personnel management technology. Modern technologies of personnel management Why does the discipline of personnel management need a technician technologist
Human resource management technologies make it possible to solve the personnel tasks facing each organization. With their help, high efficiency of employee management is ensured.
In order for an enterprise to take a leading position in the industry, the company's team must consist of professionals. In addition, the management of the company needs to pay enough attention to managing people.
Human resources technologies will help create a modern and efficient system, only then will the organization be successful in the market. First you need to find specialists, evaluate their professional knowledge. It is worth paying attention to the business qualities of candidates, it is important to find out the personal characteristics of future employees.
It takes time for the selection process. It is necessary to hire the best specialists. An employment contract is signed with each employee, the personnel department helps a person to adapt to a new place.
If we talk about the content of personnel technologies, they are a series of actions aimed at achieving two goals. The first of these is obtaining information about a specialist. This includes information about his professional knowledge and skills. The second goal is to determine the qualities and skills that the organization wants to see in its employee.
Staffing is one of the most important elements of working with specialists. The efficiency of the company's activities, as well as how well the company's resources will be used, depends on how experienced employees can be found by personnel officers.
Hiring experienced employees and well-known industry professionals who have made a name for themselves will be a good investment for any enterprise. On the selection of personnel, if the financial condition of the company allows, you should not save. But mistakes in the selection of new employees will become a failure, which can be very costly for the company.
For example, a company plans to start training employees. If specialists are not qualified for the job, their training will be a waste of resources. Even for large organizations, this will be a luxury. Small and medium-sized enterprises in the same situation will receive the maximum damage, because they have to work in a highly competitive environment, and the budget of small firms is often limited. HR technologies are designed to protect the company from such expenses.
Key Elements of HR Technology
If an enterprise has hired a sufficient number of experienced specialists, this does not guarantee that the staff will ensure high labor efficiency.
In order for the abilities of the staff to be aimed at achieving the goals necessary for the enterprise, it is necessary to competently manage employees. The technology of personnel management should be carefully thought out, you should not hurry with its development. It is necessary that the managerial actions of the management be aimed at assessing the qualifications of specialists. It is useful to timely move an employee to the position where his skills could be used to the fullest.
In addition, it is important to interest the employee in the results of labor.
It is necessary not only to motivate, but also adequately reward a specialist for high quality work.
All these managerial actions are closely related to personnel technologies. Their main elements include the following:
- Personnel planning. Selection of specialists and recruitment of new employees for the enterprise.
- Establishing wages and determining employee benefits.
- Career guidance for specialists, their adaptation in a new place and training.
- Evaluation of the activities of employees of the enterprise. Preparation of personnel reserve. Personnel development management.
- Promotion of employees, demotion. Transfer of specialists to a new place of work, dismissal of employees.
- Social issues and health protection of workers. Industrial relations in the enterprise.
HR Technology Structure
All modern technologies of personnel management at the enterprise can be divided into 3 groups. The first group uses technologies that allow obtaining reliable information about a specialist. This includes the selection of new employees for vacancies, periodic staff rotation, career management of employees.
The second group is those technologies that allow you to find personnel with the required characteristics. This may be certification of specialists, qualification examination of employees, conducting individual interviews. This also includes monitoring how an employee working at the enterprise acts in different situations.
The third group uses personnel technologies that ensure the demand for the capabilities of specialists. A personnel reserve is formed at the enterprise, personnel planning is carried out, etc.
In order to obtain personal information about an employee, the human resources department may use legitimate means that have a legal basis. It should be noted that the technology of personnel management assumes that all groups are interconnected. Practice shows that they cannot be implemented one without the other. These personnel technologies can be called basic. But it must be taken into account that the groups differ significantly from each other, although they have much in common.
Company leaders should use different technologies for managing the organization's personnel. In order to obtain reliable information about the employee, an assessment is used. But the selection of personnel makes it possible to find out qualitative characteristics, to get more information about quantitative indicators. Career management involves the use of special personnel measures.
Proper use of personnel technologies creates a comfortable working environment at the enterprise, allows you to form the social capital of the organization. Each employee of the company has the professional skills necessary for the enterprise. They constitute the professional capital of the enterprise. You can manage these resources using specific tools.
Specific managerial functions
Technology must be chosen carefully to influence personnel. It is necessary to take into account the strategic goals of the enterprise. Firstly, personnel technologies in personnel management should effectively influence the system of social relations of the company. This is done in order to meet the needs of the company in the qualitative and quantitative characteristics of employees.
Secondly, each enterprise has adopted its own system of professional roles. Personnel technologies contribute to the inclusion of human professional skills in this system.
Thirdly, the company creates a mechanism for reproducing the employee's professional experience.
Application of HR technologies
In any organization, personnel management technologies should be used only on a regulatory basis. All actions of personnel department employees and company executives are strictly regulated.
Only those persons who have the necessary qualifications have the right to develop and use personnel technologies in their work. The personal dignity of the employee during the assessment should not be infringed, human rights should not be violated and information that is not related to the professional duties of a person should be disclosed. In addition, the methodology should be explained in detail to all employees so that they do not have any questions.
Another important point is that all the results obtained during the assessment must be fixed by the regulations of the enterprise. This will increase the trust of the company's employees, reduce the likelihood of subjectivity when using personnel management technologies.
ECONOMIC SCIENCES
USE OF INFORMATION TECHNOLOGIES IN THE PERSONNEL MANAGEMENT SYSTEM Poleshchuk Zh.A.1, Geleta I.V.2 Email: [email protected]
1 Poleshchuk Zhanna Alexandrovna - Master's student; 2Geleta Igor Viktorovich - Candidate of Economic Sciences, Associate Professor, Department of Enterprise Economics, Regional and Personnel Management, Faculty of Economics, Kuban State University, Krasnodar
Abstract: the article reveals the basic concepts, essence, as well as the structure of information technologies used in the personnel management system. The main factors that have a restraining effect on the use of information technology in the personnel management system by the company are formulated. A number of problems have been identified in the work of personnel services, the effective elimination of which depends on the introduction of automated personnel management systems at the enterprise. The authors outlined the role of HRM-systems in the modern process of personnel management.
Key words: information technologies, personnel management, automated control systems, personnel service.
USAGE OF INFORMATION TECHNOLOGIES IN HUMAN RESOURCES MANAGEMENT SYSTEM Poleshchuk Zh.A.1, Geleta I.V.2
1Poleshchuk Zhanna Aleksandrovna - Master's Student; 2Geleta Igor Viktorovich - Candidate of Economics, Associate Professor, ECONOMICS OF COMPANY, REGOINAL AND PERSONNEL MANAGEMENT DEPARTMENT,
ECONOMICS FACULTY, KUBAN STATE UNIVERSITY, KRASNODAR
Abstract: main terms, concept and structure of information technologies employed in human resources management system are considered in the article. Main factors that have constraining influence on using company in human resources management system of information technologies. Set of problems related to personnel service work were identified. Effective solution to these problems depends on integration of automated systems of human resources management in company. The role of HRM-systems in modern process of human resources management is indicated by authors.
Keywords: information technology, human resources management, management information systems, personnel office.
UDC 331.104.2
The development of information technology has also affected such a sphere of the company's activity as personnel management. It should be noted that personnel management is one of the most important components of the company, since competent personnel management can increase the efficiency of the company's employees and increase profits. Recently, the number of companies that want to automate the process of personnel management with
assistance of information systems has increased significantly. Such information systems help to achieve the company's goals in a shorter time and without additional financial investments.
Today, the use of information technology in personnel management is a necessary condition in order to ensure the effective operation of any company. As practice shows, one HR manager with the help of automated systems can handle the affairs of hundreds of company employees. The use of computer technology in the work allows you to quickly receive various forms of reporting in accordance with all changes in the legislation.
The structure of all currently existing modern HR automation products is as follows:
1) reference systems;
2) programs that automate certain areas of the personnel service;
3) automated complex personnel management systems.
Information and reference systems cannot be classified as automated
systems that can significantly reduce the number of actions performed in the implementation of a particular operation. It is expedient to refer legal reference systems to them. In Russia, the most popular are such as "Consultant Plus" and "Garant".
Programs that automate certain areas of the personnel service, make it possible to select, certify and record employees; develop staffing; calculate wages; prepare analytical reports of enterprise trends. This type of program is used in small companies in order to solve individual problems.
Automated integrated personnel management systems are full-fledged software products that automate all areas of the enterprise's personnel department. There is a large amount of data on automated personnel management systems, among domestic developments one can distinguish such as: "A&T: Personnel Management", "BOSS-Kadrovik", "1C: Salary and Personnel", "Compass: Personnel Management", etc. .
Combining the capabilities of information technology and the human resources of the organization is one of its main competitive advantages. As a developing factor, it has a decisive significance for the activities of any company. But it can not do without the presence of factors that have a deterrent effect.
These factors include:
1) production (lack of qualified specialists in this field; loss of working time due to the use of information technology for other purposes);
2) economic (lack of funds; risks associated with fraud in making electronic payments);
3) technological (the emergence of a large number of technological difficulties).
It is important to note that these factors are predominantly subjective, because, as we believe, they arise due to the ignorance of the leaders of many enterprises about the existence of these technologies and the advantages inherent in them, or because of the fear and unwillingness to change the usual style of company management.
Based on the study of scientific papers devoted to the research topic (, , ), we have identified a number of problems in the enterprise personnel management system,
which can be solved by introducing personnel management information technologies into it:
1) the presence of a territorial-distributive organizational structure of the business (a group of companies, a holding, a dealer network, a large number of additional offices, branches or representative offices);
2) the need for a constant influx of new personnel;
3) inefficient work on the search and selection of applicants, candidates;
4) a large number of hired employees;
5) the presence of differences in the qualifications of specialists;
6) the need for centralized management of the processes of preparation, training, testing (within a single information environment);
7) the complexity of the implementation of settlement operations on wages; the desire to maintain accurate financial records of expenditures relating to personnel;
8) problems with the level of staff turnover;
9) the need to centralize the knowledge accumulated by specialists in a single information base in the form of a program or system;
10) modern style of enterprise management; the desire of top management to follow modern trends and introduce innovations;
11) the ever-increasing level of competition in various business areas: trade, manufacturing, etc.;
12) the need to introduce new HR technologies.
The problems listed above directly affect the processes of human resource management, and in order to implement them efficiently and with maximum efficiency, it is necessary to introduce automated personnel management systems at enterprises that will optimize all processes related to personnel activities. This is the latest information technology in the field of HRM (Human Resources Management) - personnel management systems. A modern IT-system for automation of personnel management provides convergence into a single information space, and also greatly simplifies and makes the work of the personnel department more efficient and convenient.
Thus, it can be argued that the introduction of information technologies into the organization's personnel management system is no longer innovative technologies that facilitate the effective performance of operational work, but, first of all, a kind of catalyst for the dissemination of advanced management experience, as well as modern management technologies that provide enterprises with additional adaptive capabilities and competitive advantages.
References /References
1. Baranovskaya T.P., Vostroknutov A.E., Berezovsky V.S. Research of HRM systems: market analysis, selection and implementation for medium and large businesses // Polythematic network electronic scientific journal of the Kuban State Agrarian University, 2016. No. 115. P. 707-729.
2. Ivanenko L.V., Kogdin A.A. Problems of functioning of modern information technologies in personnel management // Fundamentals of Economics, Management and Law, 2012. No. 6. P. 112-116.
3. Osipova D.I., Nikolaeva N.A. Information technologies in personnel management // In the collection: Problems of formation of a single space for economic and social development of the CIS countries Proceedings of the annual International scientific and practical conference, 2014. P. 480-484.
4. Savchenko I.P., Granadskaya O.V. Innovations in the company's personnel management system // Scientific journal "ARMOM. Series: Humanities”, 2015. No. 2, pp. 35-41.
5. Tarutin A.I., Povorina E.V. The use of information technologies in personnel management // New science: Experience, traditions, innovations, 2016. No. 7 (111). pp. 20-24.
ANALYSIS OF MOTIVATION OF EMPLOYEES ON THE EXAMPLE OF AN ORGANIZATION FOR THE PRODUCTION OF CULINARY
AND CONFECTIONERY PRODUCTS IN VOLGOGRAD
Sorokina P.V. , Popova K.A. Email: [email protected]
1Sorokina Polina Vitalievna - student; 2Popova Ksenia Aleksandrovna - Candidate of Sociological Sciences, Associate Professor,
Department of Human Resources Management and Economics in Education, Volgograd State Socio-Pedagogical University,
Volgograd
Annotation: the article analyzes the motivation of employees of an organization for the production of culinary and confectionery products, identifies a hierarchy of needs using the questionnaire "Motivational Profile" by S. Ritchie and P. Martin. Without staff motivation, certain indicators will not be achieved, by which the company's performance is evaluated, and, accordingly, all labor activity will lose its meaning. It has been established that the most urgent needs of the employees of these organizations are material wealth, the need for favorable physical working conditions, the need for organized work, feedback and information about their own work, the need for recognition of merits. The most insignificant need was the need for independence and self-improvement. Key words: motivation, stimulation, need, motivational profile.
ANALYSIS OF THE MOTIVATION OF EMPLOYEES ON THE EXAMPLE OF THE ORGANIZATION FOR THE MANUFACTURE OF CULINARY AND CONFECTIONERY PRODUCTS IN VOLGOGRAD Sorokina P.V.1, Popova K.A.2
1Sorokina Polina Vitalievna - Student; 2Popova Ksenia Aleksandrovna - PhD in Sociology, Associate Professor, PERSONNEL MANAGEMENT AND ECONOMICS IN EDUCATION DEPARTMENT, VOLGOGRAD STATE SOCIAL AND PEDAGOGICAL UNIVERSITY, VOLGOGRAD
Abstract: the article analyzes the motivation of the employees of the organization for the production of culinary and a confectionery product, the hierarchy of needs is identified with the help of the questionnaire "Motivation profile" by S. Richie and P. Martin. Without the motivation of the staff, certain indicators will not be achieved, according to which the result of the company's work is evaluated, and, accordingly, all labor activity will lose its meaning. It is established that the most actual needs of employees of these organizations are
For the effective functioning of any organization, a properly constructed technology of personnel management is necessary, which includes the selection of personnel, methods of stimulating them to work, organizing their professional and personal growth, as well as a set of punitive measures. The development of this system is carried out by personnel officers or invited specialists. The purpose of these events is to increase the level of staff interest in their own activities and improve their results for the benefit of the company.
The formation can be conditionally divided into 3 blocks: the organization of the staff, their development and the rational use of the human resource. The first group of issues, the development of solutions for which the technology of personnel management is engaged in, includes planning the needs for employees, hiring them, evaluating, selecting and identifying the competitive advantages of personnel. The development of employees occurs due to their periodic training, advanced training courses, trainings for personal and professional growth. The third group includes measures for planning the working time of staff, vacations, drawing up work schedules, fixing the time of work for each employee, observing rights and monitoring the performance of duties.
At large enterprises, personnel management technology is carried out by several specialized departments, which are divided depending on which group of functions they perform. In addition, there is necessarily a supervisory body that monitors the legality of actions on the part of management regarding their subordinates, and vice versa. Usually, this is done by trade unions, of which employees can become members on their own. It can be said that the essence of personnel management of an enterprise lies in the rational use of human resources. If the company is small, then the implementation of this task is carried out by the personnel department, which assumes the functions of a regulatory body.
In order for the technology of personnel management to be effective, management must provide the people who develop it with a good material, informational, and technical base. This need is due to the fact that constant changes are taking place in the world, which cause new requirements for the organization of work. Information and technical hunger can lead to the development of inefficient solutions that will be unprofitable for the enterprise.
In order to build a control system, it is necessary to use 2 groups of methods:
- Characterizing the requirements for the creation of the system itself
- Determining the direction of development of the entire employee management system.
The first group includes system analysis, the method of decomposition, when complex elements are decomposed into simple ones, the method of structuring goals. The second group includes the method of sequential substitution, the experimental method, the method of creative meetings, and much more. The development of the methodological base can be carried out by both individual specialists and employees of the personnel department.
When forming a management system, it is very important that the measures are consistent, logically connected and explainable, do not contradict existing legislation, are the result of analysis, mistakes made, both at this enterprise, and borrowing the experience of other organizations. It must be remembered that the technology of personnel management must be long-term and fully consistent with the goals and corporate policy of the company.
weight of factors.
As a result of the study, the factors for increasing the economic efficiency of enterprises in the oil and fat industry were identified. The priority of the dominant factors for the stage of the cycle "purchase of raw materials - production - sales" is determined.
Thus, based on certain priority factors, the priority areas for improving the economic efficiency of enterprises in the oil and fat industry, in our opinion, are:
1. Consolidation of enterprises in the form of concerns, agricultural production holdings,
agro-industrial groups.
2 Merging the international planning system at the enterprise for an adequate tax strategy.
3. Active innovative activity in May.
4. Improving the system of lending to enterprises.
Bibliography
1. Bryakina A.V. Competitiveness of an enterprise in a global economy // Territory of science. 2012. No. 1. S. 21-28.
Butova L.M., Ivanova D.A.
HR MANAGEMENT SYSTEM AT THE ENTERPRISE
Voronezh Institute of Economics and Law, Voronezh State Pedagogical University
Key words: personnel management, enterprise, personnel, personnel potential.
Annotation: the article reflects modern problems in the personnel management system, ways to overcome them are proposed, a comparative analysis is carried out.
Keywords: human resources management, enterprise staff, human resources.
Abstract: article reflects the current problems in the personnel management system, the ways to overcome them, a comparative analysis is carried out.
The most valuable resource of an organization is its staff. Efficient work of employees increases competitiveness and
the profitability of the organization. The solution of personnel management issues is one of the highest priorities for most Russian enterprises. Consider several definitions of the concept of "personnel management".
P. Torshin considers this term as one of the functions of managerial activity: "this is a specific function of managerial activity, the main object of which is a person who is a member of certain social groups." The definition of V. Vesnin has common features with the interpretation of P. Egorshin: "this is the management of a person in the home, aimed at providing conditions for" the effective use of his intellectual and physical capabilities, strengthening labor relations, motivation and getting the most out of workers. "In these definitions personnel management is aimed at the personality of a person; in the latter definition, the essence of personnel management is revealed more fully, its characteristic features are clarified.
A detailed interpretation of the concept will be given by D. Spiridonov: "this is the field of activity of the management of the organization, managers and specialists of the departments of the personnel management system, aimed at improving the efficiency of the organization by increasing the efficiency of working with its employees, psychological, legal, economic and social methods." This definition reflects that the relationship between the performance of the organization and the work of its workforce. It is noted that it is precisely by increasing the efficiency of the work of the staff that the efficiency of the organization as a whole increases.
I. Matveeva understands personnel management as an integral system: "personnel management is a set of mechanisms, principles, forms and methods of influencing the formation, development and use of the organization's personnel, implemented as a number of interrelated areas and activities." A distinctive feature of this definition is the rationale for the phased implementation of the stages of personnel management and the relationship of its constituent elements.
Summarizing the above interpretations, we can say that personnel management is a set of interrelated techniques, forms, methods of organizing work with personnel, which:
First, they are conducted on behalf of the leadership of the organization;
Secondly, they are aimed at providing conditions for the effective and fullest use of intellectual and
physical capabilities of the employee;
And, thirdly, they are aimed at improving the efficiency of the organization.
So some authors single out technical, administrative or personal cultural as subsystems. Others in the management of the enterprise distinguish two parts: management of activities and management of people. Most authors consider the features of the personnel management system as a subsystem of the overall enterprise management and single out: object and subject, system goals, tasks, its functions and structure, principles and methods of functioning.
Consider the subject and object of the enterprise personnel management system. The subject of personnel management is a manager or an employee of the management apparatus who directly develops and implements decisions. The object of personnel management is the element to which management is directed. In this case, these are individual workers or teams.
The initial stage in the design and formation of an organization's personnel management system is the formulation of the goals of this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the personnel management system as providing the organization with personnel. L. Ivanova identifies the following goals of the enterprise personnel management system:
The main goal is to provide the organization with personnel for its effective use, professional and social development;
Objectives of the second level: development of a personnel management strategy, forecasting and long-term planning of personnel, building a system of motivation and social security of personnel;
The goals of the third level: the implementation of new requirements for specialists and jobs, the needs of the enterprise for new specialists and positions, analysis of the dynamics of personnel development, analysis of the quality of life, analysis of individual types of personnel development, planning of social development of personnel.
E. Maslov, highlighting the goals and objectives of the personnel management system, in many respects, connects them with the goals of the management of the enterprise as a whole:
Increasing the competitiveness of the enterprise in market conditions.
Increasing the efficiency of production and labor, in particular
achieving maximum profit;
Ensuring high social efficiency
the functioning of the team.
According to N. Matveeva, the modern concept of production management is that maximum productivity, quality and competitiveness can be achieved only with the participation of each employee in improving the production process, initially at his workplace, and later on at the enterprise as a whole.
Successful achievement of the set goals requires the solution of such tasks as:
Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;
Achieving a reasonable correlation between the organizational and technical structure of the production potential and the structure of the labor potential;
Full and effective use of the potential of the employee and the production team as a whole: ensuring the realization of desires.
I. Lazareva, in turn, highlights such tasks of the personnel management system as increasing the level of job satisfaction for all categories of personnel and ensuring a high standard of living for employees who consider work in the company desirable.
1) organizational - planning sources of staffing, awareness of the population about recruitment, the amount of funds for training, etc.;
2) socio-economic - a set of conditions and factors that determine the use and retention of personnel.
3) reproductive, providing the creation of educational and material base and development of personnel.
Analyzing the above goals, objectives and functions that are inherent in the enterprise personnel management system, we can say that it has a significant impact on the economic condition of the enterprise in its equal aspects of increasing the competitiveness of the enterprise, in particular, achieving maximum profit, providing the organization with personnel and its effective use, ensuring the realization of the desires, needs and interests of employees, etc. Ultimately, the importance of the personnel management system for the economic condition of the enterprise is obvious.
The personnel management system of an enterprise has a complex structure. Most authors identify the following subsystems that are part of personnel management: personnel planning: recruitment, training and development of personnel.
The personnel planning subsystem includes the development of a personnel policy and a personnel management strategy, the development of the personnel potential of the organization and the labor market; organization of personnel planning and forecasting of the need for personnel; maintaining relationships with external sources that provide the organization with personnel.
As M. Gorbatova notes, in the planning process it is necessary to conduct a quantitative and qualitative analysis of the need for personnel.
The personnel recruitment and accounting subsystem includes organizing the recruitment and selection of candidates for a vacant position; reception of personnel, accounting for the reception, movement of dismissals of personnel; employment management, documentation support of the personnel management system.
The subsystem for assessing the training and development of personnel includes the implementation of training, retraining and advanced training of personnel, the introduction and adaptation of new employees; organizing and conducting personnel assessment activities; career development management. For each organization, these procedures are individual, and when choosing a personnel assessment system, special attention is paid to its compliance with other personnel management processes - career planning, vocational training, in order to avoid contradictions and conflicts.
The subsystem of personnel motivation includes the regulation of the labor process and the tariffication of wages: the development of systems of material and non-material incentives, as well as the use of methods of moral encouragement of personnel.
S. Filin notes that if the managers of an enterprise want their employees to work well and with pleasure, they must accept their needs and motives.
The subsystem of social development includes catering during the working day: health protection, recreation of employees and their families; organization of physical culture; compliance with the requirements for the state of staff workplaces; organization of social insurance.
E. Maslov notes that the social orientation of work with personnel sets the task of collecting quite a variety of information
of a social nature concerning individual workers. When selecting candidates for appointment to a position, it is necessary that the data bank contains information not only of industrial, but also of socio-demographic, disciplinary and even medical nature.
The subsystem of legal support for personnel is associated with the solution of the legal aspects of labor relations, as well as with the coordination of administrative and other documents on personnel management. The system of work with personnel is reflected in such important documents as: the charter of the enterprise: internal labor regulations, the collective agreement, the staffing table of the enterprise, the regulation on remuneration and bonuses, the regulation on subdivisions, the employee's employment contract, job descriptions.
The information support subsystem includes keeping records and personnel statistics; information and technical support of the personnel management system; providing personnel with scientific and technical information necessary for work.
Consider the basic principles of the functioning of the personnel management system. E. Maslov notes that the principles of the personnel management system are interpreted as stable rules for the conscious activity of people in the management process. According to R. Mardanov's approach, two groups of principles of the personnel management system in an organization are distinguished: principles that characterize the requirements for the formation of a personnel management system, and principles that determine the directions for the development of a personnel management system.
The first group includes the following principles: conditionality of personnel management functions to production goals, economy, progressiveness and prospects; scientific character; complexity; efficiency, consistency, etc. The second group includes the adaptability of the personnel management system to the goals of the enterprise, specialization, etc. All the principles of the personnel management system are implemented in interaction. Their combination depends on the specific conditions of the functioning of the organization's personnel management system.
The methods of personnel management act as ways to implement the principles. Researchers identify various methods used in the personnel management system. N. Banko distinguishes the following groups of methods:
Data collection methods questionnaire, interview, active observation during the working day, conversation, study
documents, etc.;
Methods of analysis; system analysis, economic analysis, expert-analytical method, etc.;
Methods of formation: a systematic approach, the method of analogies, the parametric method, creative meetings, etc.
Justification methods: comparison method, normative method, modeling of the actual and desired object under study, functional cost analysis, etc.
Implementation methods: training, retraining and advanced training of employees of the management apparatus.
Scientists note that at present the literature discloses and applies to three groups - methods of personnel management: administrative, economic and
socio-psychological. These groups of management methods are most often considered as complementary to each other. It should be noted that the greatest effect and quality of the personnel management system is achieved when methods are applied in combination. The use of a system of methods allows you to characterize the object of improvement from all sides, which helps to avoid miscalculations.
The systematic approach takes into account the relationship between the individual elements of personnel management and is expressed in the development of ultimate goals, determining ways to achieve them, and creating an appropriate enterprise personnel management system.
Thus, the personnel management system is a set of principles, forms and methods of organizing work with personnel. The personnel management system is a subsystem for managing the organization as a whole. The main goal of the personnel management system is to provide the enterprise with personnel, its effective use, professional and final development. The personnel management system of the enterprise performs a number of functions: organizational, socio-economic, reproductive.
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Voronina E.B.
PROBLEMS OF EMPLOYMENT OF YOUNG SPECIALISTS
Voronezh Institute of Economics and Law
Key words: employment, labor market, young specialists, employment problems.
Abstract: the article is devoted to the problems of employment of young specialists, the main reasons are identified and methods for their solution are proposed.
Keywords: employment, labor market, young professionals, employment
As explained in the encyclopedic dictionary, technology is an art, skill, skill, a set of methods for processing, manufacturing, changing the state, properties, form of raw materials, materials or semi-finished products in the production process. The task of technology as a science is to identify physical, chemical, mechanical and other regularities in order to determine and use in practice the most efficient production processes.
Under technology in production activity is understood the content, method and sequence of interaction between personnel and working machines in the process of manufacturing products, performing work and providing services, taking into account market requirements. In modern production, personnel management technology is the science and art of managing people, the mechanism of the relationship between the subject and object of personnel management, the system of interaction between the manager and the employee, the strategy for making decisions and tactics for their implementation in the field of effective employment of employees in the management of the personnel of the enterprise.
From a general scientific point of view, personnel-technology is a mechanism for the interaction of managers at all levels of management with their personnel in order to make the most complete and efficient use of the limited economic resources available in production, and primarily the labor force, the labor potential of all categories of workers.
In modern personnel policy, personnel management technology, or personnel-technology, is characterized by multilateral functional and organizational relations.
Functionally personnel management provides for the following activities:
Determination of the overall strategy for staff development;
Planning the needs of employees at the enterprise;
Recruitment, selection and evaluation of personnel;
Professional development of employees and their retraining;
Professional movement of personnel at the enterprise;
Business career management of employees;
The release of employees of the enterprise, etc.
Organizationally personnel management covers ensuring labor relations and interaction of all employees and all structural divisions of the enterprise in the process of production and sale of products, which includes:
Personnel planning and placement of personnel;
Optimization of the number and structure of personnel;
Regulation of personnel work;
Organization of payment and financial incentives;
Formation of labor culture, etc.
In personnel management, there are several types personnel technologies: multi-link, communication, individual, and others.
The managerial impact of personnel technology can be directed to an individual employee, a group of employees united by a common labor task, as well as to the factors of the internal and external environment in which the enterprise operates and the labor process is carried out.
When developing a personnel technology aimed at improving the personnel policy of an organization, it is necessary to take into account the following external and internal factors:
Market requirements for the development of production;
Strategic and tactical goals;
Available financial opportunities;
Professional and qualification structure of personnel;
The situation on the labor market in the region;
The level of employment of personnel;
Labor productivity of employees;
The current level of staff salaries, etc.
The development and implementation of personnel technology for working with personnel in an organization usually includes seven typical stages:
Diagnosis of the personnel situation;
Making adjustments to existing regulations;
Preparation and approval of the technology project;
Approval of the developed technology;
Dissemination of the mechanism for the implementation of activities;
Training of personnel of new technology;
Establishment of those responsible for the implementation of technology.
Methods for developing and evaluating the applied managerial personnel-technologies depend on specific production conditions and external factors. As a rule, personnel technologies are developed for the current period and more often for the future development of the enterprise. The further the planning horizon for technological solutions, the higher the uncertainty of the results. That is why the process of developing modern personnel technologies is complicated both by the presence of elements of uncertainty and the lack of accurate socio-economic information.
