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 problems staffing organization strategies. 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 terms of 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 methods of personnel management, but rather general methods of studying people.
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, lies the technology of assessment. Obtaining specified quantitative and quality 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 impact. 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, they receive more complete information about a person’s abilities, which 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.
That's why proper application HR technologies contribute to the manageability of the organization, the efficiency of its activities, and the formation of the social capital of the organization. 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, management decisions can be made with the inclusion of other personnel technologies in management practice - job transfer, vocational training, dismissal of personnel, etc. An objective assessment of 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 required to do so and have sufficient qualifications to do so.
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, the normative basis for the use of personnel technologies, determining 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 constituent entities of the Russian Federation, decrees of the President of the Russian Federation regulating issues of state and municipal service, competitive filling of vacant positions, evaluation, dismissal 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 HR technology provisions for government 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 provided with regulatory support. 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, regarding 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.
Personnel technologies allow management subjects (managers, personnel services) to take the necessary actions in relation to personnel based on information about the state of personnel processes and personnel relations in the organization. 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 different organizations, the use of the results of personnel technologies has its own characteristics.
Regulatory and legal framework for the use of personnel technologies
The use of personnel technologies in any organization, enterprise, including in the state and municipal services, must be carried out on a regulatory legal basis, which gives them legitimacy.
It means:
firstly, that the actions of the manager and HR specialists in the application and use of the results of HR technologies are strictly regulated;
secondly, the content of personnel technologies must be accessible and understandable to those to whom they are applied;
thirdly, personnel 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, including health status;
fourthly, the right to use personnel technologies should be given to those who are charged with it and who have sufficient qualifications for this.
In the state and municipal service, the regulatory legal basis 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 filling of vacant positions, evaluation, dismissal of employees and a number of others. Thus, at present there are legal and regulatory acts that determine the procedure for competitive filling of government positions
and municipal service, certification of state and municipal employees.
In non-governmental organizations and enterprises, the normative basis for the use of personnel technologies, determining 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 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 or the Concept of the social and personnel policy of the enterprise.
Many regulations 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 provided with regulatory support. 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, regarding such personnel technologies as career management, personnel rotation, holding state qualification exams (for state and municipal employees), and some others.
Using the results of HR technologies
Personnel technologies allow management subjects - managers, personnel services - based on information about the state of personnel processes and personnel relations in the organization*
tions to take necessary actions in relation to personnel. 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 different organizations, the use of the results of personnel technologies has its own characteristics.
At the same time, in the vast majority of organizations and enterprises, including in the state and municipal services, the results of personnel technologies are used within normative boundaries, which have both a recommendatory and prescriptive nature for the manager. Thus, the procedure for competitive filling of vacant positions in the state and municipal service assumes that the decision of the competition commission is final in determining the winner of the competition and, based on its decision, the head issues an order to appoint a state or municipal employee to the vacant position. The conclusions of the certification commission are proposed in final form in accordance with the list of established formulations. In domestic practice, as a rule, three conclusions are used, the meaning of which characterizes the recognition of the degree of compliance with the position held - corresponds, conditionally corresponds, does not correspond.
The recommendatory nature of the decisions of the certification commission may consist in changing the official status of the employee, increasing the salary, or applying incentive measures. A similar practice occurs today in enterprises various forms property and, as a rule, is fixed in regulatory documents organizations.
Regulatory consolidation of the procedure for using the results of personnel technologies for personnel management practices is of great importance. It regulates the use of these results; increases the level of staff confidence in HR technologies; reduces the possibility of subjectivism and voluntarism in their application; increases the cost efficiency of their implementation; plays a stimulating role for staff.
In Russia, many enterprises are now owned by private owners. Due to the weakness of the regulatory legal framework, which would reflect the provisions of the state
gifted personnel policy for the formation and demand for human resources, low level legal, managerial and personnel culture of some managers at the enterprises they head, personnel technologies are reduced to the most primitive actions of hiring and firing personnel. At these enterprises, everything in relation to personnel is determined by the position of their owners.
Computerization and automation of personnel technologies and personnel processes
Implementation of the personnel policy of the organization, body state power, the state as a whole is unproductive if the subject of management does not have information about the state of human resources, development trends, changes in its characteristics and a number of other parameters.
Many of them can be formalized, and, therefore, work with them can be automated using modern computer tools and appropriate software.
The characteristics of people in an organization vary over time and space. This is due to the development of a person, a change in his job status, his inclusion in the system of personnel technologies and a number of other actions of the subject of management in relation to him. As a result of this, personnel processes in the organization receive either desirable or undesirable dynamics, acquire a content that changes the quantitative and qualitative characteristics of its composition. A discrepancy arises, on the one hand, between the required indicators of quantitative and qualitative characteristics of personnel and those that actually exist, and on the other, between the required personnel technologies and those that are actually implemented.
Bringing actually existing personnel processes into conformity with their required model (standard), minimizing their deviations or imparting the required dynamics and direction are carried out as a result of the targeted influence of the subject of management. The content of this influence constitutes the control action, or the management of personnel processes.
The most important means of managing personnel processes is personnel technology. Since a number of quantitative and qualitative characteristics of personnel, as well as the content of personnel technologies, are subject to formalization, we can talk about the creation of automated human resource management systems (HRMS) for an organization, enterprise, industry, ministry, state and municipal service in quasi-real time.
Domestic science has created developments that have no analogues abroad for the design of an automated human resources management system (AHRMS) and operational management of personnel processes (AHRMS). Compared to existing automated systems Human resource management (HRMS) is a significant step forward.
Automation of personnel processes and personnel technologies allows for prompt receipt of information about the status and trends in the development of personnel characteristics; timely develop and make the necessary management decisions in the practice of working with personnel; identify and apply the most appropriate HR technologies to the state of HR processes, which can lead to the desired result.
Currently, the greatest opportunity to use computer tools and automation is provided by personnel technologies for assessing, selecting, recruiting, and testing personnel. Sufficient computer and software got all sorts of psychological tests. Sociological methods of personnel assessment are being developed, which have wide possibilities for use in certification. With their help, profiles of professions and positions are created, the degree of professional suitability of a person is assessed, the possibilities of compatibility in groups and a number of other activities necessary for the practice of personnel management are determined.
At the same time, the capabilities of specialized and computerized personnel assessments and other personnel technologies cannot be exaggerated. They have limits to what they can do when working with humans. They should be considered as an important additional means of obtaining information about
knowledge for making personnel decisions in personnel management practice.
In the state and municipal services, computerization and automation of personnel processes and personnel technologies are currently practically not used. This is due to many factors: lack of necessary machinery and equipment; low qualifications of HR specialists in this area; unpreparedness of heads of government agencies and heads of personnel services to understand the new role of personnel technologies in management. At the same time, current regulatory legal acts do not prohibit their implementation and use.
Foreign experience in the use of personnel technologies in state and municipal services
Foreign practice of applying personnel technologies in state and municipal services is diverse both in content and in methods.
When using them, two important goals are pursued: firstly, to form a highly qualified staff of employees in the system of state and municipal government and thereby ensure the professional execution (solution) of the tasks facing them; secondly, with the help of HR technologies, win the fierce competition with the private sector for attracting professionals. The preferred HR technology to achieve these goals is career management. In the state and municipal services of many industrialized countries of Europe, as well as the USA and Japan, the practice of career management has a legal basis and a well-functioning mechanism for promoting specialists who have proven themselves with specific achievements. In addition, managers at all levels, as well as HR specialists, are required to master the practice of managing the careers of their subordinates.
In a number of countries, some HR technologies are developed and used exclusively by government agencies. For example, in Japan, selection for civil service and dismissal from civil service are carried out centrally
National Human Resources Authority government agencies. It establishes uniform exams for those entering the civil service, develops recommendations for the use of personnel technologies and monitors their use in government agencies.
Control and methodological assistance to the federal structure*1 on the use of personnel technologies in the United States is carried out by the HR Directorate. Congress entrusted this department with the task, together with government agencies, to create efficient systems selection, training, career management of civil servants, maintaining using the latest methods management of their high and varied qualifications -
The interest of citizens in highly professional civil servants has led to the fact that institutions began to control the practice of their use civil society. Thus, in the British civil service, a public body has been operating for more than 150 years - the Board of Commissioners for the Civil Service. One of its main tasks is to control the conduct of competitions for vacant positions of senior civil servants.
HR technologies in management activities have their own object of influence - the capabilities and professional abilities of a person. They are the most important means of managing the quantitative and qualitative characteristics of personnel, achieving the goals of the organization, and its effective functioning.
Varieties of personnel technologies currently used in management practice make it possible to: obtain comprehensive personal information about a person; achieve the quantitative and qualitative characteristics of personnel necessary for the organization; to form a mechanism for the rational demand for a person’s professional experience both in the interests of the organization and in the interests of the person.
The application of personnel technologies and the use of their results must have a regulatory legal basis. This is su-
significantly increases the efficiency of personnel management in the organization, protects the rights of those working in it.
Having examined the group of traditional personnel technologies, we can further turn to the main characteristics of innovative approaches in the personnel work of government bodies. Let us first formulate definitions for the basic concepts of personnel innovation.Personnel innovation - result intellectual activity (scientific research) in personnel work, containing new knowledge, methods, etc., as well as regulating organizational and management procedures within the framework of personnel technologies.
Personnel innovation is the final result of the introduction of an innovation, leading to a change in personnel work as an object of management and obtaining an economic, social or other type of effect.
Innovative personnel technologies are new or significantly improved personnel technologies introduced into use.
Let us draw attention to the fact that, as can be seen from Figure 1, the group of innovative personnel technologies is divided into two subgroups: a) innovative technologies for the formation of personnel potential in government bodies; b) innovative technologies to improve the efficiency of work with personnel.
Let us first consider specific examples for the first subgroup.
1) Assessment - the “assessment center” technology (from the English assessment - assessment) is used for the selection, training and development of personnel and is currently considered developed countries one of best procedures in personnel assessment and selection. The essence of the method is that the subject performs a series of exercises on key aspects in this type of activity, in which his knowledge, skills and professionally important qualities are manifested. The degree of expression of these qualities is assessed by trained evaluators using specially created rating scales. Based on the assessments received, a conclusion is made about the degree of suitability of the candidate for this job, about his promotion, etc. The number of participants in the assessment center is limited (4–12 people), the duration of the procedures is one to three days.
An example is the experience of Privolzhsky federal district, where, following the results of the first half of 2012, a district personnel reserve for the plenipotentiary representative of the President of Russia in the Volga Federal District was formed. The main personnel reserve is 100 best representatives from regions of the district who are ready in the near future to occupy high positions in government at the district, regional and municipal levels. At the first stage, online multifactor testing is carried out for all candidates. The professional, business, personal and moral qualities of reservists are being tested. After summarizing the results for each reservist, a picture of his capabilities is compiled. At the second stage of the selection, an “assessment center” will take place - personnel assessment in groups using a certified methodology.
2) Outplacement (English outplacement; from out - outside + placement - determination for a position) - the employer’s activity in finding employment for dismissed employees. Outplacement technology is used in cases where the need for dismissal is caused by reorganization, staff reduction or liquidation of an enterprise, institution, management body, etc. The relevance of the problem is evident from a number of examples:
1) The Government of the Russian Federation practically annually issues similar resolutions aimed at limiting the number of personnel in the state civil service. According to available estimates, in 2010 alone, the number of employees of central offices and territorial bodies federal authorities it was planned to reduce by 5 percent, and by 2013 - by 20%;
2) At the regional level, decisions are systematically made to reduce the number of civil servants, for example, in the government bodies of the Smolensk region in 2014 it is planned to reduce more than 600 people, i.e. about 30 percent of the total number of employees of the regional administration, the economic effect will be about 80 million rubles. At the same time, the administration is ready to assist those laid off in finding a new job;
In all situations of this type, the authorities face not an easy task for the employment of laid-off employees, especially since such activities are provided for in Article 31 Federal Law No. 79-FZ. One of the solutions in this case can be the innovative technology of outplacement, which first appeared in Russia during the crisis of 1998. Outplacement includes the following operations:
1. Consulting the employer and employee on avoiding conflicts;
2. Assisting the employee in drawing up a strategy for finding a new job, i.e. description of the sequence of actions and methods of job search, posting a resume on the Internet, etc.;
3. Assisting the fired person in preparing a resume or letter of recommendation, in developing interview tactics for a proposed new job, etc.;
4. Recommendations for an employee to effectively complete the probationary period at a new place of work.
The most appropriate solution in the use of outplacement technology is the use of specialized recruitment agencies, the search for which is carried out via the Internet.
3) Polygraph - (from the Greek πολύ - a lot and γράφω - to write) - in a simplified form, the polygraph (lie detector) testing technology consists of the fact that the subject is presented with a series of questions relevant to a particular situation (for example, related to his attitude to various aspects of professional activity) and in parallel 5–10 physiological parameters of the person being tested are recorded (breathing, pulse, blood flow, skin resistance, i.e. his stress tension). Based on the results of registration, a conclusion is drawn about the degree of truthfulness of the subject’s answers to the questions asked to him.
Polygraph technology began to spread in reforming Russia since the early 1990s, initially in the activities of law enforcement and security agencies, and currently it is officially used in the Ministry of Justice, the Ministry of Internal Affairs, the Ministry of Defense, the Federal Security Service, the Federal Customs Service, etc. . As concrete example in the civil sector, you can refer to the practice of the Moscow region.
The question of conducting polygraph testing for Moscow government officials was raised at the end of 2010, and every year more and more employees undergo it. Thus, in 2013, 1,240 officials of the capital’s government underwent polygraph testing, most of whom are involved in government procurement as part of their duties or have information that can be used for personal gain. In 2013, 140 out of 1,240 people included in the testing failed a polygraph test.
The considered examples of the use of innovative solutions in the formation of management personnel, of course, do not provide a complete picture of the structure of innovative personnel technologies. As can be seen from Fig. 1, in their totality, one more important block should be considered - a subgroup of technologies for increasing the efficiency of personnel work:
1) Anti-corruption technologies are one of the most painful topics of public discussion, lawmaking and scientific research. The extent of the spread of corruption in the authorities of the Russian Federation is visible from a number of facts cited in scientific publications and in media materials. Thus, in 2012 in Russia there were more than 7 thousand convicted people and 50 thousand criminal cases related to corruption. In the first half of 2013 alone, 3.6 thousand corrupt officials of various levels were convicted. In total, law enforcement agencies registered more than 29.5 thousand corruption-related crimes in the first half of 2013, and criminal liability over 8.7 thousand persons who committed corruption crimes were involved, which is almost 20% more than in 2012.
Material damage from corruption crimes in 2013 increased more than seven times and in nine months exceeded 10 billion rubles. In the first half of 2013, in completed corruption cases, the amount of compensation received during the investigation material damage amounted to just over 16 percent of the damage - 1.4 out of 8.7 billion rubles. The average bribe in 2011, according to law enforcement agencies in Russia, was 236 thousand rubles.
The importance of anti-corruption technologies in government bodies is also visible from the following facts:
Firstly, the country constantly adopts regulatory legal acts devoted to the formation of an anti-corruption legal framework. Thus, according to the author’s calculations, for the five-year period 2009–2013. Only at the federal level, 26 laws, 73 decrees of the President of the Russian Federation, 62 resolutions of the Government of the Russian Federation were adopted, to one degree or another addressing issues of the fight against corruption. The country has almost completely developed anti-corruption policy, based, in particular, on a number of personnel technologies, including, for example: a) anti-corruption examination of regulatory legal acts; b) control over the correspondence between income, expenses and the size of property of officials; c) ensuring access to information about the activities of government bodies, for example, when organizing public procurement; d) personnel rotation, etc.
Secondly, the topic of fighting corruption occupies one of the central positions in scientific publications on problems of public administration: according to the author’s calculations, in the catalogs of the Russian national library at the beginning of 2014, there were more than 840 works (monographs, textbooks, collections, etc.) on this problem.
2) Outsourcing - one of the components of optimizing the functions of executive authorities within the framework of administrative reform is the development and provision of wide application outsourcing technologies (from the English “outsourcing” - literally translated as “using other people’s resources”). Outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (organization or individual) who is a specialist in this field and has the appropriate experience, knowledge, and technical means. Among the main administrative and managerial processes in government bodies and organizations transferred to outsourcing, processes that accompany the main activities, including the introduction of new ones, stand out first of all. information technology, management of buildings and structures, organization of personnel selection and training, provision of communication services, etc. As illustrations, here are some examples:
a) The Concept of Administrative Reform in the Russian Federation in 2006–2010 (approved by Decree of the Government of the Russian Federation of October 25, 2005 No. 1789-r) noted that one of the components of optimizing the functions of executive authorities is the development and provision of widespread use of outsourcing.
b) The Government of the Leningrad Region dated February 27, 2010 No. 43 was approved Procedure application of outsourcing in executive authorities of the Leningrad region.
3) Information technologies - at the present stage of their development, they make it possible to solve a very wide range of tasks in personnel management, in particular: a) management of the organizational structure and staffing; b) personnel records; c) recording of working hours; d) planning for job growth; e) work with personnel reserve; f) certification system, etc. , .
The introduction of information technology is under close attention authorities at all levels. For example, in federal program“Reform and development of the civil service system of the Russian Federation (2009–2013)” set the widespread use of computer technologies in personnel work as one of the tasks.
As a specific example, we should point out the development and opening on the Internet of the “Federal Portal of Management Personnel” website. The pilot version of the site was posted on the Internet on April 1, 2009 based on the order of the Government of the Russian Federation dated January 27, 2009 No. 62-r.
Statistical data on the activities of the Portal as of November 1, 2013:
-Total visits - 4,213,935,
-Average number of visitors per day - 3,973,
-The number of current vacancies is 3,229.
As of November 1, 2013, the number of persons included in the federal reserve of managerial personnel was 3,488 people. .
Another example of recent decisions in this direction was the creation in 2012 of the Office of the President of the Russian Federation for the Application of Information Technologies and the Development of Electronic Democracy. The management's objectives include the development of e-government infrastructure for the provision of public services in electronic form, as well as participation in ensuring the implementation of decisions of the president and his administration on the use of information technologies in order to ensure the safety of citizens in information and communication networks.
4) Competence-based approach - newest stage development of personnel management concepts. The main message of the competency-based approach is the transition from the concept of qualifications to the concept of competencies, which is applicable both to personnel and to the activities of organizations themselves in the economy and social sphere. As rightly emphasized in the literature, “narrow qualifications lose their value. It is being replaced by competence - possession of a wide range of knowledge and experience, allowing them to be transferred from one area of professional activity to another with minimal time and money spent on retraining.” Qualification has come to be considered as one of the parameters for assessing an employee, and high-quality performance of duties requires the involvement of both various personal qualities and additionally acquired skills not directly related to the profession. Competence cannot be acquired through academic preparation, i.e. in the absence of practice. Competencies can be discovered, assessed, recognized and developed while in the process of professional activity.
Competence-based technologies, due to their clear advantages in innovative approaches to personnel management, are gaining more and more weight in improvement personnel management in executive authorities. To illustrate, here are a few specific examples:
a) Certain steps to introduce a competency-based approach to personnel in government organizations are provided for in Decree of the President of the Russian Federation dated May 7, 2012 No. 601, which designates a competency-based approach as the basis for developing a list of qualification requirements for filling government positions civil service. However, according to available data, only 44.6% of the constituent entities of the Russian Federation are developing additional criteria for assessing civil servants, implementing a competency-based approach.
b) As a specific example, one should also cite the very common software product “1.C Enterprise 8.0” for the “Personnel” section, into which a standard software block for competency assessment was built. The built-in directory “Employee Competencies” is designed to store a list of competencies and a competency assessment system.
5) Process approach. In recent years, the technology of the process approach has begun to attract more and more attention, both in scientific developments and in the practice of government bodies. According to ISO 9000-2011, “any activity that uses resources to transform inputs into outputs can be considered a process. In order to function effectively, an organization must define and manage numerous interrelated and interacting processes. Often the output of one process is the immediate input of the next. The systematic definition and management of the processes used by an organization, and especially the interaction of these processes, can be considered a "process approach".
As a specific example, we note that process technologies are very closely related to such an intensively developing area in recent years as the development and implementation of administrative regulations. According to the author’s calculations, only for the five years 2009–2013. In the Russian Federation, several thousand such documents were adopted at all levels of government (see Table 1).
Thus, a special calculation shows that over 20 different technologies are currently used in government agencies, some of which were discussed above. Detailed research the totality of personnel technologies used in government bodies shows that they can be presented as a single system.
Within this system, as an alternative, a distinction should be made between traditional and innovative HR technologies. The latter are divided according to their content into technologies for forming personnel in the state civil service and technologies for increasing the efficiency of their work. A systematic understanding of the totality of personnel technologies currently used in practice will undoubtedly help improve the efficiency of personnel work in government bodies.
Table 1
Number of administrative regulations adopted in 2009–2013 Note: calculated by the author based on data from the Garant reference system.
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Recruitment as creating a reserve of potential candidates. Personnel selection as selection from the reserve created during recruitment. Methods of professional testing for hiring. Recruitment cost-benefit analysis. Evaluating the hiring process.
course work, added 11/22/2012
Current situation in personnel management. Stages of selection, selection, hiring and training of personnel. Improving personnel technologies in the personnel management system. Assessment of the professional level, business and personal-moral qualities of employees.
course work, added 10/01/2012
Concept, essence and legal regulation of personnel work. Evolution of approaches to personnel management. Ways to improve the efficiency of human resources services in organizations. Use of information technology in human resources management services.
course work, added 11/13/2014
Recruitment as the creation of a reserve of potential candidates for a vacant position. Technologies and criteria for personnel selection. Features of recruitment and selection of personnel in the USA, Japan, Western Europe, Russia. Analysis of contactless methods of communication with applicants.
course work, added 06/23/2015
Concept, tasks, functions, structure, powers of personnel services. Analysis of modern technologies in the work of personnel services, their use in the personnel practice of Bel-Est-Furniture JLLC. Proposals for improving the selection and assessment of personnel at the enterprise.
course work, added 10/12/2010
1. Certification and professional training of personnel.
2. Personnel career management technology.
3. Technology of personnel motivation.
4. The mechanism for forming organizational culture.
1. Certification and professional training of personnel.
An important task HR management is the organization of professional development of personnel. Personnel development is a set of activities aimed at improving professional and psychological characteristics employees. A generally accepted method for determining an organization's need for professional development of employees is personnel certification. Personnel certification - this is a periodic examination of the professional suitability and suitability for the position of each employee of a certain category.
Personnel certification carried out no more than once every two years, but not less than once every four years. During its preparation, the HR department draws up regulations on the procedure for conducting certification; certification schedule; order to create a certification commission; order approving the protocol of the certification commission. Employee certification criteria may include:
· compliance with the qualification requirements for the position being filled;
· determining the employee’s participation in solving the tasks assigned to his structural unit;
· results of the employee’s performance of the job description;
· undergoing advanced training and professional retraining.
The HR department draws up a personnel development plan, which can be standard or individual, based on the results of certification. Brought together employee development plans become a personal development program for the organization’s personnel. This program defines professional development goals, means to achieve them, and a budget.
An important means of staff professional development is vocational training– the process of direct acquisition of new professional skills and knowledge by employees of the organization.
· The following are distinguished: types of vocational training: initial training of persons hired; annual employee training; periodic training in special professional educational programs; training for persons preparing for job transfers.
Professional development technology includes the following stages: identifying needs; setting goals; development of a vocational training plan; determination of training periods; budget formation and control over its implementation; development of a vocational training curriculum; assessment of the effectiveness of vocational training.
Professional training of employees is divided into in-house and off-the-job training. In-house training employees includes:
* Pre-employment training.
· * Annual employee training. The most common training programs are: sales training, negotiations, team building, development of interpersonal and intra-company communication, development of conflict resolution skills.
* Delegation of authority– transferring clearly defined problems to employees with the authority to make decisions on them. At the same time, the manager controls the situation during the work;
* Rotation - an employee is transferred to new job or position for additional professional qualifications and expanding experience.
Main forms of off-the-job training are:
* Advanced training is organized as needed in accordance with the frequency established for each category of persons.
* Internship, which is carried out to study best practices, acquire professional and organizational skills.
* Professional retraining is aimed at obtaining knowledge for employees to perform a new type of professional activity.
* Retraining of workers is carried out to obtain a second education in a new specialty on the basis of an existing higher or secondary vocational education.
Modern market educational services are characterized by the widespread use of Internet technologies in training and retraining of personnel. It's about First of all, about distance educational technologies, which are based on the principles:
* self-study in conditions of remote access to information resource;
* modularity of the training course;
* the presence of control and self-control based on interaction with teachers and colleagues - participants in the educational process.
The following types of remote technologies are distinguished:
1.Case technology based on the use of situational training methods of teaching. Business case is a description of a real, typical situation in which any organization may find itself. Next, a problem is formulated that must be solved by an employee of the organization or its structural unit. Business cases can be compiled both for individual areas of business and for the entire economic activity of the company. Various options business cases are posted monthly on the e-xecutive website. Everyone can not only offer their own mechanism for solving the problem posed in the business case, but also get acquainted with the solutions of leading managers of Russian companies.
2. Television technology.
3. Internet network technology uses Internet resources to provide students with the necessary educational, methodological and reference materials.
4. Local network technology provides students with information materials through local networks.
5. Information satellite network technology allows you to regularly update educational materials in local networks via satellite communication channels, as well as provide television training.
6. “On-line” technology is synchronous, scheduled training and assessment of personnel in the form of testing. After registering on the site at the appointed time, participants are offered lectures, role-playing virtual games, Internet conferences.
7. “Off-line” training is classes that take place at the user’s request. Pre-prepared educational and methodological materials are presented in the form of presentations, business cases, role playing games etc. Completed assignments are sent to the teacher by email.
Investments in human resources influence the economic efficiency of the organization, increase the motivation of employees, their loyalty to the company, and contribute to the creation of a favorable socio-psychological climate in the team. It is no coincidence that large companies spend significant funds on professional training of their employees - from 2 to 10% of the fund wages.
2. Personnel career management technology
The concept of “career” is associated with the labor and professional activities of a person. Career - This is the result of a person’s conscious position and behavior in the field of work, associated with official or professional growth.
There is a distinction between professional and official careers. Professional career determines the degree of realization of a person’s professional abilities, the qualitative state of his professional experience. A professional career serves as the basis for a job career. Position (intra-organizational) career– This is the movement of an employee, both vertically and horizontally of the job structure in the organization.
Career management technology includes:
· * Career planning - this is the management of personnel development in the direction necessary for the organization, characterized by drawing up a plan for the horizontal and vertical advancement of an employee through a system of positions or jobs. There are several stages of career planning management: training of a new employee based on planning and development of his career; development of a career development plan and its implementation; assessment of the achieved results, which is carried out annually. Based on the assessment results, the employee’s career development plan is adjusted.
· * Creation of an optimal career environment and career space. Career space- this is a collection of positions organizational structure, which sets the necessary conditions for the implementation of the professional qualities of a specialist. Career environment- these are the conditions created in the organization for managing the career of personnel. These include: the presence of employees capable of professional development; mechanism and technology of career management; creating a motivational environment for career growth.
· * Formation of personnel reserve. Personnel reserve is a group of managers and specialists who meet the requirements of a position of a particular rank, have been selected and have undergone targeted qualification training. There are the following types of personnel reserve:
· - by type of activity . This is a development reserve, when specialists are trained to work in new areas, and a functioning reserve, which includes employees called upon to ensure the effective functioning of the organization in the future;
· - by appointment time . This is a reserve that includes candidates currently nominated for higher positions and those who may be nominated in the next 1-3 years.
· When forming a reserve, it is necessary to take into account the requirements for the position and the list of positions for which the employee can apply, his professional training; results of the latest certification; management's opinion of the candidate.
· * Organization of training for the personnel reserve, which requires the creation of special programs:
· - general program,focused on theoretical training of candidates;
· - special a program that divides the reserve into specialties and includes training in them;
· - individual program,providing advanced training for each candidate.
Thus, the career management system includes personnel technologies that ensure the management of the professional experience of personnel in the organization and the implementation of its career strategy.
3. Technology of staff motivation
Effective management is impossible without creating a proven technology for motivating employees. Motivation – it is a set of mechanisms and processes that provide people with incentives to achieve personal goals and organizational goals.
Human behavior is usually determined not by one motive, but by their combination. Motives are “turned on” with the help of incentives, both material and moral. Accordingly, a distinction is made between economic and non-material motivation.
Economic methods of stimulating workers include:
Payment according to tariff rates and official salaries;
Additional payments and compensations;
Allowances (for high productivity, personal contribution to increasing efficiency, completing urgent tasks);
Prizes and rewards (for high-quality and timely completion of work, for inventions, organizational proposals, final results);
Employee participation in company profits.
IN modern conditions the company can change the structure of an employee’s income by varying the cost and profit items at the expense of which basic and additional payments are made. The organization of basic wages is usually based on the use of approaches such as labor rationing and a tariff system. There are two main forms of wages: time-based (proportional to time worked) and piece-rate (proportional to the volume of manufactured products). What these two forms of remuneration have in common is the linking of earnings with the results of work and the merits of the employee, which is achieved through the use of tariff rates and salaries, additional payments and allowances.
Additional payments represent reimbursement of additional costs labor force due to objective differences in working conditions and severity of work.
Allowances and bonuses represent additional wages. They are one of the main tools for stimulating improvements in labor quality and production efficiency. These components of employee income are most dependent on the level of labor productivity and personal contribution of the employee. The difference between allowances and bonuses is that allowances are paid in the same amount every month for a set period, while bonuses may be irregular and the amount varies depending on the results achieved. There are individual bonuses, which mark the special role of an individual employee, and collective bonuses, aimed at motivating a department, division, etc.
In conditions of remuneration based on tariffs and salaries, it is quite difficult to get rid of equalization. Therefore, some organizations use a tariff-free wage system. Under this system, the wages of all employees of the enterprise, regardless of position, represent the employee’s share in the wage fund and the entire enterprise, or a separate division. A type of non-tariff wage system is the contract system - concluding an agreement for certain period between the employer and the contractor. Contracts usually contain the following sections: general characteristics of the contract; working conditions; wages; social Security; procedure for terminating the contract; resolving controversial issues; special conditions.
The main advantage of the contract system is the clear distribution of rights and responsibilities of both employees and managers of the enterprise.
Social payments represent partial or full coverage of the following expense items: transport; medical assistance; sports and health-improving expenses; vacations and days off; food in the workplace; life insurance for company employees and their family members; consulting on legal, financial and other problems.
In recent years, many companies have successfully used various systems profit sharing and corporatization. Empirical data show that within two years the introduction of such a system leads to an increase in labor productivity by an average of 10-15%. Employee participation in profits is carried out in the form of contributions to the “employee funds” of a share of the current year’s profits using a preferential regime.
Remuneration of management personnel can be a percentage of the enterprise's profit. However, more often a combined remuneration option is used: salary plus allowances and bonuses, calculated taking into account the volume of profit or its components, directly dependent on the activities of the manager.
However, economic incentives for personnel alone do not bring the desired effect. If at first a salary increase is considered as a reward, then over time the employee gets used to it and takes it for granted. In addition, the amount of wages is far from the only, and not even the first, factor determining the labor behavior of an employee. As the results of the HR Technologies study on non-financial motivation show, the size of wages occupies the first position in the ranking of company attractiveness factors only for those who seek to fill a vacancy in it. Employees who have worked for the company for a long time value it for the following indicators:
1. Corporate spirit of the team, team
2. Positive attitude of management towards employees
3. Company image
4. Working conditions
5. Company stability
7. Professional development
8. Social package
9. Active development of the company
10. Location
11. Opportunity for career growth
12. Salary amount.
Non-material motivation is a flexible tool for influencing the employee’s motivational structure. The organization of the work process itself can become a powerful means of stimulating staff. To do this you need:
* To ensure that the goals of the organization and the employee coincide as much as possible.
* Set new goals and objectives for subordinates. The results expected by the manager must be clearly defined and known to the performer. At the same time, the complexity of the tasks must correspond to the professional capabilities of the employee. Tasks that are too simple or too complex, which an employee cannot complete efficiently, will not be motivating for him.
* When performing professional tasks, an employee must see his own achievements. The latter must be recognized and publicly noted by management in a timely manner.
* When delegating additional powers to an employee, it is important not only to give him the freedom to find ways to solve a problem, but also to give him responsibility. To do this, it is necessary to determine cases when a subordinate has the right to make an independent decision and determine the circle of people with whom he can contact, bypassing the manager. In this case, delegation of authority will give the employee a sense of content and significance of the work he performs, and self-respect.
* Encourage reasonable internal competition in the organization. This can be facilitated by competitions between structural divisions, competitions to solve a specific problem of the organization, “best in the profession”, “best employee of the month” and, as a result, status incentives for the winners.
* Provide conditions for the professional development of employees, their training and retraining
* Planning and control of personnel careers, which consist in the fact that, starting from the moment an employee is accepted into the organization, it is necessary to organize a systematic horizontal and vertical advancement 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.
* Showing attention on the part of the company to the employee and his family members. Thus, in some companies gratitude is sent to the families of the most successful employees. The organization also contributes to the development of loyalty to the company. corporate events, where employees' families are invited. This could be sports and cultural events, the provision of tourist packages, etc.
Motivation technology includes:
* identification of factors that determine the structure motivational mechanism workers;
* determination of the impact on motivation of internal and external environment;
* choice optimal methods impact on motivation;
* development of a mechanism to influence the labor behavior of employees;
* assessment of the effectiveness of the motivation system.
A properly structured motivation program helps to attract and retain qualified employees, their commitment to the organization, increase the competence of personnel and, as a result, the efficiency of the company as a whole.
4. Formation mechanism corporate culture.
An important area of activity for management and the HR department is the formation and maintenance of corporate culture.
Corporate culture- this is a set of the most important assumptions accepted by members of the organization and expressed in the values declared by the organization, which give people guidelines for their behavior and actions. These value orientations are transmitted to members of the organization through symbolic means of the spiritual and material environment of the organization.
There are five primary mechanisms for the formation of corporate culture:
* designation of objects of attention, assessment and control of the manager;
* criteria for the distribution of incentives and rewards;
* deliberately creating role models;
* strategies for resolving critical situations and crises;
* selection criteria for hiring, promotion and dismissal.
Let's take a closer look at how these mechanisms operate.
* The allocation of objects of attention, assessment and control of the manager is determined leadership style- a set of techniques and methods for exercising power in an organization. The type of corporate culture of the organization also depends on the leadership style (authoritarian, democratic, liberal). Great value has the concept of “power distance,” which is characterized by the level of hierarchy in the organization, openness of management, and lack of fear of superiors among subordinates.
* Criteria for the distribution of incentives and rewards.
* Intentionally creating role models. We are talking about leadership style, corporate mythology, traditions and rituals of the company. The leader's behavior style becomes a standard for employees. Subordinates adjust their actions to the manager’s work schedule, and the decisions he makes in frequently recurring situations gradually become the standard for employees to resolve work issues. Visible manifestations of corporate culture are rituals. Ritual is a repeating sequence of activities that expresses the core values of the organization. American management consultant Nadya Krylov identifies the following groups of rituals:
- “Rituals of recognition” - are designed to show the company’s approval of someone’s achievement or a certain style of behavior that fits within the framework of corporate cultural values. These could be parties celebrating the successful implementation of a project, traditional dinners in honor of someone who has distinguished themselves or has worked long and productively for the company. For example, in one company, according to established tradition, each employee on his birthday can have a half-hour audience with the president of the company and ask him any questions. This ritual emphasizes the availability of senior management and provides feedback that allows management to obtain information about their wards.
- “Rituals of censure” - signal disapproval of a person who does not behave in accordance with the norms of a given corporate culture. This could be a demotion or a decrease in earnings. When employees perceive that punishments are applied fairly, they begin to respect the organization as a whole.
- “Rituals of integration” - those actions of management that help employees realize that they have something in common. These are conferences, seminars, business games And. etc.
* Strategies for resolving conflict situations. The consequences of conflict can be functional (constructive) and dysfunctional (destructive). Among the functional consequences can be identified: analysis of problems, search and development of a compromise solution, removal of hostility of conflicting parties, emergence of conditions for cooperation. Dysfunctional consequences of conflicts are increased staff turnover, cessation of cooperation, strong loyalty to one's group and the perception of the other side as an “enemy,” and a decrease in communications until they disappear completely. Conflict resolution largely depends on the behavior of the manager and employees of the organization. At the same time, tactics for getting out of conflict are an indicator of the presence or absence of a corporate culture.
* Selection criteria for hiring, promotion and dismissal.
To secondary mechanisms the formation of corporate culture includes:
* Organization structure that reflects numbers and hierarchy structural divisions, the degree of rigidity or flexibility of the organizational configuration, the types of interactions between its internal elements.
* Principles of the organization's activities.
* Image and corporate identity. This concept includes everything that is designed to make the company recognizable on the market: corporate symbols and language, the image of the first person, management style and business reputation of the organization, premises design, principle of employee placement, dress code. The core values of the organization are expressed in its slogans, which succinctly emphasize the most significant aspects of the company:
· General Electric - “Our most important product is progress”;
· Samsung - “It’s good where we are”
· Electrolux - made wisely;
· Delta airlines - “Care for staff.”
The symbols of the organization are associated with the system of corporate values. Thus, the Samsung company chose hinoki and pine trees as symbols expressing its philosophical concept. Hinoki reaches a height of 30 meters in 120 years and as a symbol expresses the planning of the company's long-term development. Pine grows faster and does not require special care or high costs. “As long as hinoki grow, pine trees provide income”: this is how the company’s credo is expressed in symbolic form. Social symbol of Samsung - five-pointed star, formed by people holding hands. It reflects five programs: social welfare, culture and art, scientific activities and education, nature conservation and voluntary social activities of employees.
* legends and myths about the most important events and people of the company. Developed corporate cultures develop a fairly diverse mythology, with a prominent place given to the “heroes” of the company. It could be
the "founders" of the company, as well as the managers who brought it greatest success. They set ethical models of behavior and achievement for other employees. Analysis of mythology allows us to understand what the company expects and what it does not expect from employees, what values lie behind these actions and which of them are expressed in legends, and which in anecdotes that “tell” what not to do.
* Official statements and documents declaring the company's credo, its philosophy and ideology. These include:
The document “Company Philosophy” is a set of its values and commandments formulated in the form of operating principles of the company, which must be followed in order to preserve and support the spirit of the organization. Such a document is designed to coordinate the interests of all parties: owners, employees and clients.
Standards of performance and behavior of employees. Standardization of business processes is a documented technology. At first glance, production technology and work organization have nothing to do with the company’s corporate culture. But if we consider administration at the level of individual operations and approvals, then the specifics of the company will be revealed, both technologically and culturally. For example, somewhere the issue of providing financial assistance to an employee whose force majeure circumstances are resolved promptly, and somewhere an employee must go through a lot of approvals and collect a lot of signatures in order to receive “help.”
Standards for quality service. This is a document that describes the rules for interaction between employees and partners and clients, rules of conduct in conflict situations etc. Sometimes companies go further and develop a code of corporate conduct that describes the standards of employee behavior in all areas of work life.
These mechanisms are secondary only because they act depending on the primary ones. If secondary mechanisms contradict primary ones, then they will be ignored and become a source of conflict in the organization.
The formation of a corporate culture is possible using the following mechanisms:
Participation mechanism. Involving employees in solving important problems for the organization.
Symbolic control mechanism. Usage various kinds rituals characteristic only of this organization.
Mechanism of mutual understanding involves constantly informing employees about changes taking place in the organization, and the manager’s openness to the team.
Reward mechanism.
Of course, not all corporate values become personal values of employees. Only by constantly acting in accordance with corporate values, observing established norms and rules of conduct, can an employee become committed to his company. In this case, the cultural values of the organization become his individual values, occupying a strong place in the motivational structure of his employee behavior.
HR management is important factor competitiveness of the organization and influences almost all aspects of its activities.
Shuvaeva V. Distance learning technologies in the system of additional professional education. [Electronic resource]: Access mode: (www.top-personal.ru/issue.html?380]
