Characteristics of personnel technologies. Modern technologies of personnel management in the enterprise

Human resource management technologies make it possible to solve the personnel problems facing every 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 company's management needs to pay enough attention to people management.

HR technologies will help create a modern and effective system, only then will the organization be successful in the market. First you need to find specialists and evaluate their professional knowledge. It is worth paying attention to business qualities candidates, it is important to find out the personal characteristics of future employees.

The candidate selection process takes time. It is necessary to hire the best specialists. Each employee signs employment contract, the HR department helps a person adapt to a new place.

If we talk about the content of personnel technologies, they represent a series of actions aimed at achieving two goals. The first of them is obtaining information about the specialist. This may include data on 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 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 the personnel officers can find.

Hiring experienced employees and industry-renowned professionals who have made a name for themselves is a good investment for any business. If the financial condition of the company allows, you should not save on personnel selection. But mistakes when selecting new employees will be a failure, which can be very costly for the company.

For example, a company plans to start training employees. If people are not suited to the job, training them will be a waste of resources. Even for large organizations it will be a luxury. Small and medium-sized enterprises in the same situation will suffer maximum damage, because they have to work in conditions of fierce competition, and the budget of small firms is often limited. HR technologies are designed to protect the company from such expenses.

Basic elements of HR technologies

If an enterprise has hired a sufficient number of experienced specialists, this does not guarantee that the staff will provide high efficiency labor.

In order for the staff’s abilities to be aimed at achieving the goals required by the enterprise, it is necessary to competently manage employees. HR management technology should be carefully thought out; its development should not be rushed. It is necessary that management actions be aimed at assessing the qualifications of specialists. It is useful to timely move an employee to a position where his skills could be used most fully.

In addition, it is important to interest the employee in the results of work.

It is necessary not only to motivate, but also to adequately reward a specialist for high quality work.

All these management activities are closely related to HR technologies. Their main elements include the following:

Personnel planning. Selection of specialists and recruitment of new employees to the enterprise.
Establishment wages and determining the employee's benefits.
Career guidance for specialists, their adaptation to a new place and training.
Assessment of the activities of enterprise employees. Preparation of personnel reserve. Personnel professional development management.
Promoting employees, demoting them. Transfer of specialists to a new place of work, dismissal of employees.
Social issues and health protection of workers. Relations of production at the enterprise.

Structure of HR technologies

All modern personnel management technologies in an enterprise can be divided into 3 groups. The first group uses technologies that allow them to obtain reliable information about a specialist. This may include the selection of new employees for vacant positions, periodic rotation of personnel, and career management of employees.

The second group is those technologies that allow you to find personnel with the required characteristics. This could be the certification of specialists, a qualification exam for employees, or individual interviews. This also includes observing how different situations An employee working at the enterprise arrives.

The third group uses personnel technologies that ensure the demand for specialist capabilities. The enterprise forms a personnel reserve, carries out personnel planning, etc.

In order to receive personal information about an employee, the HR department can use legitimate methods that have a legal basis. It is worth noting that personnel management technology assumes that all groups are interconnected. Practice shows that they cannot be realized one without the other. These personnel technologies can be called basic. But it is necessary to take into account that the groups differ significantly from each other, although they have many similarities.

Company managers must use different technologies for managing the organization's personnel. In order to obtain reliable information about the employee, an assessment is used. But personnel selection makes it possible to find out quality characteristics, get more information about quantitative indicators. Career management involves the use of special personnel measures.

Proper use of HR technologies creates a comfortable work environment at the enterprise and allows for the formation of the organization’s social capital. Each employee of the company has the professional skills necessary for the company. They constitute the professional capital of the enterprise. These resources can be managed using specific tools.

Specific management functions

To influence personnel, technologies must be chosen especially carefully. Must be taken into account strategic goals enterprises. Firstly, HR technologies in personnel management must effectively influence the system social relations companies. This is done in order to satisfy the company's needs for the qualitative and quantitative characteristics of employees.

Secondly, each enterprise has adopted its own system of professional roles. HR 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 HR department employees and company managers are strictly regulated.

Only those persons who have the necessary qualifications have the right to develop and use HR 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 not related to the person’s professional duties should not be disclosed. In addition, the methodology should be explained in detail to all employees so that they do not have any questions.

One more important point is that all results obtained during the assessment must be formalized by the regulatory acts of the enterprise. This will increase the confidence of company employees and reduce the likelihood of subjectivity when using HR technologies.

IN management activities an important place is occupied by technologies, the use of which allows solving problems staffing organization strategies. They are usually called HR technologies.

Personnel technology is a means of managing the quantitative and qualitative characteristics of personnel, ensuring the achievement of the organization’s goals and its effective functioning.

Personnel technologies used in management can be divided into three large groups

The first group includes personnel technologies that provide comprehensive, reliable personal information about a person. These are, first of all, methods and forms of its assessment. They must be legitimate, have a legal basis, an established procedure for conducting and applying the results obtained. In the practice of working with personnel, these include certification, qualification exams, and monitoring the status of personnel characteristics.

The second group of personnel technologies consists of those that provide both current and future, quantitative and qualitative characteristics of the personnel composition required for the organization. These are technologies of selection, formation of a reserve, personnel planning, professional development. The combination of these personnel technologies is organically included in the structure of management activities.

The third group combines personnel technologies that make it possible to obtain high performance results for each specialist and a synergistic effect from the coordinated actions of the entire staff. Management actions taken on the basis of these personnel technologies will be characterized by the timeliness of personnel decisions, the rational use of personnel capabilities, and the optimal structure of the forces involved to solve the problems facing the organization. This includes technologies such as personnel selection, personnel career management and a number of others.

Despite certain assumptions and conventions when classifying personnel technologies, it should be said that each of the listed groups has significant differences. Thus, the basis of personnel technologies that allow obtaining personal information is assessment technology. Obtaining specified quantitative and qualitative characteristics is basically ensured by personnel selection. The demand for professional capabilities of personnel is achieved through a set of personnel activities, united by a common name - career management.

These personnel technologies are interconnected, complement each other, and in real management practice, for the most part, they cannot be implemented without the other. They can be considered as basic personnel technologies.

What are the specifics of HR technologies? What is the object of their influence?

A person in an organization performs social role conditioned by his having the professional abilities necessary for the organization. Totality professional characteristics workers in an organization, together with their teamwork skills, constitute the organization's human capital. Managing this capital requires subtle and specific means impact. They are HR technologies.

HR technologies perform specific management functions. Firstly, they provide a differentiated impact on the organization’s system of social relations, taking into account the specifics of its needs in quantitative and quality characteristics personnel. Secondly, they provide a more subtle and more rational inclusion of a person’s professional capabilities into the system of social, primarily prescribed, roles of the organization. Thirdly, on their basis, a mechanism for the demand for a person’s professional abilities in the organization is formed.

Thus, personnel technologies are organically included in the management structure, have their own specifics and the object of their influence.

Personnel assessment - This is a personnel technology, the content of which is the knowledge and result of comparing the selected characteristics (qualities) of a person with pre-established ones.

In management practice, personnel assessment is usually carried out:

Upon appointment to a position;

Upon completion probationary period;

Periodically (certification, etc.);

When appointed to a position from the reserve;

When staffing is reduced.

Name of the Assessed Qualities	Data questionnaire analysis	Psychological testing	Valuation business games	Qualification testing	Check reviews	Interview
1. Intelligence		++	++			+
2. Erudition (general, economic and legal)	+		++			+
3. Professional skills and knowledge	+		+	++	+	+
4. Organizational abilities and skills	+		++	+	+	+
5. Communication abilities and skills		+	++			++
6. Personal abilities (psychological portrait)		++	+		+	++
7. Health and performance	+		+		+	+
8. Appearance and manners			+			++
9. Motivation (readiness and interest to perform the proposed work in this organization)						++

Symbols: ++ (the most effective method);

+ (often accepted method).

Among the basic personnel technologies, one of the most important is personnel selection. Over the centuries, humanity has formed certain requirements for workers and especially for those involved in management.

To date, many methods have been accumulated in domestic and foreign practice to ensure the quality of personnel selection. Selection is a multi-act activity in which a person participates throughout almost the entire period of his active professional life.

It is necessary to distinguish admission selection, hiring for work in the organization and selection, carried out repeatedly during the period of stay in the organization (prolonged selection).

When hiring a person for a job, in the process of selecting applicants for a position, the characteristics of the person being hired are identified with the requirements put forward by both the organization as a whole and the position itself and its subject area. At this stage of selection, the social characteristics of the person and the formal selection criteria take priority.

So, for example, in the process selection of personnel for the civil service acquisition tasks are solved government positions, based on the most general requirements for a person as a bearer of certain social qualities. This is selection for public service as a social institution, and not as for a specific type of professional activity. The selection criteria, as a rule, are of the most general nature.

Personnel selection— a comprehensive personnel technology that ensures that a person’s qualities meet the requirements of the type of activity or position in the organization.

In conditions of market competition, the quality of personnel has become the most important factor determining survival and economic situation Russian organizations. Increasing the efficiency and reliability of selection is associated with consistent verification of the candidate’s business and personal qualities, based on complementary methods for identifying them and sources of information. A stage-by-stage selection of candidates is currently underway.

Each time, those candidates who clearly do not meet the requirements are eliminated. At the same time, whenever possible, an objective assessment of the candidate’s actual knowledge and the degree of mastery of the necessary production skills is used. Thus, a complex multi-stage system for selecting human resources is formed.

Line managers and functional services participate in the selection process. These services are staffed by professional psychologists and use the most modern methods. Direct supervisor participates in the selection at the initial and final stages.

He has the final say in establishing the requirements for the position and selecting a specific employee from among those selected by the personnel service. In the practice of work of managers with personnel, there are four circuit diagrams replacement of positions: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists and university graduates; promotion to a higher position “from within”, aimed at filling the existing vacancy, as well as a combination of promotion with rotation as part of the preparation of the “reserve of managers”.

In many cases, it is considered necessary to fill positions of managers and specialists on a competitive basis, i.e. with consideration of several candidates for the position, preferably with the participation of external candidates.

When selecting for a position from among the organization’s employees, it is important to keep in mind that the assessment of employee performance does not provide complete information about the employee’s capabilities when promoted to a higher position or transferred to some other position. Many employees lose effectiveness when moving from one level to another or from a functional job to a line manager position and vice versa. The transition from working with homogeneous functions to working with heterogeneous functions, from work limited mainly internal relations, to work with numerous external relationships - all these moves involve critical changes that weaken the value of performance evaluation results as an indicator of future success.

The selection of candidates for a vacant position is carried out from among applicants for the vacant position of a manager or management specialist by assessing the business qualities of the candidates. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities: social and civic maturity; attitude to work, level of knowledge and work experience, organizational skills, ability to work with people, ability to work with documents and information, ability to make and implement decisions in a timely manner, ability to see and support the best, moral and ethical character traits.

In each group of characteristics, you can reveal in more detail the business and personal qualities of managers or specialists hired. In this case, from a long list, those positions that are most important for a particular position and organization are selected, and to them are added specific qualities that an applicant for that particular position must have. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when entering a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

Career management is a function of managing a person’s professional capabilities in an organization. To successfully implement this function, it is necessary, first of all, to understand the very concept of “personnel career”. It exists in the broad and narrow sense of the word and reflects the unity of two career processes - a professional career and an official career.

A career in the narrow sense of the word is a person’s individual work path, a way of achieving goals and results in the main form of personal self-expression. Since in an organization such forms can be professional development or the official promotion of a person, then we should talk about his professional or official career.

In a broad sense, a career is understood as the active advancement of a person in mastering and improving a way of life that ensures his stability in the flow of social life.

Business career - progressive advancement of an individual in any field of activity, change in skills, abilities, qualifications; moving forward along the once chosen path of activity, achieving fame, glory, and enrichment. There are several types of careers: intra-organizational, inter-organizational, specialized, non-specialized; vertical career and horizontal career; stepwise career; centripetal. In the process of career implementation, it is important to ensure the interaction of all types of careers.

Practice has shown that employees often do not know their prospects in a given team. This indicates poor management of personnel, lack of planning and control of careers in the organization. Planning and control of a business career lies in the fact that from the moment an employee is accepted into the organization until the expected dismissal from work, it is necessary to organize the systematic horizontal and vertical advancement of the employee through the system of positions or jobs. An employee must know not only his prospects for the short-term and long term, but also what indicators he must achieve in order to count on promotion.

Business career management can be considered as a set of activities carried out by the personnel service of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs and opportunities and social -economic conditions of organizations.

Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities. When applying for a job, a person sets certain goals for himself, but since the organization, when hiring him, also pursues certain goals, the person being hired needs to realistically assess his business qualities. The success of his entire career depends on this.

Thus, personnel technologies represent important ways of management influence on the quantitative and qualitative characteristics of the organization’s personnel and are designed to ensure effective management professional capabilities of a person in an organization. They allow you to obtain: comprehensive, reliable personal assessment information about a person; current and future, quantitative and qualitative characteristics of personnel; high performance results of each specialist and a synergistic effect.

HR technologies in management

In management activities, an important place is occupied by technologies, the use of which makes it possible to solve the problems of staffing the organization's strategy. They are usually called HR technologies.

Personnel technology is a means of managing the quantitative and qualitative characteristics of personnel, ensuring the achievement of the organization's goals and its effective functioning.

Personnel technologies used in management can be divided into three large groups

The first group includes personnel technologies that provide comprehensive, reliable personal information about a person. These are, first of all, methods and forms of its assessment. Οʜᴎ must be legitimate, have a legal basis, an established procedure for conducting and applying the results obtained. In the practice of working with personnel, these include certification, qualification exams, and monitoring the status of personnel characteristics.

rational use of personnel capabilities, optimal structure of the forces involved to solve the problems facing the organization. This includes technologies such as personnel selection, personnel career management and a number of others.

Despite certain assumptions and conventions when classifying personnel technologies, it should be said that each of the listed groups has significant differences. Thus, the basis of personnel technologies that allow obtaining personal information is assessment technology. Obtaining the specified quantitative and qualitative characteristics in its database is ensured by personnel selection. The demand for professional capabilities of personnel is achieved through a set of personnel activities, united by a common name - career management.

What are the specifics of HR technologies? What is the object of their influence?

A person in an organization performs a social role determined by the presence of the professional abilities necessary for the organization. The totality of professional characteristics of employees in an organization, together with their teamwork skills, constitutes

human capital of the organization. Managing this capital requires subtle and specific means of influence. They are HR technologies.

HR technologies perform specific management functions. First of all, they provide a differentiated impact on the system of social relations of the organization, taking into account the specifics of its needs for the quantitative and qualitative characteristics of personnel. Secondly, they provide a more subtle and more rational inclusion of a person’s professional capabilities into the system of social, primarily prescribed roles of the organization. Thirdly, on their basis, a mechanism for the demand for a person’s professional abilities in the organization is formed.

However, HR technologies are organically included in the management structure, have their own specificity and the object of their influence.

Personnel assessment - This is a personnel technology, the content of which is the knowledge and result of comparing the selected characteristics (qualities) of a person with pre-established ones.

In management practice, personnel assessment is usually carried out:

Upon appointment to a position;

At the end of the probationary period;

Periodically (certification, etc.);

When appointed to a position from the reserve;

When staffing is reduced.

Name of the Assessed Qualities	Data questionnaire analysis	Psychological testing	Valuation business games	Qualification testing	Check reviews	Interview
1. Intelligence		++	++			+
2. Erudition (general, economic and legal)	+		++			+
3. Professional skills and knowledge	+		+	++	+	+
4. Organizational abilities and skills	+		++	+	+	+
5. Communication abilities and skills		+	++			++
6. Personal abilities (psychological portrait)		++	+		+	++
7. Health and performance	+		+		+	+
8. Appearance and manners			+			++
9. Motivation (readiness and interest to perform the proposed work in this organization)						++

Symbols: ++ (the most effective method);

+ (often accepted method).

It is necessary to distinguish admission selection, hiring for work in the organization and selection, carried out repeatedly during the period of stay in the organization (prolonged selection).

So, for example, in the process selection of personnel for the civil service the tasks of staffing government positions are solved based on the most general requirements for a person as a bearer of certain social qualities. This is a selection for public service as a social institution, and not as for a specific type of professional activity. The selection criteria, as a rule, are of the most general nature.

Personnel selection- comprehensive personnel technology that ensures that a person’s qualities meet the requirements of the type of activity or position in the organization.

In conditions of market competition, the quality of personnel has become

the most important factor determining the survival and economic position of Russian organizations. Increasing the efficiency and reliability of selection is associated with consistent verification of the candidate’s business and personal qualities based on complementary methods for identifying them and sources of information. Today, a stage-by-stage selection of candidates is being carried out.
Posted on ref.rf
Each time, those candidates who clearly do not meet the requirements are eliminated. At the same time, whenever possible, an objective assessment of the candidate’s actual knowledge and the degree of mastery of the necessary production skills is used. Therefore, a complex multi-stage system for selecting human resources is being formed.

Line managers and functional services participate in the selection process. These services are staffed by professional psychologists and use the most modern methods. The immediate supervisor participates in the selection at the initial and final stages. He has the final say in establishing the requirements for the position and selecting a specific employee from among those selected by the personnel service. In the practice of work of managers with personnel, there are four basic schemes for filling positions: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists and university graduates; promotion to a higher position “from within”, aimed at filling the existing vacancy, as well as a combination of promotion with rotation as part of the preparation of “reserve managers”. In many cases, it is considered necessary to fill positions of managers and specialists on a competitive basis, ᴛ.ᴇ. with consideration of several candidates for the position, preferably with the participation of external candidates.

When selecting for a position from among the organization’s employees, it is important to keep in mind that the assessment of employee performance does not provide complete information about the employee’s capabilities when promoted to a higher position or transferred to some other position. Many employees lose effectiveness when moving from one level to another or from a functional job to a line manager position and vice versa. The transition from work with homogeneous functions to work with heterogeneous functions, from work limited mainly by internal relationships to work with numerous external relationships - all these movements imply critical changes that weaken the value of performance evaluation results as an indicator of future success.

The selection of candidates for a vacant position is carried out from among applicants for the vacant position of a manager or management specialist by assessing the business qualities of the candidates. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; attitude to work, level of knowledge and work experience, organizational skills, ability to work with people, ability to work with documents and information, ability to make and implement decisions in a timely manner, ability to see and support the best, moral and ethical character traits.

In each group of characteristics, you can reveal in more detail the business and personal qualities of managers or specialists hired. In this case, those positions that are most important for a particular position and organization are selected from a long list, and specific qualities that an applicant for this particular position must have are added to them. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when entering a job and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

Career management is a function of managing a person’s professional capabilities in an organization. To successfully implement this function, it is extremely important, first of all, to understand the very concept of “personnel career”. It exists in the broad and narrow sense of the word and reflects the unity of two career processes - a professional career and an official career.

A career in the narrow sense of the word is a person’s individual work path, a way of achieving goals and results in the main form of personal self-expression. Since in an organization such forms

If there is a person’s professional development or promotion, then we should talk about his professional or official career.

In a broad sense, a career is usually understood as the active advancement of a person in mastering and improving a way of life that ensures his stability in the flow of social life.

Business career - progressive advancement of an individual in any field of activity, change in skills, abilities, qualifications; moving forward along the once chosen path of activity, achieving fame, glory, and enrichment. There are several types of careers: intra-organizational, inter-organizational, specialized, non-specialized; vertical career and horizontal career; stepwise career; centripetal. In the process of pursuing a career, it is important to ensure the interaction of all types of careers.

Practice has shown that employees often do not know their prospects in a given team. This indicates poor management of personnel, lack of planning and control of careers in the organization. Planning and control of a business career essentially means that from the moment an employee is accepted into an organization until the expected dismissal from work, it is extremely important to organize the systematic horizontal and vertical advancement of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

Business career management can be considered as a set of activities carried out by the personnel department of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as based on goals, needs and the capabilities and socio-economic conditions of organizations.

Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities. When applying for a job, a person sets certain goals for himself, but since the organization, when hiring him, also pursues certain goals, it is extremely important for the person being hired to realistically assess his business qualities. The success of his entire career depends on this.

However, personnel technologies represent important ways of management influence on the quantitative and qualitative characteristics of the organization’s personnel and are designed to ensure effective management of a person’s professional capabilities in the organization. They allow you to obtain: comprehensive, reliable personal assessment information about a person; current and future, quantitative and qualitative characteristics of personnel; high performance results of each specialist and a synergistic effect.

Personnel technologies in management - concept and types. Classification and features of the category "Human Resources Technologies in Management" 2017, 2018.

Literature: Literature: “On the State Civil Service of the Russian Federation” from the Federal Law “On Certification of Civil Servants...,” Decree of the President of the Russian Federation 110 dated, “On the procedure for passing the qualification exam...” Decree of the President of the Russian Federation 111 dated, “On the competition for filling a vacant position... Decree of the President of the Russian Federation 112 dated Updating the need for personal and professional development of civil servants / Under general. Ed. A.A. Derkach. M.: RAGS, Personnel Management: Textbook / General ed. A.I. Turchinova. M.: Publishing house RAGS, pp. 223–467. Magura M.I., Kurbatova M.B. Modern personnel technology. M.: LLC “Journal “Personnel Management”, Chizhov N.A. Manager and staff: technology of interaction. M.: "Alfa-Press" 2007.

The concept of personnel technology General meaning: “procedure” A set of sequentially performed actions, techniques, operations that allow you to quickly achieve a given result Technology Based on the information received about the capabilities of the individual - the subject of technological influence Find a specialist, evaluate and select, adapt in the organization, get a return in the form effective activities AS THE GOAL OF HR Technologies: regular and prompt provision of the management subject with objective information about the state and trends in changes in the professionalism of employees and the personnel potential of the organization as a whole.

Process of application of personnel technology Features and specificity of personnel technologies Subject of application of personnel technology Object of personnel-technological influence Object of influence - PERSON, as: Professional specialist Participant labor process Subject of activity Representative of a specific social community Member of a team ( social organization) Carrier of organizational culture Party of relations with the employer (legal, economic, social, administrative, personnel, etc.)

In the process of personnel management: In the process of personnel management: PERSONNEL TECHNOLOGY PERSONNEL TECHNOLOGY is a toolkit for PERSONNEL MANAGEMENT. The essential content of personnel technology is determined through the main categories general characteristics management: GOALS, TASKS, FUNCTIONS, PRINCIPLES, FORMS, METHODS, MECHANISMS, PROCEDURES, RESULTS ORIENTATION, EFFECTIVENESS CRITERIA.

Content of personnel technology The content of personnel technology is a set of sequential actions, techniques, operations that allow, based on the information received about a civil servant (professional knowledge, abilities, abilities, skills, personal qualities), to provide conditions for their maximum implementation, or change them in accordance with the goals of the organization. IN THE PROCESS OF MANAGING CIVIL SERVICE PERSONNEL: IN THE PROCESS OF MANAGING CIVIL SERVICE PERSONNEL: Personnel technology Personnel technology is a means of managing the quantitative and qualitative characteristics of the organization’s personnel, ensuring the achievement of goals and operational efficiency.

Principles of application of personnel technologies Principles of application of personnel technologies: managerial competence; technological competence; legal competence; psychological competence humanism Principles of application of personnel technologies Principles of application of personnel technologies: managerial competence; technological competence; legal competence; psychological competence humanism IN THE PROCESS OF CIVIL SERVICE PERSONNEL MANAGEMENT: IN THE PROCESS OF CIVIL SERVICE PERSONNEL MANAGEMENT: Goals of personnel technologies The goals of personnel technologies are to ensure the process of influencing personnel based on practice-tested and approved procedures and techniques that minimize subjectivity in relation to subordinates and save time in achieving the set personnel goals

MANAGERIAL FUNCTIONS OF HR TECHNOLOGIES Possibility of differentiated impact on the system of social relations of the organization in order to meet its needs for quantitative and qualitative characteristics of personnel Ensuring the rational inclusion of human capabilities in the system of prescribed roles (social, professional) of the organization’s personnel Ensuring the reproduction of the required professional experience of personnel

FUNDAMENTALS OF PROVIDING HR TECHNOLOGY TECHNOLOGY Level business culture Scientific Basics: Professional qualifications Administrative resources Organizational culture Communication culture Personnel culture Innovation culture teaching materials documentation development local regulations software innovations in personnel technologies attracting experts REQUIREMENTS: Regulatory validity Social demand Reality of application Economic feasibility Personalization of the result Ensuring a culture of implementation and understanding of the essence: social technologies, human science technologies and personnel technologies

CONDITIONS FOR EFFECTIVENESS OF PERSONNEL TECHNOLOGIES TARGETED INVESTMENT OF FUNDS IN THE DEVELOPMENT OF TECHNOLOGIZATION OF PERSONNEL PROCESSES MAXIMUM REGULATION AND TECHNOLOGIZATION OF ALL PERSONNEL PROCESSES IN THE CIVIL SERVICE CONTINUOUS INCREASE INCREASING THE LEVEL OF PROFESSIONAL (TECHNOLOGICAL) TRAINING OF MANAGERS

TYPES OF PERSONNEL TECHNOLOGIES IN THE PUBLIC SERVICE TYPES OF PERSONNEL TECHNOLOGIES IN THE PUBLIC SERVICE Types Personnel competition Certification Qualification exam BASED ON ALL TYPES OF TECHNOLOGIES - BASED ON ALL TYPES TECHNOLOGIES - ABOUT VICE Identification of professional knowledge, skills and abilities for assignment of Class rank Ensuring equal rights for service and Selecting the most worthy Determining suitability for the position Current business assessment (at the stage of the annual report) goal

Current business assessment at the stage of the annual report: Based on Art. 14 of the Decree of the President of the Russian Federation 110, the civil servant presents the results of current activities. The subject of assessment is the efficiency and effectiveness indicators of the civil servant, recorded in his job regulations or in individual work plans. For managers, such indicators coincide with the efficiency and effectiveness indicators of the structural unit.

At the annual report stage it is assessed current activities employee, the conditions of which are AND REQUIRE TECHNOLOGY: Development of an individual plan for professional professional activities for the reporting year; Development of an individual professional professional activity plan for the reporting year; Establishment key indicators and other (not basic but desirable) indicators that reflect the employee’s contribution to the development of the department; Establishing key indicators and other (not basic but desirable) indicators that reflect the employee’s contribution to the development of the department; The procedure (technology) for the preparation and approval of the annual report is regulated by the local regulatory legal act The procedure (technology) for the preparation and approval of the annual report is regulated by the local legal regulation A rating scale is developed (at least three: acceptable, unacceptable and successful level) A rating scale is developed (at least three: acceptable, unacceptable and successful level)

Practical task: Formulate the main criteria business assessment of your subordinates during certification Formulate the main criteria for the business assessment of your subordinates during certification Highlight indicators of the efficiency and effectiveness of your subordinate’s activities at the stage of the annual report Highlight indicators of the efficiency and effectiveness of your subordinate’s activities at the stage of the annual report

Conditions for organizing a personnel assessment system Interest and support from management; Interest and support from management; Availability of specialists ensuring the functioning of this system; Availability of specialists ensuring the functioning of this system; Legitimation of documents regulating assessment activities (regulations, instructions, description of procedures, technologies and tools); Legitimation of documents regulating assessment activities (regulations, instructions, description of procedures, technologies and tools); Information (content), preparation (training), motivation of personnel; Information (content), preparation (training), motivation of personnel; Establishing an unambiguous connection between the assessment result and the payment system and career growth. Establishing an unambiguous connection between the assessment result and the system of payment and career growth.

Basic requirements for personnel assessment: Objectivity – ensured by sociological analysis and the involvement of a sufficient number of expert appraisers; Objectivity – ensured by sociological analysis and the involvement of a sufficient number of expert evaluators; Transparency – ensures a system of targeted reports: general part– for all interested parties, special address parts – depending on the projection of the resulting assessment and its further use; Transparency – ensured by a system of targeted reports: general part – for all interested parties, special targeted parts – depending on the projection of the resulting assessment and its further use; Reliability is ensured by an increase in the number of indicators being assessed and the adequacy of the criteria and scales used; Reliability is ensured by an increase in the number of indicators being assessed and the adequacy of the criteria and scales used; Diagnostic – the assessment should make it possible to predict the effectiveness of the employee’s future work; Diagnostic – the assessment should make it possible to predict the effectiveness of the employee’s future work; Reliability is ensured by testing the results obtained, finalizing and standardizing the assessment procedure; Reliability is ensured by testing the results obtained, finalizing and standardizing the assessment procedure;

REQUIREMENTS FOR EVALUATION CRITERIA: Each business evaluation criterion must be focused on the final result of the activity; Each business evaluation criterion should be focused on the final result of the activity; All criteria must be clearly stated; All criteria must be clearly stated; The subject of the assessment must be familiar with the criteria for his assessment; The subject of the assessment must be familiar with the criteria for his assessment; Assessment for each of the criteria must be made using at least two assessment procedures; Assessment for each of the criteria must be made using at least two assessment procedures; When developing an assessment methodology, a single rating scale is adopted (five-, three-, seven-, etc. point) When developing an evaluation methodology, a single rating scale is adopted (five-, three-, seven-, etc. point)

Criteria: Knowledge in the field of legal regulation of professional activities; Knowledge in the field of legal regulation of professional activities; Practical knowledge necessary to perform duties; Practical knowledge necessary to perform duties; Instrumental skills (documents, information); Instrumental skills (documents, information); Problem solving skills (analytical and creativity); Problem solving skills (analytical and creative abilities); Communication skills and skills Communication skills Organizational skills Organizational skills Responsible attitude to business Responsible attitude to business Striving for professional and personal growth Striving for professional and personal growth Interest in professional activities Interest in professional activities Labor discipline Labor discipline Compliance with standards of behavior (business ethics, style) Compliance with standards of behavior (business ethics, style) Showing personal initiative Showing personal initiative Willingness to do extra work Willingness to do extra work

EFFICIENCY AND PERFORMANCE INDICATORS: QUANTITY: the degree to which the volume of work performed during the period being assessed corresponds to the established indicators; QUALITY: the degree of compliance of the work performed with established standards; DEADLINE: compliance with established deadlines COST: desire for savings, strict adherence estimates, effective budgeting, economic effect of applications COST: desire for savings, strict adherence to estimates, effective budgeting, economic effect of applications QUANTITY: degree of compliance of the volume of work performed during the period being assessed with established indicators; QUALITY: the degree of compliance of the work performed with established standards; DEADLINE: compliance with established deadlines COST: desire for savings, strict adherence to estimates, effective budgeting, economic effect of applications COST: desire for savings, strict adherence to estimates, effective budgeting, economic effect of applications

Technological stages and stages in the conduct of a personnel competition FIRST STAGE: Technological stages and stages in the conduct of a personnel competition FIRST STAGE: For all groups of positions: Analysis of submitted documents List of candidates admitted to the second stage of the competition, approved by the Chairman of the competition commission

Stages and stages of the personnel competition SECOND STAGE: For higher and main groups should: FIRST STAGE: FIRST STAGE: 1. Preparation of an abstract 2. Testing for PC knowledge 3. Testing for knowledge of legislation according to the profile of the position 4 . Preparation situational task(case study) SECOND STAGE: 1.Psychological testing 2.Expert interview FIRST STAGE: Feedback on all types of tests with a score SECOND STAGE: Expert opinions with a score

Stages and stages of the personnel competition SECOND STAGE: For leading and senior groups should:) (For junior group due only an expert interview with assessment is carried out) FIRST STAGE: FIRST STAGE: 1. Preparation of an abstract 2. Testing for PC knowledge 3. Testing for knowledge of legislation according to the position profile 4. Preparation of a situational assignment (case study) SECOND STAGE: 2. Expert interview FIRST STAGE: Reviews of all types of tests with a score SECOND STAGE: Expert opinion with a score

PROCEDURE PROCEDURE is the procedure officially established in the local regulatory act of the organization when conducting a qualification exam QUALIFICATION EXAM QUALIFICATION EXAM is personnel technology in the personnel quality management system; is a test conducted by qualification commissions in order to determine the level of professional preparedness (competence) of an employee and the degree of his compliance with the qualification requirements of the position being filled. SUBJECT OF ASSESSMENT SUBJECT OF ASSESSMENT - professional level of the employee and the effectiveness of applying knowledge, skills and abilities in practice, the formation of professional experience SUBJECT OF ASSESSMENT SUBJECT OF ASSESSMENT - qualification commissions OBJECT OF ASSESSMENT OBJECT OF ASSESSMENT - company employees RESULT RESULT - assignment (deprivation) qualification category PRINCIPLES priority of professionalism and competence of personnel objectivity in assessing labor results individualization of qualification tests openness of qualification procedures and the work of qualification commissions involvement of independent experts focus and planned nature of qualification procedures combination of high demands, integrity and benevolence during testing FUNCTIONS creating conditions for professional self-realization of personnel in the course of labor competition achieving social fairness in assessing the professional development of personnel and streamlining wages in accordance with the level of qualifications, assessing the effectiveness of the system of professional training and advanced training of personnel, determining the prospects for its improvement, creating a barrier to reducing general level qualifications of employees, increasing the role of highly qualified personnel, ensuring medium-term and long-term forecasts of the professional qualification structure of the organization's employees and creating conditions for optimizing the number of personnel and their professional mobility solving problems of labor protection at enterprises, ensuring the collection of information on the quality of employees' work to establish feedback when assessing performance activities to achieve the organization's goals

DETERMINING THE LEVEL OF PROFESSIONAL TRAINING AND SPIRITUAL AND MORAL COMPLIANCE OF FEDERAL CIVIL SERVANTS WITH THE REQUIREMENTS OF THE POSITION HELD, QUALIFICATION CHARACTERISTICS OF THE WORK PERFORMED DETERMINING THE LEVEL OF PROFESSIONAL TRAINING AND DU MORAL COMPLIANCE OF FEDERAL CIVIL SERVANTS WITH THE REQUIREMENTS OF THE POSITION HELD, QUALIFICATION CHARACTERISTICS OF THE WORK PERFORMED MAIN TASKS GOAL OBTAINING OBJECTIVE COMPARATIVE INFORMATION ABOUT THE LEVEL OF VOCATIONAL TRAINING AND PERFORMANCE CERTIFICATION FUNCTIONS PRINCIPLES SYSTEMATIC EVALUATION OF PERSONNEL - the basis for personnel decisions in the selection, promotion (career) of management personnel, formation of a reserve. Carrying out activities to improve professional qualifications. ESTABLISHING THE SERVICE COMPLIANCE OF AN EMPLOYEE FOR THE POSITION USING A CIVIL SERVANT IN ACCORDANCE WITH HIS SPECIALITY AND QUALIFICATIONS IDENTIFYING PROSPECTS FOR USING THE POTENTIAL ABILITIES AND OPPORTUNITIES OF A CIVIL SERVANT DESIRED TO STIMULATE THE GROWTH OF AN EMPLOYEE'S PROFESSIONAL COMPETENCE AND IMPROVE THE RESULTS OF HIS WORK, DETERMINING THE NEED FOR IMPROVING QUALIFICATIONS, PROF. TRAINING OR RETRAINING OF AN EMPLOYEE ENSURING THE POSSIBILITY OF PERSONNEL MOVEMENT, RELEASE FROM POST OR TRANSFER THE MAIN THING IN CERTIFICATION is a comprehensive assessment based on a system of indicators and performance indicators of employees, including assessment of professional, business, personal qualities employee and the results of his work

Certification commission 1. Development of a schedule. 2. Formation of a commission. 3. Conducting explanatory work. 4. Preparation of reviews and familiarization with them. 5. Hearing before the commission. 6. Decision making. 7. Preparation by the personnel service of an order based on the results of the certification Advantages: Component Part of the official PM system. Determines value Determines the employee's value to the organization. Makes transparent Makes relationships in the Team transparent. Contains information: Contains information: - about the compliance of the employee’s training - about professional competence. - about the attitude towards the performance of duties Disadvantages: Requires involvement Requires involvement large quantity Employees. Involves the use of complex techniques. Does not provide for stimulation of participants participants Orients towards Orients towards making emotional decisions based on personal sympathies personal sympathies Possible solutions: 1. Corresponds to the position: it is recommended to be promoted; it is recommended to be promoted; it is recommended to increase the salary; it is recommended to increase the salary; It is recommended to assign a higher rank, class, rank. It is recommended to assign a higher rank, class, rank. 2. Does not correspond to the position: transfer to another position, job, dismissal. transfer to another position, job, dismissal. 3. Corresponds to the position conditionally: correction of deficiencies, re-certification. correction of deficiencies, re-certification.

CERTIFICATE SHEET OF A STATE CIVIL EMPLOYEE OF THE RUSSIAN FEDERATION 1. Last name, first name, patronymic ______________________________________________________________ 2. Year, date and month of birth _________________________________________________ 3. Information about vocational education, availability of an academic degree, academic title _______________________________________________________________________________ (when and what educational institution graduated, specialty and qualification ________________________________________________________________________________ by education, academic degree, academic title) ________________________________________________________________________________ 4. The position being filled in the state civil service at the time of certification and the date of appointment to this position ________________________________________________ ________________________________________________________________________________ 5. Length of civil service (including length of service in the state civil service) _____________________________________________________________________ 6 . General work experience ____________________________________________________________ 7. Class rank of the civil service _____________________________________________________ (name of the class rank and date of its assignment) 8. Questions to the state civil servant and brief answers to them ____________________________________________________________________________ ______________________________________________________________________________________________________________________________________________________________ 9. Comments and suggestions made by the certification commission __________________________________________________________________________________________________________________________________________________________ 10. Brief assessment of the civil servant’s implementation of the recommendations of the previous one certification ___________________________________________________________________ (completed, partially fulfilled, not fulfilled) 11. Decision of the certification commission ________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________ (corresponds to the position being filled in the state civil service; corresponds to the position being filled in the state civil service and is recommended for inclusion in the prescribed manner in the personnel reserve for filling a vacant position in the state civil service in the order of job growth; corresponds to the position being filled in the state civil service, subject to successful completion of professional retraining or advanced training; does not correspond to the position being filled in the state civil service) 12. Quantitative composition of the certification commission ________________ _______ members of the certification commission were present at the meeting Number of votes for _____, against ______ 13. Notes ____________________________________________________________________________________________________________________________________________ _______________________________________________________________________________ Chairman of the certification commission (signature) (signature transcript) Deputy Chairman of the certification commission (signature ) (signature decoding) Secretary of the certification commission (signature) (signature decoding) Members of the certification commission (signature) (signature decoding) (signature) (signature decoding) Date of certification __________________________ I have read the certification sheet _________________________________________ (signature of a state civil servant, date) ( space for printing government agency) Form attestation sheet

Evaluation by a leader creates the opportunity for: Leaders of the Organization Subordinates 1. Communicate more closely and freely with the subordinate. 2.Promptly analyze and evaluate their activities. 3.Take into account the opinions of those being assessed. 4. Inform subordinates about new requirements. 5. Discuss existing problems together 1. In a business setting, communicate freely with the manager. 2.Demonstrate your capabilities. 3. Discuss existing problems. 4.Get help. 5.Identify training needs. 6. Understand the manager’s opinion about himself. 1. Ensure increased creative activity of staff. 2.Improve moral and psychological climate, strengthen discipline. 3.Receive information to evaluate managers. 4.Receive information to improve the personnel management system. Procedure for carrying out an explanation of the procedure and purposes of the assessment; clarification of the procedure and purposes of the assessment; Preliminary collection of information; Preliminary collection of information; receiving reports and information from subordinates about receiving reports and information about plans for the future from subordinates; plans for the future; Preparing for an interview; Preparing for an interview; Conducting an interview;Conducting an interview; Setting goals and objectives for new period; Setting goals and objectives for the new period; Plan approval individual development; Coordination of an individual development plan; Writing a conclusion. Writing a conclusion.

Universal form for current personnel assessment (UBAOP-93-TAI) Professional Scores of certifiers Description of the assessed indicators Professional knowledge Professional skills and skills Knowledge of documents regulating activities Ability to accumulate and update prof. experience Degree of implementation of experience in the position held Abilities for creative use prof. experience Indicator according to criterion Indicator according to previous assessment 2.02 Business Organization and composure in activities Responsibility and diligence Initiative and entrepreneurship Independence of decisions and actions General information 2.00.Criteria

2.1.1 Professional Scores of certifiers Description of the assessed indicators Management of subordinates Quality of the result of activity Indicator according to the criterion Indicator according to the previous assessment 2.03 Moral and psychological Humanity Ability for self-assessment Ethics of behavior, style of activity Discipline Justice and honesty Ability to adapt to new conditions Quality of the final result of activity Leadership 2.4 Integral UBAOP-93-TAI - continuation Conclusions

Evaluation indicators (criteria) PoorAverageGood A Preparedness in the profession 1 General preparation 2 Specialty knowledge 3 Professional skills 4 Courage in decision making 5 Degree of personal responsibility 6 Ability to plan your work 7 Personal organization 8 Ability to exercise control B Personal qualities 9 Commitment 10 Fairness 11 Honesty 12 Discipline 13 Accuracy 14 Good manners B Abilities D Psychophysical data Professional profile of an organization employee

Management activities have their own technologies. Their content is determined by the specifics of the control object. In the practice of personnel management, such tools are used to influence people, the use of which makes it possible to solve the problems of staffing the organization's strategy. These technologies are usually called personnel technologies.

Personnel technology is a means of managing the quantitative and qualitative characteristics of personnel, ensuring the achievement of the organization’s goals and its effective functioning. In order for an organization to successfully cope with the tasks it faces, it needs people with certain abilities, professions, and professional experience. This means that such people should first be found on the labor market, their professional, business and personal qualities assessed, selected, introduced into the organization and ensured that their capabilities are included in the achievement of the organization’s goals, which would be most useful for both the organization and and for humans.

The quality of the organization’s work depends on the quality of these actions in personnel management practice. But is this enough? It turns out not. After all, you can attract the required personnel in both quantity and quality to work in an organization, but you will not get highly effective work.

What should be done so that the abilities that people possess can be realized both in their interests and in the interests of the organization? You need to learn how to manage their capabilities. This means that in relation to the abilities of a person in an organization, it is necessary to carry out certain management actions that would allow:

Timely assess the level of his qualifications;

Move to a position or workplace, where its capabilities could be most fully in demand;

Ensure interest in the quality and quantity of labor;

And a number of others.

The content of these management actions is related to the use of personnel technologies. The content of personnel technologies is a set of sequentially performed actions, techniques, operations that allow you to either obtain information about a person’s capabilities (abilities, professional knowledge, abilities, skills), or form those required for the organization, or change the conditions for their implementation. Therefore, personnel technologies used in personnel management can be divided into three large groups.

The first group should include personnel technologies that provide comprehensive, reliable personal information about a person. In management practice they can be used various methods obtaining information about a person. These are, first of all, assessment methods, which together constitute the content of assessment technology. However, among this diversity, we can identify the main forms of personnel assessment, which, as a rule, are legitimate, have a legal basis, an established procedure for conducting and applying the results obtained (certification, qualification exam).

The need for constant monitoring of qualitative and quantitative changes in personal information about a person and, on their basis, the formation of generalized information on any indicators of personnel composition is ensured by monitoring the state of personnel characteristics. These are ways of obtaining information that allow you to get an idea of a person who, over a certain period of time in the organization, has demonstrated his abilities. At the same time, in the practice of personnel management, an arsenal of methods for obtaining personal information is used, ranging from individual interviews to monitoring the actions and behavior of a person in an organization. However, these methods are not formally personnel management methods, but rather are general methods study of man.

The second group of personnel technologies consists of those that provide the quantitative and qualitative characteristics of the personnel composition required for the organization, both current and future. These are technologies of selection, formation of a reserve, personnel planning, professional development. The combination of these personnel technologies is organically included in the structure of the personnel culture of the manager and specialists of the personnel service (personnel management services).

The third group includes personnel technologies that make it possible to obtain high performance results for each specialist and a synergistic effect from the coordinated actions of all personnel. This means that management actions taken on the basis of these personnel technologies will be characterized by the timeliness of personnel decisions, the rational use of personnel capabilities, and the optimal structure of forces involved in solving the problems facing the organization. This includes technologies such as personnel selection, rotation, personnel career management, and a number of others.

Each of the listed groups of personnel technologies, despite certain similarities, retains essential differences. Thus, the basis of personnel technologies that allow obtaining personal information is assessment technology. Obtaining specified quantitative and qualitative characteristics is basically ensured by personnel selection. The demand for professional capabilities of personnel is achieved through a set of personnel activities, united under the general name “career management”.

This paper examines personnel technologies of the third group, i.e. technologies for career formation and functioning.

Personnel technologies are interconnected, complement each other, and in real management practice, for the most part, they are not implemented without the other. They can be considered as basic personnel technologies. The structure of basic personnel technologies is presented in Fig. 7.

Figure 7 - Basic HR technologies

Personnel management as a type of professional activity involves the integrated use of personnel technologies. It should be borne in mind that for general management technologies the object of influence is a person as a participant in the labor process, as a subject of activity, as a representative of a specific social community, as a member of a particular team. General technologies management provide a holistic impact on human behavior, the creation of a favorable management environment, organization, discipline, trust, orderliness of organizational relations, changing the attitude of staff towards labor activity in accordance with the purpose of management. They ensure, first of all, the formation of the organization’s social capital. At the same time, a person in an organization performs a social role determined by the presence of the professional abilities necessary for the organization. This is a kind of professional capital of the organization, its professional wealth. Managing this capital in an organization requires more subtle and specific means of influence. They are HR technologies.

HR technologies perform specific management functions. Firstly, they differentiate by influencing the system of social relations of the organization in order to satisfy its needs for the quantitative and qualitative characteristics of personnel. Secondly, they provide a more subtle and more rational inclusion of a person’s professional capabilities into the system of social, primarily prescribed, roles and professional roles of the organization. Thirdly, on their basis, a mechanism for the reproduction and demand for a person’s professional experience is formed within the organization.

The object of their influence is a person’s professional abilities, the rational use of his professional experience in the organization, and the creation of conditions for their full implementation. As a result of their use, as a rule, more full information about a person’s abilities, what determines his further professional development, changes in job status in the organization, effective implementation of a person’s capabilities, adequate remuneration for his work, as well as other changes. At the same time, personnel technologies make it possible to solve problems and functions that are characteristic of general management technologies, encouraging a person to change his role in the organization, create a climate of trust, and job satisfaction.

Therefore, the competent use of personnel technologies contributes to the manageability of the organization, the efficiency of its activities, and the formation of the organization’s social capital. For example, such personnel technology as certification does not belong to the general management technology. At the same time, its consequences may have direct relation to a change in a person’s status in an organization. On its basis can be adopted management decisions with the inclusion of other personnel technologies in management practice - job transfer, vocational training, staff dismissal, etc. Objective assessment a person’s contribution to the affairs of the organization, his professional and personal qualities and personnel decisions made on the basis of this can both undermine and strengthen a person’s trust in the manager, stimulate or reduce his professional and social activity. The use of personnel technologies in any organization or enterprise must be carried out on a regulatory legal basis, which gives them legitimacy. It means:

The actions of the manager and HR specialists regarding the application and use of the results of HR technologies are strictly regulated;

HR technologies should not violate human rights, infringe upon personal dignity, or lead to the receipt and disclosure of information that is not related to the performance of his duties, incl. to health status;

The right to use HR technologies should be given to those who are charged with it and have sufficient qualifications for this.

Thus, currently there are legal and regulations, which determine the procedure for competitive filling of positions in the state and municipal service, certification of state and municipal employees. In non-governmental organizations and enterprises normative basis the application of personnel technologies, the determination of their content and the procedure for using the results are orders of managers, decisions of senior management bodies, for example in joint stock companies- boards of directors.

As a rule, by orders of the heads of enterprises and organizations, provisions are introduced on competitive filling of positions, hiring, certification, career management, etc.

In the state and municipal service, the regulatory framework for the use of personnel technologies is federal laws, laws of the constituent entities of the Russian Federation, decrees of the President of the Russian Federation regulating issues of state and municipal service, competitive replacement vacant positions, assessments, dismissals of employees and a number of others. In enterprises and organizations of non-state ownership, many personnel technologies are included in the content of documents such as the Regulations on the personnel of the organization, the Concept of the personnel policy of the enterprise. Many provisions on personnel technologies for state unitary enterprises are developed by federal ministries and introduced by decree of the Government of the Russian Federation.

For example, since March 2000, the Regulations on the certification of heads of federal state unitary enterprises and some others have been in force. It should be noted that both in the state and municipal services, and in enterprises of non-state ownership, not all personnel technologies are equally supported by regulations. Most often, such personnel technologies as certification, competitive filling of positions, formation and use of personnel reserve have a regulatory legal basis.

Currently there are practically no regulatory documents in organizations and enterprises, including state and municipal services, such personnel technologies as career management, personnel rotation, state qualification exams, and some others.

Thus, personnel technologies are organically included in the structure of personnel management, have specificity, the object of their influence and perform important management functions.

HR technologies allow management subjects (managers, HR services) based on information about the state of personnel processes and personnel relations in the organization, undertake necessary actions in relation to the staff. The nature, content, and direction of these actions can be very diverse - from the decision to hire additional workers in the organization to dismissal. IN various organizations the use of the results of personnel technologies has its own characteristics.