The world of work is changing. We work many more hours and feel overwhelmed, more and more people choose to freelance and casual forms of employment. Everywhere we go, we encounter technologies, robots and artificial intelligence that are changing the world of work and forcing us to change. Josh Bersin, founder of Bersin by Deloitte, talked about the new role of HR in all these changes and how to bring the greatest value to the business.

What's going on with human resource management?

Don't get me wrong: HR is trying to keep up. In many ways, HR is a no-win profession: when things go well, management takes credit for itself, and when things go wrong, they often blame the HR department.

Everyone believes that today the global task of HR is to train leaders, solve problems of diversity in the team, find and hire talented people as quickly as possible, train the best employees, smoothly adapt newcomers and retrain employees, competitively pay people for work, establish significant guarantees and compensations, job benefits, privileges and benefits; creating a stimulating, enjoyable and inspiring working environment. And beyond that, HR must keep records, make sure that the payroll is used effectively, and keep the company safe from breaking the law and getting into legal trouble in hundreds of countries around the world.

It's not an easy job. But it can be easier if you see two types of tasks in the HR function:

• hard things(from the English “hard, complex problems”) are “operational” issues: selecting and hiring people, publishing vacancies, creating career portals, calculating salaries, checking that everyone has completed compliance training, encouraging employees to pass an assessment, avoiding labor conflicts, safety issues and terminations employment contracts. Such tasks, including management of benefits provided by the administration, induction of new employees, management of alumni, and interaction between employees, are very difficult, but people tend to be very frustrated if they do not succeed in solving them every time.
• soft things(from the English “soft, non-material problems”) are people-oriented sets of tasks at work: provide positive performance management, train new managers to work effectively, create a pipeline of leaders and senior executives, assess and strengthen culture and engagement, analyze turnover processes and productivity, analysis of complex issues such as illegal borrowing, harassment, cultural differences, collaboration on projects, implementation innovative ideas and employer brand.

While HR can be creative with these soft things, they often struggle to fit within the available budget and time frame. While hard things are solved in the first place.

Today, our research shows that soft things are more important than ever. Here's why: people-centred actions increase efficiency. Research by the US Bureau of Labor Statistics shows that almost 90% of the value of US stocks is currently driven by intellectual property, services, and brands—people are behind it all. It seems that no matter what business you're in, "people are your product".

In addition, soft things are at the root of some serious economic problems. Performance work force does not grow. The current digital revolution is actually the least productive revolution we have seen in US economic history (the invention of the steam engine, electricity, and the original computer increased output per hour of work).

The question is: how can HR focus on the soft things to help people do more at work?

What does effective personnel management look like?

For two years we have studied more than 1000 organizations, almost 100 talented specialists and HR practitioners. After analyzing a wealth of data on how companies evaluate the impact of HR services on profitability, revenue growth and other financial indicators, I can tell you what the secret of the leading organizations is.

Effective HR teams today take on completely new features. They are still good at doing the hard stuff, but they use automation and optimization of those must-haves. And thus can focus on projects, culture, values, leadership and performance - the results of a people-centric soft things solution.

This transformation, which we call High Performance HR Management, is a manifesto for the HR department. But this doesn't just apply to HR. Highly effective personnel management gives us an idea of ​​how to be the best manager, manage effectively information technology and other business functions and focus on the business as a whole.

We have identified seven key practices that distinguish these high-performing companies.

1. Plan the activities of employees by analyzing and understanding their life at work

When planning, consider how people work, make decisions, and organize their day and efforts. Use this knowledge to create specific HR tools to help employees complete tasks, improve skills, collaborate, and feel more engaged.

2. Use HR technology to improve employee productivity and life

HR technology can do much more than just automate existing practices. High-performing HR organizations find opportunities to use technology to improve performance, improve feedback and well-coordinated work of teams throughout the company.

3. Lead the Digital Movement

As many companies struggle to understand what the digital revolution means for their business, HR has a unique opportunity to lead rather than trail behind. Organizational structure, reward systems and benefits - all under the jurisdiction of HR - are critical for businesses to achieve a digital future.

4. Understand and support flexible and team-oriented organizational models

Traditional hierarchies no longer describe what actually happens. High-performing organizations offer collaborative solutions to help ever-changing teams with challenges such as goal management, performance management, coaching, monitoring, and development.

5. Work with leadership to build a culture of trust, unity, shared purpose and transparency

High-performing HR departments aren't just focused on compliance and control - hard things. By focusing on culture, high-performing HR teams have a huge amount of room to tackle the soft stuff.

6. Plan HR activities to work as a network of teams, breaking the silos between HR and other departments

While specialization in areas such as recruiting, training, compensation, and other key functions is important, almost all issues today are multidisciplinary. High-performing HR teams work like agile consulting teams, pulling together when a problem arises.

7. Spiritually revive, professionalize and constantly improve your HR professionals

The HR department should not be a place where people are “thrown out” who cannot be involved in other parts of the business. Demand the same level of growth and innovation as other business units and provide your people with many opportunities for internships, external training, research and visits to partner companies.

In a changing world, HR matters more than ever

Examples of HR teams that are constantly moving forward and achieving results are inspiring and worth studying. They demonstrate what I have seen throughout my career: Companies that grow and focus on achieving the seven common outcomes of effective HR organizations are simply the best companies generally. They tend to be more profitable, grow faster, and have higher levels of employee engagement.

Today's new world work requires leadership, creativity and passion from HR departments. The days of teams that want to "just work" are over: you've been given the opportunity to lead. Highly effective HR managers must lead the fight to make the workflow productive, engaging, and rewarding. Business leaders will be delighted.

I know HR professionals are up to the task, and I hope this research provides inspiration and insights to help you reimagine how you work in your own organization.

In October, Josh Bersin will speak in Moscow at the HR Digital Summit - one of the largest events in Russia, which covers the most diverse and cutting-edge areas in HR. Join the community!

A bit of history and a little bit about HR terminology

The word "personnel officer" came to us from Soviet times. Then the main functions of these specialists were to fill work books, personal affairs, writing job descriptions, issuance of permits and so on. This work was not dusty and did not require much effort. A specialist of this profile had to be well versed in office work and labor legislation.

Thus, the personnel service was an auxiliary structure that controlled, mainly, the working document flow. And although the modern situation has changed radically, in some companies, to a greater extent state form property, and in our country there are more than 7 thousand of them with about 2 million employees, the “Soviet” idea of ​​​​the profession still lives on. A feature of the planned economy of the USSR was that graduates of universities and colleges were automatically distributed among enterprises, so there was no need to look for, let alone attract new personnel. Conditions and wages were almost the same everywhere, so they did not think about additional motivations. The only bonus for employees for many years was a bonus.

Now, in most organizations, HR specialists have replaced pure personnel officers.

The responsibilities of an HR, or human resources specialist, look very different from those of an HR officer.

The term "HR-specialist" is an English abbreviation - Human Resources, which is translated into Russian as "human resources". Simply put, HR primarily works with people (with these same human resources), and not with pieces of paper.

It can be said that this profession is closely connected with the market economy - that is why there were no HRs in the USSR, and that is why this profession came to us from abroad in the 90s of the last century. During these years, there was a serious economic revolution, its development began market economy, and at the enterprises the system of management of people was replaced. The HR specialist has become a "bridge" between the company's management, its staff and the labor market.

Despite this, modern HR professionals cannot move away from the concepts of the traditional HR department and believe that their duties are limited only to recruitment (and often line managers actually do this) and administrative, “paper” work.

Whereas the activity of an HR manager involves the assumption of much broader powers and responsibilities. Unfortunately, even among the heads of organizations and top management, there is often ignorance, misunderstanding or unwillingness to understand what HR management as a business function actually is, what functional and managerial elements it includes, what its essence, purpose and objectives are. . What then to say about the HR-specialists themselves?

In reality, everything should happen exactly the opposite. Personnel management is a complex functionality with its own tools, methods, rules and patterns, ignorance or misunderstanding of the specifics of which can cause irreparable harm to any business.

As long as there is a myth about the insignificance and secondary importance of HR as a business function, talk about an adequate perception official duties any specialist in personnel management is not accounted for by others. After all, the main purpose and function of a professional HR manager is to become a business partner of his manager and owner. I would like the top officials of the company to see in HR a partner who shares all the responsibility for the decisions made with other managers, develops the strategy and tactics of the business together with them, and together with them is responsible for the result. The key task of an HR manager is to achieve the main goals of the company with the help of its employees!

The range of duties of HR specialists is very wide: they are engaged in the selection of personnel, its adaptation, assessment, and training. They also (most often together with the heads of departments) develop a system of motivation in the company, evaluate the effectiveness of the work of the company's personnel. They also have to find out the causes of "churn" and deal with it - if the company is faced with this unpleasant problem. Of course, this does not mean that the same person is doing all this. Usually in large companies whole departments and departments of personnel work, and each employee has his own specialization. In small companies, the amount of work is significantly less (and not all of these tasks are in demand).

What should an HR specialist do in a company?

The answer to this question is key in understanding the role, place and significance of the HRM (human resources management) system in an organization, which, unfortunately, most not only HR specialists, but also the heads of organizations, do not have. To a greater extent, this is due to the lack and, as a result, misunderstanding of the functional relationship between the business strategy and the HRM strategy of the organization.

Very briefly, the essence is as follows.

To achieve the strategy of any business (regardless of the size of the business, industry, crisis, etc.), it is necessary to implement only two target functions: to have the resources necessary for the business and to use them effectively.

Under resources that a company or organization should have are understood as:

√ material resources (land, buildings, premises, equipment, office equipment, transport, communications, etc.);

√ financial resources(bank accounts, cash, securities, loans, etc.);

√ relationship resources (with customers, suppliers and partners, government agencies, etc.);

√ structural resources (business processes, organizational structure, IT infrastructure);

√ human resources (employees who create the main value in the company - key employees of the company and support staff);

√ informational resources(external and internal, electronic and paper databases);

√ temporary resources.

From the point of view of efficiency, in the very general view under the efficiency of the use of resources of the organization is understood the ratio of the final result of the business to the costs that ensured its receipt. That is, in order for a business to be effective, it must increase the efficiency of resource use while reducing the cost of their use.

With regard to the HRM functionality, everything is the same, but only in relation to a specific resource of the company - personnel! So too two goals:

1) have human resources;

2) effectively manage human resources.

From these two HR goals of any company, absolutely clear four HR tasks .

The first goal “to own” forms two HR tasks:

1) Attract the most talented, professional and efficient human resources of the company.

2) Retain key and effective employees in the company.

The second goal of “managing effectively” predetermines the solution of two more HR tasks:

3) Increase the effectiveness of the staff.

4) Optimize personnel costs.

Everything and nothing else! This is the essence of the professional purpose of HR. These are the goals and objectives of the activities of HR and the company's personnel management service. They are the ones that bring together the goals of the business, as a customer, and the HR department, as a performer.

Everything seems to be simple and logical, but, unfortunately, the vast majority of HR and top managers of companies do not know or do not understand this and are not able to explain to each other, on the one hand, the role and importance, and on the other hand, the goals and tasks of the HR function in the company.

This is where all the obvious and implicit problems with the company's personnel lie, and, I will say more, the presence or absence of a crisis in the country has absolutely nothing to do with it!

The reasons for this situation are: the lack of a business strategy in most organizations in the country (by the way, the main reason for this is the lack of a business strategy in the country itself), as a result, the lack of functional strategies, including the HR strategy; the lack of an elementary set of systematized knowledge in the field of human resource management among top managers of companies (often there is an opinion among them: if I can talk to people, then I can easily manage personnel); lack of a formed HR school (traditions, exchange of opinions, discussion platforms, successful practices, success stories, popularization of experience, etc.); lack of a systematic and practice-oriented system of training, retraining and advanced training of HR specialists.

The work of HR can be assessed by the quality of movement towards the two HR goals indicated above and the effectiveness of solving four HR tasks. Moreover, it is very important that both goals and objectives are invariable and mandatory in any organization, regardless of the form of ownership, scale of activity, number of personnel or industry. I would like to emphasize that the crisis is also not a limiter in the scope and quality of their solution.

We can talk about all this further, delving into the technologies and methods of assessment (and they really work), but within the framework of this article, this cannot be done briefly. And it doesn’t make much sense until the top management itself learns to set clear and transparent goals and objectives in the field of human resource management, and HR specialists begin to think like effective owners and managers of the company’s most expensive resource ...

What is the reason for the inefficiency of HR functionality and how to improve the situation

First of all, and this is the most important thing, so that the owner of the company, its tops, HR-specialists, and together with them all line managers understand and feel deeply the answer to the most important question: what distinguishes the human resource from all other resources of the company and makes it unique compared to them?

We all know how to talk about this topic with pathos, quoting famous personalities in history, talking about how to take care of the staff, but at the first sign of an economic crisis, we thoughtlessly grab hold of a saber and cut, first of all, this very resource ...

Throughout our history, we have always treated and still treat a person like a screw, like a consumable, like cannon fodder, but at the same time, in public statements, we choke on words of love and awe...

For all the time that I have been asking this question to managers of any rank and HR with various experience in the profession, I have not heard a clear and intelligible answer that excludes uncertainty in the interpretation of the meaning - and this is sad. And the answer to the question about the uniqueness of the human resource in comparison with the rest lies on the surface and is an axiom.

So, the first sign of uniqueness . Only the human resource of all other resources determines the competitiveness of any organization. You can copy any other resource - buildings, equipment, technologies, products, business processes, financial schemes, promotion methods, and so on. People, the staff of the organization cannot be copied, and it is only they who determine the competitiveness of any company.

And second sign of uniqueness . The human resource is the only one of all company resources that does not belong to the company.

Only after understanding this, having passed through the basic HR goals and HR tasks, having developed an HR strategy based on a sound business strategy, you can begin to analyze the effectiveness of the company's HRM work and correct the situation.

Without these fundamental positions, all HRM work in the organization will be chaotic, unsystematic, work not to prevent problems, but to “put out fires”, and evaluating its effectiveness will be a profanation of a good and necessary idea.

The meaning and necessity of such work is zero, since it is not related to business goals and does not solve business problems. Unfortunately, it is precisely the “imitation of violent HR activities” that is characteristic of the work of most HR companies and organizations in our country. It is this “work” that is one of the main barriers to the growth of business efficiency.

And also as an addition. The presence of an HR strategy, HR goals and objectives still does not guarantee success, since in this situation the question of the competence of the company's HR manager becomes acute. And here, an unplowed field! And the most serious problem is the inability, misunderstanding, and sometimes even unwillingness of HR specialists to delve into the company's business issues, to speak the language of business, the language of numbers and specific economic indicators.

HR of most companies do not understand the main business functions of the company (marketing, logistics, production, finance, etc.) - and a misunderstanding of this leads to a misunderstanding of cross-functional relationships and conflicts, which should be the main vector of attention of an HR specialist. And this means that such a specialist is not able to solve the HR goals and objectives of the business, and all the work comes down to simulating “heavy activity”, which discredits not only the HR specialist himself in the eyes of managers and staff, but also the role that is really important for business , place and value of the HRM-functional.

Lord top managers of companies! If in your company management does not represent the area of ​​responsibility of an HR specialist, and all his work is perceived at the level of issuing personnel orders, “team-buildings”, unsystematic trainings and useless seminars (i.e. direct release of money earned by the company down the drain), invite your HR specialist to your office and ask him the right questions.

Maybe it is you who will have a chance to change the situation of dangerous stagnation for the better. Be especially professionally demanding to candidates for this position! After all, the main purpose and function of a professional HR manager is to become a business partner of his manager and owner.

I would like the top officials of the company to see in HR a partner who shares all the responsibility for the decisions made with other managers, develops the strategy and tactics of the business together with them, and together with them is responsible for the result.

What to do with all this, especially in a crisis?

In a crisis, you need to save on everything, and HR functionality is no exception. But as in everything related to cost optimization in a crisis, and not in a crisis, too, it is necessary to approach it reasonably and balancedly. Before reducing personnel costs, and in them 95%, for most companies, this is a wage fund, it is necessary to carefully calculate the consequences of reducing the number of personnel: how much real cost savings will it give in total revenue and how will this affect the reduction and so falling revenue.

This is an optimization problem, but it must be solved before making a decision to reduce staff by a certain amount. Such a calculation, perhaps, will reveal a more optimal solution - reducing the working day or week by a certain amount ...

Why am I talking about this? The fact is that crises tend to both begin and end. Will it turn out that having reduced the staff now, after the crisis there will be serious problems with its recruitment? After all, if the staff sees that the company is in a difficult situation, but does not throw them out on the street, realizing that it will be difficult for them to find work and feed their families, but reduces the size of the payroll by reducing working hours, then they are ready to reduce their income but be confident in the future. This greatly increases the loyalty of the staff to their company and the company will only benefit from this both in a crisis and when it ends. Everything must be considered, taken into account and predicted. And this should be done by an HR specialist.

Given that the coming year will be difficult in terms of the economic situation in the country and in most companies, I would suggest a number of necessary, in my opinion, measures that will reduce personnel costs without reducing its effectiveness. The main vector for the efforts of HR this year should be to increase the effectiveness of personnel while reducing the cost of managing them:

√ selection of personnel in the least costly ways (in social networks, advisory recruiting, work with students and graduates of universities and colleges; internal recruiting);

√ high-quality adaptation of newcomers, widespread use of mentoring and internal coaching by the staff of the company itself;

√ non-standard methods of non-material retention of key personnel in the company. Indeed, in most companies in all sectors of the economy, salaries will either be frozen or reduced. Under such conditions, the HR specialist will be required to be as creative as possible in the field of non-material motivation;

√ building an effective internal system of personnel training in the company, own distance learning and personnel development;

√ strengthening the role of internal communications and the internal corporate system for informing personnel, strengthening the internal HR brand of the company;

√ introduction of simple and effective systems of material motivation, aimed primarily at the effectiveness of revenue and cost reduction;

√ rallying the company's team through the holding of low-budget events with active participation in their preparation and holding only the company's employees;

√ maximum possible use of personnel outsourcing schemes for auxiliary and support departments of the company.

These are the main areas that should be present in the work of HR-specialists of companies in a crisis. Naturally, we should not forget about other HR functions, but these are anti-crisis functions and they need to be dealt with immediately.

I am sure that this period will give a lot of understanding to both top managers of companies and HR specialists themselves about the goals, tasks, role, place and importance of HR functionality in the business system of companies. The most important thing is not to delay this process of understanding by referring to the crisis. Now there is a unique opportunity to get rid of everything unnecessary in HRM, build the right human resource management system in your company, get through this difficult period with dignity and start effectively after it is over. And the crisis will help you all!

Seven valuable HR functions that are hard to measure but that directly impact revenue and grow your business.

I'll start with the so-called "black box phenomenon" or "causal uncertainty phenomenon". The figure shows three criteria on the basis of which it is possible to evaluate the effectiveness of the HR function: the actions of HR professionals that we observe - the results of HR work - the measured results of the organization.

What is the essence of the phenomenon? We see what HR is doing and we know the metrics that reflect the performance of the entire company, such as increased sales and profitability. However, what is the contribution of HRs to these results? Swedish management expert Mats Elvesson commented: “Research does not go beyond trying to find an empirical relationship between HR practices and organizational performance. Phenomena are in a black box, only HR activities and organizational performance are recorded. And what happens between them remains dark.

Thus, the impact of HR on business performance cannot be measured! Only the actions of the HR service and the results of the entire business are measured. However, this does not reduce the value of HR functions for business, which directly affect the efficiency of the organization, and therefore generate income.

1. Recruitment

It is a process of attracting, selecting and selecting qualified specialists. Organizing the right recruitment process is one of the most basic HR functions. But it's not just about finding the right person in the right position, at the right time, with the right competencies at the right price. It is also ensuring the organization of the workplace and hiring in accordance with the law, organizing the process of orientation and adaptation of the employee in the company. This is the organization of the mentoring process, if necessary, and the evaluation of the employee at the end probationary period.

There are cases when, during employment, employees do not have a workplace, or there is no job description, and the orientation process is not organized. Often, an employee who fails to prove himself during the probationary period is fired automatically, since the company lacks criteria for assessing the success of newcomers and the assessment procedure itself. But all this directly affects the efficiency of work and costs money, dear leaders!

2. Training and development

Many organizations either overlook or underestimate this HR function. But many competent employees leave the company, not seeing the opportunity to learn and develop. In most cases, the drop in sales is due to poor customer service, due to the lack of necessary competencies among employees who provide services. You will say: after all, inviting coaches is expensive. What about internal training? Many leaders will gladly share their experience with them. Trainings are a motivation for both trainees and trainers. We just need to develop a culture of learning. To teach and learn by yourself - this should be some kind of philosophy of the company, part of it corporate brand. And this result can be obtained almost for free.

3. Organization of performance evaluation and remuneration

One of the most important processes in an organization. Consists of three parts:

1. Setting goals (most often at the beginning of the year).

2. Consideration of goals in the middle of the year.

3. Performance evaluation at the end of the year.

All three parts are planned in advance by the manager, who puts them to the employee during a personal conversation.

Ideally, according to Jack Welch, it is necessary to divide employees into excellent, average and weak in proportion, respectively, 20/70/10. Myself Jack Welch fired 10% of weak employees every year, as a result, after five years, only the best remained in his organization! Companies now prefer to develop employees rather than fire them. Through the process of personnel development, people get to know their weak sides and can purposefully correct their shortcomings. Evaluation of efficiency becomes the basis for material remuneration of employees, planning their career development and succession.

4. Employee engagement

There is a big difference between an employee who is satisfied with their job and an employee who is engaged in the work. They have different levels of motivation. The point is that a satisfied employee simply does their job right and is happy with it. The involved employee is trying to improve his work, become more efficient, innovative. An engaged employee is what you need to grow your business! The involvement of employees is measured using a questionnaire, one-on-one conversation, through observations. You can also study the exit interviews of quit employees, find out the reasons for their lack of involvement and work on them accordingly. By working on employee engagement, you are working on business efficiency!

5. Development of the organization

Yes it is! The development of the organization is one of the main priorities of the HR department. Therefore, it is useful to implement HR methods in strategic management business. If, for example, a chain of restaurants is expanding, who, if not HR, will be engaged in personnel planning? Their task is

The second article from the series of articles on the internal social policy of the company. The first text can be read here:. Four differences between the personnel department and the personnel management department, how the personnel block in the company can be arranged (options). What place should the “social worker” occupy in the structure?

Novikova Marina Lvovna , business consultant and career coach. Website:www.ipmru.ru Education: economist, MBA "Personnel Management", internships: Germany, Switzerland, France. Work experience: head of the remuneration division, head of the social policy division (EAST LINE Group), deputy chairman of the PPO of JSC Russian Railways (more than 1 million employees), adviser CEO(ANC "Corporate University of Russian Railways"), coach.

Having worked for over 10 years in leadership positions and dealing with the issues of personnel motivation, I can say that the great misconception of company leaders is that they consider social policy only in terms of spending money on personnel, while it can become an anchor that keeps the “ship” of high labor productivity afloat. That is why the methodology appeared: “Integration of an individual social package and methods of remuneration of the company in order to save payroll without reducing labor productivity”, which is the basis of the motivational policy.

In this article, I would like to say this: there is a stable stereotype of the profession of a personnel officer and head of the personnel department. The stereotype is called - "they have nothing to do there and they don't need to know much." That is why the personnel block is often headed not by a specialist with an education in economics, a lawyer, in the field of personnel management and with experience in the personnel field, but by an acquaintance of the director or someone who will soon retire, while this may be a former military man, chief engineer, specialist in wages, etc. Naturally, the work of this personnel department leaves much to be desired, and the director - after visiting labor inspectorate and the imposition of appropriate penalties - only makes sure that the personnel officers are not very, say, smart specialists.

You can be indignant and say that the direction of HR is developing in Russia, and many directors put just employees with the necessary education in the position of head of the personnel department. But this will be the first difference between the personnel management service and the personnel department. So:

First difference - the head of the personnel department has experience in the field of personnel management, is well versed in the formation of budgetary funds and their management.

Second difference - division functionality.

In the personnel department, as a rule, this is a personnel document flow, hiring and dismissal, and labor protection is often included here. In the personnel management department you will also find psychologists, motivators, trainers, social workers and, oddly enough, "veiled economists" involved in budget planning.

Third difference - attitude towards staff.

The personnel department can look at the entire staff of the company from the position of "what did you forget here." I think every reader in his life has come across such an attitude. The HR department can't afford it. There is a hardening of McDonald's here: no matter what happens - always with a smile and "free cash desk!" ;)

Fourth difference - operating mode.

In the personnel department after the official end of the working day you will not find anyone. In the personnel management service, as practice shows, at this moment there is no only personnel providing services for the reception - dismissal and maintenance of personnel documents. The rest go about their business for at least an hour.

However, I want to note that if your personnel department sits after eight o'clock in the evening and works, then - or they do nothing in work time or they don't have enough staff. This is one of the wake-up calls to the leader!!! It is necessary to pay attention to the work of the department !!!

This is how the above differences look in the table:

The main functions of the HR department:

Personnel block (hiring, dismissal, keeping records of personnel, movement of personnel, personnel records management, training, advanced training, placement of personnel, personnel reserve).

Social block (staff support, adaptation, retention).

Motivational block (staffing, remuneration, development of motivational methods, budgeting of personnel and social activities).

Psychological block (personnel assessment).

In the personnel management department there is always a place for a social block and a motivational block. I will note right away, in order to avoid questions and indignation of those who deal with wages in the economic bloc. At the time of writing this article (perhaps an experienced "payer" in the future will be able to convince me and prove the opposite), the author is sincerely sure that the remuneration department should be in the personnel block, with all the ensuing consequences, namely, planning functions, spending analysis, management as a whole wage fund.

The remuneration specialist conducts methodical work on the development of remuneration methods, plans the wage fund, uses financial analysis provided by the financial service and conducts individual payment planning wages. (Based on the developed methods for remuneration, approved staffing and timesheets, the financial unit conducts payroll. Who will be given such an honor - financiers or accountants, the head decides. In large organizations, the function is divided, in medium and small ones it is carried out by an accountant).

Specialist in social work develops local regulations in terms of non-material and material motivation of personnel, understanding at the same time what the budget of the organization is, possessing the skills of planning and accounting for it (therefore, there are so few competent specialists) and can answer for items of social payments. When developing benefits, a social work specialist works in close conjunction with the personnel block and the remuneration block. The benefits and guarantees provided should be based on the development strategy of the enterprise, the importance of positions for the company, personnel reserve methods of remuneration.

Given the above, "payers" and "social workers" can be combined into one motivational block, which, in fact, is reflected in the flowcharts below for building a personnel block.

Structure options:

The first option is preferable, because with such a scheme, the head of the HR department has complete information on the personnel block, or rather, on the personnel block.

Personnel is the most important component of any company, no matter how many people it has - one or tens of thousands.

What does HR do?

HR employees have many functions and, as a rule, this department consists of several specialists whose terms of reference differ from each other. HR managers are personnel records management(employment, dismissal, sick leave, holidays, payment of monetary compensations, etc.). This is quite a routine work and it never ends! Secondly, in organizations where a time sheet is maintained, as a rule, hours and salaries are counted in the personnel department. Also, if there is no dedicated department, the employees are responsible for the development corporate culture enterprises, organizing preferential vouchers, holding corporate parties and trips, buying gifts, etc. But probably the most main duty HR department is the selection of new employees. This requires not only competence, knowledge of personnel selection methods and work experience, but also human intuition and insight. It is good if a company can afford to keep such a qualified and narrowly focused specialist in its department. And if not? Then come to the rescue recruitment agencies where recruiters get down to business.

Who is a recruiter?

A recruiter is a person whose goal is to find the ideal employee for the employer. It's hard, but that's what his job is. To begin with, the recruiter finds out the necessary details from the employer, then draws up a "portrait" of potential candidates and begins the search. The search is conducted by all available means: on the Internet, through newspapers, communications, etc. Of course, in our century, most vacancies are both posted and searched for by job seekers via the Internet. Moreover, the recruiter not only “posts” the vacancy on the sites, but also studies the published resumes. Depending on the type of vacancy, a recruiter can also apply to the local labor exchange, place an ad in a newspaper, etc. In fact, he must reach as large an audience as possible, so that in no case will he miss the one who would be ideally suited for this work. A recruiting specialist looks through hundreds of resumes a day, calls not everyone, but those who meet the minimum requirements: by education, experience, place of residence, expected salary level, etc. A phone call to the applicant is sometimes also a selection stage, and not just an invitation to come for an interview. Further, during the interview, direct contact is established, during which the recruiter receives additional information about the candidate’s professional life, but he also looks at his behavior: is he overly nervous, how he knows how to talk, how he looks, etc. Only then, with his notes, he transfers the data of the applicants who passed the initial selection to the client-employer, because the decision is up to him!

is a versatile person, whose competence is not measured only by a diploma and work experience. It is also a psychologist who can read between the lines and draw the right conclusions.