Personnel policies and personnel strategies: goals, objectives, results. Abstract: Personnel policy and strategy Strategic personnel policy

The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel.

In previous years, it was largely characterized by a political (ideological) coloring, which was reflected in its very content and definition: "Personnel policy is the general direction in personnel work, determined by the totality of the most important, fundamental provisions expressed in the decisions of the party and government on long term or a separate period.

The transition to a market economy significantly changes the fundamental principles and content of personnel policy. Currently, this is a conscious, purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

Dismiss employees or retain; if retained, what is the best way to: a) transfer to reduced forms of employment; b) use at unusual works, at other objects; c) send for long-term retraining, etc.;

Train workers yourself or look for those who already have the necessary training;

Recruit from outside or retrain workers to be released from the enterprise;

Recruit additional workers or get by with the existing number, subject to its more rational use;

Invest in the training of "cheap" but highly specialized workers or "expensive" but agile workers, etc.

Since the formation of the personnel of an enterprise is not associated with an unambiguous decision, but with the alternative of possible ways with the choice of the most effective of them, it is legitimate to raise the question of choosing a labor supply strategy, taking into account all the factors and circumstances characteristic of the present and future.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

production requirements, enterprise development strategy;

the financial capabilities of the enterprise, the permissible level of costs for personnel management determined by them;

Quantitative and qualitative characteristics of the existing staff and the direction of their changes in the future, etc.;

· the situation on the labor market (quantitative and qualitative characteristics of labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, the emerging level of wages;

• the influence of trade unions, rigidity in defending the interests of workers;

the requirements of labor legislation, the accepted culture of working with hired personnel, etc.

The general requirements for personnel policy in modern conditions are as follows.

1. Personnel policy should be closely linked to the development (or survival) strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those aspects of it that are focused on taking into account the interests of the staff and are related to the organizational culture of the enterprise (firm). The latter includes the values and beliefs shared by employees and predetermining the norms of their behavior, the nature of the life of the enterprise.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to its employees.

Thus, the personnel policy in the new conditions is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, regulations and government decisions.

The latter, as a reflection of the state policy regarding the reproduction of the labor force, influence personnel policy through the regulation of the situation on the labor market, as well as through the requirements for ensuring proper social protection of the employee.

Personnel policy is implemented through personnel work. Therefore, the choice of personnel policy is associated not only with the definition of the main goal, but also with the choice of means, methods, priorities, etc.

Personnel policy forms:

· requirements for the labor force at the stage of its hiring (to education, gender, age, length of service, level of special training, etc.);

· the attitude to "investment" in the labor force, to the purposeful impact on the development of certain aspects of the employed labor force;

attitude to the stabilization of the team (all or a certain part of it);

· attitude to the nature of the training of new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;

· attitude to intra-factory movement of personnel, etc.

One of the key tasks facing the Director of Human Resources, or the person in the company who is responsible for the personnel function, is to develop a strategy for the development of human resources.

First of all, it is necessary to note the fact that personnel or human resources are one of the key resources of the company. Moreover, global trends that are taking place in the world business environment focus not even on human resources, but on human capital. In the event that we consider personnel as human capital, then we do not simply transfer personnel costs from the level of costs to the level of investments, but we consider an integrated system in which there is a marketing approach to personnel as a resource, and the general laws of capital management apply.

Approaches to considering company employees as a human resource or human capital depend on a number of factors, including:

Stage of business development of the company or stage of development of the organization
Development strategy of the company as a whole
The position of HR manager in the company
Management level or level of management in a company
Technology of the company, including the system of interaction with customers

Another factor on which the consideration of personnel policies or personnel strategies depends is the system of interaction with the company's clients or the CRM (Client Relation Management) system.

The very experience of building and interacting with this system is based precisely on the key competencies of the personnel.

Referring to the experience of Western companies, as well as the largest Russian companies, it should be noted that they consider personnel precisely as human capital, and, accordingly, personnel costs are considered as investments, not costs.

When analyzing the personnel strategies of enterprises, it becomes obvious that they are a concretization, a special case of the general economic strategy of the owners, while the quality of the personnel strategy is influenced by the “quality” of the owners and management (which often coincides in Russian conditions).

According to the results of economic research by Alexandra Moskovskaya, three main types of economic strategies of enterprises can be distinguished, depending on which, as a rule, personnel strategies are also implemented.

A strategy aimed at stable fixation of a business situation, retention of markets or their key segments.

As a rule, enterprises that existed back in Soviet times, privatized in such a way that the main block of shares is concentrated in the administration and third-party investors affiliated with it, are oriented towards such a personnel strategy. Also, organizations that have already conquered a fairly large part of the market are guided by such a strategy; for successful development, a certain period of capital accumulation is necessary for the next breakthrough, and the main task is not to aggressively develop, but to hold positions.

A strategy aimed at maximizing profits in the short term (“market sprinter strategy”).

The personnel strategy is not holistic. We can talk about a situational response to the situation, with such a general development strategy, the main goal of the company is a quick and aggressive leap forward, profit maximization, high-margin sales / production.

A strategy aimed at the development of production is the introduction of new technologies, the conquest of markets, the improvement of the business as a whole (“the market staer strategy”).

The personnel component of such a strategy is in the nature of a search for an adequate improvement in the personnel potential of the enterprise, which creates conditions for optimizing the numerical and qualitative composition of employees, appropriate investments in advanced training and retraining of the workforce, and providing conditions for its fullest use. Personnel policy with such a strategy is thoughtful, is in full interconnection with the overall development strategy. Personnel is considered as a key resource on which the development of the enterprise as a whole depends.

These are the approaches that regulate the attitude towards the personnel of the organization from the point of view of modern Russian researchers.

The development of personnel policy is a key element of the organization's strategic planning. The special task of personnel policy is to prepare answers to all questions related to personnel/human resources management. What is politics? To keep things simple, this is a statement of intent or rules of conduct that are planned to be implemented within the organization. Policy is the quintessence of organizational values and expectations for all major functions of an organization. The policy states not what constitutes the organization's plans (i.e. objective goals), but how the organization is going to achieve its goals. Politics must be distinguished from strategy, which, in fact, is nothing more than a set of long-term planned goals, together with a system of tools that turn goals into reality. Strategic goals form the basis for detailed operational plans. While politics fills this frame of strategic and operational plans with moral content and elements of behavioral theory.

The practice of developing a personnel strategy for an enterprise is as follows:

As soon as the product - marketing strategy of the company is approved, it is possible to develop a strategy in the field of personnel and other resources.
The corporate goals and policies of the company are the source for the product marketing strategy, which in turn leads to the development of other key strategies, including the personnel strategy.
Each strategy leads to a series of long-term/medium-term plans that go through stages of monitoring and revision.
The result of the revision is the data transmitted to the first levels of the planning process.

Schematically, this process of coordinating functional strategies, including personnel, looks like this:

An example of strategic goals in the system of strategic personnel management / HR can be:

Ensuring the organization's need for personnel for the next 5 years (both in quantitative terms and in relation to certain categories of personnel).
Regulation of the level of remuneration sufficient for the selection, retention and motivation of personnel at all organizational levels
Setting a high priority in leadership development in key positions
Providing effective training and development programs to improve the skills of all staff and create a high dynamics of internal staff rotation
Development of effective communication systems between management and other employees, between departments and departments.
Creation of mechanisms to deal with the consequences of the psychological perception of change

Such strategic objectives can only be measured in qualitative terms. The choice of strategy is carried out on the basis of an analysis of all factors and the determination of the most promising option.

Human resource management is a topical issue at all times. "Management is nothing more than "tuning" other people to work" - said the legendary American manager Lee Yakkoka.

Thus, fixing this statement, it should be noted that, considering schematically the issue of forming a personnel strategy, the main factors of influence will look like this:

Thus, it should be noted that it is precisely when developing a personnel strategy that it is necessary to very accurately assess both the influence of the external environment and the internal corporate culture of the company. Considering also that the implementation of all other company strategies, one way or another, is connected precisely with the company's personnel, it must be recognized that the personnel strategy in this sense becomes the key one.

A reflection of a company's HR strategy is the personnel budget and the company's practices, policies, and procedures. When setting up regular management and conducting a personnel audit, and an audit of personnel policy and strategy, the problem of consolidating personnel costs inevitably arises. In this case, it is most convenient, of course, to form the budget of the personnel service as a consolidated personnel budget.

Let us consider in more detail the issue of budgeting personnel costs. Depending on the practice adopted in the company, the personnel budget may be fully concentrated in the HR department, may be partially distributed among the budgets of other functional departments, and partially fixed in the HR department.

As a rule, its main articles are the following:

Expenses for the constant wages of employees of the company
Expenses for variable wages of employees (bonuses, bonuses, etc.).
Personnel training and development expenses
Recruitment expenses
Corporate events, gifts, etc.
Unexpected expenses

The analysis of budget expenditures on personnel fully reflects the focus of the personnel strategy. The distribution of budgetary funds fully reflects not only the focus of the personnel strategy, but also fixes the priority of one or another direction of development. For example, if the priority areas for an enterprise are the training and development of personnel, i.e. in fact, further customization of activities (especially for trading companies and companies providing services), then we can say that the general development strategy of the company lies in the area of further improvement of services and / or introduction of new activities.

When conducting a personnel audit, consideration and analysis of personnel costs is one of the most important areas. As a rule, the discrepancy between the defined strategy and the declared distribution of the budget of expenditures is a large enough obstacle to stall the implementation of the strategy. In this case, there is a certain mutually exclusive interaction between the consolidation of expenses in regular management and the breakdown by department of personnel costs.

Also a reflection of the personnel strategy and policy are the rules and procedures of the company.

The rules and procedures of the company, on the one hand, determine the scope of the company's requirements for employees, on the other hand, they are a reflection of the developed personnel strategy of the company. An example would be company policy and the associated recruitment procedure. The company can focus on hiring highly professional people who are carriers of a certain culture and business philosophy. It is their knowledge, skills and abilities that can provide a certain breakthrough for the company, if the company as a whole is focused on fast and aggressive forward movement. On the other hand, the focus may be on the training of their own personnel, since it is the technology of the company's work that is a competitive advantage. In this case, the selection and hiring will be associated with the search for candidates with a sufficiently high ability to learn and develop.

Considering all the processes included in the personnel management function, voluntarily or involuntarily, we come to the conclusion that all of them are exclusively systemic, i.e. based on the company's development strategy and, accordingly, reflecting the personnel policy.

They are framed by the Company's Policies and Procedures, and their implementation also lies in the area of budgeting.

Thus, for a full-scale, and most importantly, effective and efficient personnel strategy, the unity of the following components is necessary:

In this case, a systematic approach is implemented in the development of the company, the personnel strategy, as well as other functional strategies, are based on the development strategy of the company as a whole. The company's development strategy moves to the level of functional strategies and further to the operational level of management. The company as a whole works to achieve certain understandable goals that are the same for the strategic and operational levels of management. Moreover, in this case, personnel policies and procedures are precisely a management tool, and do not exist on their own, divorced from real life. When formulating a personnel strategy, as well as any functional strategy, in this case, the balanced scorecard method can be quite effective.

HR Policy and HR Strategies

Keywords:

1 -1

The determining factor in the choice of personnel policy is the strategy (concept) of the development of an enterprise (firm) as a production and economic system. Moreover, a well-chosen and implemented personnel policy contributes to the implementation of the strategy itself.

The components of such a strategy are: - the production activity of the enterprise - the reorganization of production in conjunction with the demand for its products; - financial and economic - the possible attraction of financial resources into production, and, consequently, into the development of the labor force; - social, associated with the satisfaction of the needs of the personnel of the enterprise. Each of them has the most direct impact on personnel policy, as it determines what kind of personnel the company needs, the financial possibilities for recruiting them, and the interests of employees that must be taken into account. Organizational forms of construction and development of the production activity of the enterprise are diverse. As you know, there are three basic strategic directions: 1) production of products with the lowest possible costs. This direction is acceptable in the production of consumer goods. Although it is associated with investments in new equipment and technology, it implies the achievement of the maximum effect from savings on costs, including wages, investments in the development of the workforce; 2) diversification: focus on diverse consumer demand and the release of goods with a specific design, unique quality characteristics. Higher prices for such products may offset the cost of hiring or training skilled workers; 3) focus on certain market niches: sales in different geographical areas, production for specific customer groups. The choice of this option practically does not change anything in the staffing of production. Most clearly, the relationship between the development of an enterprise and personnel policy is revealed in the classification of strategies that take into account situational factors. According to this approach, there are several situational strategies associated with certain stages of development of an enterprise (firm). 1. Establishing a new business: acquiring the resources needed to move from an idea to profitable production, preparing for fierce competition in the marketplace. The formation of personnel in this case should answer the following fundamental questions: what personnel are needed, whom to recruit, where to train, whether special training is needed, and its volume in relation to the specifics of production. In many respects, the situation itself also influences: a new business in an "empty" place or on the basis of a functioning (previously functioning) enterprise. 2. Concentration on one direction of entrepreneurial activity. It is based on the exclusive competence of the company in any one area, in the production of one or more products compared to competitors. Constant superiority in competence allows us to maintain leadership in changing market conditions for a long time. With regard to personnel policy, this situation can manifest itself in different ways. First, it is possible to expand the production of one product by ceasing the production of others. In this case, personnel are either fired or retrained in accordance with the purpose of production. Secondly, in connection with changing consumer demands, it is necessary to quickly bring into operation the available spare capacity, which requires a highly maneuverable workforce. 3. Vertical integration, when it is necessary to determine what is more profitable - to purchase components or produce them yourself. It is known that the higher the degree of vertical integration, the higher the level of concentration and the more sustainable production, although the requirements for management are increasing. Personnel policy in this case solves the problem of forming personnel both in terms of number and professional structure in connection with the development (inclusion) of new industries. In addition, due to the possible territorial disunity of industries (enterprises, divisions within the association, etc.), it is necessary to take into account the situation in the territorial labor markets, since the possibility of redistributing labor from one production (department) to another located in another region, limited. 4. Diversification - the invasion of existing enterprises into new areas of production activity (relative to the existing specialization) in order to increase the economic stability of the enterprise. Diversification is possible in areas related to the main activity of the company, and in completely independent areas of business. When the company expands at the expense of enterprises that are not directly related to its main profile, corporate governance will be carried out not at the level of specific plans for production activities, but at the level of general financial indicators. Diversification is an alternative to specialization, which for a long time was considered an effective direction in the development of production. When diversifying into areas close to the main activity, the production and organizational structure of the enterprise changes. 5. Capital transfer strategy. It consists in tightening control over costs and reducing them in every possible way, withdrawing resources from unprofitable areas and moving them to profitable areas of activity, replacing management (and even ordinary employees). With regard to personnel policy, the implementation of this strategy can also lead to savings in the recruitment and maintenance of labor, the release of workers from unprofitable industries, and, conversely, an increase in the number of labor in profitable areas of activity. Due to the fact that this strategy is being implemented in a fairly short period of time, personnel issues should also be resolved promptly. 6. Withdrawal of capital and termination of activities. In case of failure of any of the areas of activity, the following are applied: reorientation to new market segments, where there is a high probability of success, reduction of large-scale business and involvement of all reserves in business, termination of activity - liquidation of the enterprise or its sale. With regard to personnel policy, this is the most severe option, since it is associated with the dismissal of employees, great economic damage, and the need to pay various kinds of benefits within the framework of social protection. An analysis of the functioning of domestic enterprises in the conditions of the formation of market relations shows that in practice all types of strategies for the survival and development of an enterprise are used. However, it is difficult to characterize the extent of the spread of this or that direction, for this it is necessary to conduct special surveys by the statistical authorities. The most common, in our opinion, is diversification in its various forms, especially among defense industry enterprises. Integration is also used, but it often does not have a significant impact on the structure of personnel. Thus, the opening of their own stores by industrial enterprises, i.e. focus on bringing goods to the consumer on their own, making a profit, due to the small scale, as well as the underdevelopment of marketing structures, did not greatly affect the distraction of employees of the enterprise in this area. Due to the weak practical application of the bankruptcy law, the closure of enterprises due to bankruptcy has not received mass distribution, although the number of insufficiently efficient enterprises, including unprofitable ones, has increased significantly compared to the beginning of economic reforms. Perhaps for this reason, unemployment is not as high as previously predicted. As the analysis shows, enterprises in conditions of low production stability and a state of deep economic crisis build their personnel policy as follows: * Dismiss most of the personnel, hoping that when there is a need for workers, they will recruit new ones. However, this path, judging by the number of unemployed, is not widespread; * no one is fired due to redundancy, but they also do not restrain the dismissal of their own free will (they even contribute to this by paying the employee a very low wage) in the expectation that after a certain time the number will come into line with the actual need (non-intervention policy); * carefully preserve the most qualified and mobile economically active part of the staff (a kind of gold fund of the labor force). As for the less qualified part of the workers, whose recruitment in the labor market in a short time will not present labor, they are fired; * a significant part of the workforce is not fired, but is employed until "better times" in small enterprises created on the basis of the main one for the production of products that are often unusual for the main profile; * they dismiss only a small part of the staff (and then at their own request), part-time employment regimes are widely used, the regulation of the annual norm of working hours, the employment of workers in unusual jobs. Other options are also used. It is important that all of them take into account the conditions of production and the interests of the team of workers.

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