This page has been robot translated, sorry for typos if any. Original content here.

Managing Human Resources - Krasnoshapka V.V.


3.1. The sutnist personnel plan

The concept of pre-prepared, approved on Maybut, personnel policies, right to all aspects of current approaches to managing personnel potential, it is possible to realize for additional personnel plan. I can help you to learn more, to be an interesting robot, so I have an interest.

Plan for people’s resources - analysis and vivchennya consume for personnel_ for secure access to organizations. Thus, the day-to-day planning of people involved in activities for securing the organization of appointments at the right time is necessary for students who need to work, at the same time they need to work for you.

Personnel planuvannya (KP) is guilty of date vіdpovіdі on offensive meals:

1. Skills of practice, what kind of qualification, how much will be needed?

2. What kind of rank can you get the necessary staff, but how to pass the excess, without the suttvih social welfare?

3. How beautiful is the staff of vidorovdivnosti zogo health?

4. What kind of security should I have to provide staff with a new look for new types of work, as well as secure personal knowledge for staff with the needs of the organization?

5. What kind of vitrats do you need scheduled personnel? Come in?

Personnel plan to submit to :

1. Strategic (global, pre-war, international).

2. Operational (administrative, short-term).

The HRM strategy is based on the basis of the foreign strategic development of the organization and the transfer of the personnel, the strategy, the goals, the tasks and the approach (Fig. 3.1). In the process of personnel planning, the necessary factors must be taken into account:

І. Internal organisation:

1. Tsіlі organizatsії.

2. Rukh personnel (tobol zvіlnennya, vihіd retirement, maternity leave, timchasova non-relevance).

3. The financial mill of the organization.

4. Corporate culture.

II. Зовнішні:

1. Stan ekonomіki.

2. Development of technology and technology.

3. State policy in the sphere of employment.

4. Competition and rinkova dynamics.

interconnection of strategic and personnel plan