How is feedback built with candidates?
5. What is the recruitment process for a job candidate?

Additional policies in this area are:

• (referral program).
• Policy for equal rights and opportunities in recruitment (non-discrimination regulation).

At the stage of registration of an employee, some companies include in the set of personnel documents:

Policy on the verification of the candidate's personal data (the so-called background check)

Employee Liability Documents

Introduction and adaptation of new employees

The main directions of the personnel approach in this direction, as a rule, are fixed in. Additionally, the processes of training, instruction and provision during a trial period can be prescribed.

Personnel training and development

The set of personnel policies in this area describes the processes and approaches of the company in the following areas:

Additionally, the processes of forming and distributing the budget for training, the procedure for selecting contractors for the provision of training and training services, assessing the quality and effectiveness of training can be regulated.

Assessment and certification of personnel

The main directions of personnel policy in the field of assessment or certification of personnel are reflected in the following regulatory documents:

• The main directions for improving the personnel policy of the enterprise

  Changing market conditions and new trends in the field of personnel management require companies to constantly improve their approaches to managing their human capital. What can be the sources of improvement of the personnel policy of the enterprise:

  • changes in labor market conditions
  • emergence of new technologies
  • a significant generation change in the management of the enterprise
  • change of business owner
  • various forms of restructuring and reorganization
  • new methods in the field of personnel management
  • feedback from company staff.

  I would like to talk about the latter separately. The involvement of the company's personnel in the optimization of the organization's business processes is not an easy task, but in case of success, it promises a lot of benefits for both top management and the team. This statement is especially relevant in the issue of personnel approaches. If the company's personnel policy is aimed at creating a comfortable working atmosphere and increasing productivity, then the team should be given the opportunity to express their opinion and wishes on how the personnel policy is implemented. By means of feedback, the HR department can obtain valuable information about how policies and procedures work in the field, which areas of personnel policy require adjustments and improvement.

  Feedback from employees can be implemented in the form of:

  • opportunities to express their suggestions to the HR department through internal forums and mail portals
  • publication of draft new policies and procedures in the public domain for discussion and suggestions from the team
  • invitation of team representatives to take part in the development of certain aspects of personnel policy
  • regular employee surveys.

  All these measures will create a two-way dialogue between the top management of the company and the team, increase the degree of involvement of employees in enterprise management issues and provide a better level of support and understanding to the personnel of the principles and main directions of the personnel policy of the enterprise.

In modern business, the personnel policy of an organization can have a significant impact on the efficiency of economic activity. Therefore, modern personnel specialists and employers need to understand well what types, types and elements of personnel policy exist, what it is, and how to apply them in practice in the most effective way. At the same time, improving the personnel policy in already established and operating organizations can also be an extremely relevant decision, so this procedure should also be carried out on a regular basis.

Human Resources Policy - what is it?

First of all, personnel policy is a set of principles, rules, methods and other standards established in the organization, in accordance with which work is carried out with employees and the process is carried out. personnel management. At the same time, there is no direct need to reflect the personnel policy in the organization in the documents. One way or another, it is present in one form or another in any enterprise where there is an employment relationship between the employer and employees. And it is easiest to consider this aspect of entrepreneurial activity on the example of the goals and objects of personnel policy, as well as the factors that influence its formation.

The main goal of personnel policy, respectively, is to create the most effective system for personnel management at all levels of the enterprise. Including - increasing labor productivity, reducing costs, creating an optimal microclimate in the organization, using suitable modes and systems of remuneration and taking into account many other nuances related to the staff of the organization.

The object of personnel policy is the personnel of the organization - personnel. It includes, first of all, the main, full-time staff of employees. However, depending on the specific enterprise and its personnel policy, its object may be partially or completely personnel working temporarily on fixed-term contracts, or even attracted using other mechanisms - outsourcing and outstaffing.

Factors affecting personnel policy

The personnel policy of any enterprise is influenced by various factors. It is influenced by both the external and internal environment. And in order to form effective solutions and improve personnel policy, it is necessary to initially understand these features of it. The factors of the external environment on which the influence of the organization is impossible or extremely limited include:

Internal factors influencing personnel policy include:

• Organization goals. Personnel policy should be formed precisely on their basis and be a tool for achieving them in their area of ​​responsibility.
• Management methods. The applied personnel management methods should be consistent with the personnel policy and be complementary.
• Human resource and its potential. A lot depends on the structure of the staff and even the personal characteristics of employees in the formation of personnel policy.

Based on the assessment of the factors influencing the personnel policy, its principles should be formed. Thus, the company must both take into account external factors and do everything necessary to reduce their negative impact on personnel policy, and manage internal factors in order to achieve its maximum efficiency.

The main directions of personnel policy

At its core, the directions of the personnel policy of the organization are consistent with the main areas of activity of the personnel department. At the same time, each area of ​​activity has its own characteristics, principles of implementation and characteristics, which should also be taken into account when forming a personnel policy. The very same areas of this aspect of personnel matters are as follows:

1. Personnel Management. The general management of employees is the primary direction within which the personnel policy is implemented. Regardless of its type and type, management should be based on the principles of meeting the needs of both personnel and the organization itself. on observance of the principle of equal achievement of both the goals of the organization and the goals of employees. This, in turn, will maximize management efficiency even if the organization has to partly sacrifice its interests. For example, giving employees a bonus will actually reduce a company's profits, but increase labor efficiency, which, in turn, can increase its income by more significant indicators. the interests of the organization at first glance may be weakened.
2. Search and distribution of employees. Personnel policy also addresses the issues of filling gaps in the state and its effective formatting. The main principles of this aspect are the correspondence of the volume of work to the capabilities of employees, the correspondence of the employee's knowledge to the requirements of the profession and position. In addition, the selection and distribution of employees should also take into account the individual characteristics and inclinations of each employee, as well as their practical experience.
3. Creation of a management reserve. An effective personnel policy always provides ready-made solutions in case of loss of valuable personnel. This aspect should always be based on the principles of competitiveness - selection of the best employees, rotation - change of positions and their interchangeability, training and evaluation - transfer of a position to those who have the necessary theoretical knowledge and practical skills and are ready to maintain high results.
4. Carrying out certification and evaluation of the effectiveness of labor resources. The personnel policy of the organization should include mechanisms for evaluating the effectiveness of employees. At the same time, the main principles of the evaluation aspect of personnel policy are independence, objectivity and professionalism. The assessment should be carried out by competent people who are not interested in the promotion of individual employees or, on the contrary, their stagnation. It is also necessary to provide in advance both the evaluation criteria and the estimated indicators for each specific aspect of the activity.
5. Staff development. With the effective organization of personnel policy at the enterprise, the process of developing its staff is constantly going on to increase its economic efficiency. Development operates on the principles of legality, self-development and justice. That is, it should raise the status of employees in terms of legislation, encourage their personal aspirations and be encouraged to an adequate extent by the employer himself.
6. Motivation workers and wages. This direction of personnel policy provides for the development of mechanisms for motivating workers and directly wage systems. At the same time, the main principles in this direction are the correspondence of the complexity of labor to its payment, as well as a uniform combination of positive and negative methods of motivation - the presence of both a system of disciplinary influences on employees and mechanisms for their remuneration.

Elements of personnel policy

Personnel policy cannot be implemented without a certain range of tools that will be applied within the framework of personnel management. At the same time, the range of such tools can be quite wide. So, the indicated elements of personnel policy can be as follows:

• administrative tools. Local regulations of the organization, which include staffing, internal labor regulations, provisions on remuneration and bonuses - the employer has a fairly wide range of opportunities to regulate the activities of personnel using its internal standards, and therefore this tool of personnel policy is the most effective.
• Psychological tools. Employers and the personnel department can use not only direct administrative tools in the implementation of personnel policy. The effective use of methods of psychological influence on employees, the creation of a favorable environment in the team, or vice versa - the stimulation of conflicts to identify the most effective employees can also be quite convenient tools in the implementation of personnel policy.
• Social tools. Creating a company's image in the external and internal environment can also affect the effectiveness of personnel management. The general internal style, corporate ethics, increased loyalty and involvement of employees in the organization form a separate society in it, which in itself is an important element of personnel policy and, if used properly, can demonstrate much greater efficiency than purely administrative regulated management tools.

Types of personnel policy by implementation method

Considering the direct implementation and application of personnel policy, it should first of all be understood that it can be divided into several main types. For existing enterprises without a regulated personnel policy, determining its type is a priority. Basically, in modern personnel matters, the employer's policy in this area is divided into:

Types of personnel policy by degree of openness

It must be understood that the types of personnel policy can also be divided in terms of its openness. The openness of this aspect of labor organization affects almost all other aspects of both external and internal personnel policy and the structure of personnel in general. With an open personnel policy, personnel are mainly recruited from outside for all categories of positions, while a closed personnel policy provides for the selection of personnel exclusively for lower positions, and all other personnel positions are closed precisely at the expense of the employees of the enterprise.

The following characteristics can be attributed to the features of an open personnel policy:

• Recruitment is carried out mainly from the external labor market for any position, from lower-level employees to senior management. This approach is effective in a developed labor market without a shortage of workers.
• The adaptation of personnel can be carried out by various methods and is a rather complicated procedure due to the variety of employees selected.
• Training of employees is carried out mainly in external institutions, or they are initially required to have a certain level of education, practical skills and theoretical knowledge at the stage of selection.
• The possibility of career growth within the enterprise is limited, since often the personnel policy provides for a focus on finding professionals, and not selecting them from existing employees. In this case, the promotion of employees on the career ladder will mean the opening of a new vacancy, which will also need to be filled, instead of simply initially finding a suitable employee in the labor market.
• Personnel motivation is provided mainly by direct monetary influences and disciplinary sanctions.
• A wide variety of personnel greatly simplifies the search for innovations and their implementation by employees.
• An open personnel policy does not stimulate the growth of brand and company loyalty and has certain problems with staff turnover in comparison with closed mechanisms.

The closed personnel policy has the following characteristic features:

• Recruitment is carried out exclusively on the basis of existing employees in lower positions. Such an approach is extremely relevant in the context of a labor shortage in the labor market and a lack of professionals.
• The adaptation of personnel in the organization provides for their wide involvement in the corporate culture.
• The training of employees most often takes place in a complex within the enterprise, including the popular mentoring of employees. This method allows you to increase team cohesion and form a unified corporate policy and ethics.
• From the point of view of career growth, a closed personnel policy provides extremely high motivation for employees, since almost any position within the enterprise is achieved from subordinates.
• The motivational approach also provides for the creation of an atmosphere of stability for employees and the provision, first of all, of intangible values ​​and benefits on the basis of the enterprise.
• Innovation processes within the framework of a closed personnel policy require special additional motivation of employees and their initiation in the first place from above, which can reduce the potential of innovative management.
• A closed personnel policy provides for the formation of a stable corporate culture and ethics and provides for the interchangeability of employees, however, the overall efficiency of economic activity due to such a policy may decrease, since it has a rather strict regulation and does not imply large-scale fluctuations, both in the negative and in the positive direction.

The above concepts are only a general theoretical designation of personnel policy, and in practice, enterprises do not use a completely closed or completely open model, but combine their individual features to one degree or another.

Requirements for personnel policy

The formation of an effective personnel policy of an organization is a complex task that requires a balanced approach and strict adherence to the basic principles, which are the same regardless of the type or type of personnel policy chosen. So, we can highlight the main requirements that should be presented to this aspect of personnel management in an organization:

The procedure for developing and improving personnel policy

The development of a personnel policy can be initiated by the management of an organization at any stage of its existence, however, the sooner attention is paid to this aspect of labor, the more effective the overall economic activity of almost any organization will be. The easiest way to start developing a personnel policy is to use a fairly simple algorithm of actions:

1. Definition of the general strategic goals of the organization and its development plan as a whole. This stage is necessary, since the personnel policy is only an auxiliary tool for the implementation of the tasks of the organization itself.
2. Development of the basic principles of personnel policy, its priorities, as well as the identification of weaknesses and strengths, taking into account all the factors affecting the organization. At this stage, a specific type of personnel policy and the overall structure of the enterprise's personnel are determined.
3. Formation of the financial base of personnel policy. At this stage, it is necessary to assess the assets of the enterprise and possible funds that will be directed to the implementation of the personnel policy, after which its final approval takes place.
4. Approval of personnel policy. An effective personnel policy should be accurately and clearly reflected in the regulatory documents of the organization, which must also comply with it.
5. Promotion of personnel policy. Each employee must understand what level he occupies in the hierarchical structure of the enterprise, and how exactly the current personnel policy can help him achieve his goals - at this stage, the basic principles of personnel policy should be clear and accessible to each of the employees.
6. Development of operational plans. At the initial stages, the personnel policy is oriented in its development towards achieving global goals and directly methods for determining and implementing tactical tasks. After the actual implementation of the personnel policy, its direct and primary goals in the short term should be determined.
7. The actual implementation of operational plans and the use of personnel policy methods. At this stage, work is underway within the framework of the developed personnel policy as a whole
8. Evaluation and analysis. Personnel policy should always be analyzed by the management of the enterprise and reworked to improve its effectiveness, and, accordingly, the overall economic benefit of the organization.

Improving personnel policy is impossible without its comprehensive analysis. However, it should be understood that policy improvement is not always possible overnight. In certain situations, any changes, even promising ones, can lead to a short-term decrease in the overall effectiveness of personnel policy, since employees need some time to adapt to the ongoing changes.

The current stage of economic development in most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

• development of each employee to his maximum productivity and the highest well-being;
• selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of the organization is a purposeful and conscious activity, the purpose of which is to create such a labor collective that will maximally combine the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition are forcing business leaders to pay special attention to long-term aspects in matters of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and staffing are subject to planning. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• downsizing;
• information, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, a certain type of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow the economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful solution of all existing tasks will allow obtaining the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achieving the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to improve the material and non-material position of employees. This is possible with an increase in wages and social spending, providing employees with more rights, freedoms, etc.

Principles of work on personnel management

Conducting a personnel policy is an important aspect of the successful operation of an enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

1. Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel officers cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
5. methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the existing principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, recruitment methods, etc.

Personnel policy at the present stage

The changes caused by the development of market relations also affected the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

• creating employee motivation for effective and highly productive work;
• ensuring the efficiency of production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is now carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, all of them are obliged to comply not only with the normative acts of the enterprise, but also with the general provisions of the labor legislation.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

• using the achievements of scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides the organization with the necessary personnel and maintains its performance.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing and potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the conditions for personnel management available in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the enterprise's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is a fundamental orientation to own or external personnel, and also reveals the degree of reference to the external environment in the recruitment process of the company. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict the further development of the situation with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are various options for its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product appears or a significant change in the market.

Open Policy

In its implementation, the organization is transparent for people seeking to fill the vacancies available in it. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. Indeed, to implement grandiose plans, they require a large amount of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

• develop strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• provide management and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the performance of official duties;
• to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
• create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity for creative growth;
• to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

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- the general direction of work with personnel, reflecting a set of principles, methods, a set of rules and norms in the field of work with personnel, which must be understood and formulated in a certain way.

The purpose of personnel policy- ensuring the optimal balance of the processes of updating and maintaining the number and quality of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of affairs.

The personnel policy is not always clearly marked and presented in the form of a document, however, regardless of the degree of expression, it exists in every organization.

Formation of personnel policy

It begins with identifying potential opportunities in the field of people management and identifying those areas of work with personnel that need to be strengthened for the successful implementation of the organizational strategy.

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors- those that the organization as a subject of management cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

• situation on the labor market (demographic factors, education policy, interaction with trade unions);
• economic development trends;
• scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);
• regulatory environment (i.e. those "rules of the game" that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees, etc.).

Internal environmental factors These are factors that can be controlled by the organization. These include:

• goals of the organization (on their basis, personnel policy is formed);
• management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources (the ability of the organization to finance personnel management activities depends on this);
• the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is a source of effective and stable work);
• leadership style (all of them do not equally affect the implementation of a certain personnel policy).

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, the directions of the personnel policy of a particular organization correspond to the functions of the personnel management system operating in this organization. As an example, consider the characteristics of the main areas of personnel policy.

Personnel policy tools

The tools for implementing the personnel policy are:

• current personnel work;
• personnel management;
• measures for its development, advanced training;
• measures to address social problems;
• reward and motivation.

As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team improves.

Stages of developing personnel policy:

1. analysis of the situation and preparation of forecasts for the development of the enterprise. Definition of the strategic goals of the organization;
2. development of general principles of personnel policy, identification of key points and priorities;
3. official approval of the personnel policy of the organization;
4. propaganda stage. Creation and support of the personnel information promotion system. Informing the team about the developed personnel policy and collecting opinions;
5. assessment of financial resources for the implementation of the chosen type of strategy - the formulation of principles for the distribution of funds, the provision of an effective system of labor incentives;
6. development of a plan of operational measures: planning the need for labor resources, forecasting the number of personnel, formation of the structure and staff, appointment, creation of a reserve, relocation. Determining the significance of events;
7. implementation of personnel measures: provision of a development program, selection and hiring of personnel, career guidance and adaptation of employees, team building, professional training and advanced training;
8. assessment of performance results - analysis of the compliance of the personnel policy, ongoing activities and the organization's strategy, identification of problems in personnel work, assessment of personnel potential.

Types of personnel policy

The types of personnel policy can be grouped into two areas:

1. On the scale of personnel activities.
2. The degree of openness.

Types of personnel policy by the scale of personnel activities

First Foundation may be related to the level of awareness of those rules and norms that underlie personnel measures, and the associated level of direct influence of the administrative apparatus on the personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

• passive;
• reactive;
• preventive;
• active.

The very notion of passive politics seems illogical. However, we may encounter a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting.

In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also predicting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

Accordingly, we can distinguish two subtypes of active personnel policy: rational and adventurous.

At rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.

At adventurous personnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, poorly reasoned, but perhaps correct idea of ​​the goals of working with personnel.

Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the appearance of a new product that can replace the current one from the enterprise. From a human resources point of view, retraining of personnel will be necessary, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with a rather young staff than in an enterprise with a very qualified, well-specialized elderly staff. Thus, the concept of "staff quality" includes another parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy.

Types of personnel policy by degree of openness

Second reason to differentiate personnel policies, there may be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished:

1. open;
2. closed.

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position, and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this organization.

Such a personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy is also characteristic of new organizations that pursue an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.