Concepts of the organization's personnel policy strategy. Types of HR Strategies

Personnel strategy is a specific set of basic principles, rules and goals for working with personnel, specified taking into account the types of organizational strategy, organizational and personnel potential (human resource), as well as the type of personnel policy of the organization.

The process of developing and implementing a strategy is continuous, which is reflected in a close relationship with solutions to strategic tasks both for the long term and for the medium and short term, i.e. their decisions made in the conditions of strategic, tactical and operational management. The personnel strategy and bringing it to strategic objectives and individual actions is embodied in a strategic plan - a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of necessary resources (financial, material, information, etc.) .

The personnel strategy should contribute to: strengthening the organization’s capabilities (in the personnel field), to resist competitors in the labor market, effectively using its strengths and weak sides in the external environment; expanding the organization's competitive advantages by creating conditions for development and effective use labor potential; formation of qualified, competent personnel; full disclosure of staff’s abilities for creative, innovative development to achieve both the goals of the organization and the personal goals of employees.

There are five factors that influence the formation of an organization's personnel strategy: social, political, legal, economic and environmental factors. Whatever form of work with personnel the organization chooses, each of these factors must be carefully analyzed and reflected in it. The development of an enterprise's personnel strategy is also carried out on the basis of an in-depth systematic analysis of internal and external environmental factors, as a result of which a holistic concept for the development of personnel and the organization as a whole can be presented in accordance with its strategy.

The external environment includes the macro environment and the immediate environment of the organization, which have a directed impact and contacts with the HRMS (personnel management system). As a result of the analysis of the external and internal environment, the strengths and weaknesses of the organization in the field of personnel management are identified, as well as the opportunities it has and the threats that should be avoided. Identifying strengths and weaknesses reflects the organization's self-assessment and allows it to compare itself with its main competitors in the labor market. The assessment can be carried out on individual indicators and functions of personnel management using the competitive profile of the enterprise. The assessment of individual indicators is carried out using the method comparative analysis, and management functions – using the expert method.

The strengths and weaknesses of an organization in the field of personnel management, as well as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, within strategic management When analyzing the internal environment, it is important to identify the strengths and weaknesses of individual areas of personnel management and the personnel management system as a whole. To solve this problem, methods and techniques known in strategic management are used, such as the SWOT method, matrices of opportunities, threats, environmental profiling, etc.

An organization's personnel strategy can cover various aspects of personnel management: improving the structure of personnel management (by age, category, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; increasing the efficiency of personnel costs, including wages, benefits, training costs and other cash expenses; personnel development (adaptation, training, career advancement); social protection measures (guarantees, social insurance, social compensation, socio-cultural and welfare provision, etc.); development of organizational culture (norms, traditions, rules of behavior in a team, etc.); improvement of the personnel management system, etc. When developing a personnel strategy, the achieved, existing level in all these areas should be taken into account and, taking into account the analysis of the external and internal environment of the organization and the factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level the achievement of which will allow the implementation of the strategy should be determined organizations.

At the same time, the task of developing the necessary personnel management strategy can be so difficult due to the lack of financial, material, intellectual resources, and the level of professionalism of managers and specialists that there will be a need to set priorities for selecting the necessary areas and components of personnel management strategies. Therefore, the criteria for choosing a strategy may be the volume of resources allocated for its implementation, time restrictions, the availability of a sufficient professionally qualified level of personnel, and some others. In general, the choice of strategy is based on strengths and the development of activities that enhance the organization's capabilities in competitive environment due to advantages in the area of personnel.

Even the most well-developed strategy has no value if there is no way to implement it in practice. Therefore, it is important not only to competently develop a strategy, but also to be able to apply it in practical actions. Implementing a people strategy is an important stage in the strategic management process. For its successful implementation, the management of the organization must follow the following rules: goals, strategies, tasks for personnel management must be carefully and timely communicated to all employees of the organization; The general management of the organization and the heads of the personnel management service must ensure the timely receipt of all resources necessary for the implementation of the strategy and have a plan for implementing the strategy.

The purpose of the strategy implementation process is to ensure the coordinated development and implementation of strategic plans structural divisions organization as a whole and personnel management systems.

In the course of implementing the strategy, three tasks are solved: 1. Priority is established among administrative tasks (general management tasks), so that their relative importance corresponds to the personnel management strategy that the organization and the strategic personnel management system will implement. First of all, this concerns such tasks as the distribution of resources, the establishment of organizational connections and relationships, the creation of information, legal and other subsystems;

2. A correspondence is established between the selected personnel strategy and intra-organizational processes, processes within the personnel management system, so that the organization’s activities are focused on the implementation of the chosen strategy. Such compliance must take place according to the following characteristics of the organization: its structure, motivation and incentive system, norms and rules of behavior, beliefs and values, qualifications of employees and managers, etc.;

3. Selection of the management style necessary and corresponding to the personnel strategy for the organization as a whole and individual divisions.

The tools for implementing the personnel management strategy are personnel planning, personnel development plans, including their training and career advancement, decision social problems, motivation and reward. Personnel planning is the determination of when, where, how many, what quality (qualifications) and at what price workers will be needed. At the same time, planning has a key place in the set of HR strategy tools, since planning allows you to clearly formulate the tasks of the current period and select the most effective techniques their decisions, evaluate and analyze the results of activities, find and eliminate errors in activities. Poor human resource planning is costly to organizations and can result in the loss of valuable resources. The main task of personnel planning is to ensure the implementation of the organization's plans from the point of view of the human factor of the enterprise - employees - their number, qualifications, productivity, costs of hiring them.

The implementation of the personnel strategy includes two stages: implementation of the strategy and strategic control over its implementation and coordination of all actions based on the results of control.

The strategy implementation stage includes: developing a plan for implementing the personnel strategy; development of strategic plans for departments of the personnel management system as a whole; intensification of start-up activities for the implementation of the strategy. The implementation of a personnel management strategy, including the distribution of necessary resources, determination of the means for its implementation, deadlines, and responsible executors, must be carried out in accordance with the developed plan.

But it is not enough to simply create a personnel strategy and apply it at the enterprise; we also need the next stage - strategic control.

The purpose of strategic control at the implementation stage is to determine the compliance or difference of the implemented personnel strategy with the state of the external and internal environment; outline directions for changes in strategic planning and selection of alternative strategies.

There are several options for classifying types of strategy. The classification that most fully meets the issues under consideration includes:

Entrepreneurship strategy;

Dynamic growth strategy;

Profit strategy (rationality);

Liquidation strategy (reduction of investments in certain areas);

A strategy for a sharp change in course.

Choosing the type of strategy is the final stage in the strategy development stage. This is a fairly formalized procedure.

Today, a new period has begun in working with personnel, characterized by increasing attention to the personality of the employee, to the search for new incentives, which raises the problem of creating a personnel management system based mainly on economic incentives and social guarantees.

HR management strategy is one of the areas of modern management, aimed at the development and effective use of the organization’s personnel potential. The following levels can be distinguished in the personnel management system: operational management level; tactical level of management; strategic level of management.

Thus, a personnel management strategy can cover various aspects of an organization’s personnel management: improving the personnel structure (by age, categories, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; increasing the efficiency of personnel costs, including wages, benefits, training costs and other cash expenses; personnel development (adaptation, training, career advancement); measures of social protection, guarantees, social security (pension, medical, social insurance, social compensation, socio-cultural and welfare support, etc.); development of organizational culture (norms, traditions, rules of behavior in a team, etc.); improvement of the organization’s personnel management system (composition and content of functions, organizational structure, personnel, information support, etc.), etc.

When developing a personnel management strategy, the current level achieved in all of these areas should be taken into account and, taking into account the analysis of the external and internal environment of the organization and the factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level the achievement of which will allow the implementation of the strategy should be determined organizations.

Test questions for topic 4

1. What is the personnel policy of the state and organization? Types of personnel policy.

2. Name the components of the mechanism for forming state personnel policy.

3. Describe the main directions of the organization’s personnel policy.

4. Reveal the essence of the concepts of personnel policy strategy.

5. Name the basic principles of strategic management.

6. Explain the steps in the strategic management process.

7. By what parameters is the analysis of the external and internal environment of the organization carried out?

8. What are the main features of HR strategy?

9. Name the components of a personnel management strategy.

10. What should the analysis of external and internal environmental factors necessary to develop a personnel management strategy show?

11. What are the criteria for choosing a personnel management strategy?

12. What goals and objectives must be achieved during the implementation of the personnel management strategy?

13. What is the essence of strategic control and coordination of the implementation of the strategy?

Fundamentals of personnel policy and personnel planning

1. Personnel policy: concept, types, forms of implementation.Personnel policy organization is a system of views, requirements, norms, principles, restrictions that determine the main directions, forms and methods of working with staff . Its goals are to preserve, strengthen and develop human resources , creating a highly productive team, ensuring favorable economic, social and psychological conditions his activities. Any organization must have a concept of personnel policy, which is developed by the owners, senior management , human resources services based on analysis of the personnel structure, production development forecasts, and the state of the labor market. Activities to implement personnel policy are called personnel work¾ is a single, interconnected set of activities carried out by human resources services and including actions to achieve personnel compliance with the strategy and current tasks being solved by the organization.

Formation of personnel policy

There are several approaches to the formation of personnel policies:

 from the perspective of instructions, technical regulations, etc. (in large companies);

 from the position labor collective ;

 from the position of the first person (effective in the first stages of the organization’s development);

 from the position of compromise between all participants.

Let's consider the main classification of species personnel policy :

1. By focus(outside or inside the organization).

2. By objects(organizational activities, personnel, managers, labor standards and regulations, etc.).

3. By the nature of the implementation:

 passive. Management does not have control over the personnel situation; there is no forecast of personnel needs, methods for assessing personnel, or specific action programs; the activities of the personnel service are reduced to the current work to eliminate the negative;

 reactive. Personnel services have the means to monitor and analyze the personnel situation, which allows them to find ways to solve emerging problems and prevent dangers;

 preventive. There is a forecast of the personnel situation, but there are no promising targeted programs for its development. Human resource management services have personnel diagnostic and forecasting tools and make long-term and short-term forecasts;

 active (rational). Management has the means to diagnose personnel and predict their condition and needs for the medium and long term, and has the means to influence human resources;

 adventurous. There is no qualitative forecast of the personnel situation and trends in its development, but there is a desire to influence it. Human resource management services do not have diagnostic and forecasting tools, acting in the absence of situation analysis and plans.

4. By degree of openness:

 open. Involves hiring everyone who has the necessary qualifications (more often used in new aggressive organizations);

 closed. Allows the admission of newcomers only to lower-level positions and the filling of senior positions with their own people.

2.Human resource management strategies. Types of HR strategies.

The word "strategy" came to management from military affairs. Translated from Greek, it means “the art of a commander.” Management strategy is understood as the general concept of how the main goals of an organization are achieved, the problems facing it are solved and the limited resources necessary for this are distributed.

In practice, strategy is a system of management and organizational decisions aimed at implementing missions , goals and objectives of the company.

Any strategy should be:

 real, internally holistic;

 compatible with the environment;

 balanced in terms of resources;

 moderately risky;

 organically combine long-term and short-term goals.

It includes several elements.

First of all, they include goal system, which includes mission, organizational and specific goals.

Another element of the strategy  priorities(guiding principles) resource allocation. They can, for example, be primarily directed to solving the most important and pressing problems for the organization; can be allocated in proportion to needs, and ideally  in full accordance with them; can be provided equally to all departments if they are similar in size and engage in similar types of activities.

Finally, the strategy element is rules implementation of management actions, including work with personnel.

When forming a strategy, you cannot foresee everything. At any moment, new circumstances may arise within and outside the organization that do not fit into the strategic concept.

In order not to change the strategy as such in connection with this, management sets and implements strategic objectives, if necessary, supplementing and improving it. Usually an organization has not one, but several strategies for all occasions. The main one  general strategy, reflecting the implementation of the organization's mission. Developed for special cases special strategies ( for example, strategy bankruptcy ). However, the main working strategies are the so-called functional, which reflect the achievement of the specific goals of the organization facing its divisions and services.

The human resource management strategy (personnel strategy, personnel strategy) belongs to the category of functional, subordinate to the general strategy, follows from it, develops and details it.

Strategic areas of work with personnel, according to English professor S. Lees, include:

 reducing the share of wages in production costs, for which it is proposed to divide personnel into two groups: a highly qualified core with high wages and a low-skilled periphery with low wages;

 maximum realization of the capabilities of employees as a resource;

 linking the personnel management strategy with the type of enterprise;

 development of culture;

 minimizing the number of management levels, introducing a flexible form of labor organization.

HR strategy is influenced by a number of factors that can be divided into internal and external.

TO external applies:

 national labor legislation;

 relationships with industry trade union ;

 the state of the economic situation;

 prospects for the development of the labor market.

Internal factors are:

 structure and goals of the organization;

 its territorial location;

 technologies used;

 dominant culture;

 existing relationships and moral and psychological climate a team.

The stages of forming a personnel management strategy are:

 analysis of the internal and external environment of the organization;

 setting tasks in the field of personnel management based on the mission and organizational goals;

 development of strategic alternatives;

 creation modern system personnel management services;

 development of criteria for the effectiveness of their activities and the human resource management system as a whole.

Types of HR Strategies

According to an American researcher M. Porter , three variants of strategies can be distinguished: leadership in low costs , differentiation and focus.

Strategy low cost leadership is most common today. It directs the company to receive additional arrived by saving on fixed costs. Such savings result from maximizing sales volumes of standard consumer goods, which makes it possible to reduce prices and conquer new markets on this basis. The personnel strategy corresponding to it  attracting and retaining workers in mass professions of medium qualifications . In this case, there is usually no need to use highly qualified workers with creative potential. As for managerial personnel, administrative managers are apparently preferable here.

The essence of the strategy differentiation consists of the company concentrating its efforts on several priority areas where it tries to achieve superiority over others. Since these directions can be diverse, there are an infinite number of options for such a strategy in practice. An appropriate personnel strategy should, unlike the previous case, focus on staff narrow specialization and the highest possible qualifications, including scientists, researchers, and developers. Managers here are required to have leadership skills and entrepreneurial spirit.

Market focus strategy involves the company choosing one market segment and the implementation of one of the previous strategies on it. The corresponding functional personnel strategy will be one of those described above.

Strategies development as an object they have, first of all, potential and competitive advantages companies. Currently, it is customary to talk about four types: growth, moderate growth, reduction and combined strategies. Strategy growth is inherent primarily in young companies, regardless of their field of activity, seeking to as soon as possible take a leading position, or those who are at the forefront NTP . They are characterized by constant and high rates of increase in the scale of activity. This strategy ensures the expansion of the company’s competitive advantages, active introduction into new markets, diversification production, constant innovation.

The most important objectives of such a strategy should be:

 creation of an appropriate system of remuneration and incentives for employees;

 formation of a favorable moral and psychological climate conducive to creativity;

 constant professional development;

 providing opportunities for career and scientific growth.

Strategy moderate growth is inherent in organizations that have their feet on the ground and operate in traditional areas, such as the automotive industry. Here, too, there is progress in most areas, but at a slower pace - a few percent per year. In this case, rapid growth is no longer necessary and even dangerous, since in the event of unexpected difficult situations, significant inertia can make it difficult to overcome the crisis.

For this type of company, the following become relatively more important:

 internal movement of workers;

 their retraining;

 strengthening social guarantees;

 organization of retirement (since they already employ a significant number of elderly people).

Strategy reductions scale activity involves reorganization restoration of the viability of the enterprise) companies, getting rid of everything obsolete. The main directions of the personnel strategy in this case will be:

 in organizing mass layoffs and assistance in finding employment;

 stimulating early retirement while retaining the most valuable part of the staff that meets future working conditions;

 retraining of workers.

Issues of recruiting personnel, improving their qualifications, etc. are practically not considered here.

In practice, it most often occurs combined , or selective , a strategy that includes, in one way or another, elements of the previous ones. Within its framework, some divisions or market segments of the company are developing rapidly, others moderately, others are stabilizing, and others are reducing their activities.

By character implementation Three types of strategies can be distinguished: offensive, offensive-defensive (stabilization strategy) and defensive (survival strategy).

Typically, growth and moderate growth strategies are offensive in nature, offensive-defensive is a combined strategy; purely defensive  strategy of reducing activity.

3 . Personnel planning: concept, principles, planning methods in working with personnel.

Personnel planning (human resources), or in other words  personnel planning, is the most important (although in most cases  secondary, derivative) element of the overall system planning organizations.

With the help of personnel planning it is determined:

 how many workers, what kind qualifications when and where necessary;

 what are the requirements for certain categories of personnel (for this purpose, professional qualification models of positions are used);

 how to attract the necessary personnel and reduce unnecessary ones;

 how to use personnel in accordance with their potential;

 how to ensure the development of this potential and improve qualifications;

 how to organize fair wages, motivation personnel and solve their social problems;

 what costs the activities will require.

Personnel planning, like planning in general, is based on a number of principles, i.e. the rules for its implementation:

1. Participation the maximum number of employees of the organization in working on the plan already at the earliest stages of its preparation (basic principle). When it comes to social events, this principle is unconditional; in other cases, its application is desirable.

2. Continuity due to the need to constantly work with personnel , accompanying their movement, development, etc. Therefore, personnel planning is considered not as a single act, but as a regularly repeating process.

3. Continuity requires that all current plans be developed taking into account the fact that they will serve as the basis for drawing up future ones, and at the same time be based on the results of the previous ones.

4. Flexibility assumes the ability to change made personnel decisions in accordance with changing circumstances. For this purpose, so-called “cushions” are included in the plans, which, if necessary, provide freedom of maneuver within certain limits.

5. Coordination plans through their coordination and integration, caused by the unity and interconnectedness of individual parts of the organization. Coordination carried out horizontally, i.e. between departments of the same level, and integration vertically (between higher and lower). They are necessary because often the same work can be performed by different departments, and therefore positions appear in them that duplicate each other.

6. Compliance with labor laws. For example, the need for workers cannot be accurately determined without taking into account the fact that certain categories have the right to reduced working hours, provision of additional and educational leaves, etc.

7. Taking into account the individual and collective psychology of workers. Without this it is difficult to plan career , advanced training, internal movements of people, etc.

8. Creation necessary conditions to implement the plan. For example, a plan for advanced training will remain on paper if it is not supported by organizing a training center, drawing up programs, and establishing contacts with educational institutions.

9. Maximum development of employees' abilities.

10. Consideration of economic and social impacts personnel decisions made in the company.

Planning methods in working with personnel

The simplest planning method is budget.

The budget is a one-sided table reflecting either the receipt or distribution of some resources .

Personnel planning primarily uses working time budgets, source and distribution budgets human resources .

Another common planning method is balance.Balance The method is based on the mutual linking of the resources that the organization will have within the planning period and the need for them.

If there are insufficient resources compared to the need, then a search is made for additional sources (attracting from outside or internal savings) to cover the deficit. The balance sheet method is implemented through the compilation of a system balances material, cost and labor, which according to the time horizon can be reporting, planned, forecast, and according to their purpose - analytical and working. The balance is a two-way budget table, the left side of which reflects the sources of resources, and the right side their distribution.

Normative The planning method consists in the fact that the basis for calculating tasks for a certain period (and, accordingly, the basis for balances) is cost standards various resources (in our case  working time, wage fund, etc.) per unit of production. For example, the planned number of personnel can be obtained by comparing the planned production volume and the labor intensity of a unit of production. TO labor standards, used in personnel planning include production, time, service, and number standards. Standard time this is the amount of its costs for performing a unit of work by one or a group of persons of certain qualifications in given organizational and technical conditions. It is set in man-minutes, man-hours or man-days.

Production rate this is the amount of work in natural units (pieces, measures, etc.) that must be completed per unit of time  shift, month, etc. by one or a group of workers of a certain qualification.

Standard of service this is the amount of work to maintain a certain number of objects over a given period of time under given organizational and technical conditions.

Number of people this is the number of employees of the appropriate professional qualifications required to perform a certain volume of production and management work.

Personnel management models: the concept of personnel management, the “sports team” model, the “human capital” model, the partnership (Western European) model, the “academy” model.

Control staff is the management of a person in an organization (and not in the process of activity!), aimed at providing conditions for the effective and fullest use of his intellectual and physical capabilities, improving the quality of life, strengthening labor relations, changing motivation and getting the best out of employees. Nowadays, HR management has become a decisive factor competitiveness company, which is largely achieved through:

 conducting active personnel policy ;

 HR services acquire a strategic role and move from performing fragmented functions to systemic activities;

 integration of human resource planning into corporate planning;

 emphasis on change management and investments in human capital.

The concept of personnel management (human resources) is a system of theoretical views on the essence, content, goals, objectives, criteria, principles, methods of relevant activities and organizational and practical approaches to the formation of a mechanism for its implementation.

The principles of forming a personnel management system are:

 compliance with the goals of the organization and the tasks of its management; simplicity and practicality; cost-effectiveness (reducing the share of personnel management costs in the cost of products and services); progressiveness (building on scientific basis); prospects (possibility of further development); complexity (the interconnection of all autonomous elements); information openness, etc.

1. The “sports team” (“labor market”) model is characterized by:

 short-term hiring outside the organization; selection of personnel according to professional criteria; confrontational relations between employee and administration; minimal training and promotion qualifications personnel; ignoring social needs and the predominance of a purely economic orientation of workers (the main motivating factor is monetary reward for individual results); the connection between the level of wages and general economic conditions; dedication of employees professions , not organizations.

This model is typical of American firms with an aggressive strategy.

2. The “human capital” (“fortress”) model, characteristic of Japan, assumes:

 variable employment, in which personnel are divided into temporary and permanent (core) workers, for whom long-term (lifetime) employment is practiced; investments in training, solving social problems; continuing education and advanced training in the workplace; employee participation in management ; constant rotation of personnel; group principles of promotion, remuneration; conditionality of wage levels by age and experience .

3. The partnership (Western European) model is based on:

 on social partnership And collective agreement ; providing leadership positions first of all to its employees; reducing or eliminating the status gap between management and subordinates; creating favorable working conditions; encouraging open business communication; assistance in finding a job during layoffs; participation in profits ;continuous professional development.

4. The Russian model is characterized by:

 paternalism ; a system of relations in which the authorities provide for the needs of citizens, who in exchange for this allow them to dictate models of behavior, both public and private; the focus of most managers on solving the problems of the organization, not the staff; the vulnerability of qualified workers of any rank from the arbitrariness of owners and administration; lack of professionalism of workers in the field of human resource management (management of personnel services is carried out by proxies of the owner, and not by specialists); disinterest of the majority of employers and employees in the growth of qualifications and advancement labor productivity ; weak pressure on the organization of specialists from outside; the difficulty of dismissing workers (therefore we have to rely not on attracting them from outside, but on developing the existing labor potential).

5.The “academy” model assumes:

 reliance on our own personnel and replenishment of personnel only through young specialists and their internal promotion; collective work results and rewards; nurturing loyalty and devotion to the organization, willingness to accept norms; stimulating staff training and development; orientation towards education, intelligence.

The model is typical for government organizations. She is characterized by low staff turnover , satisfaction with his position.

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Introduction

1. Types of enterprise strategy

2. Analysis of personnel strategy

3. Basic forms of personnel strategies

4. Development and implementation of HR strategies

5. Development and implementation of HR strategies

Conclusion

Bibliography

Introduction

The emergence of new tasks in human resource management that arise for manufacturing enterprises in modern economic conditions of ever-increasing competition between commodity producers and growing consumer demands for the quality of goods and services. Economic crisis production was manifested not only in a decrease in production volumes and an increase in the number of unprofitable production enterprises, but also in the outflow of qualified personnel to other industries, the reorientation of both youth and educational institutions to train specialists in non-production specialties. In the current situation, manufacturing enterprises of the new formation, producing high-tech products, cannot solve the problems of human resource management without strategic planning, without developing personnel strategies adequate to external and internal conditions. This leads to insufficient economic growth rates compared to other countries, low wages, low competitiveness of domestic products in the domestic and foreign markets and weak investment potential of the economy, which does not allow the introduction of modern technologies to the required extent.

In current situation manufacturing enterprises strategic guidelines and general approaches to solving the problem of managing qualified personnel in modern conditions are required.

1 . Ttypes of enterprise strategy

There are several types of enterprise strategies:

entrepreneurial strategy;

dynamic growth strategy;

profitability strategy;

liquidation strategy;

circulation strategy.

Appropriate personnel arrangements depend on whether the personnel policy is open or closed.

For the entrepreneurial type of strategy, openness of personnel policy and long-term (strategic) level of planning, personnel activities include:

attracting young promising professionals;

active information about the organization;

formation of requirements for candidates.

HR management strategy is one of the areas of modern management, aimed at the development and effective use of the organization's personnel potential. In the personnel management system we can distinguish:

operational level of management (dominated personnel work);

tactical level of management (personnel management dominates; strategic level of management (human resource management dominates);

political level of corporation management (development and control over the implementation of personnel policy). 1

2 . HR strategy analysis

The main features of the personnel strategy are:

* its long-term nature (the formation of psychological attitudes, motivation systems, personnel structure, personnel management systems requires a long period of time);

* connection with the strategy of the organization as a whole (changes in the organization’s strategy require adjustments to the personnel strategy: changes in the structure and number of personnel, their skills and qualifications, management style and methods); Most leading managers argue that personnel strategy is an integral part of the overall economic strategy of enterprises and a consequence forward planning their economic activity. However, in practice there are different variants their interactions. There are four concepts for planning work with personnel at an enterprise:

*HR strategy depends on the strategy of the organization as a whole;

*the organization's strategy depends on the personnel strategy;

*HR strategy and the strategy of the organization as a whole are interdependent;

*HR strategy and organizational strategy are determined interactively. First type: personnel strategy depends on the strategy of the organization as a whole. With this approach, personnel strategy is highlighted as a means of achieving the business goals of the enterprise, taking into account the needs of each department separately and the company as a whole. This is explained by the fact that the requirements of different departments for employees can vary significantly. In such a situation, personnel management employees must adapt to the actions of the organization's leaders, subordinate to the interests of the overall strategy.

The concept of HR being dependent on overall strategy has some drawbacks. First of all, it presupposes the need to quickly adapt HR practices to changes in business. However, it is precisely such resources as human resources that require long-term monitoring. Often you have to not only manage existing resources differently, but also turn to new opportunities. If the necessary potential cannot be found within the company itself, then its external sources are used, that is, the labor market, and this always costs additional time and money. Therefore, experts believe that this method is often one of the reasons for the collapse of bold strategies. Another negative side Such organization of processes means there is a high probability of employees moving into opposition to the new course of management. The second type: the organization's strategy depends on the personnel strategy. The use of this strategy is explained by the fact that the employer does not always have the opportunity to find motivated personnel with the required qualifications on the labor market, and their development within the organization takes time. Therefore, new areas of business are limited by the potential of current employees. This limitation is especially important in cases where management considers the sum of employee knowledge to be the main resource. On a positive note The point here is that strategic plans built on actually available human resources are more feasible than those involving the involvement of external sources. The main disadvantage of the strategy is that the company's business plans are limited and tied to the company's human resources management. The third type: the personnel strategy and the strategy of the organization as a whole are interdependent. Currently, three theories describing this type of personnel strategy are recognized. These are Pfeffer's "best practices" and von Eckardstein's "integrated HR strategy." Pfeffer's concept of "best practices" suggests seven methods that ensure the relationship between HR and business strategy:

*guarantee of long-term employment of employees;

*strict selection of personnel;

*use of a team method of work;

*dependence of remuneration on its results;

*developed training system;

*minor status differences;

*intensity of providing information to the team. Von Eckardstein's theory is based on the fact that there is a certain unified view on personnel issues in an organization, expressed by those “responsible for personnel.” Such a strategy is created for a long period and requires consistency at many levels: personnel and business strategy, various human resource management tools, the interests of decision-makers and personnel. Within its framework, a person is considered as a resource that must not only be correctly used, but also developed. Von Eckardstein's theory presupposes strict selection of employees, encouragement of their initiative, non-material motivation, teamwork, and a well-functioning training system.

Thus, this approach involves the involvement of HR specialists in solving strategic problems at the corporate level. This is facilitated by their high competence, and, therefore, the ability to independently solve problems related to personnel, from the point of view of the development perspective of the entire organization. 1

Fourth type: interactive definition of personnel strategy. Many authors consider the possibility of integrating business strategy and employee management planning. Thus, Henry Mintzberg introduced the concept of “umbrella strategy”. According to him, an entrepreneurial strategy, like an “umbrella,” limits the area of activity of the organization’s employees. It also develops a personnel strategy. At the same time, personnel management policy also influences the conduct of business, not limited to the function of providing the necessary human resources.

The American School of Personnel Management suggests basing strategic planning on the following factors:

*strengths and weaknesses of the enterprise;

*market chances and risks.

This approach avoids being limited only by market factors or company resources. This interactive approach has the following advantages:

* the company's plans are timely correlated with activities in the field of personnel policy (training, recruitment, etc.);

* all persons involved in specific activities are informed in advance about strategic personnel events;

* all divisions of the company can make proposals for new strategies;

* personnel and their qualities are regarded not as a means of solving problems, but as the company’s potential.

Such a system assumes flexibility in personnel policy, identification of employees with the company, and wide participation of personnel in the development of its strategy. In addition to the presented classification of personnel strategies, other authors identify the following types. Firstly, these are organizational strategies, the main product of which is the personnel themselves, for example, educational establishments or staff leasing companies. Personnel strategies here have independent significance and are general. The development of such strategies should be subject to general rules, which are fairly well established today. Secondly, we are talking about organizations, of which there are a majority, where the staff is, although leading, but only one of the factors in their activities. Here, personnel strategy belongs to the category of functional ones, subordinate to the task of implementing the main strategy. Therefore, it starts from the latter, develops and details it.

3. Basic forms of personnel strategies

Let's consider the main forms of personnel strategies that act as functional ones in an organization, i.e. developing general

Conventionally, the latter can be divided into two groups: operating strategies and development strategies. Operating strategies are completely related to the behavior of the organization in the market. According to the American researcher M. Porter, three options can be distinguished:

* low cost leadership;

* differentiation;

* focusing

The personnel strategy for low-cost leadership should focus primarily on attracting and retaining workers in mass professions with average qualifications. To implement it, there is usually no need to attract scientific personnel with high level creative potential. As for managers, it seems that administrative managers are preferable here.

The essence of a differentiation strategy is for an organization to concentrate its efforts in several priority areas where it tries to achieve superiority over others. The corresponding personnel strategy, in contrast to the previous case, should focus on personnel of narrow specialization and the highest possible qualifications - scientists, researchers, developers. Managers here are required to have leadership skills and entrepreneurial spirit. The market focusing strategy involves the company choosing one or another market segment and implementing one of the two previous strategies in it. The corresponding functional personnel strategy should also correspond to one of those described above, taking into account the fact that employees of a narrower specialization will be required, especially if a differentiation strategy is followed.

If the operating strategy is primarily related to the organization’s activities in the market, then the development strategy as an object has its potential and competitive advantages. Currently, classic strategies of this type are:

* Moderate height

* Abbreviations

* Combinations

The personnel policy of the growth strategy should be aimed primarily at attracting particularly highly qualified personnel with creative and entrepreneurial inclinations. 1 Issues of staff retention here do not always come to the fore, because in many cases the staff is still in the process of formation. The most important points there must be the creation of appropriate systems of remuneration and motivation; the formation of a favorable moral and psychological climate conducive to creativity; continuous professional development; providing opportunities for career and scientific growth. The problems of retraining, social guarantees, and retirement are of secondary importance here.

The strategy of moderate growth is inherent in organizations that have their feet on the ground and operate in traditional areas. The orientation of personnel strategies in this case should be somewhat different compared to the previous case: attracting and retaining personnel, stabilizing personnel. The structure of the need for personnel here is somewhat different: relatively fewer highly qualified persons and scientific workers are required. For this type of organization, the processes of internal personnel movement and, accordingly, their retraining, strengthening social guarantees, and organizing retirement are beginning to acquire relatively greater importance. strategy personnel policy leadership

The need to follow a strategy of reducing the scale of activity or disinvestment arises during periods of restructuring the organization’s activities, when it is necessary to “rehabilitate” it and get rid of everything that is outdated. One of the reasons for the reduction strategy may be a crisis in the development or existence of the organization. The main points of the personnel strategy in this case will be to organize mass layoffs and assistance in finding employment, stimulating retirement, retaining the most valuable part of the staff that meets the future directions of the company, and retraining workers. Issues of recruiting new people and advanced training are practically not considered. In practice, there is a combined strategy (combination strategy), which includes elements of the previous ones in one ratio or another. It has already been indicated that the personnel strategy can be either subordinate or combined in relation to the strategy of the organization as a whole. But in both cases, the personnel strategy is focused on a specific type of corporate or business (business strategy). T.Yu. Bazarov identifies the following types of organizational strategy: entrepreneurial, dynamic growth, profitability, liquidation, circulation. The organization's strategy and personnel strategy are interconnected. Classifying an enterprise as a specific type based on the implementation of a particular personnel strategy represents complex problem, since in real practice there are many mixed types. It should be borne in mind that the most significant influence on the formation of personnel policy is exerted by the structure of the distribution of property of the enterprise and the nature of innovations.

4 . Development andimplementation of HR strategies

The process of developing and implementing a strategy is continuous, which is reflected in the close relationship between solving strategic problems both for the long term and for the medium and short term, i.e. their solutions in the conditions of strategic, tactical and operational management. Such specification of the personnel strategy and bringing it to strategic objectives and individual actions is embodied in a strategic plan - a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of necessary resources (financial, material, information, etc.) .). The personnel strategy should contribute to: strengthening the organization’s capabilities (in the personnel field) to resist competitors in the relevant market, to effectively use its strengths and weaknesses in the external environment; expanding the organization’s competitive advantages by creating conditions for the development and effective use of labor potential, the formation of qualified, competent personnel; full disclosure of staff’s abilities for creative, innovative development to achieve both the goals of the organization and the personal goals of employees. There are five factors that influence an organization's HR strategy: social, political, legal, economic and environmental factors. Whatever form of work with personnel the organization chooses, each of these elements must be carefully analyzed and reflected in it. The development of an enterprise's personnel strategy is carried out on the basis of an in-depth systematic analysis of internal and external environmental factors, as a result of which a holistic concept for the development of personnel and the organization as a whole can be presented in accordance with its strategy. The external environment includes the macro environment and the immediate environment of the organization, which have a directed impact and contacts with the personnel management system. As a result of analyzing the external and internal environment using the SWOT method, the strengths and weaknesses of the organization in the field of personnel management are identified, as well as the opportunities it has and the threats that should be avoided. Identifying strengths and weaknesses reflects the organization's self-assessment and allows it to compare itself with its main competitors in the labor market and, possibly, in the sales market. The assessment can be carried out on individual indicators and functions of personnel management using the competitive profile of the enterprise. The assessment of individual indicators is carried out by the method of comparative analysis, and of management functions - by the expert method. The strengths and weaknesses of an organization in the field of personnel management, as well as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, within the framework of strategic personnel management, when analyzing the internal environment, it is important to identify the strengths and weaknesses of individual areas of personnel management and the personnel management system as a whole. To solve this problem, such well-known methods and techniques are used in strategic management as the SWOT method, matrices of opportunities, threats, drawing up an environmental profile, etc. An organization’s personnel strategy can cover various aspects of personnel management: improving the personnel management structure (according to age, categories, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; assessing the effectiveness of personnel costs, including wages, benefits, training costs and other cash expenses; personnel development, social protection measures, guarantees, social insurance, social compensation, socio-cultural and welfare support, etc.); development of organizational culture, improvement of the personnel management system, etc.

5. Developmentand implementation of HR strategies

When developing a personnel strategy, the achieved, existing level in all these areas should be taken into account and, taking into account the analysis of the external and internal environment of the organization and the factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level the achievement of which will allow the implementation of the strategy should be determined organizations.

At the same time, the task of developing the necessary personnel management strategy can be so difficult due to the lack of financial, material, intellectual resources, and the level of professionalism of managers and specialists that there will be a need to set priorities for selecting the necessary areas and components of personnel management strategies. Therefore, the criteria for choosing a strategy may be the volume of resources allocated for implementation, time restrictions, the availability of a sufficient professionally qualified level of personnel, and some others. 1 In general, the choice of strategy is based on strengths and the development of activities that enhance the organization's capabilities in a competitive environment through personnel advantages.

Even the most well-developed strategy has no value if there is no way to implement it in practice. Therefore, it is important not only to correctly develop a strategy, but also to be able to apply it in business. Implementing a people strategy is an important stage in the strategic management process. For its success, the management of the organization must follow the following rules:

* Goals, strategies, tasks for personnel management must be carefully and timely communicated to all employees of the organization;

* The general management of the organization and the heads of the personnel management service must ensure the timely receipt of all resources necessary for implementation and have a plan for implementing the strategy.

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

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

2. - a correspondence is established between the selected personnel strategy and intra-organizational processes, processes within the personnel management system, so that the organization’s activities are focused on the implementation of the chosen strategy. Such compliance must take place according to the following characteristics of the organization: its structure, motivation and incentive system, norms and rules of behavior, beliefs and values, qualifications of employees and managers, etc.

3. - this is the choice of the management style of the organization as a whole and individual divisions that is necessary and appropriate to the personnel strategy. The tools for implementing the personnel management strategy are personnel planning, personnel development plans, including their training and career advancement, solving social problems, motivation and remuneration. Personnel planning is the determination of when, where, how many, what quality (qualifications) and at what price workers will be needed. In this case, planning has a key place in the overall set of HR management strategy tools - planning allows you to clearly formulate the tasks of the current period, select the most effective methods for solving them, evaluate and analyze the results of activities, find and eliminate errors in activities. Poor human resource planning is costly to organizations and can result in the loss of valuable resources. The main task of personnel planning is to ensure the implementation of the organization's plans from the point of view of the human factor of the enterprise - employees - their number, qualifications, productivity, costs of hiring them.

The strategy implementation stage includes: developing a plan for implementing the personnel strategy; development of strategic plans for departments of the personnel management system as a whole; intensification of start-up activities for the implementation of the strategy. The implementation of a personnel management strategy, including the distribution of necessary resources, determination of the means for its implementation, deadlines, and responsible executors, can be carried out in accordance with a plan developed in the following form.

HR strategy implementation plan.

The purpose of implementing a personnel strategy

Strategy implementation period

Means of strategy implementation

Resource costs

Responsible executors

Increasing the share of workers under the age of 35 from 25 to 40%. Hiring new workers, expanding material benefits and social compensation. Current (for wages), consumption fund Deputy. HR Director

The implementation of the strategy assumes that employees need to be informed about the main directions of the adopted strategy, its content and the main tasks that the chosen strategy involves. The process of implementing strategies is influenced by the following factors: the availability of mechanisms (technologies) for implementing strategies; quality of operational and tactical decisions of the personnel management system; the relationship and nature of the division of strategic, operational and tactical powers; quality organizational structures personnel management systems and the organization as a whole; the presence and quality of feedback from internal and external environment; quality and compatibility with organizational culture; quality and composition of applied personnel management methods. 1

The purpose of the strategic control stage is to determine the compliance or difference between the implemented personnel strategy and the state of the external and internal environment; outline directions for changes in strategic planning and selection of alternative strategies. Strategic control is carried out through the selection of factors: their analysis and evaluation; accumulation of necessary data; addressability of conclusions.

The most powerful and large-scale factors influencing the formation and implementation of the strategic control process are the presence of a system of strategic personnel management, strategic goals and objectives, intermediate criteria; progress in implementing the strategic personnel management system and strategy implementation; compliance of implemented strategies and the quality of environmental systems; quality feedback; availability and quality of coordination mechanisms. To develop and implement a personnel strategy, it is recommended to create working groups in functional areas: providing the organization with personnel, developing labor potential, realizing labor potential.

Conclusion

The basis of any organization and its main wealth are people. Humans have always been the key and most valuable resource, and in recent decades, especially in market-developed countries, there has been a clear trend towards an even greater increase in this value. The level of personnel development directly affects the competitive capabilities of the company and its strategic advantages. A competitive enterprise strives to make the most efficient use of the capabilities of its employees, creating all the conditions for the fullest return and intensive development of their potential. At the present time in our country, the importance of personnel as a factor in the renewal of production and the place of personnel strategy in the overall economic strategy of enterprises are not always fully understood by enterprise managers.

Having considered a number of issues related to the types of personnel strategies of an enterprise, we can conclude that today the primary task of business is to bring the goals of the organization and the goals of its employees to a common denominator. This implies the need to harmonize the strategy of the organization as a whole and the personnel strategy of the enterprise.

Strategy represents the main direction, the nature of movement, the path by which the organization can achieve its goals. The strategy should not just have theoretical significance, but, above all, be actively implemented in practice. Solving this problem is paramount for organizational managers.

Bibliography

1. Bizyukova I.V. Management personnel: selection and assessment. - M.: Economics, 2008 p.178

2. Galkovich R.S., Nabokov V.I. Fundamentals of management. - 2006 p.356

3. Gerchikova I.N. Management. - M.: UNITY-DANA, 2000 p.134

4. O.N. Dunaev F.S. Ismagilova “Introduction to the theory and practice of personnel management.” 2001 p. 256

6.http://www.i-u.ru/

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Character traits:

Long-term nature due to the long-term formation of the motivational system, stable psychology of personnel; development and implementation of the system of personnel management and personnel structuring;

Linking to the overall strategy of the company - changing the company’s strategy implies adjusting the personnel policy and the tools for its management. For example: a change in the qualifications and number of employees, a change in the style of personnel management.

A successfully developed and implemented personnel strategy helps strengthen the company’s position in the labor market, since it ensures the effective use of existing advantages and disadvantages in environment. Appropriate conditions are created for the use and development of the potential of the enterprise’s specialists, and a qualified, psychologically stable team is formed. The competitiveness of the organization as a whole is growing. Under the influence of a well-constructed personnel management strategy, the creative and professional potential of personnel is revealed, contributing to the achievement of the goals of both the enterprise and the team.

Main types of personnel strategy:

Consumer. The enterprise and the team do not have goals and values that unite them, but they have mutual interests. The organization exploits the labor potential of the employee, and the employee, using the capabilities of the organization, satisfies his needs. Instead of development and innovation, the turnover of dissatisfied young personnel is growing. Workers of pre-retirement age “hold on” to their jobs. Qualified personnel arrive in small quantities, and the outflow of specialists is growing. Labor results are low.

Affiliate. The organization and employees are in a mutually beneficial partnership. Goals and values are aligned within the organization. The company ensures the development of the employee, and he increases his contribution to the development of the company. The personnel situation is unstable: a change of employees due to increasing qualification requirements, the departure of highly qualified specialists due to the discrepancy between the proposed position and their potential. Hidden outflow of personnel is reduced to a minimum. There is no balance between the age and qualifications of workers.

Identification strategy. Relationships are based on common goals and values. The employee realizes his potential under the influence of the company's development. A company develops when each member of its team increases their potential. The personnel situation is stable and balanced: staff turnover is minimized and justified by objective reasons. Qualified personnel arrive in an orderly manner. Personnel potential is being systematically reproduced.

Tags for the material: Personnel strategy of a modern organization, personnel strategy of a modern organization includes an assessment of the effectiveness of the personnel strategy of a modern organization.

Concepts of the organization's personnel policy strategy. Types of HR Strategies

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