1.1 ENTERPRISE PERSONNEL: CONCEPT, TYPES, FUNCTIONS

In recent years, Western terminology from the spheres of microeconomics, management, and industrial sociology has been transferred to Russian soil. An example of this would be the Personnel and Human Resources categories.
As for the term “Human Resources,” it is new to our economy. We even confuse it with the concepts of “Labor resources” and “Able-bodied population”.
Labor resources - this is the part of the population that has the physical development, mental abilities and knowledge that are necessary to work in the economy. In other words, labor resources unite, firstly, citizens of working age (men aged 16-59 years, women - 16-54 years old), with the exception of preferential pensioners - people of working age receiving old-age pensions on preferential terms (men in aged 50-59 years, women - 45-54 years), as well as non-working labor and war disabled people of groups I and II; secondly, citizens older and younger than working age employed in social production.
Working population - this is part of the labor force, representing the totality of citizens, mainly of working age, capable of participating in the labor process. The working-age population includes the economically active population and the economically inactive population; the relationship between these two categories is determined by social, economic, demographic, and political conditions in the country as a whole, as well as in one or another of its regions.
TO economically active working population include: the employed population and the unemployed.
Category "employed population" unites such categories of the working population as:
1) employees, including those performing work for remuneration on a full-time or part-time basis, as well as those who have other paid work (service);
2) those who independently provide themselves with work, including entrepreneurs, persons engaged in individual labor activities, as well as members of production cooperatives, persons engaged in the production of material assets and services for personal consumption, if such production makes a significant contribution to the total consumption of the family;
3) women on maternity and child care leave;
4) elected, appointed or approved for a paid position, serving in the Armed Forces, internal and railway troops, state security and internal affairs bodies;
5) able-bodied citizens studying in secondary schools, vocational schools, as well as taking full-time courses in higher, secondary specialized and other educational institutions, including training in the direction of the federal employment service;
6) working citizens of other countries temporarily staying in the country and performing functions not related to supporting the activities of embassies and ministries;
Unemployed -- these are able-bodied citizens who do not have a job or income, registered with the Federal Employment Service in order to find a suitable job and are ready to start it. A job that corresponds to professional suitability, previous work, health status, and transport accessibility of the workplace is considered suitable.
TO economically inactive working population include persons in prison, as well as those temporarily unemployed for any reason, but potentially capable of participating in the labor process.
Category "Human resources" is a narrower concept than the category “Working-age population.” This category characterizes the working-age population within a separate organization, at the micro level, and not on a regional scale, at the macro level.
Human resources are a set of employees within certain organizational units that have the following characteristics:
1. Permanence of work within one work team, that is, attributable to the payroll of the enterprise.
2. Participation in the implementation of a set of operations inherent in a given business unit.
3. Availability of special professional training.
4. Changes in the place and scope of labor, type of activity and production functions.
5. The presence of a set of republican, regional and intra-economic legislative and legal provisions that determine the nature of management influence on the part of management subjects.
Thus, the newly emerged term “Human Resources” is essentially identical to our domestic concept of “Personnel of an enterprise/organization”.
The term “Personnel” covers the totality of workers within certain organizational units and characterizes the socio-psychological aspects of work activity:
Firstly, the presence of a general organizational goal of activity;
Secondly, the existence of a division of labor based on specialization in the performance of work (labor tasks) to achieve the goal;
Thirdly, formation of a power structure, hierarchy of authority and responsibility;
fourthly, establishing rules and procedures describing the rights, responsibilities and functions of each member of the community, as well as rules and procedures relating to the performance of work;
fifthly, functioning of a developed communication network;
At sixth, distribution of workers among jobs depending on the volume and structure of the human capital of a particular individual;
seventh, formal relationships between individual employees in a team are determined by job descriptions, contracts, obligations, etc. and are impersonal (i.e., do not depend on who does the work);
eighth, the dominance of a certain form of ownership of the means of production and the results of joint activities.
So, the personnel of an enterprise/organization is an association of workers who jointly realize the goal of producing goods or providing services, acting in accordance with certain rules and procedures within a certain form of ownership.
Different types of personnel can be distinguished depending on their field of activity: production, scientific and scientific-production, educational personnel, arts personnel.
Personnel, regardless of the scope of their functioning, perform a number of basic functions:
1. Main activity function. which is implemented on the basis of organizing all social groups into a single cooperation of workers and is aimed at obtaining results of a certain quantity and quality, at completely reducing the costs per unit of the result obtained, taking into account the restrictions dictated by society.
2. Social integrative function, i.e. ensuring compliance with public, group and individual interests of employees, consistent implementation of the principle of fair distribution of labor, social development of personnel.
3. Management function, i.e. targeted regulation
activities of employees, increasing their political activity.
The universal need for management exists in all types of business and in every type of human activity. Human, financial, raw materials and labor resources determine the ability of any organization to perform its functions.
Human resource management represents the most
a difficult task for any manager because:
a) people differ from each other in their physical characteristics, personality traits, education, abilities, needs, etc. The organization does not need people in general, but only a specific workforce that is capable of performing specific functions. For example, an auditor and a cashier are not interchangeable. Money, no matter where it comes from, looks exactly the same: a banknote of a certain denomination is the same as another banknote of the same denomination. A computer of a certain model is identical to another computer of the same model;
b) human resources always need a certain place, and they are difficult to move. Financial and raw material resources are easier to move;
c) when there is overstaffing, it can easily cause a decrease in the profitability of the organization. If there is an excess of financial and raw materials, then you can always find a way to use them;
d) human resource has its own will. This resource is dynamic and sometimes unpredictable. People act consciously: they may be unable to do a particular job, they may refuse to do a particular job, they may disapprove of change, they may decide to leave the organization;
e) people can think, they can generate new ideas, they can initiate events, they can improve themselves (or allow themselves to be improved).
1.2 ORGANIZATIONAL AND ECONOMIC ASPECTS OF STUDYING PERSONNEL EFFICIENCY

The staff is a heterogeneous collection of people. It consists of socio-economic groups. A socio-economic group represents a set of workers who have some common characteristic (for example, profession, qualifications, work experience, age, personal sympathies, motives for work, etc.). According to the level of cooperation of socio-economic groups, personnel can be structured as follows: primary (or contact) personnel, secondary, main
The socio-economic group of personnel is an inevitable and natural part of work activity:
- managers create groups to achieve the completion of certain work in the required volume, the required quality, on time. Groups generate fewer ideas, but with better elaboration, comprehensive assessment, and a greater degree of responsibility;
- employees themselves naturally form into groups to protect their interests and satisfy their needs.
Based on the dual role of socio-economic groups of personnel, under effectiveness of the staff group one should understand the degree to which the group’s goals are achieved and the satisfaction that employees experience from being part of this organizational structure.
This implies the need to identify and consider factors that contribute to increasing team effectiveness, i.e. driving forces that contribute to the dynamics of the effectiveness of joint work and satisfaction from this work (Diagram 7.1).
Scheme 1.1. Main factors for the effectiveness of joint activities
Principles for the formation of effective primary personnel by composition:
(1). The available resources of the group correspond to the tasks facing
in front of her;
(2). The presence of a balance of both professional and intragroup roles in the group. The effectiveness of personnel depends on how well its members understand and adapt to the distribution of their human resources, both in professional roles and within the group. Employees act as one team: they are interdependent on each other when solving organizational problems;
(3). A full set of intragroup roles is important where rapid changes take place, and in more stable groups you can get by with a limited set of these roles when one employee combines two or more roles;
(4). Employees are actively engaged in searching for methods and means of best achieving goals.
1.3 SUBJECT OF THE COURSE "PERSONNEL MANAGEMENT", RELATIONSHIP WITH OTHER MANAGEMENT DISCIPLINES
The modern concept of the distribution of functional areas in organizations involves the allocation of the function “Human Resources Management” along with the functions “Production”, “Financial Management”, “Accounting”, “Marketing”, “Innovation”. However, when analyzing the activities in each of the functional areas, a specific feature of the “Human Resources Management” sphere is revealed: personnel management is as effective as the employees of each functional area successfully use their knowledge, skills, abilities, and abilities and how fully they satisfy their needs in activities to realize worthwhile goals. goals in front of them. In other words, personnel management is organically present in all areas of the organization.
IN functional respect under personnel management understands all tasks and decisions related to the formation, distribution and use of personnel to achieve organizational goals:
1. Ensuring the attraction, selection and placement of employees in
in accordance with their qualifications and complexity of work.
2. Implementation of personnel development opportunities that increase the efficiency of their work.
3. Maintaining a corporate structure that creates a positive climate of relationships in the team.
4. Fulfillment of the organization's legal and social obligations towards personnel, paying special attention to working conditions and quality of working life.
Based on the above, in most modern organizations two groups of employees are engaged in personnel management activities:
1. HR specialist managers(functional personnel officers), i.e. professionally prepared to solve problems in the formation and organization of the activities of human resources services of the organization;
2. Managers - practitioners represented by line/functional managers who are included in personnel work insofar as they are responsible for the effective use of all resources at their disposal. They are personally responsible for the quality of the work performed, for the condition of the equipment, and also monitor training, timely completion of work, and the professional compliance of their subordinates with the nature and content of the tasks performed.
The implementation of the personnel management function in practice is fraught with derogation, and sometimes abuse, of the role of heads of linear/functional departments in solving personnel problems in the organization over the role of functional personnel officers, and vice versa. For example, it is possible to ignore the functional expertise on personnel policies of the functional/line manager of the department. Or, for example, it is possible for a practical manager to delegate the unlimited right to make decisions on the entire range of personnel issues to a professional personnel officer.
In many organizations, in order to achieve harmony in the actions of these groups of employees in the implementation of the personnel management function, they adhere to the so-called double/ shared responsibility . The main content of this concept is the position that both practicing managers and specialist managers bear responsibility for increasing the efficiency of using human resources.
Specialist managers, professionally trained to implement personnel work, at the same time cannot solve these problems without outside help, since they do not have the necessary detailed information about the specifics of activities in the functional areas of the organization. They are able to perform only part of the tasks of personnel management, namely, to develop general conditions (for example, procedures, systems, programs) that contribute to the effectiveness of personnel functioning to achieve the goals of the organization.
Qualification characteristics/cards of HR managers reflect the basic requirements for a specialist imposed by a specific field of activity at the present stage of social development, taking into account the prospects for socio-economic progress. They describe the main indicators that an “ideal” employee must have to successfully perform HR management functions - knowledge, skills, abilities, personal characteristics.
Among the many qualities that HR professionals should have, in modern conditions the following four, in our opinion, play a key role: - knowledge of economics and organization management(theories, methodology and practice). A manager in an organization must have a clear understanding of the factors of economic growth in his department and in the organization as a whole, which will allow him to deeply understand the goals facing him, develop and evaluate the effectiveness of management subsystems in the organization;
- professional competencies in personnel management. The main elements of professional knowledge correspond to the main components of personnel management - management of recruitment and selection of personnel, management of the organization of work execution, management of employee development, management of performance assessment and remuneration, including knowledge and skills in the field of creating and managing processes and procedures of consulting, administration;
- leadership and change management. Managers must have qualities critical to the management process - determine the direction of development of a unit or organization, formulate goals, develop methods for achieving goals and implement them, effectively overcoming resistance to change. This requires professional knowledge in the field of analysis, planning, organization, regulation, business control;
- ability to learn and develop. The ability to update professional knowledge and skills is a critical quality for managers at various levels of management.
Practicing managers, in turn, know much more about the nature and content of the work performed, the requirements for its quality, the needs and capabilities of their staff, but they lack professionalism in the field of personnel management. They implement the general conditions that professionals prepare.
Thus, a dialectical unity is achieved, on the one hand, of professionalism in the field of work with personnel of specialist managers, and, on the other hand, of knowledge by practicing managers of the specifics of a specific functional area in the organization.
IN organizational respect personnel Management covers all persons and institutions with joint responsibility for human resources.
As educational disciplines personnel Management is an important component discipline of the doctrine of production management with its own object - personnel. The course "Human Resources Management" should provide the basic knowledge about the development of human resources, skills for effective cooperation with specialist managers.
A market economy is characterized primarily by fierce competition, and only those organizations that apply austerity, including in the use of human resources, can withstand it. Bureaucratic methods for resolving personnel issues are becoming economically and socially ineffective. Personnel problems cannot be solved at an amateur level, as we are still doing. These issues must be approached in a purely professional manner. Until practicing managers realize the need for knowledge of the capabilities and results of personnel management, they will continue to face both economic problems and psychological difficulties, and often give rise to them without meaning to.
TOPIC 2. PLACE AND ROLE OF PERSONNEL MANAGEMENT IN THE ENTERPRISE MANAGEMENT SYSTEM
2.1 PLACE OF PERSONNEL MANAGEMENT IN ENTERPRISE MANAGEMENT

The organization as a system consists of three main subsystems: technical, managerial and human.
The technical subsystem includes a certain sequence of work, the adopted technology and a number of other technical variables.
The management subsystem includes the organizational structure, policies, procedures and rules, reward and punishment systems, decision-making methods and other elements specifically designed to effectively facilitate the management process.
The personal-cultural subsystem is associated with meeting the needs of the individual, with the culture, values ​​and norms in force in the enterprise.
The interaction of these subsystems gives rise to the corresponding behavior of employees, which affects the final results of the enterprise (Diagram 2.1.).
Personnel management, in the broadest sense of the word, is the management of people, workers, as one of the most complex and most essential subsystems of any production.
Until recently, the very concept of “personnel management” was absent in our management practice. In Russia, personnel management began to take shape in the early 90s. As the centralized economic management system weakened, organizations began to face fundamentally new tasks related to personnel management - first, these were issues of stimulating labor and creating competitive compensation packages, retaining highly qualified specialists at the enterprise, who now had the opportunity to choose their place of work and remuneration, then - indexation of wages in conditions of high inflation and, finally, increasing labor productivity and reducing the number of employees under the pressure of competition.
Experts say that currently an employee, without fear of being fired, can use only 25% of his potential for work. However, if the administration implements appropriate measures, this figure can be increased to 70-80%. Good management makes it possible to obtain new benefits from the intelligence and education, even emotions (motivation) of workers to the same extent as from their hands.
Thus, highlighting the function of managing the human subsystem of an organization is a fairly new trend for Russian management. The need to isolate this function as an independent one is due to a number of factors.
Firstly, the influence of external factors such as fierce market competition in all its manifestations, increased activity of trade unions, as well as legislative regulation of personnel work by the state (establishment of equal opportunities in recruitment and selection for work, promotion, employee development; regulation of wage conditions, duration of the working period, unemployment, benefits, etc.).
Secondly, the influence of internal factors such as the high share of labor costs in the cost of products/services in many sectors of the economy, an increase in the number of employees, the increasing complexity of production and commercial activities of organizations, and the development of organizational culture.
Under personnel management the organization understands a complex of managerial influences (principles, methods, means and forms) on the interests, behavior and activities of employees in order to maximize the use of their potential in the performance of labor functions.
Main goal Working with personnel in modern conditions is the formation of a personality with high responsibility, collectivist psychology, high qualifications, and a developed sense of being a co-owner of the enterprise.
Subject Personnel management is the study of employee relations in the production process from the point of view of the most complete and effective use of their potential in the functioning of production and commercial systems.
Human resource management functions can be grouped into two groups: basic And providing.
The main functions are aimed at implementing specific tasks for the most effective reproduction of human resources in the organization. And the supporting functions are aimed at providing conditions for the functioning of the system (implementation of personnel tasks).
In turn, the main functions can be divided into general (i.e., characteristic of any type of management activity) and special (i.e., reflecting the characteristics of a particular type of management.
Are common functions of personnel management - etioanalysis, planning, organization, control, regulation.
With all the diversity of organizations that exist in modern society and the types of activities in which they are engaged, the same principles are implemented in personnel management special functions regardless of the specifics of the activity: (a) recruitment and selection of personnel; (b) organization of work, execution, safety precautions; (c) performance assessment, certification; (d) remuneration; (f) personnel development.
Recruitment and selection of personnel. Every organization attracts the employees necessary to achieve its goals. Methods of selection may vary depending on the nature and conditions of the organization’s activities (for example, conscription into the army, competitive examinations at a university, recruitment of members of political organizations).
Performance assessment, certification. The organization evaluates the participation of each employee in achieving the organization's goals. The forms are as diverse as the types of organizations: assignment of the next rank, promotion, demotion, increase and decrease in salary, etc.
Reward. Every organization rewards its employees in one form or another, i.e. somehow compensates for the costs of time, energy, and intelligence that they incur while working to achieve organizational goals.
Staff development. Without exception, all organizations conduct employee development to explain the tasks they face and align their skills and abilities with those tasks.
Supporting functions HR management include:
1. Staffing function;
2. Function of scientific and methodological support;
3. Legal support function;
4. Financial support function;
5. Information support function.
Specific forms of manifestation and implementation of recruitment and selection of personnel, organization of work, execution, safety precautions, performance assessment, certification, as well as remuneration and development of personnel in each organization have their own specifics depending on the accepted management traditions and culture of the organization.
Currently, there are eight types of modern organizations, differing in their inherent culture, and, consequently, in the type of attitude of the organization to personnel and personnel work. These are: “greenhouse” cultures; “spikelet gatherers”; “vegetable garden”; “French garden”; “large plantations”; “Lianas”; “school of fish”; "nomadic orchid"
Greenhouse culture typical for state-owned enterprises that are not interested in changes in the external environment. The staff is poorly motivated, which is due to the structure of these enterprises, bureaucracy, conformism and anonymity of relationships. This system is aimed at maintaining what has been achieved.
Culture “spikelet gatherers”- these enterprises are, for the most part, small and medium-sized, whose strategy depends on chance. Their structure is anarchic, their functions are dispersed. The basis of the value system is respect for the leader. As a rule, they are in a difficult position and, as a result, cannot motivate staff, except in cases where the company is headed by a strong personality who is able to force himself to be loved.
Garden culture characteristic of enterprises with a pyramidal structure, built in accordance with the principles of Taylorism. These enterprises are characterized by paternalism in labor relations. They strive to maintain a dominant position in the traditional market by using proven models with minimal changes.
The culture of the “French garden”- a version of the “garden garden” culture slightly modified under the influence of American experience. It is common in large, well-known enterprises (IBMs) that have a bureaucratic structure, where people are treated as “cogs” necessary for the functioning of the system.
“Large Plantation” Culture(Philips) is typical for large enterprises with 3-4 hierarchical levels. Their distinctive feature is constant adaptation to changes in the environment, therefore the flexibility of staff is encouraged in every possible way, the degree of their motivation is quite high.
Culture “Liana”(Apple) is a management staff reduced to a minimum, the widespread use of computer science, the orientation of each employee to market requirements, a high sense of responsibility at all levels, which ensures a high degree of staff motivation.
School of fish culture(AKKOR group) - These are enterprises characterized by high agility and flexibility, constantly changing their structure and behavior depending on changes in the market environment. They require physically and intellectually flexible staff.
Culture of the “nomadic orchid” inherent in various advertising agencies, consulting firms, etc., which, having exhausted the possibilities of one market, move on to another. They have an informal, constantly changing structure and a limited number of employees. Their goal is to offer a one-of-a-kind product. The level of staff motivation is relatively low.
As modern theory and practice prove, the most dynamic cultures are “large plantations” and “lianas”.
Today's human resources managers in the United States and Europe are unanimous in their opinion that when they started their careers 20-30 years ago, they could not even imagine what opportunities their profession would open up not only for improving the working conditions of workers, but also in developing strategies that save companies millions of dollars, and in strengthening their competitive position in the global market.
2.2 STRATEGIC PERSONNEL MANAGEMENT

Personnel management is not a set of functional tasks and personnel procedures, but a complex activity, a policy that links all aspects of personnel work with the organization's strategy. Setting the main goals of personnel policy that correspond to the enterprise strategy occurs within the framework of a certain approach.
Currently, three main approaches can be distinguished:
* Strategic approach tying human resource management to the organization's long-term strategies. The main task in its implementation is to create conditions under which
staff demonstrates a commitment to high standards of quantity and work;
* Systems approach recognizes that an organization is a system within its external environment. When implementing the approach, managers must combine social and technological processes in order to transform everything incoming and outgoing in relation to the environment;
* Practical The approach combines strategic and systemic approaches, in such a way that the practice and policy of working with personnel depends on both external and internal situations in which the organization operates.
By creating the philosophy of an enterprise and defining its strategic goals, the parameters of the personnel management system are largely set (Diagram 2.2.).
Scheme 2.2.
The relationship between enterprise strategy and personnel management strategy

The science and practice of management have developed a system of ways (methods) of influencing the object of management in order to achieve its ultimate goal. Personnel management methods- this is a set of actions and ways to achieve a goal, a certain ordered activity for the effective functioning of human capital in an organization.
In the system of methods it is necessary to distinguish between (a) methods of personnel management science, which should be understood as a set of purposeful actions and ways of obtaining new knowledge about management relations and the personnel management system; (b) methods of direct personnel management , i.e. a set of methods and techniques for the purposeful influence of the subject of personnel management on socio-economic relations regarding the accumulation and use of human potential.
Methods of the science of personnel management are combined into two groups: first - general scientific methods of cognition, which are used in almost all theoretical studies. This group includes the method of materialistic dialectics, scientific abstraction, logical and historical methods of reflecting reality in thinking, analysis and synthesis, induction and deduction, etc.
The second group of methods in the science of personnel management consists of special methods of cognition- special and unique. Special methods of career management science combine:
1) methods of collecting primary information(observation, study of opinions, analysis of documents, interviewing, questioning, experiment, collection of statistical data, assessment of the competitiveness of the workforce, etc.) and methods for primary processing of specific management data(relative and average values, groupings, indices, chain substitutions, balance method);
2) methods of study, evaluation and generalization received information for the purpose of developing and making management decisions. These are system analysis, linear programming, economic-statistical methods, economic-mathematical modeling, examination, probabilistic, etc.);
3) methods of strategic analysis and forecast. In the current Russian conditions, the following methods are applicable (taking into account their adaptation to the labor market): matrix modeling (Boston Consulting Group matrix - BCG, General Electric multifactor portfolio matrix, export-oriented strategic marketing analysis - ESMA), brainstorming, synectic method, test questions, collective notebook methods, morphological analysis, Delphi method, etc.
Methods of direct personnel management are based on knowledge of the laws of social development, the interests of labor market subjects, and legal norms regulating the basic principles of behavior of these subjects in the sphere of using growing human capital. Among these methods, a distinction is made between direct and flexible methods.
2.4 SOCIO-ECONOMIC EFFECTIVENESS OF PERSONNEL MANAGEMENT

Personnel management is a multifunctional process with a given goal, objectives, planned specific results: it gives a sustainable effect if at all stages it is purposeful and functions as a system in which individual elements are not only developed, but also coordinated in their impact on the management object;
The economic category of efficiency expresses production relations, acting in the form of a connection between the obtained effect and costs, reflects a set of processes and phenomena that characterize the quality of personnel management. The effectiveness of personnel management is the result of various types of activities to manage the processes of formation, distribution and use of the organization's human resources, ensuring the achievement of the goals set for the management object at the lowest cost.
Economic efficiency of personnel management F(t) is determined by the ratio of financial costs Z(t) and results P(t), providing the required n>````````````` and within the subject of management. Then, the difference between the financial results and the costs of personnel management at each t-th stage (at each t-th step of calculation) is nothing more than the flow of real money or the absolute commercial efficiency of management:
Fi(t) = Pi(t) - Zi(t).
The indicator of relative economic efficiency Ui(t) is determined by comparing the value of the absolute final result to management costs and reflects the level of profitability of personnel management in the organization:
Pi(t)
Ui(t) = .
Zi(t)
In turn, financial costs Zi(t) include, firstly, the costs of developing and operating the personnel management system Oi(t); secondly, strategic investments Si(t):
Zi(t) = Оi(t) + Gi(t).
Financial costs for the development and operation of the management system staff Оi(t) can be determined using the reduced cost formula:
Oi(t) = St + 0.1 x A x Se + En x Se,
where: St - current (operating) costs for carrying out management activities in the domestic labor market; Se - one-time costs associated with the development and implementation of management decisions; A is the annual depreciation percentage; En is the coefficient of comparative efficiency.
Current costs for carrying out management activities in the internal labor market include (St): basic and additional wages for personnel of the personnel management system in the organization; social security contributions; business travel expenses (including maintenance of passenger vehicles); office, printing, postal, telegraph and telephone expenses; expenses for the maintenance and operation of buildings, premises and equipment (repairs, depreciation, etc.); expenses for the maintenance and operation of computers and office equipment; expenses for training and advanced training of personnel in the personnel management system; as well as other expenses (such as the cost of services of third-party organizations, fees for funds to the budget, etc.).
One-time costs for the development and operation of the control system staff (Se) include R&D costs (S"e); capital investments in management associated with the implementation of activities (S"e); associated capital investments in personnel management caused by the implementation of activities (S"e); costs for personnel career development (S»»е).
The amount of R&D costs S"r is determined by the estimated cost of the work if they are performed under a contract by third-party organizations. If the work is performed by regional labor market entities, then the costs should be determined:
S"e = S x M x Kd x Ks + Sp,
where: S is the monthly salary of employees engaged in R&D, rubles; M is the number of months of work per year of workers engaged in R&D; Kc - coefficient taking into account social insurance contributions; Кd - coefficient taking into account additional wages; Sp - other expenses associated with the development and implementation of R&D results.
Capital investments in management associated with the implementation of measures (S"е), should be determined by the formula:
S»e = Ktsu + Ktmn + Ki + Ksr + Kpk + Kos - Kv,
where: Ktsu - costs for the acquisition of computer and organizational equipment; Ktmn - costs for transportation, installation, adjustment and commissioning of technical control equipment; Ki - the cost of purchasing production and economic equipment; Кср - costs for the construction and reconstruction of buildings, structures and premises associated with measures to improve the quarry management system; Kpk - costs for retraining and advanced training of employees of the career management system to work in conditions after the implementation of the measures; Kos - costs of replenishing working capital;
Kv - the amount of sales of released technical controls as a result of the implementation of R&D results.
Related capital investments in management staff caused by the implementation of measures (S"»е), include costs for the acquisition or production of fixed assets (Os) and working capital (Ob).
Costs for personnel career development(S»»e) include costs to promote the career development of employees in organization R1 (for example, advertising/propaganda), price or non-price incentives for the career development of personnel for employers R2 (for example, tax breaks and subsidies for entrepreneurs in the development of the workforce; allocation of funds to targeted appointment to increase the competitiveness of certain groups of workers, etc.), maintaining an effective supply of labor R3 (for example, costs for increasing educational, professional, territorial mobility of workers, etc.), market research R4, other R5 (for example, costs to redistribute the available volume of work - stimulating early retirement, stopping the hiring of foreign labor, creating jobs with flexible forms of employment, etc.).
Part strategic investments in human resources management it is necessary to include: (1) investments in capacity S1, i.e. the cost of buildings, equipment to provide the required capacity of educational institutions, networks of distribution and redistribution of labor, marketing, R&D, etc.; (2) investments in strategy S2, i.e. costs for strategic analysis, planning, regulation, organization, control, as well as for the formation of supporting career management systems; (3) investments in the potential of the subject of personnel management S3, i.e. hiring and training of personnel, acquisition of technology, costs of creating functional services, etc. Based on the above, strategic investments in career management can be formalized as follows:
Gi(t) = (0.1 x A + En) x (S1 + S2 + S3),
where: A is the annual depreciation percentage; En is the coefficient of comparative efficiency.
TOPIC 3. PRINCIPLES OF THE PERSONNEL MANAGEMENT SYSTEM IN AN ORGANIZATION

The principles of personnel management in management literature are usually classified into two groups:
1 group. Principles characterizing the requirements for the formation of a personnel management system:
1.1. Principle conditionality of personnel management functions by production goals. .
1.2. Principle the primacy of personnel management functions.
1.3. Principle optimal balance of management orientations.
1.4. Principle efficiency.
1.5. Principle progressiveness.
1.6. Principle prospects.
1.7. Principle complexity.
1.8. Principle efficiency.
1.9. Principle optimality.
1.10. Principle scientific character.
2nd group. Principles that determine the directions of development of the personnel management system:
2.1. Principle concentration.
2.2. Principle specializations.
2.3. Principle parallelism.
2.4. Principle adaptability or flexibility.
2.5. Principle continuity.
2.6. Principle continuity.
2.7. Principle straightness.
TOPIC 4. LABOR POTENTIAL AS AN ECONOMIC CATEGORY AND ITS PLACE IN THE SYSTEM OF ASSESSMENTS OF SOCIAL PRODUCTION
4.1 THE CONCEPT OF LABOR POTENTIAL

Labor potential- this is an integral characteristic of the totality of abilities to work, which determines the capabilities of both an individual employee and an aggregate employee for their participation in labor activity.
Labor potential is formed at various levels of the total employee:
- employee labor potential, i.e. the ability of the totality of abilities of an individual employee to achieve certain results under given conditions. In other words, the labor potential of an employee is
this is his opportunity, labor capacity, his resource capabilities in the field of labor;
- labor potential of the organization, i.e. the ability of the organization’s personnel, if they have certain qualitative characteristics and the corresponding socio-economic, organizational conditions, and conditions of the final result. In other words, the labor potential of an enterprise is the total capacity of personnel, the resource capabilities of the payroll of the enterprise based on physical capabilities, age, knowledge:
Fp = Fk - Tnp = H x D x Tcm,
where: Fp - the total potential working time fund of the enterprise; Fk - the value of the calendar fund of working time; Tnp - non-reserve absences and breaks in work; N - number of employees; D - number of days of work in the period; Tcm - duration of the working day in hours;
- labor potential of society, i.e. potential working capacity of society, its labor resources. Labor resources are the carrier of the labor potential of society. The indicator of the labor potential of society can be formalized as follows;
Fpo = Ch x Tr,
where: Tr = (Рд x tрв) - the legally established amount of work time for groups of workers during the calendar period; Рд - number of working days in the period; tрв - established duration of the working day in hours; H is the size of the population capable of participating in social production.
Basic tasks personnel management in the formation and use of the organization’s labor potential:
1. Identification of the most significant structural changes in the professional composition and qualification level of workers caused by scientific and technological progress and helping to satisfy market needs for goods and services;
2. Determination of the projected value of the labor potential of the organization and the composition of released workers as a result of changes in the structure of production, the introduction of achievements of scientific and technological progress;
3. Identification of the organization’s additional needs for qualified labor by groups of leading professions;
4. Determination of the most rational sources of providing additional demand for labor and its training at various levels of the training system;
5. Optimization of labor requirements;
6. Placement of selected personnel into workplaces in accordance with the labor potential of employees;
7. Organization and development of a system that promotes increased labor mobility and growth of the organization’s labor potential;
8. Creation of conditions conducive to a more complete and effective use of the potential capabilities of each employee in the organization;
9. Improving the complex of social conditions of work and life of workers.
4.2 ASSESSMENT OF LABOR POTENTIAL

The main requirement for measuring labor potential is the need to distinguish between quantitative and qualitative characteristics, the achieved and possible level of use of labor potential.
The most important quantitative indicators characterizing the production capabilities of an organization in the field of labor are:
1.- number of industrial production potential:
1.1. number of people actually working (Chfr): Chfr = Ochd: Krd,
where: Ochd = (Yachd - Ptsd) - worked, person-days; Yachd - attendance, person-days; Ptsd - whole-day downtime, person-days; Krd - number of working days in a calendar period;
1.2.. average number of employees (HR):
Chss = (I + Nya): Kkd,
where: Ya and Nya are respectively the present and non-show fund of working hours in person-days; Kkd - the number of calendar days in a calendar period;
1.3. turnout number (Cha):
Chya = I: Kkd;
1.4. average headcount utilization rate (Kss):
Kss = Chfr: Chss.
2.- the amount of working time regulated for the needs of production at a socially necessary level of labor intensity, labor intensity:
2.1. maximum possible working time (MPW):
Mrv = Krv - Pr - In - Oo,
where: Krv - calendar fund in the analyzed period in days; Pr - holidays in the analyzed period; Bx - weekends in the analyzed period; Оо - days of the next vacation in the analyzed period;
2.2. Actual working day duration (Ru):
Ru = Ochu:Od,
where: Ochu - person-hours worked during scheduled hours in the analyzed period; Od - person-days worked in the analyzed period;
2.3. Actual full working day (Рп):
Rp = Och:Od,
where: Och - person-hours worked (including overtime) in the analyzed period;
2.4. utilization rate of the established working day (Krd):
Krd = Рп: Рз,
where: Рз - legally established duration of the working day;
2.5. utilization rate of the established duration of the working period (month, quarter, year) (Krp):
Krp = O: Pd,
where: O - days actually worked by one employee; Пд - established duration of the working month;
2.6. integral coefficient of working time utilization (Ci):
Ki = Krp x Krp = Och: Pch,
where: Pch - planned duration of the working period in man-hour 3. - labor intensity.
Quantitative indicators are insufficient to fully characterize the system of indicators, which would represent a functional, temporal and spatial structure that would assess human resources and production from the standpoint of activating the economic resource labor. In this regard, qualitative characteristics of labor potential are used.
Quality It is advisable to divide the characteristics of labor potential into structure indicators And condition indicators.
Indicators of the structure of labor potential include characteristics of the personnel structure, namely: age(share of workers aged 25-49 years, workers of pre-retirement age), sexual(share of women, men), by level of education(share of persons with higher and secondary specialized education; share of workers by type of activity, by skill level), according to physical level And psychological potential employees, etc..
Indicators of the state of labor potential reflect the level of its use, in particular, the assessment of use:
- physical and psychological potential of the enterprise’s employees (health status, physical development, etc.);
- the volume of general and special knowledge, labor skills and abilities that determine the ability to work of a certain quality);
- qualities of team members as subjects of economic activity (responsibility, labor discipline, initiative, etc.).
Quantitative and qualitative characteristics of labor potential within certain limits interchangeable: the total working capacity of personnel can be maintained and even increase when its number is reduced.
Actual the values ​​of quantitative and qualitative characteristics reflect actual level of labor potential(Rd). These characteristics, taken according to progressive values, show possible level of labor potential(Rv).
The difference between these two levels in terms of individual indicators (Rdi - Rvi) gives an idea of reserves in use of the organization's labor potential (Resi):
Resi = Rdi - Rvi.
4.3 MANAGEMENT OF LABOR POTENTIAL: CONCEPT, CONTENT, TASKS

PERSONNEL MANAGEMENT is a systemic, systematically organized influence on the processes of formation, distribution, redistribution and use of the labor qualities of employees in order to ensure the effective functioning of production and its development.
The essence of the problem of labor personnel management lies in solving three interrelated problems:
1. to such formation and improvement of human productive abilities that would most fully meet the requirements for the quality of the workforce in a specific workplace;
2. to create in production such socio-economic and production-technical conditions under which the maximum use of the employee’s abilities for this work would occur;
3. so that these processes do not occur to the detriment of the body and interests of the employee’s personality (Diagram 4.1.).
TOPIC 5. LABOR MARKET AND REALIZATION OF LABOR POTENTIAL IN THE SYSTEM OF EMPLOYMENT RELATIONS
5.1 THE CONCEPT OF THE LABOR MARKET. PLACE AND ROLE OF THE LABOR MARKET IN THE SYSTEM OF EMPLOYMENT RELATIONS

Labor market - this is a system of economic relations that develop regarding, firstly, the exchange of individual abilities to work for the fund of subsistence resources necessary for the reproduction of the labor force; secondly, the placement of workers in the system of social division of labor according to the laws of commodity production and circulation.
All parties involved in the reproduction of the commodity labor force directly or indirectly participate in exchange on the labor market. The relationship system includes:
a) direct relations between employers and employees;
b) the relationship of each of them with other subjects of the labor market regarding the transfer of part of their own functions related to hiring, on the basis of the voluntary alienation in their favor of a part of their income. These are trade unions, associations of employers/entrepreneurs, employment intermediary services, etc.;
c) the relationship of the listed labor market entities with the state in financing through the taxation system its activities related to the regulation of employment relations, maintaining social harmony between employers and employees in matters of remuneration, protection from involuntary unemployment, labor protection and health, as well as ensuring social guarantees of the right to work and income.
To carry out the act of buying and selling labor on the labor market, a number of conditions must be met. Firstly, there must be legally independent commodity owners of labor, capital, and land. Secondly, the bearer of labor power must be separated from the means of production and means of subsistence. Thirdly, there must be at least two people interested in the exchange: the seller - the bearer of labor power and the buyer - the consumer of this labor power. Fourthly, it is important that each of the parties to the act of purchase and sale can offer something that has use value for the other, namely: the hired worker - the ability to perform specific work, the consumer of this ability - the fund of subsistence for the reproduction of individual labor power. Fifth, each party must have the opportunity to accept or refuse the other's offer. Sixth, each party must trust the partner and believe in the possibility of obtaining as a result of the exchange a use value equal to or even greater than that which it represents itself.
Functions labor market are the following: coordination of economic interests of labor market subjects; ensuring proportional distribution of labor in accordance with the structure of market needs for goods and services, as well as with the development of the technical basis; maintaining a balance between labor supply and demand; formation of a labor reserve for the normal course of the process of social reproduction; stimulating the fullest realization of the labor potential of each employee by creating mechanisms for effective motivation to work and economic coercion for highly productive work.
Main elements mechanisms for the functioning of the labor market are demand for the workforce offer work force, competition , price work force.
The main features of the Soviet labor shortage to conditions on the labor market should be considered:
- monopoly of the buyer of labor represented by the state;
- almost complete isolation of local labor markets due to restrictions on registration and housing shortages;
- significant labor shortage with an extremely high level of employment;
- minimum level of unemployment, which is caused only by organizational costs;
- absence of fear of losing a job among employed people.
Labor surplus the situation on the labor market, on the contrary, is characterized by the fact that
- the relatively low level of wage employment determines a significant potential labor reserve;
- unemployment is no longer just a consequence of organizational costs, but is becoming large-scale, with the surplus of labor significantly exceeding its deficit, which is at a minimum level;
- Traditionally, employed people have a risk of losing their hired jobs.
The duration of the transformation of conditions in the labor market depends on the pace of economic reforms. The literature identifies the following stages of transformation:
First step- the labor shortage is being reduced by eliminating the unreasonable demand for labor on the part of entrepreneurs, since in the new economic conditions it becomes unprofitable to have absolute labor reserves. The scale of unemployment does not go beyond the minimum due to organizational costs,
second phase- the release of labor from the public sector begins, but not as a result of the bankruptcy of enterprises, but during their transition to new economic forms. The labor shortage is far from minimal, and unemployment barely exceeds it;
third stage- there is a significant release of labor due to the denationalization of the economy and the liquidation of unprofitable enterprises. The public sector is shrinking, but all of its labor cannot be absorbed by enterprises of other forms of ownership and the potential labor reserve. Chronic unemployment appears;
fourth stage- a labor shortage situation is finally emerging in the labor market. The increase in labor surplus occurs throughout the entire stage of the economy’s recovery from the crisis. By the beginning of economic recovery, the unemployment rate stabilizes; only minor fluctuations around the reached level are possible.
There is a labor market at the level of the federal republic (federal), region ( regional or territorial), enterprises ( interior).
The regional labor market includes such subsystems as:
- persons with stable employment with one employer, i.e. permanent staff, external specialists, temporary and part-time workers ( internal labor markets);
- persons with stable employment with a number of employers, i.e. association of highly qualified specialists employed at a large number of enterprises in the region, hired to perform short-term work ( professional labor markets). Organizational forms of the professional labor market are consulting firms, professional associations. Infrastructure of the professional labor market - innovation centers, technology parks, scientific and educational institutions, information structures;
- persons with precarious employment, i.e. the most mobile part of the regional labor market ( free labor market). The free labor market represents a mechanism for self-regulation of labor resources in a market economy with free supply and demand;
- persons with semi-stable employment, i.e. transitional form between the free labor market and the internal ( irregular labor market). An irregular labor market is a reflection of the imperfection of market laws.
The labor market is a multi-layered structure formed open labor market (official, organized and unofficial, spontaneous) and hidden .
5.2 FEATURES OF REALIZING LABOR POTENTIAL IN MARKET CONDITIONS

Active actions on the part of the state to implement the law on bankruptcy of enterprises, to expand training and retraining of personnel taking into account the structural restructuring of the economy, to increase social support funds for the unemployed, and to create a legislative basis for the formation of the labor market are intended to contribute to the transformation of the hidden labor market into an open one.
Factors of self-regulation labor market factors are: the state of the economy; sectoral structure of the economy; level of development of the technical base; level of well-being of the population; factors of population reproduction and labor resources; political situation; national-ethnic factor determining the formation of local, relatively closed labor markets; psychological factor.
The labor market mechanism is based on the cost principles of linking and coordinating the socially diverse interests of various groups of employers and the working population who need work and want to work for hire. The interaction between demand and supply of labor is influenced by (1) specific economic and socio-political situations, (2) movements in the price of labor, the level of real income of the population (Fig. 5.1.)
The functioning mechanism of the labor market should ideally be self-regulating, but in reality this is not always achieved. When the labor market does not self-regulate sufficiently, government intervention in this process is necessary. Speaking about the typology of a market economy at the macroeconomic level to the extent that it affects the nature of labor relations and the functioning of the labor market mechanism, economists distinguish two models: liberal and socially oriented.
Government intervention in Russia is carried out in two directions: by directly influencing the labor market through the implementation of employment programs and by improving it in line with the formation of a flexible labor market.
The direct impact of the state on the labor market is carried out through the implementation of employment programs. Within this direction, labor market regulation policy involves a number of measures that can be combined into four groups:
1) increasing the supply of jobs (state subsidies to entrepreneurs when hiring labor; increasing the number of jobs in the service sector; traditional measures to create jobs, such as allocating public funds specifically for creating jobs for youth, etc.) ;
2) redistribution of the available amount of work (stimulating early retirement; tax benefits for entrepreneurs subject to the replacement of a pensioner with an unemployed person; termination of the hiring of foreign labor; creation of jobs by reducing working hours per employee, etc.);
3) measures to preserve jobs (tax breaks and subsidies; introduction of new technologies; stimulation of small businesses);
4) implementation of the “adjustment” strategy (vocational guidance, retraining, advanced training of workers; promoting professional and regional mobility of workers; increasing the efficiency of employment intermediation services, etc.).
Measures taken through employment policy can be divided into active and passive.
The transition to an innovative development model, which involves a wider use of scientific and technological progress and high-tech technologies, is naturally accompanied by an increase in the flexibility of the labor market. Economists - representatives of the theory of supply-side economics believe that the cause of mass unemployment is the “sclerosis” of the Russian labor market.
Labor market flexibility means: its ability to adapt to changes, mobility in the following directions: in terms of hiring and firing workers in compliance with labor legislation; in setting and regulating wages; in regulating the volume of products produced and the provision of services; in the development and adjustment of models of production and labor organization; in regulating working time.
There are two types of labor market flexibility. Internal (functional) flexibility is, firstly, the redistribution of labor within the enterprise, and, secondly, the redistribution of production functions performed by employees. This presupposes that an employee has two or more specialties, advanced training, and a change in the working time patterns of employees, incl. the introduction of forced leaves, the transition to a simpler flexible system of grades, the use of labor leasing, and remote hiring strategies. External (substantive) flexibility is the free movement of employees throughout the country and abroad. This presupposes territorial, sectoral and intersectoral mobility of the labor force, increased orientation of enterprises towards workers trained and retrained externally, and a weakening of the internal labor market of enterprises.
The formation of a flexible labor market involves:
- rapid adaptation of labor prices to fluctuations in supply and demand in the labor market;
- adaptation of labor supply to changes in price levels, wages, and income;
- adaptation of the qualitative characteristics of the labor force to the changing structure of demand for it;
- mutual adjustment of wage levels, quantity and quality of labor;
- weakening of state regulation of wages, hiring and firing of workers.
5.3 INTERNAL LABOR MARKET: CONCEPT, FORMS OF MANIFESTATION, FEATURES

The labor market at the enterprise or firm level is internal (corporate) labor market.
Peculiarities internal labor market:
(1) the supply-demand relationship is realized within the personnel of a particular organization (change of workplace, profession, qualification);
(2) there is a clash of interests between the employer (administration) and the employees of the enterprise;
(3) there is a different salary level for different categories of workers depending on their need and usefulness for the enterprise;
(4) there may be both intra-company unemployment (or underemployment of an employee on the initiative of the enterprise when the demand for labor decreases) and overemployment of workers when the unmet demand for labor increases;
(5) the presence of segmentation of the labor market into primary and secondary segments of the internal labor market;
(6) elastic supply curve (i.e., the supply value changes by a greater percentage than the price of labor): the market level of wages is determined and the enterprise, due to its insignificant market share, does not have any influence on it (Fig. 5.2.). Wage elasticity is the degree of reaction of the quantity of labor supplied in response to a change in the price of labor, which is defined as the ratio of the percentage change in the quantity of labor to the percentage change in the price of labor.
The domestic labor market is not uniform and monolithic. It is formed by various categories of the working population, and each of them has its own requirements for the workplace, its own labor opportunities, and its own rules for entering the labor market. The use of these categories of workers is limited to certain types of work, in certain professions, in specific sectors of the economy. It breaks down into segments united by some common feature (level of employment stability, degree of income security, level of qualifications, gender and age characteristics of workers, etc.).
In the most general form, the entire labor market can be segmented into two subsystems, which in foreign economic literature are called primary and secondary markets, i.e. markets for independent and subordinate jobs and labor force groups, respectively.
Causes labor market segmentation: a) differences in the level of economic efficiency of labor; b) differences in the level of social efficiency of labor; c) differences in the level of socio-economic efficiency of production. Border primary and secondary labor markets is an integral indicator characterizing the socio-economic efficiency of production.
The development of the theory of classical segmentation of the labor market is the identification of five segments of the labor market on the basis of job security and material security; five are distinguished:
first group- highly qualified managerial workers with high social status, stable employment and guaranteed income. However, they are a minority;
second group- those who compete with each other in the labor market, but have job security. This group is not subject to mass unemployment. It includes mainly specialists and professionals;
third group- These are manual workers employed in sectors of the economy that tend to contract. This category is “washed out” from production, but it is protected due to the regulation of labor relations through a collective agreement;
fourth group- those who have professions that are in abundance on the labor market. This group of workers has low wages and little job security;
fifth group- workers who are more or less “excluded” from the labor market. These are young people, women with children, and those who have been unemployed for a long time. Their income is low and may continue to decline.
5.4 SOCIO-ECONOMIC FUNDAMENTALS OF PERSONNEL MANAGEMENT IN A MARKET ECONOMY

Factors affecting people in an organization can be grouped into three groups.
First group of factors associated with hierarchical structure of the organization , where the main means of exerting influence is the relationship of power-subordination, pressure on a person from above through coercion, control over the distribution of material goods.
Second group of factors is determined organizational culture , that is, joint values, social norms, and behavioral guidelines developed by an organization or a group of people that regulate the actions of an individual and force the individual to behave one way and not another without visible coercion.
Third a group of factors associated with the development market , which represents a network of equal relationships based on the purchase and sale of products and services, attitude towards property, balance of interests of the seller and buyer.
These influencing factors are quite complex and in practice are rarely implemented separately. Which of them is preferred depends on the economic situation in the organization.
During the transition to the market, there is a rejection of hierarchical personnel management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods.
Causes the formation and development of market factors influencing personnel are due to:
1. high dynamism of production and commercial activities and the associated tightening of competition in all its manifestations, including competition for quality, professionalism, and consumers;
2. increasing the complexity of the system of motivation and incentives for employees (short-term contracts, setting various kinds of preconditions for hiring, linking material incentives with the profit received, etc.);
3.political instability and the growth of large-scale unemployment.
Therefore, it is necessary to develop fundamentally new approaches to the priority of values:
* the main thing within the organization is the employees;
* the main thing outside the organization is the consumer of products and services.
The organizational hierarchy fades into the background, giving way to culture and the market.
Market conditions bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. Personnel management in these conditions takes on special significance. It allows Firstly, implement a whole range of issues of individual adaptation to external conditions; Secondly, implement and generalize a whole range of issues of taking into account the personal factor in building an organization’s management system.
The basis of the concept of personnel management in modern conditions
are the following main provisions:
1. Increasing role of the employee’s personality;
2. Knowledge of employee motivational attitudes, conducting personnel marketing;
3. The ability to form motivational attitudes of employees and direct them in accordance with the enterprise development strategy;
4. Personnel development, within which, along with updating professional knowledge, skills, abilities, and abilities, it is necessary to conduct methodological and social training;
5. Compliance with legal regulations regarding the use of personnel.
5.5 NATURE, CONTENT, APPROACHES TO DEVELOPING LABOR POTENTIAL

The formation of a market philosophy of management makes it necessary to highlight human resource development as a special independent function of personnel management.
Development of labor potential(or personnel development) is a systematic search aimed at improving the functioning of an organization by increasing the value of the labor potential of personnel.
Personnel development is the process of preparing personnel to perform new production functions, occupy new positions, and solve new problems.
People development is beginning to play an increasingly important role in the organization's achievement of its strategic goals: as the activities and structure of the organization change, constant changes in the production behavior patterns of personnel are required. In the interests of both the organization and the personnel, consistent efforts must be made to counteract the “moral and physical wear and tear” of the workforce - its obsolescence.
Under obsolescence An employee should understand the process of a person’s use of points of view, theories, concepts and methods in professional activities that are less effective in solving a problem than others currently existing.
Personnel development is a normal component of the service delivery process, and not an add-on to it. It helps ensure that the level of professional competence of employees constantly meets the requirements of the developing market.
The first part of the curve (t") represents the result of the initial rapid learning that occurs when someone first takes on a job, after successfully completing the initial onboarding phase. Thereafter, the obsolescence curve is typically:
- or tends to gradually decrease (curve A);
- or tends to continue to grow with increasing work experience (curve B).
Obsolescence of knowledge can sometimes occur as early as a month after the end of the initial training.
In order for the coefficient of use of professional knowledge to increase with work experience, constant attention to factors that beneficially influence the quality level of labor potential
- clear goals of the employee’s activities;
- development - constant accumulation of professional competence by an employee;
- regular feedback, evaluation of employee performance;
- motivation to update employee knowledge;
- assigning work tasks to the employee that allow him to use his increasing abilities.
Stage IV Monitoring and evaluation of personnel development
Solving personnel development issues that are important for a number of reasons is difficult to achieve: this requires identifying the individual’s potential capabilities to do more and better than is required to perform current work, as well as finding ways to realize these capabilities.
First approach is teach e, or advanced training. The basis for an institution's decision to spend money on training is, firstly, the recognition of the fact that training can have a significant effect on the provision of services; secondly, faith in the accelerated pace of change in operating conditions, including technological ones.
TRAINING is the process of directly transferring new professional knowledge and skills to employees of an organization in order to fill the “gap” (absence) between the employee’s current knowledge and skills and those that he must have according to the requirements of the intended work at the present time, in the near future, or to master another.
Vocational training prepares a worker to perform various job functions traditionally associated with a particular position. During his professional life, an employee, as a rule, occupies not one, but several positions, and changes his individual behavior. This second an approach - professional and qualification advancement . This is an obvious way to utilize the increasing capabilities of staff. Employees move through a series of increasingly responsible positions, developing their abilities, and, ultimately, find themselves in the highest position for themselves. Thus satisfying the desire for status in the organization, power, money, on the one hand, and the organization’s need for capable employees in management levels, on the other.
The successful economic development of an organization in the context of the development of market relations largely depends on the mobility of commercial and production activities and the mobility of personnel adequate to it.
STAFF MOBILITY- this is the ability of employees to quickly adapt to changing production conditions: to change work functions, places of employment, readiness to improve their skills and master a new profession.
The main ways for employees to increase their professional flexibility:
1. Assigning two or more labor operations to an employee for a certain period of time, often a very long period. This ensures a more complete workload for the employee, interchangeability, reducing monotony and fatigue from work, and increasing his efficiency.
2. Mastering a variety of jobs of varying complexity within their profession.
3. Mastering related professions, i.e. professions not directly related to the main one;
4. Mastering other professions that do not have a close connection with the main one, which creates conditions for the interchangeability of workers and the possibility of their transfer to the most important jobs.
The main tool for implementing these areas is the system of professional and qualification promotion.
Third approach to personnel development is management development . Managerial development is a system of interrelated activities necessary to guarantee an organization an effective management structure and managers of appropriate quantity and quality. Currently, in the practice of organizations, the following approaches to management development can be distinguished:
1. Unstructured, unplanned, occasionally acquired management experience;
2. Planned development outside of work (special and general development);
3. Planned development at work (rotation of managers; delegation of authority to a subordinate; reserve of personnel for promotion).
Planned management development involves solving three tasks: (1) Identification of organization employees who have the potential to occupy leadership positions; (2) Preparing employees to work as managers; (3) Ensuring the smooth replacement of a vacated position and the adaptation of a new employee to it. When implementing management development measures, two groups of employees are distinguished: p replacements/understudies And young employees with leadership potential
Since planned professional and qualification advancement is limited in organizations, promotions are small and distant, it is important to look for other ways to use the increasing capabilities of staff. Ideas developed during the work organization movement of the 60s and early 70s are useful here. So, third approach is work development .
The development of market relations, the transition from linear and linear-functional management structures to divisional ones, the focus on obtaining a ready-made solution to the problem expands the opportunities for personnel development through joint activities, through the creation of teams. Team labor organization is a synthesis of the advantages of a small business with program-targeted management within a large organization. This - fourth approach, approach development of joint activities.
Fifth an approach - self-development , or continuous development of the employee based on abilities. It is based on an analysis of his needs in the context of self-esteem against the background of the structure of basic abilities. In essence, it is a compromise between the employee’s abilities, the profession’s requirements for the employee and the market’s need for labor. Professional orientation occupies an important place in self-development. The latter acts as a general ideology of continuous development of an employee based on his abilities, designed to constantly prepare the employee for changing conditions of life and professional activity.
Acquiring a minimum level of professional competence does not lead to the cessation of career guidance, but only changes its role and methods . The main provisions of the concept of vocational guidance consists of the assertion that an individual cannot fully realize his capabilities and feel happy if he does not receive satisfaction from work.
Unsatisfactory attention to personnel development issues leads to losses of the following type: a drop in product output or volume of services, a decrease in the quality of work performed, an increase in the number of industrial accidents, an increase in injuries, an increase in staff turnover, and an increase in lost working time.
Personnel development efforts will fail if:
- an extensive development program is drawn up without clear goals for changes;
- the program is drawn up for too short a period;
- development work consists only of conducting seminars, without development activities in the workplace;
- participants in this work are too dependent on in-house or external specialists;
- there is a significant difference between the desires for change among top and middle managers;
- major changes in organizational activities are carried out within the old organizational framework;
- looking for “recipes from a cookbook”, in past experience;
- the chosen strategy is applied in a stereotyped and inappropriate manner.
Personnel development efforts have a good chance of success if:
- the top management of the organization is aware of the personnel development program and undertakes to implement it;
- the personnel development program emphasizes focus and planning;
- the personnel development program is correlated with the tasks of personnel management of this particular organization;
- personnel development is inherently long-term in nature;
- personnel development is based on business knowledge and experience of managers.
TOPIC 6. STATE EMPLOYMENT POLICY AND THE ROLE OF THE ENTERPRISE IN ITS IMPLEMENTATION
6.1 HIRING STAFF: CONCEPT, MAIN STEPS

Hiring- this is a series of actions taken by an enterprise or organization to attract candidates who have the qualities necessary to achieve the goals set by the organization.
Recruitment and selection of personnel as a process covers the following personnel procedures:
- planning of personnel requirements;
- analysis and description of work;
- choosing an option to meet staffing needs;
- advertising the position;
- selection of candidates;
- selection of candidates for vacancies;
- conclusion of an employment contract;
- introduction to the position.
6.2 PLANNING STAFF REQUIREMENTS

Personnel planning - this is a targeted activity to ensure proportional and dynamic development of personnel, calculation of its qualification structure, determination of the general and additional needs of personnel in the coming period.
In matters of hiring and using personnel, enterprises have almost always focused on current needs. The economic situation in Russia has traditionally been such that the enterprise at any time had the opportunity to find a sufficient amount of labor of the required quality. The ongoing changes associated with the irreversibility of economic reforms force firms to pay great attention to the long-term aspects of personnel policy based on strategic planning.
Personnel planning is actually a new type of management activity. Planning of other economic resources - raw materials, financial, material - has always been and is being given a lot of attention, but the new economic situation forces us to reconsider the importance of personnel planning. The main reasons for this situation are:
1) the formation of a real labor market and the need to take its conditions into account in the activities of most enterprises;
2) labor costs for many enterprises constitute a significant part of total expenses. An organization's ability to make the most of its workforce depends on how accurately labor costs are calculated and controlled;
3) the enterprise carries out personnel planning in parallel with business planning. If a company develops strategic development plans for five or more years, it cannot fail to take into account changes in the availability and quantity of resources involved, and first of all, personnel.
Personnel planning is essentially the application of planning procedures for staffing and personnel. In general, the planning process includes three stages:
1) assessment of the availability of resources - it is determined how many people are involved in each operation, the quality of workers’ work is assessed, a system of requirements for labor skills is developed, indicating the number of workers possessing them;
2) assessment of future needs - forecast of the number of personnel for the implementation of short-term and long-term goals based on an analysis of trends in the movement of personnel;
3) development of a program to meet future needs - drawing up specific schedules for activities to attract, hire, train and promote employees to achieve organizational goals.
Computerization of personnel work allows for quick analysis of any sign. If this data is collected over a sufficient period of time and analyzed regularly, then forecasting the number of employees who need to be hired, promoted, trained, or fired in a given year is not particularly difficult. Total demand represents the entire number of personnel required by the company to complete the planned amount of work. Additional requirement is the number of personnel that is needed in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise.
Demand planning involves identifying the most significant factors influencing the number of employees and quantitatively assessing the influence of the system of factors. Ideally, all organizations should establish short- and long-term staffing requirements. Human resource planning requires a significant investment of time, labor and money.
For smaller organizations, the return on such investments may not be worth the resources spent. As practice shows, demand planning is more often used by large enterprises. It allows them to improve the use of their human resources, effectively align the organization's long-term goals and personnel policies, optimize the hiring of new employees, expand the personnel management information base and coordinate various personnel programs.
In this regard, various methods for calculating the demand for the required labor force can be used. But even the most sophisticated methods are not completely accurate: at best they are rough estimates that can only be verified by time.
The most common method of planning personnel demand in small organizations is method of managerial judgments. According to which, lower-level managers make their judgment about the dynamics of demand in their division, then senior managers comment on the proposed judgment and approve it. There may be a movement of judgment regarding the demand for personnel from a senior manager to a manager at a lower level of management.
Another group of demand planning methods is statistical methods. The most common, simple and cheap are extrapolation and indexing methods.
Extrapolation involves carrying forward past rates of change in headcount into the future. Moreover, the degree of reliability of the method is inversely proportional to the forecast period. Method indexing is a method for assessing the future need for personnel by comparing the dynamics of the number of employees in an organization with a certain index of a technical and economic indicator. For example, the population size of a particular region determines the need for health services; the number of prosecutions determines the number of police officers, etc.).
More sophisticated and acceptable statistical methods for determining personnel requirements are economic and mathematical models, which are based on complex correlation relationships between variables, such as, for example, the age of equipment, the gender and age structure of personnel, the amount of financial investments received, the level of inflation, etc.
The most common method of planning personnel requirements at Russian enterprises is the statistical method based on taking into account such factors as: a) the main factors of production and commercial activity such as the volume of the production program, the labor intensity of a unit of product or service; b) factors reflecting the ratio of jobs and the number of employees over time, such as the effective working time of one employee, the real annual time of a piece of equipment; c) factors reflecting the spatio-temporal aspect of personnel planning, such as staff turnover, personnel reduction, professional advancement, input/disposal of production assets.
6.3 ANALYSIS AND DESCRIPTION OF THE WORK

Based on the job analysis, the HR specialist manager, together with the practical manager, develop a job description. The HR specialist manager acts as a consultant in the implementation of this personnel procedure, he brings his professional knowledge to develop a standard description of the main functions in a particular workplace. When developing a job description, a practical manager brings his knowledge of the specifics of activities in a particular workplace.
A job description allows the employer to determine the range of job functions that an employee must perform at a specific workplace. However, when implementing the hiring process, the employer needs not only to know what the employee must perform, but also to be able to determine whether the applicant for a given job is capable of performing these functions. In this regard, it is traditionally used to identify the requirements for a candidate for a vacant job using a job description.
Job description is a document describing the main functions of an employee occupying a specific position. When using a job description to evaluate candidates for a vacant position, the specialist must determine how capable the candidate is of performing these functions. This is quite difficult to do, especially for a person unfamiliar with the specifics of working in a vacant position. To facilitate the process of selecting candidates, many organizations began to create (in addition to job descriptions, and more recently, instead of them) documents describing the main characteristics that an employee must have to successfully work in a given position - professional profiles, psychograms, job specifications.
Professionogram - this is a modified job description intended for conducting a career guidance study of the workplace and use in further practical activities. It allows you to determine the range of objective qualities of the product and means of labor, which constitute a number of necessary restrictions on professional activity. It consists of two parts. First part contains a brief description of the status of an employee of the organization and the basic requirements for his activities, including characteristics of equipment, technology, and working conditions. The second part contains a brief description of the requirements for the level and profile of training, the structure and content of the basic qualities of an employee necessary for the effective performance of his functional duties.
Work Specifications (qualification card) is a modified job description containing the basic qualification characteristics (general education, special education, special skills, etc.) that an employee must have to work effectively in a specific workplace. Since during the selection process it is easier to determine the presence of qualification characteristics than the presence of abilities to perform certain functions: a qualification card is a tool that facilitates the process of selecting candidates. The use of a qualification card also provides the opportunity for a structured assessment of candidates (for each characteristic) and comparison of candidates with each other. At the same time, this method focuses on the technical, largely formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.
Psychogram (competency map) is a modified description of a specific type of work, intended for conducting a psychological study of the workplace and use in further practical activities. It contains a description of the basic personal characteristics of the employee, his ability to perform certain job functions at a specific workplace. Preparing a competency map requires specialized knowledge and is usually carried out with the help of a professional consultant or specially trained human resources officer.
6. 4 CHOOSING AN OPTION TO MEET THE NEED FOR STAFF. RELEASE OF STAFF

The main limitations at this stage are the budget that the organization can spend on attracting personnel and the time that it can spend searching for an employee to fill a vacant job.
The following are distinguished: types of staffing needs:
1. NUMBER FLEXIBILITY personnel - increasing the organization's ability to change the number of employees in accordance with changes in the volume of services provided / goods produced by using additional or alternative sources of labor (part-time, temporary workers, short-term contracts, hiring for a specific job) or by changing the working time model of employed employees (for example: changing the number and types of work shifts, overtime, flexible hours, annual working hours).
2. FUNCTIONAL FLEXIBILITY personnel - the organization’s ability to change and qualify its employees in accordance with the requirements of the changed workload.
3. REMOTE FLEXIBILITY personnel - replacing employment relationships with commercial relationships, where employers may prefer to subcontract some work rather than change something in the structure of their personnel.
4. FINANCIAL FLEXIBILITY personnel - flexibility in remuneration, i.e. The extent to which the pay and reward system supports and encourages the use of various flexible employment strategies.
5.LABOR LEASING- loan of personnel, i.e. leasing of personnel to some enterprises.
In the practice of domestic enterprises, the methods of numerical and functional flexibility are most often used. Let's look at them in more detail.
Numerical adaptation is the basis of personnel policy, which involves reducing personnel when the need for them decreases or recruiting from outside if the need for labor increases again.
The release of labor from enterprises is largely objective in nature and is associated with a focus on the intensive path of production development: the introduction of technical and technological innovations, organizational changes in the sphere of labor, saving living labor, as well as in connection with the reorganization or liquidation of unprofitable, unprofitable production, etc. .P.
Reducing labor costs when producing products is achieved through an absolute and relative reduction in numbers: with absolute reduction employees quit when relative- the need for them decreases (being limited to the same number as production volume increases).
Each type of release has a different impact on labor, and through them on the economic performance of the enterprise. From the standpoint of increasing labor productivity and actually reducing production costs by saving wages, the absolute reduction of workers is most effective. It should be borne in mind that there are two options for the actual release of workers: when an employee is dismissed due to staff reduction from the enterprise and when an employee is released from some divisions (shops, sites, departments) and transferred to vacant jobs in other divisions, or to a newly opened production .
The real release of workers both from the enterprise and from a structural unit that is self-supporting (contracted) has a positive effect on economic indicators: costs associated with production are reduced, labor productivity increases, etc.
Although the redistribution of the released workforce within the enterprise does not change the total number, for the enterprise this is a more profitable option, since there is no need to worry about finding employment for the released workers; the adaptation period for one’s employee in a new workplace is shorter than when recruiting labor from outside.
When releasing labor from an enterprise, one must be guided by a number of circumstances, largely contradictory in nature:
1) economic conditions require maintaining at the enterprise the actually necessary number and releasing the excess;
2) in accordance with the current labor legislation, the responsibility of enterprises for the social protection of released personnel (payment of appropriate compensation) increases, which cannot but restrain their actual dismissal;
3) possible difficulties with finding employment for laid-off workers force the state and local governments to do their best to restrain the mass layoffs from enterprises. Therefore, the territorial employment program sets the task of reducing the release of labor by providing financial assistance to enterprises in creating new jobs, compensating for the costs of retraining workers subject to layoffs.
Bringing the required and actual number of labor into line through release requires a lot of preparatory work.
First of all, it is necessary to analyze the reasons for the change in needs and how long-term they are. It is one thing when the release of workers is a consequence of the introduction of technical and organizational measures focused on labor-saving policies, and another thing when the need for labor decreases due to difficulties in selling products, due to a decline in production, which can persist for a long time. Therefore, analysis " the reversibility" of reducing the need for labor and the feasibility of reducing its number must be carried out in the context of the reasons for the release:
- closure of production;
-improving the organization of work, the decision of the primary labor collective (team) to work with a smaller number;
-introduction of new equipment and technology;
-reducing the work shifts of production departments of the enterprise;
-reduction of production volumes.
In addition, the scale of the possible release of workers depends on how the release will be linked to staff turnover at the enterprise. The fact is that two processes occur in parallel at the enterprise. On the one hand, the introduction of new technology and various measures to increase labor productivity contributes to the emergence of excess labor, which is subject to release (reduction). On the other hand, there is labor turnover (a turnover of 10% of the average number of employees is considered normal, but the actual number can be much higher), which leads to the emergence of vacant jobs and the need to find workers to replace those who quit.
The question arises as to how possible it is to combine these two processes so that the workforce to be released is not fired, but rather compensates for losses in the workforce due to turnover. It seems that it is advisable to be guided by the following principles. Staff turnover is relatively uniform throughout the year. Consequently, vacant jobs appear regularly.
The implementation of technical and organizational measures can be either one-time, timed to a certain time, or evenly throughout the year. With a uniform release of labor, there is reason to hope that it can be used to compensate for staff turnover and no layoffs due to staff reduction will occur. With a one-time layoff, on the other hand, workers are likely to be laid off because it is not economically justifiable to retain them for too long while waiting for vacant jobs to become available in the event of voluntary layoffs.
When analyzing, it is necessary to take into account not only the qualifications of the workforce planned for release, but also the nature of professional training, in particular, distinguishing two groups of workers:
1) with highly specialized training;
2) with universal or long-term theoretical training in the vocational education system.
The possibility of further employment of workers of these groups is very different, i.e. the task of release must be solved in conjunction with the task of promotion.
The direction of redistribution of laid-off workers in the process of balancing supply and demand on the intra-company labor market is selected taking into account:
- workplace requirements for the level of professional qualifications of the employee and his other qualities;
- characteristics that collectively reflect the employee’s work activity before release;
- changes in these characteristics acceptable to the employee (based on identified interests) in the new workplace.
Conducting sociological surveys of laid-off workers regarding their interests, desire to undergo retraining and continue working in other areas of production will help clarify the situation. At the same time, alternative employment options should be considered, as well as typical options for promoting employees as part of career planning. Solving such problems at an enterprise is possible only if the subsystem of the ACS "Personnel" is functioning and all changes are promptly made both in relation to the demand and supply of labor, identified as a result of sociological research.
In accordance with the current instructions, the enterprise must submit information about the release of workers to the territorial employment center three months before the release. Two months before the release, information must be specified for employees, indicating their profession, level of education, qualifications, gender, age, working conditions, level of pay, etc.
Dismissal is a serious psychological problem, since it means the loss of a “habitable” workplace, the loss of the previous social ties that have developed between the employee and the enterprise team. Therefore, it is necessary to carry out the reduction of workers in such a way that the negative consequences (primarily of a socio-psychological nature) are minimal. The selection of candidates for dismissal is carried out taking into account labor legislation, performance assessment, as well as other factors, including those of a humane nature.
Of great importance is the awareness of the team about the upcoming layoff, the availability of vacant jobs and employment prospects, and the creation of an in-plant labor exchange at the enterprise, designed to facilitate the process of employment at their own enterprise.
6.5 FLEXIBLE WORKING AND PART-TIME MODELS

Flexible working hours - This is a form of organization of working time in which self-regulation of the beginning, end and total duration of the working day is allowed for individual employees or their groups.
The regulatory basis for the application of flexible working time regimes is the total recording of working time and the right of the department/organization’s personnel to independently regulate labor regimes within the limits established by labor legislation.
Flexible work schedules- this is a work schedule in which the employee can choose either the daily start and end of the working day, or the daily duration of the working day within the limits established by the management of the organization.
Depending on the variation in working hours, the following types of flexible schedules are distinguished:
1.Flexible cycle provides for the employee to choose a certain time to start work for a certain working period. The duration of the working day is unchanged - 8 hours;
2. Flexitime provides for variable beginning and ending of work, etc.................