Development of an information system "accounting for work with clients" on the example of JSC "Kirovenergosbyt". HR system

Before offering an overview of the development process that has developed as a result of the accumulation of experience over the past years, I would like to make a few general explanations that seem to me essential.

I have been working in IT for the last 15 years, although I started programming much earlier. My main focus as a systems architect has been organizing software development, developing concepts and high-level architecture, and overseeing the implementation of the concept throughout the project. In addition to managing software development and creating architecture, from time to time I deal with solving complex technical problems and writing some critical sections of code where knowledge of the language and development environment itself is necessary, but also their internal organization, sometimes bringing unpleasant surprises.

The projects I work on are most often related to the development of custom or investment software. I also had to work with embedded software and programs focused on the release of "hits" (which, with the light hand of Joel Spolsky, I call hereinafter gaming software, although in fact some gaming projects are closer to investment projects).

Custom software may be for an internal or external customer. The customer receives exclusive rights to the developed system, and work on the development of the system can be transferred to another contractor in the future.

Unlike custom software, work on investment software is carried out by the contractor himself with the money of an internal or external investor. As a rule, the rights to the system code remain with the developer, which stimulates continuous work to improve their product and the consistent release of versions with more advanced functionality.

Firmware comes with the hardware and is, roughly speaking, unmaintainable, since recalling a batch of devices by a manufacturer is very costly and therefore exceptional.

The development of game hits also practically does not contain an accompanying phase. In addition, users of gaming programs, even when faced with an error in the game, very rarely download an updated version. Therefore, game development, as a rule, has its own economy and its own development process.

Our customers are authorities, large state and commercial organizations and, of course, ourselves. Therefore, in terms of custom software, there is often some difference in our process between developing products for internal and external customers. I will point out some of the nuances in this article. The level of formalization of relations with the customer varies greatly from project to project. In general, the larger the project budget, the higher the formality. The state customer or large commercial enterprises (especially with state participation) usually have legislative restrictions on the formation, placement of an order and acceptance of the results of work. Another limitation of large organizations is the fact that their personnel, who are the source of requirements and the main user of our systems, have very limited availability for performers, if only because of their busyness. However, for small organizations, the level of formalization falls and sometimes goes to the opposite extreme, where there is an insufficient level of responsibility of the customer within the project.

The other side of our custom projects is the high demands on functionality. This is a high load on all systems, and a large geographical distribution, and high requirements for the accuracy of calculations with a very limited time frame. Often in our projects there are elements of research work and creative search aimed at solving non-trivial design problems. Sometimes we have to combine different methodologies within the same development process, for example, by inserting one or more stages of almost pure scrum into the overall process, close to RUP, creating something like a project within a project. This allows us to keep user engagement low due to the nature of the project, with development flexibility in the face of high requirements uncertainty. In this regard, it is the preparatory stage that is important for me, during which you can choose the necessary methodology and build an optimal development process. I described one of the examples of the use of an agile methodology in the article “Application of agile when developing a project for a government customer” .

As an example of working on an investment project, I can cite the development of an integrated security system that we created as a “boxed” product. Under my leadership, four versions of this system were released in succession, the users of which were a variety of commercial and government organizations, including the Moscow City Hall, AFK Sistema, banks, business centers and, of course, our own office. The first version was not very successful, but we had a development strategy that allowed us to successfully capture the market and survive the difficult times of the crisis. The experience of working on this and several other investment projects was also taken into account when shaping the development process I use.

Our process is a sequence of certain stages. The classification of software given by me is made only to show the possible difference in the organization of the development of various software tools. Making an overview of the development process, I will focus only on the differences in the process itself with regards to different types of software. However, we must remember that the differences between the development processes of different types of software are much deeper, so when planning each stage, these nuances must be taken into account.

It is important to understand that the transition of the process from one stage to another does not have a clear boundary. As a rule, the work of the next stage begins as 80-90% of the work on the previous stage is completed. This is especially true for the development of requirements, when in some cases the removal of uncertainty occurs only at the end of the project. Of course, the presence of such uncertainty in the project is a significant risk and should be under constant control.

Custom software development process

Let's start the review of the development process with the most common case - the development of custom software. The process diagram is shown in Figure 1.

Figure 1. Custom software development process.

Work on the project begins with the preparatory stage. The purpose of the stage is to create a concept of the future system based on the customer's proposals and, based on this concept, to assess the relevance and feasibility of the project. If the decision to attract the contractor is made by the customer on a competitive basis, then the preliminary stage is actually the stage of preparing a potential contractor for the tender, including the formation of the necessary documentation.

No need to waste time and resources on a project whose concept is recognized as unclaimed or unrealizable. This project must be completed. In some cases, some iterative work with the customer is required to correct the concept of the project, until either an acceptable balance of customer requirements and contractor costs is reached, or a decision is made to curtail work.

A project whose concept looks acceptable for implementation enters the requirements development stage. At this stage, the contractor must form a list of all explicit and hidden needs of the customer. It often turns out that the customer either has not decided on his needs, or his needs are in conflict with each other, with the capabilities of the customer or with the capabilities of the contractor. The objectives of the stage are to identify all hidden needs, resolve conflicts of requirements, form a holistic technical solution and analyze the feasibility of the prepared solution.

Sometimes clarification of requirements leads to a revision of the project concept. If, after clarifying all the requirements, it is not possible to find an acceptable technical solution, the project has to be curtailed or postponed for some time in anticipation of more acceptable circumstances.

If a technical solution is found, the performer proceeds to develop the architecture of the future system. The purpose of the stage is to define the top-level logical and physical architecture that fully covers all customer requirements. When developing the architecture, the concept, requirements and preliminary technical solution are reviewed and refined, which makes it possible to prevent the most dangerous risks.

After the architecture design is completed, it is necessary to again revise the main parameters of the project and decide whether the contractor is able to complete the project. It is useful at the stage of architecture development to abandon unnecessary and too cumbersome functions. Optimization of the architectural solution often helps to fit into the acceptable parameters of the project. In other cases, a more radical reduction in the functionality of the system being developed is required. However, even stopping the project at this stage, if it occurs for good reasons, should be perceived as a victory: the continuation of work in this case can only lead to even greater losses.

If a balance has been found, and an acceptable system architecture has been created, the contractor can move on to the implementation and delivery of the system. Implementation may take place in one or more stages. For small projects, one-stage delivery of all system functionality can be quite acceptable. However, the larger the project, the higher the dependencies of subsystems within the system being created. Under these conditions, the implementation should be divided into several stages so that at the end of each stage the development team has a product ready for delivery. At the same time, the most important, fundamental functionality should be developed at an early stage, and add-ons that work on top of these core components should be implemented later. In this case, the most dangerous errors for the system will be corrected in the first stages, and the risk that the application functionality of the system will be based on an unstable basis will be significantly reduced.
After the delivery of a fully completed system, a custom software project usually moves on to the beta phase. The purpose of this stage is to check the quality of the developed system in real operating conditions. As a rule, at this stage, the performer, together with the customer, measures quantitative metrics that make it possible to determine the quality of the created system. First of all, the functional characteristics of the quality are checked, then the non-functional ones. If there are discrepancies, the performer corrects the system code.

A fully debugged and tuned system is put into commercial operation. As a rule, the contractor must accompany the system, at least during the warranty period. Identified inconsistencies should be corrected. Users and customer service personnel should receive prompt advisory support.

Finally, the moment comes when the system ceases to suit the customer for any reason. The system is now in the process of being decommissioned. However, for custom software, this stage is not always relevant, since the customer can use his exclusive rights to the system and remove the contractor from further maintenance and development of the system even before it becomes irrelevant.

Any project eventually comes to an end. The project termination phase aims to analyze the results, make changes to the development process based on the experience gained, and replenish the developer knowledge base with new effective solutions and caveats, as well as new off-the-shelf components that can be used in future projects.

It remains to note two more stages of the development process. It happens that circumstances do not allow to continue the implementation of the project, but the results of the work done show that the project may have a future. It is premature to close such a project. Therefore, instead of a complete stop of work, the contractor can temporarily suspend project activities, fixing the results achieved. As soon as circumstances allow, the project can be resumed by re-mothballing the infrastructure, returning developers to the project, and restoring the state of the project. It is important, however, to resume work from the point at which the project was interrupted by re-auditing the results achieved.

Investment software development process

The process of developing investment software is different in that work can go on simultaneously on several versions of the product at once: while the first version is being maintained, the second is already being implemented, and requirements are being formulated for the third. The process is shown in Figure 2.

Figure 2. Investment software development process.

As it is easy to see, in the development of investment software, the same stages take place that were discussed above for the process of developing custom software. But the difference is that the stages do not apply to the entire product, but to a separate version of the product. The exception is the project termination stage: the project cannot be completed while at least one version of the product is being worked on.

Pay attention to the start of work on the next version of the product. This moment comes as soon as the stage of creating the architecture of the current development version has been completed. Prior to this, the requirements and architecture phases typically discuss which features should be implemented in the current version and which should be moved to the future. And only when the requirements for the current version are formulated, reviewed and confirmed by the system architecture, it makes sense to think about the next version.

In addition, after the development of the architecture, as a rule, the analysts and architects of the project have some freedom of action, since the main burden falls on the programmers during the delivery stages. This freedom can be used to work out the concept and requirements for the next version.

In principle, you can postpone the start of work on the next version to a later date. For example, it is quite acceptable to first enter the current version into experimental or even commercial operation, and only after that start work on the next version. But you need to remember that such a solution is not applicable in the case of high competition: they will simply get ahead of you and squeeze you out of the market. The decision must be made based on the full range of circumstances that affect your business.

Speaking about the process of developing investment software, you need to understand that working on several versions has a number of explicit and hidden interdependencies between parallel branches of the process.

First, fixes for inconsistencies identified in an earlier version must be made to the version where they were discovered, and to all later versions, including those under development. This applies not only to the program code, but also to all other artifacts of the project: technical and user documentation, help system, estimates and work plans, etc. Moreover, corrections must be made immediately, since you will not be able to reduce the cost of corrections, but if corrections are not made immediately, their cost at later stages can increase by tens and even hundreds of times.

Secondly, for parallel work on several versions, a special project infrastructure is needed, including the organization of code and documentation version control, job and inconsistency control, automatic build and test utilities, etc. Working on one version of a product should not be allowed to block execution of tasks on other versions just because the project infrastructure does not allow running two build processes at the same time for different versions of the product.

Particular attention should be paid to the test benches: they should deploy all versions of the product that were released earlier (at least those versions that are supported), and all versions that are currently being developed.

Thirdly, the same participants can be involved in the work on several versions at the same time. There is a high risk that a key person may get bogged down in working on one version of the program and allow significant time overruns on tasks related to another version.

Fourth, there is the reverse situation, when the staff working on one version does not know anything about what decisions are made as part of the work on the other version. Part of the problem is removed if corrections to all documentation and code are immediately distributed to all later versions, as I mentioned above. But the matter should not be limited to corrections alone. It is necessary that the team working on one version understands why certain decisions were made when working on another version. This requires a knowledge base for developers - a special information system that should describe all the problems that developers encountered when working on a particular version of the product, and how to solve these problems. The knowledge base should send notifications to all project participants when new records arrive. It is impossible to let the interaction of two teams working on different versions of the same product take its course.

Embedded software development process

As noted above, embedded software differs from custom software in that it is extremely difficult to maintain.

Let's say you release software for refrigerators. Once the software is delivered to the manufacturer, tens of thousands of devices begin to disperse around the world, and you have no idea where they will end up. And if one of the refrigerators fails due to the fault of your software, then it is easier to pay a penalty than to return the refrigerator to the factory and carry out diagnostics. Of course, it is possible to train engineers for dealerships who can perform on-site diagnostics and replace the firmware of your system, but it is still very expensive.

Thus, when developing embedded software, several important limitations arise at once.

Firstly, the delivery is carried out within the framework of only one stage: no one will build a half-working program into devices.

Secondly, upon delivery, you must pay special attention to the quality of the program, since from the moment it is introduced into the iron box, it will be very difficult to change it. Particular attention should be paid to the pilot operation stage, when the program is implemented in a limited batch of devices, and these devices undergo comprehensive tests in various operating modes. You must collect as much information as possible about the behavior of your system, analyze this information and refine the software.

Thirdly, when a device with your software has gone into the series, you have very little opportunity to correct errors. In fact, such fixes are possible only in the event of defective software that leads to the inoperability of the entire batch of devices, because of which the manufacturer will be forced to recall this batch, and you will get a big black spot on your reputation.

Finally, fourthly, there is no decommissioning stage for embedded software. The program is simply thrown away with the device. Therefore, as soon as the warranty period expires for a batch of devices in which your software is running, you can proceed to close the project.

The firmware development process is shown in Figure 3.

Figure 3 Embedded software development process.

Game development process

The gaming software was singled out by me due to the specifics of their production and operation. The gaming software business is based on the release of hits. One successful hit pays for the cost of creating several games that go unnoticed by users. Therefore, the development process of one game is interconnected with the development processes of other games.

Another factor that makes game production stand out is the fact that the game is interesting to the user either until he has passed the last level, or until he has a fatal error. This means that he will not buy the second version of the game or even download it for free just to fix a few bugs.

These factors affect the development process of gaming software. The process is shown in Figure 4.

Figure 4. Game software development process.

The following features of the gaming software development process should be noted.

First of all, in the production of games, the quality of the concept is extremely important. If the concept of the game does not allow you to create a hit, then further work is pointless. The situation when most projects end at the preparatory stage is typical for game software development.

Requirements and architecture development for gaming software often reuses lessons learned from previous projects. In this regard, the project termination stage also receives additional weight, when all useful developments must be recorded in the developers' knowledge base.

The delivery of gaming software takes place within a single stage. Even if a certain core, the “engine” of the game system, is first created, its operation cannot be verified without the implementation of the entire functionality of the system.

There are no beta or decommissioning phases for gaming software. Games immediately go on sale, and after use, they are simply deleted by the user as they lose interest in them.

Conclusion

As part of the article, I tried to give an overview of the "top level" of the application software development process. Each stage of the process, of course, needs a separate discussion with the obligatory consideration of the features of the developed software.

I note that the process diagram considered here is the result of a generalization of my personal experience in the development of various software tools. Like any generalization, my schema is an abstraction. And, like any abstraction, it has its limits of applicability. You can not thoughtlessly apply this scheme to a specific project. It is important to understand that each project has its own nuances that affect the organization of the development process. And therefore, for each project, the scheme presented here must be adapted, and in some cases it will be necessary to develop a fundamentally different approach.

• What does the HR system include?
• Development and implementation of a personnel management scheme
• What difficulties may arise in the process of implementing a system of work with personnel

Often, the methods of personnel management in an organization are spontaneous, work with personnel in an organization is not subject to uniform principles, is poorly structured, the criteria for results are unclear, and responsibility for them is blurred. In the end, the CEO comes to the decision to introduce personnel management system However, the time required to realize this need varies for each manager (for example, it took us six years).

Throughout the entire period of the company's existence, we have created standards for management. They were born in the form of scattered instructions, orders and manuals, and sometimes just oral explanations. At a certain moment, the question arose before us: how to streamline everything that has already been created and will be created? It was then that we decided to implement a single system of work with personnel for the entire company.

The best workers are enterprising employees. They are full of new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. At best, they will simply leave and create their own business, at worst, they will take your information, a pool of customers and become competitors.

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What does personnel management include?

Personnel management includes personnel records, documentation development, adaptation of newcomers, motivation, training and other functions.

Personnel accounting. Personnel document flow must comply with the requirements of the legislation, as well as internal documents of the company. The Human Resources Department is in charge of HR management. You can formalize its work using the document "Regulations on the personnel records of the company".

Organizational and functional structuring(development of documentation). The enterprise must develop and approve the fundamental documents: the structural diagram of the company, the management scheme, regulations on divisions, job descriptions. All of them should have a standard view set in your company.

Recruitment and adaptation system. This is a set of measures that allows you to select new employees and facilitate the process of their adaptation in the company. For this direction to function effectively, it also needs to be regulated. For example, we have created a "Standard of recruitment and adaptation" for all structural divisions of the company and obliged managers to comply with it. In addition, the following documents were developed for each position: “Passport of the position of the employee”, “List of requirements for the candidate”, “Scenario of the interview with the candidate”, “Training plan for the new employee”.

Evaluation and certification system. It is important that the assessment and certification system be closely linked to the training and development system, as well as the motivation system. Without such a connection, the significance of performance evaluation is reduced, and certification turns into an unnecessary formality. The rules for evaluation and certification should be described in the Regulations on the evaluation of personnel performance.

Personnel training system. This is a set of measures to identify the need for training, determine its goals, conduct specific training programs and evaluate the effectiveness of staff work and training. Our company has several programs: adaptation training, mentoring programs, internal corporate training (taking into account the specifics of the activities of departments), team building and development of professional culture (for example, training in customer interaction standards). An internal training center (ETsO) has been created, the activities of which are formalized in the Regulations on the VTSO and the Regulations on the training and development of personnel.

Staff motivation system. It has been known since time immemorial that a person can be made to work with a stick and a carrot. Another tool is interest in the work being done. If he is, a person does not need to be forced, he works himself - and very productively. In the motivation system, it is possible to use all means, but it is important to maintain a balance. Thus, for material incentives for employees, we use a five-level remuneration system, a bonus system, a social package and additional benefits. As part of non-financial incentives, we are holding a contest for the Best Employee. The best employees of the month receive the symbol of the leader and an additional paid day of rest, the best employees of the half-year (year) receive certificates and thanks, which are supported by cash bonuses. The names and photos of the leaders are published in the Golden Book of the company and posted on the internal corporate website. In addition, we have professional competitions within and between departments, such as "Best Designer" or "Best Colleague".

The personnel motivation system of the company is described in the Regulations on the personnel motivation and incentive system. Along with the incentive system, the company has a Regulation on Responsibility, which formalizes the procedures for applying to employees the norms of material, disciplinary liability and measures of educational influence.

Corporate culture. It exists in the form of formalized and non-formalized rules that regulate the relationship between personnel, attitudes towards management, the company, and the outside world. If the management does not care about the formation of a corporate culture desirable for the company, then it will be represented by a kind of symbiosis of subcultures of different departments and groups, which often come into conflict with each other.

For example, in our company for more than ten years of existence, there has not been a single serious conflict between employees on personal grounds, and work issues are resolved constructively and businesslike quickly. In many respects, this atmosphere has developed due to the purposeful introduction of a corporate culture, which we have described in three documents: the Company Code (consists of the Staff Regulations and the Code of Ethics), the Management Code (ten basic rules that every manager should remember), the Code of Conduct for corporate events.

Monitoring. This is a system for collecting and analyzing data on processes inside and outside the company. Management decisions are made on the basis of the accumulated information. To make the collection and analysis of information purposeful, we have developed a regulation on monitoring, which describes the main methods. Among them: the study of the labor market and wages, the annual general survey of the company's employees to determine the degree of their satisfaction with working conditions and loyalty to the company, sociometry, conversations of the chief executive with retiring employees.

• Personnel management that will only benefit
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Functional structure of the personnel management system

Development and implementation of a personnel management system

Work with personnel in the organization is a strategic direction of the enterprise. Therefore, it is unacceptable to shift all the work on the implementation of the management system onto the shoulders of the HR service. The project should be managed by the General Director or a leading top manager of the company, and all heads of structural divisions should participate in the development of the system. The HR department is responsible for the technical and coordinating management of the project.

We started developing a system for working with personnel in January. All heads of structural divisions and the HR service were involved in the process. The HR manager developed document templates that I approved. Then, according to uniform templates, the corresponding documents were created. Building the system took a rather long time (more than a year and a half), because no one gave us ready-made templates and we had to collect information bit by bit and come up with our own forms.

The development of the personnel management system in the organization took place in three stages: first, we conducted a comprehensive analysis of the activities and working conditions of the company, then developed the concept and structure of the future system, and, finally, developed an action plan.

Step 1. Careful analysis helped to understand whether the decision to implement a formalized system is not premature. Such an analysis can be entrusted to an HR specialist, but the CEO must be in charge of this process. An important psychological moment - at this stage, the ideas about the company of the HR manager and the CEO are consistent.

Step 2 Development of the concept of the system. The concept was reflected in the Regulations on the personnel management system. The Human Resources Manager was responsible for collecting materials provided by the General Manager and heads of departments. He also prepared a draft regulation. The project was agreed with the heads of departments, after which I approved it.

Step 3 Planning activities for the implementation of the system. First of all, we determined specific activities in various areas of work with personnel, set the deadlines for their implementation, appointed responsible persons and executors. For example, it took ten days to prepare an interview script for different departments, and the HR manager and department heads were in charge. The Director General was personally responsible for the development of the pay system, and twenty days were allotted for this. To develop such a plan, you can use various software (from Microsoft Excel to Microsoft Project), I followed the progress of work using a Gantt chart 1.

1 Gantt Chart ( English Ganttchart; another name - strip chart) - a popular type of bar charts that show the degree of implementation of the plan, the schedule of work for any project; one of the methods of project planning.

When implementing a personnel management system, it is also important to follow a certain sequence. In particular, work on the next level should be started only after the construction of the previous one is completed.

• Staff training costs: how to get the most out of your investment

Comprehensive analysis of the company's activities and working conditions

To conduct the analysis, we identified three main internal subsystems of the company: the idea, the organizational system and resources. The fourth, external, subsystem is the environment. For analysis, you can use different methods and technologies: description; construction of schemes, graphs, diagrams. Of paramount importance are not the methods used, but the installation for consideration of each component of the system in interaction with other components and the system as a whole.

Idea- central subsystem. It is necessary to describe the mission of the company, its development strategy and organizational values.

Organizational system. It is necessary to consider the organizational structure (company divisions, their functional and managerial relationships), business processes (action scheme to achieve the planned result), corporate culture (rules governing internal relationships).

Resources. It is necessary to take into account all the company's resources: personnel, financial, logistical, informational, technological.

Wednesday. It is necessary to determine the company's place in the market, describe the main competitors, suppliers, customers and technologies for working with them. It is necessary to take into account all external factors that significantly affect the company's activities (the so-called STEP analysis 2).

2 STEP-analysis (STEP-analysis) - a method of analyzing the macro environment (the external environment of the organization); STEP-analysis considers four factors: social, technological, economic, political.

What difficulties may arise in the process of implementing a personnel management system in an organization

When planning work with personnel, it must be taken into account that the timing of the work depends on many factors. One of them is the resistance that can be exerted by both the management group and ordinary employees. This manifests itself in a misunderstanding and rejection of tasks, failure to complete tasks and delaying deadlines on the part of management, in ignoring standards on the part of employees. Resistance can be caused by the high employment of line managers, their unwillingness to change and break, perhaps, the schemes of recruitment, training, and dismissal of employees that they themselves have already created.

To overcome (and even better not to allow) such resistance, you need to do the following:

1. From the very beginning, involve all heads of departments in the development of a personnel management system.
2. Ensure that all project participants understand the goals and objectives facing them.
3. Ensure the maximum use of already created and tested schemes (that is, create a new one, improving the existing one).
4. Collectively discuss drafts of documents being created.
5. Provide for the flexibility of the system, the possibility of adaptation, taking into account the characteristics of all departments of the company.
6. When planning the timing, take into account the structure and composition of departments (for example, departments with a large number of positions will take more time to create working documents).
7. Coordinate the deadlines for the execution of work with responsible employees and performers (but after determining the deadlines, strictly control their observance, as well as the quality of work; the project implementation plan will help organize control).

In our case, the resistance was not very strong, since a new management group was involved in the creation of the system and everyone understood the importance and necessity of this work.

The main difficulty was not the preparation and implementation of the system, but the maintenance of its functioning. A large amount of information creates difficulties in training newly hired leaders. We are currently working on presenting all standards in concise and understandable diagrams.

Another difficulty is related to the fact that a modern company is in a dynamically changing external environment that requires constant internal changes. The personnel management system should have sufficient flexibility, be transformed in accordance with changes in the company. For example, we regularly adjust certain provisions and documents, and review the system as a whole annually; however, during such an audit, we always find that some elements are already hopelessly outdated, and we set about creating new ones. Thus, we can say that the work on the personnel management system in the company is a continuous process.

• Team building. How to rally a team: practical advice

Pavel Plavnik, General Director of OJSC Zvezda, St. Petersburg

Our company employs 1600 people. The basis of the personnel management system is the organizational structure. Over the past two years, we have been implementing a process approach to management. We identified the main business processes - there are seven of them - and on this basis we created seven business units. Each has its own head, who is responsible for the personnel policy at the site in accordance with the principles of process management. I, as General Director, am responsible for establishing process management throughout the enterprise.

An important point is the principles of personnel management, which the management determines for itself. At our enterprise, this is the delegation of authority, the continuous rotation of personnel and the formation of a corporate culture. For example, the principle of delegation in practice means that each employee is responsible for the performance of specific operations, and for this he is endowed with the necessary powers and resources, and is familiar with the regulations. Of course, it is impossible to regulate all types of activities, but typical processes must be described. If there is no instruction, the employee must make a decision based on the interests of the client, even if this employee does not communicate directly with consumers. The quality of our work is controlled using a formalized (objective) evaluation procedure.

In my opinion, the ideal system of work with personnel is one in which the dependence of work results on subjective factors (mood, illness, dismissal of individual specialists, etc.) is minimized. The personnel management scheme must be resistant to the influence of any internal and external factors, the enterprise in any situation must achieve its goals, make a profit.

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Functions	Definition	Content
	The process of determining the needs of a travel company in personnel	Econometric, normative, expert methods; trend design method; corrected extrapolation, etc.
Recruitment (recruiting)	Establishing the identity of the characteristics of the employee and the requirements of the organization, position. Recruitment can be in the form of recruitment, promotion or rotation.	Calculation of the need for personnel. Professional recruitment. Interview. Formation of a personnel reserve.
Personel assessment	A purposeful process of establishing the compliance of the abilities, motivations and other qualitative characteristics of the personnel with the requirements of the position or workplace.	Personnel assessment methods. Evaluation of the employee's potential. Evaluation of the individual contribution. Personnel certification.
Staff placement	Rational distribution of the staff of the organization by structural divisions, sections, jobs, etc.	Typical career models. Career planning. Conditions and wages. Frame movement.
Staff adaptation	The procedure for evaluating the results of activities and determining the business qualities and qualifications of employees in order to identify their suitability for the position held, carried out in accordance with the procedure established by law.	Probation. Adaptation of young specialists. Mentoring and counseling. Development of human resources.
Training	Personnel training system conducted on the territory of the enterprise or corporate training centers; based on solving problems specific to a particular organization, with the involvement of own or external teachers	Professional training. Training. Personnel retraining. Postgraduate additional education.

Personnel planning

Personnel planning It is part of the overall planning process in an organization. Ultimately, successful workforce planning is based on knowing the answers to the following questions:

– how many workers, what qualifications, when and where needed;

– how to attract the right staff, and reduce or optimize the use of redundant staff;

- how best to use the staff in accordance with their abilities, skills and intrinsic motivation;

– how to provide conditions for staff development;

- what costs will be required by the planned activities.

Assessment of the organization's need for personnel can be quantitative and qualitative.

Quantification staffing needs, designed to answer the question "how much?", Is based on an analysis of the proposed organizational structure (management levels, number of departments, distribution of responsibilities), the requirements of the marketing plan production technology, as well as a forecast of changes in the quantitative characteristics of personnel. At the same time, information on the number of filled vacancies is certainly important.

Qualitative assessment staffing needs - an attempt to answer the question "who?". This is a more complex type of forecast, since following an analysis similar to that for quantitative assessment purposes, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account.

To determine the required number of personnel and their professional and qualification composition allow: the production program, production standards, the planned increase in labor productivity and the structure of work.

The calculation of the number of personnel can be current or operational and long-term or prospective.

Current staffing needs(A) is defined as the sum of:

A \u003d H + DP, (1)

where H is the basic need for personnel, determined by the volume of sales;

DP - additional need for staff.

The basic need of the enterprise for personnel (H) is determined by the formula:

H \u003d OP / V, (2)

where OP - sales volume;

B - output per worker.

Additional staffing needs(DP) is the difference between the total need and the availability of personnel at the beginning of the billing period.

When calculating the additional requirement, the following are taken into account:

- development of the enterprise (scientifically based determination of the increase in positions due to an increase in production):

DP \u003d A pl - A b, (3)

where A pl and A b - the total need for specialists in the planning and base periods;

– partial replacement of practitioners temporarily occupying specialist positions:

DP \u003d A pl S K in, (4)

where K in - the coefficient of retirement of specialists (practice shows that this is 2-4% of the total number per year);

– compensation for the natural retirement of employees holding positions of specialists and managers (assessment of the demographic indicators of the staff, accounting for mortality, etc.);

– vacancies based on approved staffing levels, expected attrition of employees.

Long-term need for specialists- this calculation is carried out with a planning depth for a period of more than three years. When determining the need for specialists for the future and the absence of detailed plans for the development of the industry and production, a calculation method is used based on the coefficient of saturation with specialists, which is calculated by the ratio of the number of specialists to the volume of production. The need for specialists will look like this:

A \u003d H p S K n, (5)

where Ch p - the average number of employees;

K n is the normative coefficient of saturation with specialists.

Planning and calculating the need for personnel is a procedure that is most effective only if the manager clearly understands what kind of employee he needs and what problems he intends to solve with the help of a new specialist.

But even when the manager has complete clarity about what kind of staff he needs, the selection may not live up to expectations. Determining and articulating actual job requirements before hiring is often done poorly. It is possible to clearly formulate the requirements for a vacancy in the process of analyzing job needs.

Such an analysis will allow the manager to clearly define the tasks and functions without which your business cannot develop effectively. Then these tasks can be redistributed among existing (or potential) team members who have the knowledge and skills necessary for effective work. In this case, it may turn out that a new person in the company is not needed at all. If the analysis confirmed your confidence in the need for additional staff, you can safely proceed to its selection.

To assess the need for staff, it can be suggested to use the test given in Appendix 2.

However, before you recruit staff, you need to create a vacancy in the organization. The creation of a vacancy should not be understood as the formal introduction of a cell in the structure and a line in the staff list, as other leaders do. It is necessary to understand who and why it is necessary to select, according to what criteria to select candidates. Therefore, before opening a vacancy, it is necessary to conduct a detailed analysis of it.

In general, the process of planning the need for personnel can be represented by the following stages of planning:

1. recruitment (external and internal planning);

2. downsizing;

3. the cost of recruiting and training personnel;

4. vocational training of personnel;

5. work and prospects for staff development.

Recruitment

Personnel policy in the region recruitment(recruiting) consists in determining the principles of hiring, the number of employees necessary for the qualitative performance of the specified functions, the methodology for consolidating and professional development of personnel. Recruitment is considered as a subfunction of management, which is implemented in relation to the individual. The recruitment process, as a rule, is carried out in the following sequence:

1. Evaluation criteria: personality, work (norms of behavior and characteristics of professional skills).

2. Expert evaluation (selection of tests, tasks, exercises).

3. Observation and reporting (invitation of applicants, testing and interviewing).

4. Evaluation (criteria for evaluating candidates, description of the results obtained).

5. Feedback (decision making: accept, additional testing, not suitable).

The effectiveness of the recruitment procedure is increased in various ways (Table 8.5.1).

Table 8.5.1.

Recruitment methods

Inside the enterprise	Outside the enterprise
no state move	with frame movement	more passive set	more active set
Increasing the volume of work. Extension of working hours at the enterprise. Postponement of vacation. Vocational training for recruits.	Intra-production appointment (reception) At the suggestion of the head. Purposeful development of personnel (vocational training, retraining, job change).	Personal visits to candidates. Card file for candidates. Processing job applications. Help guide. Temporary job. Employment contract.	Bulletin board. Recruitment with the help of employees of the Enterprise. Set with advertising and posters. HR Consultant. Advertisements in the newspaper.

Evaluation and hiring

Personel assessment- this is a purposeful process of establishing the compliance of the business and personal qualities of a person with the requirements of a position or workplace.

As a rule, before the organization makes a decision on hiring, a candidate must go through several selection steps:

Stage 1. Preliminary screening conversation. The conversation can be conducted in a variety of ways. For some activities, it is preferable that candidates come to the future place of work, then it can be carried out by a line manager, in other cases it is not important and it is carried out by a specialist in the human resources department.

The main purpose of the conversation is to assess the level of education of the applicant, his appearance and defining personal qualities. For effective work, it is advisable for managers and specialists to use the general system of rules for evaluating a candidate at this stage.

Step 2. Completing the application form. Applicants who successfully passed the preliminary interview must fill out a special application form and questionnaire.

The number of questionnaire items should be minimal, and they should ask for information that most of all clarifies the performance of the applicant's future work. Information may relate to past work, mindset, situations that have been encountered, but in such a way that a standardized assessment of the applicant could be made on their basis. Questionnaire questions should be neutral and suggest any possible answers, including the possibility of refusal to answer. The points must flow from one another.

Step 3. Hiring conversation (interview). There are several basic types of conversation for hire:

according to the scheme - the conversations are somewhat limited, the information received does not give a broad picture of the applicant, the course of the conversation cannot be adapted to the characteristics of the candidate, constrains him, narrows the possibilities for obtaining information;

weakly formalized - only the main questions are prepared in advance, the moderator has the opportunity to include other, unplanned questions, flexibly changing the course of the conversation. The interviewer should be better prepared in order to be able to see and record the reactions of candidates, to choose from the spectrum of possible exactly those issues that currently deserve more attention;

not according to the scheme - only a list of topics that should be touched upon is prepared in advance. For an experienced interviewer, such a conversation is a huge source of information.

Stage 4. Testing, professional testing. A source of information that can provide information about the personal characteristics, professional abilities and skills of the candidate. The results will make it possible to describe both the potential attitudes, orientations of a person, and those specific modes of activity that he actually owns. Testing can make it possible to form an opinion about the candidate's ability for professional and job growth, the specifics of motivation, and the features of an individual style of activity.

Step 5. Check references and track record. Information from letters of recommendation or conversations with people whom the candidate named as recommenders can make it possible to clarify what exactly and with what success the candidate did in previous places of work, study, residence. It is advisable to apply for recommendations to the places of previous work, if the term of dismissal exceeds one year, as well as to colleagues from other organizations, professional societies with which the candidate interacted on business issues.

When applying for a job, the following documents are required from the applicant: application for admission (first impression of the candidate); photograph (gives an idea of ​​appearance); biography (visually shows the process of formation); personal questionnaire (contains, collects and systematizes the most important information about the candidate); diploma or certificate (gives information about academic performance; about professional qualifications and received specialty); work book (confirms previous jobs, highlights previous areas of activity); recommendations (cover all aspects of professional suitability); characteristics from the previous place of work and educational institution (contribute to an increase in a responsible attitude to work and study) and other documents provided for by the Labor Code of the Russian Federation.

Stage 6. Medical examination. It is carried out, as a rule, if the work imposes special requirements on the health of candidates.

Stage 7. Decision making. Comparison of candidates. Presentation of the results for consideration by the decision maker. Adoption and implementation of the decision.

Experts have calculated that the price paid for hiring an unsuitable candidate ranges from 20% to 200% of the annual salary. With this in mind, a poorly selected candidate who has worked for a company for two years could cost the company $25,000 or more. Therefore, personnel decisions are among the most important decisions of the company. Staff appraisal alone cannot make a staffing decision for you. The personnel assessment procedure will provide answers to key questions: is the candidate qualified enough to perform the job duties? who are you hiring: a great employee or a potential problem? Does the candidate require training or is he immediately ready to work? Is the candidate ready to work effectively in this position? Is the job applicant interested in this job? will he stay?

Personnel assessment methods

Personnel assessment methods can be grouped into three main groups:

predictive method- personal data, written or oral characteristics, opinions and reviews of the manager and work colleagues, personal conversations and psychological tests are used;

practical method- the suitability of the employee to perform official duties is checked based on the results of his practical work (trial movement technique);

simulation method- the applicant is offered to solve a specific situation (situations).

Consider the most popular personnel assessment methods(Table 8.6.1.).

Table 8.6.1.

Personnel assessment methods

Method	Characteristic
1. Personnel assessment centers	They use a complex technology built on the principles of criteria-based assessment. The use of a large number of different methods and the mandatory evaluation of the same criteria in different situations and in different ways significantly increases the predictive value and accuracy of the assessment. It is especially effective in evaluating candidates for a new position (promotion) and in evaluating management personnel.
2. Aptitude tests	the goal is to assess the psychophysiological qualities of a person, the ability to perform a certain activity.
3. General ability tests.	Assessment of the general level of development and individual features of thinking, attention, memory and other higher mental functions. Especially informative when assessing the level of learning ability.
4. Biographical tests and study of the biography.	The main aspects of the analysis: family relations, the nature of education, physical development, main needs and interests, features of the intellect, sociability. They also use the data of a personal file - a kind of dossier, where personal data and information obtained on the basis of annual assessments are entered. According to the personal file, the progress of the employee's development is traced, on the basis of which conclusions are drawn about his prospects.
5. Personality tests.	Psychodiagnostic tests to assess the level of development of individual personal qualities or a person's relevance to a certain type. Rather, a person's predisposition to a certain type of behavior and potential opportunities are assessed.
6. Interview.	A conversation aimed at collecting information about the experience, level of knowledge and assessing the professionally important qualities of the applicant. A job interview can provide in-depth information about a candidate that, when compared with other assessment methods, can provide accurate and predictive information.
7. Recommendations.	It is important to pay attention to where the recommendations come from and how they are framed. Well-known and reputable companies are especially demanding - in order to receive a recommendation, information is required from the immediate supervisor of the person to whom this recommendation is presented. Recommendations are made out with all the details of the organization and coordinates for feedback. When receiving a recommendation from an individual, attention should be paid to the status of this person. If a recommendation to a professional is made by a person who is very famous in the circles of specialists, then this recommendation will be more reasonable.
8. Non-traditional methods	polygraph (lie detector), psychological stress indicator, tests for honesty or attitude towards something established by the company; alcohol and drug tests, which are part of the standard medical examination upon admission to work; psychoanalysis in order to identify the skills of candidates for possible work in their organizations; examples of the use of astrology in the selection of personnel are known.

The listed methods, as a rule, allow solving only certain specific issues of assessing the potential abilities of employees and do not allow assessing the personality in all its manifestations. In this regard, it is quite logical to subsequently use a new comprehensive method for assessing the personality of an employee - the method of assessment centers, which synthesized individual elements of the listed methods and directions (Appendix 3).

When selecting a person, it is also important to consider the security of the employing organization. In a situation of selection of new employees, the employing organization is concerned about a number of aspects of its security. But the employee who is getting a job also wants to find a job that would meet his ideas about safety. It seems appropriate to consider the problem of security in a selection situation, both on the part of the organization and on the part of the employee.

Security from the point of view of the organization involves a number of aspects:

1) The desire to protect the company from the penetration of people with ties to criminal structures.

2) The desire to put a barrier in front of people prone to theft. At the same time, the higher the position that such a person can take, the more economic damage he can cause to the company that will hire him.

3) Checking the employee for a tendency to abuse alcohol and drug use.

4) Ensuring information security of the company. This includes not only the protection of trade secrets (know-how), but also the protection of databases, market research results, plans related to the conclusion of contracts with other companies, and other information important for maintaining its competitiveness.

5) Compliance of the employee with the requirements of the organizational culture (“our” person or “not ours”). This aspect of security in the selection of new employees is very underestimated, although it is clear that even one person who adheres to destructive or destructive attitudes can cause very great harm to the organization, expressed in the deterioration of the moral and psychological climate, squabbles, conflicts, deterioration of labor and performance discipline, etc. .

Many companies carefully study the documents provided by candidates. In some cases, the inconsistency in the information received from the employee during the interview contradicts the content of the resume and information in standard documents. Sometimes dirty documents, strikethroughs, sloppy entries are alarming.

An important direction in ensuring the safety of the company is to check the recommendations submitted by the employee. Appendix 4 provides some tips that may be helpful in this task.

Getting a job, the employee also pays great attention to various aspects of his own safety. The main points that an employee usually monitors include the following:

1) Financial security.

2) A secure place to work.

3) Organizational culture.

4) Lack of psychological stress.

5) Physical working conditions.

6) Social security.

7) Compliance with the ethical principles of selection developed by the management of the organization in the field of recruiting.

The use of various methods of personnel assessment will allow: to reduce staff turnover by 5% -10% or more; reduce the time to hire employees by 50%, while reducing the cost of hiring; increase the effectiveness of job interviews; establish salaries for employees in line with their qualifications.

Similar information.

The personnel management system is a set of principles and methods for managing the personnel of workers and employees in an organization.

The organization's personnel management system includes subsystems:

1 The concept of personnel management- a system of theoretical and methodological views on the understanding and definition of the essence, content, goals, objectives, criteria, principles and methods of personnel management.

The subsystem of the personnel management concept includes:

• - labor market
• - personnel classification
• - management concepts
• - interconnection of control subsystems
• 2. Personnel policy- determines the general line and fundamental guidelines in working with personnel for the long term. The personnel policy of the organization is reflected in the following documents: Charter of the organization, philosophy of the organization, collective agreement.

HR policy includes:

• - leadership style- the way managers treat their subordinates in the process of performing official duties. There are four types of leadership styles:
  • ? authoritarian(characterized by the fact that the leader in decision-making always focuses on his own goals, criteria and interests, without consulting with the workforce, is limited to a narrow circle of like-minded people)
  • ? democratic(based on a combination of the principle of unity of command and public self-government, the leader, as a rule, is elected at a meeting of the labor collective or owners and must express the interests of the majority)
  • ? liberal(the leader in decision-making focuses on the goals and interests of individual groups of the workforce, constantly trying to maneuver in order to maintain parity of interests)
  • ? mixed(Provides a combination of the above types.)
• - organization philosophy- this is a set of moral and administrative norms and rules for the relationship of personnel subordinate to the achievement of the global goal of the enterprise.
• - internal labor regulations- are an important regulatory document regulating the hiring and dismissal of employees, working hours, organization of work, the procedure for resolving labor disputes, obtaining social benefits and guarantees, remuneration and punishment.
• - collective agreement- an agreement between the administration, the trade union committee and the labor collective of the enterprise to solve production and social problems and improve the working conditions of workers and employees, which determines:

the status of the trade union and the prerogatives of the administration;

wages and hours of work;

job security;

procedure for settling labor disputes.

3. Recruitment - the process of selecting suitable candidates for vacant jobs, based on the existing reserve of personnel at the enterprise and at the labor exchange.

Recruitment includes:

- calculation of staffing needs

The calculation of the need for personnel for the future is carried out based on the forecast of the expected demand for labor in the future on the basis of the planned production program and the forecast of changes in the quantitative composition of personnel (for example, based on staff turnover rates). When calculating the future demand for labor, it is also advisable to take into account the expected changes in working hours.

In modern conditions, they can be applied using correction factors for inflation, by dividing production volumes in modern prices by correction factors according to the formula:

L \u003d O * H L / K P,

where L is the number of workers and employees;

O - production volume, million rubles;

H L - population standard for 1 million rubles;

K p - correction factor for ruble inflation, depending on the sector of the national economy. In practical calculations, you can take K P \u003d 20.

Such a calculation is necessary when justifying the diversification of production, reducing or increasing the volume of work.

Income level:	20 000 rub. per month
Kind of work:	Full time work
Place of work:	Work on the territory of the employer
Email:
personal information
City of residence:	Nizhny Novgorod
Area of ​​residence:	Nizhny Novgorod
Nearest metro:	Pl. Gorky
Education:	Medium special
Date of Birth:
Family status:
experience
Work period:	January 2007 to present
Job title:	manager (full time)
In the organisation:	Interplast LLC, Nizhny Novgorod
Description of the organization's activities:	Car sales and service
Job responsibilities:	Conclusion of contracts with suppliers, distributors, ensuring sales
Work period:	April 2007 to present
Education
Educational institution:	Nizhny Novgorod Motor Transport College
Expiration date:
Faculty:	Car repair and maintenance
Speciality:	Mechanical Technician
Form of study:
Courses and trainings
Course name:	Shell Academy
Educational institution:
Duration:
Expiration date:
Foreign languages ​​and computer skills
English:
Computer skills:	Word, Excel, Quotlook. Internet
Computer proficiency level:	Advanced user
Additional Information
Career objective:	Head of own enterprise
Willingness to travel:
Additional information:	Calm, balanced character, literacy, full possession of all office equipment, concentration, stress resistance, perseverance, discipline, high responsibility for work, competent speech and diction, pleasant external data
Free time activities:	Swimming, reading, studying

- job models (positions)

Evidence-based recruitment can be made on the basis of job models. An effective solution to the problem of personnel selection requires the development of scientifically based models of workplaces for workers and employees, which ensure the selection, evaluation and placement of personnel on a single methodological basis.

- professional recruitment

Professional selection is a procedure for probabilistic assessment of a person's professional suitability, studying the possibility of mastering a certain specialty, achieving the required level of skill and effectively performing professional duties. There are 4 components in professional selection: medical, physiological, pedagogical and psychological. During professional selection, the correspondence of the capabilities and views of candidates to the conditions and features of work in a particular position is determined. In small firms where there is no special department for working with personnel, the selection decision is made by the manager of the corresponding linear profile. In large and medium-sized firms, as a rule, a HR specialist (manager) and a line manager are involved in the selection decision.

- interview

The job interview is crucial in the recruitment process. It consists in selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

The interview has two main goals:

• 1) help the organization evaluate candidates for suitability for the position;
• 2) help candidates evaluate the organization as a future place of work.

Historically, the following methods of interviewing have developed:

• 1. The British method of interviewing is based on a personal conversation with the candidate members of the personnel committee.
• 2. The German method is based on the preliminary preparation by candidates of a significant number of documents with mandatory written recommendations from well-known experts, scientists, leaders, and politicians.
• 3. The American method of interviewing is reduced to testing intellectual and creative abilities, psychological testing using computers and observing candidates in an informal setting.
• 4. The Chinese method is based on preliminary written examinations and has a long historical tradition.
• - formation of a personnel reserve

The personnel reserve is a group of managers and specialists with the ability to manage activities that meet the requirements for a position of one rank or another, who have been selected and have undergone systematic targeted qualification training. Working with a reserve, like many other HR technologies, is complex. There are several typologies of the personnel reserve (by type of activity, rate of filling positions, level of preparedness, etc.). Depending on the goals of personnel work, you can use either one or the other typology.

By type of activity.

Development reserve-- a group of specialists and managers preparing to work in new areas (during the diversification of production, the development of new products and technologies). Functioning reserve- a group of specialists and managers who must ensure the effective functioning of the organization in the future.

By time of appointment: group A - candidates who can be nominated for higher positions at the present time; group B - candidates who are planned to be nominated in the next one to three years.

4. Personnel assessment is carried out to determine the compliance of the employee with the vacant or current position.

The initial data for personnel assessment are:

• * models of staff jobs;
• * position on certification of personnel;
• * methodology for rating assessment of personnel;
• * philosophy of organization;
• * internal labor regulations;
• * staffing;
• * personal files of employees;
• * orders for personnel;
• * sociological questionnaires;
• * psychological tests.

Personnel assessment includes:

- personnel assessment methods

Method name	Brief description of the method	Result
Source study(biographical)	Analysis of personnel data, personnel record sheet, personal statement, autobiography, education documents, characteristics	Logical conclusions about family, education, career, character traits
Interviewing(interview)	A conversation with an employee in the "question - answer" mode according to a pre-compiled or arbitrary scheme to obtain additional data about a person	Questionnaire with answers
Questionnaire(self-esteem)	Questioning a person using a special questionnaire for self-assessment of personality traits and their subsequent analysis	Questionnaire "Vacancy"
Sociological survey	Questionnaire survey of employees of different categories who know the person being assessed well (managers, colleagues, subordinates) and building a diagram of personality traits	Questionnaire for sociological assessment, quality chart
Observation	Observation of the assessed employee in an informal setting (on vacation, at home) and in a working environment using the methods of momentary observations and photographs of the working day	Observation Report
Testing	Determination of professional knowledge and skills, abilities, motives, personality psychology with the help of special tests with their subsequent decoding	Psychological picture
Expert assessments	Formation of a group of experts, determination of a set of qualities and obtaining expert assessments of an ideal or real employee	workplace model
Critical Incident	Creation of a critical situation and observation of human behavior in the process of its resolution (conflict, making a difficult decision, behavior in trouble, attitude towards wine, women, etc.)	Incident and Behavior Report
business game	Conducting an organizational-activity game, analyzing knowledge and skills, ranking players according to their roles ("generator of ideas", "organizer", "critic", "expert", "clerk", "observer", etc.) and assessing the ability to work in small group	Game report. Ratings of players and their roles
Case Study	Transfer to the employee of a specific production situation with the task of analyzing and preparing proposals for its resolution in the form of a report	Report with alternative solutions to the situation
Ranging	Comparison of assessed employees among themselves by other methods and arrangement according to the selected criterion in descending or ascending order of ranks (places in the group)	Ranked list of employees (candidates)
Programmed control	Assessment of professional knowledge and skills, level of intelligence, experience and performance using control questions	Program control map, assessment of knowledge and skills
Exam (test, business plan defense)	Control of professional knowledge and skills, which provides for preliminary preparation of the person being assessed in a certain discipline (range of problems) and presentation before the examination committee	Exam sheet with grades, business plan
Self-report (performance)	Written report or oral presentation by a manager or specialist to the work team with an analysis of the implementation of the work plan and personal obligations	Written report
Comprehensive labor assessment	Determination of a set of estimated indicators of quality, complexity and productivity of labor and their comparison with the previous period or standard using weight coefficients	Labor Evaluation Table
Personnel certification	A comprehensive method of personnel assessment that uses other methods (interviews, questionnaires, observation, testing, expert assessments, etc.) to determine by the attestation commission the suitability of a candidate for a vacant or occupied position and subsequent analysis of the answers to determine a person’s potential	Questionnaire "Attestation", protocol of the attestation commission, order of the director

As a result of personnel assessment, the following documents are formed:

• ? results of testing (examinations) of professional knowledge and skills;
• ? socio-psychological portrait of a person;
• ? medical report on working capacity;
• ? assessment of business and moral qualities;
• ? analysis of bad habits, hobbies and shortcomings;
• ? assessment of the level of industrial qualification;
• ? conclusion of the attestation commission.
• - employee potential assessment(professional knowledge and skills, work experience, business and moral qualities, personality psychology, health and performance, the level of general culture)
• - assessment of individual contribution(allows you to establish the quality, complexity and effectiveness of the work of a particular employee and its compliance with the position held)
• - personnel certification- a form of a comprehensive assessment of an employee, taking into account the potential and individual contribution of the employee to the final result, based on the results of which decisions are made on further career growth, relocation or dismissal of the employee

The process of certification of personnel can be divided into four main stages:

• 1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.
• 2. Formation of the composition of the attestation commission and its approval: HR director (chairman); head of the personnel department (deputy chairman); head of the department where the certification takes place (member); legal adviser (member); social psychologist (member).
• 3. The main stage: organizing the work of the attestation commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the "Attestation" questionnaires, computer processing of the results.
• 4. Final stage: summing up the results of certification, making personal decisions about the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.
• 5. The staffing should ensure the constant movement of personnel based on the results of assessing their potential, individual contribution, planned career and availability of vacancies.

The staffing includes:

- typical career patterns

In the practice of personnel management, 4 career growth models and their diverse variants have found wide application.

Trampoline career model.

Widespread among managers and professionals. The life path of an employee consists of a long climb up the career ladder, a gradual increase in his potential of knowledge, experience and qualifications, respectively, positions are changed to more complex and better paid ones. At a certain stage, the employee occupies the highest position for him and tries to stay in it for a long period, then there is a kind of jump from the springboard in the form of retirement.

Springboard career model for line manager

Career model "Ladder".

Provides that each step represents a certain position that the employee occupies for a fixed time (no more than 5 years), with the growth of qualifications, creativity and production experience, the specialist rises through the ranks. The employee reaches the upper stage of his career during the period of maximum potential. After occupying the top position, a systematic descent down the career ladder begins with the performance of less intensive work that does not require difficult decisions in extreme situations and the management of a large team.

Career model "Crossroads".

It assumes, after a certain fixed period of work, that a manager or specialist undergoes certification, based on the results of which decisions are made on promotion, relocation, and demotion. In its philosophy, this is an American career model focused on the individualism of a person.

Snake career model.

It provides for the horizontal movement of an employee from one position to another, by appointment for a short time (1-2 years). This enables the line manager to study specific management functions in more depth. This knowledge will be useful to him in a higher position. The advantage of this model lies in the possibility of meeting the needs of a person in the knowledge of the management functions of interest to him. This implies a constant movement of personnel in the management apparatus, the presence of a clear appointment system, a detailed study of the socio-psychological climate in the team (widely used in Japan).

Career planning consists in choosing a career model for various stages of the life cycle. With continuous improvement of personal qualifications and taking into account the interests of the organization.

Model of my career - "Springboard":

• - career planning- involves a scientific justification of the rational age and standard terms for occupying positions, taking into account the wishes and personality of the employee. The following main career planning methods are used.
• 1. Analysis of personnel records.

The data is statistically processed and the period of occupation of identical positions is revealed.

2. Sociological and expert survey of scientists and business leaders.

The survey concerns the rational age and tenure of positions, followed by the processing of the results by rank correlation methods.

• 3. Combination of these methods and a comprehensive assessment of management personnel with the help of rating. With the help of the rating, it is possible to derive rational values ​​for the age and terms of holding the position for each position of the manager and specialist.
• - conditions and wages

The organization of labor includes a set of issues related to the workplace of the employee and its technical equipment.

Remuneration is a key issue in the placement of personnel, as forms the income of workers and is the main means of reproduction of the labor force.

Social benefits determine the totality of monetary and material benefits received by the personnel of the enterprise, as a rule, in different sizes for all categories of workers and are an additional source of income.

Social guarantees include the obligation of the enterprise to pay compensation and benefits to employees after each year or in the event of force majeure.

- personnel movement

The organization of the movement of personnel is of fundamental importance in its arrangement, because ensures the replacement of vacancies and compliance with the planned career of employees. The movement of personnel consists of the following procedures:

• ? promotion or qualification, when an employee replaces a higher position, and the worker receives a new rank;
• ? relocation when an employee is transferred to another equivalent workplace (workshop, department, service) due to production needs or a change in the nature of work;
• ? demotion, when, due to a change in his potential, an employee is transferred to a lower position, or, based on the results of certification, to a lower rank for a worker;
• ? dismissal from the enterprise, when the employee completely changes his place of work due to dissatisfaction with working conditions or inconsistency with the workplace.

The movement of personnel is organized in accordance with the personnel policy personally by the director at small enterprises or his deputy for personnel at large and medium-sized enterprises.

We can distinguish 7 stages of a person's business life, linking them with the age of the employee:

Stages: 1. Training.

• 2. Turn on.
• 3. Achieving success.
• 4. Professionalism.
• 5. Reassessment of values.
• 6. Mastery.
• 6. Staff adaptation- this is the process of adapting the team to the changing conditions of the external and internal environment of the organization, and the adaptation of the employee is the adaptation of individual individuals to the workplace and the work team.

Staff adaptation includes:

• - probation- this is the main period of adaptation of a new employee of the organization. For a worker, the probationary period is 1-3 months, for a specialist and manager - 3-6 months. During the probationary period, the head of the department is obliged to appoint a mentor, make sure that the accepted employee meets the requirements of the workplace, identify and record all cases of violation of labor discipline, including intra-shift downtime and loss of working time; socio-psychological climate in the team in connection with the emergence of a "newcomer". Young specialists who have shown themselves well in practical work are the main source of replenishment of the reserve of personnel for promotion.
• - adaptation of young specialists

The main task of the joint work of organizations, enterprises and higher educational institutions in the preparation of future production specialists is to teach them to make independent decisions, the ability to be responsible for their actions, provide deep professional knowledge, and also develop the material base of educational institutions.

- mentoring and consulting

Mentoring? it is a process in which one person (the mentor) is responsible for the promotion and development of another person (the novice or mentee) outside of the normal manager-subordinate relationship.

Characteristics of a mentor include:

• - strong motivation to help others in their development;
• - Significant and recognized experience in skills;
• - the ability to identify the strengths and weaknesses of the mentee and formulate actions to correct or develop them;
• - personal skills in building relationships with the mentor (and with his manager) and conducting training;
• - knowledge of the interests, desires and abilities of their subordinates;
• - giving trust to subordinates and expecting the same from them;
• - the focus of their interests to a greater extent on the individual than on work.

Consulting. Individual counseling means listening to the individual worker and allowing him to find ways to solve a problem or reduce anxiety in areas that matter to him.

- human resource development- this is a complex and continuous process of comprehensive development of the personality of the employees of the organization in order to increase the efficiency of their work.

For managers, the daily tasks of working directly with employees as assessor, consultant, interviewer, mentor and educator are combined with active involvement in developing, supporting and overseeing the human resource development process.

Scheme of one of the options for the development of human resources

Organizational strategic plan		Formation of goals and criteria for managing the organization and its divisions
Quality of working life		Development of life goals for employees and quantitative criteria for their assessment (for 5-10 years)
Organization resources
Organization annual plan		Formation of an annual plan for the development of the individual in the areas of human activity (economics, management, pedagogy, science, medicine, physical education, etc.)
Social development plan
Plan for professional development and vocational training		Staff development and vocational training
Organization annual plan		Organization of effective labor activity and a good socio-psychological climate
Internal regulatory documents (regulations)
Results of sociological surveys		Systematic work on the development of the personality of employees (events, surveys, counseling, mentoring, evaluation of personal achievements, etc.)
Personal files of employees
Documentation for appraisal of employees		Assessment of the achievement of life goals of employees during the certification of personnel (1 time in 3-5 years)
Annual plans of the organization (for 5 years)

7. Personnel training is designed to ensure that the professional knowledge and skills of employees correspond to the current level of production and management.

Staff training includes:

• - professional training allows you to get a working profession or specialty and provides for three levels (elementary, secondary and higher) with the receipt of a document on education (diploma, certificate). The term of study is from 1 to 6 years. Higher education is received at universities, academies and institutes that have a license and state accreditation. Russia is gradually moving to the European standard of a two-level education system.
• - training is an important stage of training to ensure that the level of knowledge is appropriate for the workplace. Distinguish between medium and short-term advanced training. It is carried out at professional courses, at schools of managers, at faculties of advanced training and at business institutes. The term of study is from 1 day to 6 months.
• - retraining of personnel provides for the acquisition of a second working profession or a second specialty to ensure the loading of personnel and increase the efficiency of their work. It is carried out in educational institutions when workers master a second profession, and employees a second specialty. The term of study is from 6 to 24 months.
• - postgraduate additional education is carried out to obtain the highest professional or scientific qualification in postgraduate or doctoral studies. The term of study is 2-4 years.

Company. The Golden Nut confectionery factory, established on rented premises 5 years ago, is managed by the general director, who is also the sole owner.

Business type. Production and sale of chocolate sweets (by weight and sets), bar chocolate, chocolate figures. Own distribution, warehouse, transport, company store.

Market position- sustainable. The client base includes wholesalers and large stores.

Financial position- sustainable. The increase in turnover over the past year was 15%.

Staff. Number - 1000 people, average age - 35 years, annual turnover - 10%, the share of employees with higher education - 35%.

Three main options for enterprise strategy:

1) Innovation strategy- production of a unique product

2) Quality strategy- offering high quality goods and services to consumers

3) Cost Leadership Strategy- planned policy outcomes,
aimed at "avoiding unnecessary costs"

Exercise. For one of the strategy options:

1. Develop strategic goals for working with personnel

2. Develop a draft personnel policy

3. Develop goals for working with personnel for 1 year

We choose a quality strategy, since the production of a unique product is not the best option for an enterprise that produces a large range of consumer goods; the financial position of the enterprise is stable, so it is possible not to adopt a low-cost leadership strategy.

1. Strategic goals of work with personnel:

Achievement of a high level of professionalism by the entire staff

Increasing the share of employees with higher education

Involvement of personnel in the corporate environment, the perception by employees of the values ​​and objectives of the enterprise as their own

2. Draft personnel policy

It is necessary to develop an action program based on the strategic goals. Align the general principles and goals of working with personnel with the goals and principles of the organization. Next, you need to distribute the functions of personnel services, establish their responsibility for the actions taken.

It is necessary to introduce a system of remuneration and incentives that meets the goals, ensure the professional growth of employees, and ensure the implementation of a quality management system. For permanent workers, it is necessary to develop a system of social guarantees. It is also worth working with the trade union.

3. Goals of work with personnel for 1 year:

Reduce staff turnover up to 7%

Attract highly qualified employees in the amount of at least 30 people

Create a system of work with personnel that meets the selected personnel policy

Increase staff satisfaction

Implement a remuneration system that takes into account quality indicators

Exercise. The author of the book "On the ability to work with people" - the head of the well-known space company Mary Kay writes: "We believe that our own leaders need to be raised within the company. We do not need to take a person from outside if we have already trained our own qualified specialist. When a vacancy becomes available, the department manager must submit a description of the nature of the job to our human resources department, which in turn posts this information on the bulletin board in all company buildings. Any employee can propose his candidacy. It doesn't matter what he's doing at the moment. If a person doesn't like their current job or feels that a new location opens up an opportunity for further advancement and believes they can handle these responsibilities, they apply. All applicants are invited for an interview, and sometimes up to twenty-five people apply for one place ... "

What features of the personnel policy of Mary Kay can be noted based on this example?

The peculiarities of the personnel policy are its closed nature, that is, the replacement of vacant positions with their own people, and not with new employees, the personnel policy is rather directed inside the organization; the policy is quite liberal, since any employees of the company can apply for vacant positions

When evaluating the effectiveness of personnel policy, both quantitative and qualitative indicators are taken into account. List their:

Priority of human and intellectual potentials in working with people

The degree of implementation of the company's personnel policy, the use of resources allocated for the target tasks of this policy

Attention to the problem of personnel policy on the part of the highest bodies of the company

Degree of information support

The accepted style of work of the top managers of the company with people

The degree of cohesion and qualifications (in matters of personnel management) of the management team

Specific efficiency of personnel decisions

Satisfaction of employees with the existing corporate system of labor organization and social relations

Achieving a specific end result

Leadership ability to plan

Availability of own rules for the execution of personnel orders and decisions on time and at a certain quality level

Section III. Personnel planning.

HR planning- this is a purposeful activity for training personnel, ensuring the development of personnel, calculating its professional and qualification structure, establishing general and additional needs, and monitoring its use.

Personnel planning is an essential element of the organization's overall planning system.

HR planning principles:

participation of the maximum number of employees of the organization;

· succession;

Flexibility

Continuity

harmonization of plans through their coordination and integration;

Compliance with the requirements of labor legislation;

accounting for the individual and collective psychology of workers;

creation of the necessary conditions for the implementation of the plan;

maximum disclosure of the abilities of employees;

Accounting for economic and social impacts.

Personnel planning is carried out using various methods.

Exercise. List the main planning methods and reveal their essence. Show the advantages and disadvantages of these methods. What methods of determining staffing needs would you recommend to a large commercial bank, McDonald's, ATC?

Quantitative planning methods:

Budgetary: a table is built that reflects the receipt and expenditure of resources;

Balance: drawing up a system of balances;

Normative: the use of standards (number, manageability);

Statistical: use of statistics from previous periods and other enterprises;

Extrapolations: projecting the current situation into future periods of time

Qualitative planning methods:

Expert assessments;

Group assessments (brainstorming);

Delphi method (expert and group);

SWOT analysis;

computer models

For a large commercial bank, the budget method is most suitable in combination with the use of computer models.

For McDonald's, you can offer a SWOT analysis, an extrapolation method.

The most suitable methods for ATC are statistical and budgetary.

The indicators used in planning are divided into: approved and calculated, natural and cost, absolute and relative, quantitative and qualitative. For analysis and planning, as well as assessing the competitiveness of the organization, a system of labor indicators is used.

Exercise. Provide an approximate list of indicators for labor and enter in the table.

Name of indicator	Unit	Characteristics of the indicator
1. General economic indicators (list)
Labor productivity Sales volume Wage level	Piece Piece Ruble	Shows the efficiency of work and organization of labor Characterizes the general position of the company Characterizes labor costs
2. Personnel indicators (list)
Share of employees with higher education Share of employees with various qualifications Number of managers	Percent Percent Person	Characterizes the level of education of the staff Characterizes the level of professional skills of the staff Characterizes the management structure
3. Staff costs (list)
Expenses for recruitment and adaptation of staff Expenses for professional training and retraining Expenses for cultural events	Ruble Ruble Ruble	Characterizes the attention of the enterprise to new employees Characterizes the work to improve the professional level of personnel Characterizes the attention of the enterprise to the social aspects of labor
4. Working conditions (list)
Salary level and social package Workplace organization Working hours	Ruble - -	Characterizes the material side of labor Characterizes the level of comfort and compliance of the workplace with the requirements imposed on it Characterizes the temporal aspects of labor

Personnel planning is carried out in various time frames. List HR planning levels:

1. strategic

2. tactical

3. operational

Define.

General staffing requirement is the basic requirement determined by the volume of production and the additional requirement

Additional staffing requirement- this is the difference between the total need and the availability of personnel at the beginning of the billing period

Situation "Planning to attract personnel"

Description of the situation. It is necessary to draw up an operational plan for working with personnel at OJSC Kalugaputmash. One of the sections of this plan is the section "Planning to attract personnel." The analysis showed that the organization is experiencing an additional need for staff.

Formulation of the problem. Determine which internal and external sources are expected to meet the need for staff in the planned year, disclose the advantages and disadvantages of sources and determine specific staffing needs.

Guidelines

The sources of meeting the need for personnel are given in the table.

Workforce recruitment planning

Ensuring the need for labor force at the expense of the employees of the enterprise	Systematic monitoring of the labor market	Specific measures to attract labor	Recruitment
Release due to structural, technological, organizational, social changes, as well as production capacities Relocations for the purpose of internal exchange of experience Appointment of young specialists to higher positions	Constant contacts with: a) state labor authorities (informing intermediaries about your enterprise); b) schools, vocational schools, secondary specialized educational institutions, special higher educational institutions, universities (informing about your company)	Sending applications for the necessary workforce to government labor administrations and educational institutions Studying job search advertisements, publishing your own advertisements, studying the press depending on the goals and region Involving HR specialists	Examination of written job applications and pre-selection Employment interview Employment with a trial period

Covering the need for personnel at the expense of the employees of the enterprise is useful because there is no need to spend efforts to attract new employees, their registration and adaptation. Current employees are already familiar with the situation at the enterprise and with the work itself. But it is unlikely that it will be possible to fully cover the need for personnel from internal sources. It can also lead to an overburdening of existing staff.

Hiring new people through the labor exchange and educational institutions will help cover the need for staff, new employees will receive low wages. But it will be necessary to spend the costs of their design and adaptation, professional additional training, which will take some time.

A targeted search for employees who already have the required experience and qualifications will attract highly qualified specialists, but this method requires additional time and costs for search and selection.

Exercise. Make a description of the position of the head of the group for the promotion of the goods of Elmat OJSC according to the following scheme.