Theory and practice of personnel management - Shchekin GV

2.2. The Human Resource Management Cycle and the Manager Function

Human resource management is part of the personnel policy for which the manager is responsible . This is part of his professional duties. In carrying out this task, the manager uses a number of interrelated key elements, which are called the human resources management cycle. These elements include:

• selection of personnel;

• evaluation of professional qualities (activities);

• remuneration;

• training and professional development.

In Fig. 1 shows the process of personnel management, in which the key elements are interrelated and interact.

The Human Resource Management Cycle

Fig. 1. The cycle of human resources management [3]

This toolkit is a system in which traffic must be constantly maintained if the enterprise wants to exist normally. This is an obligatory, but not sufficient condition. The human resources management system should be integrated with the entire strategy and organizational structure of the enterprise as a whole (Figure 2).

Influence of strategy and organizational structure of the enterprise on management of human resources

Fig. 2. Influence of strategy and organizational structure of the enterprise on management of human resources [3]

The manager formulates the strategic goals of his organization or unit. Further, the only auxiliary means are workers who, if properly used, can realize their goals.

Each human resources management tool can be considered separately. First, let's look at the role of the line manager in the management of employees. What are its tasks?

First of all, he must draw up an activity plan for himself on the basis of the following specific questions:

1. What exactly do I want to achieve at my company in the future?

2. What are the requirements for this task that my organization must meet?

3. How should this relate to the knowledge, skills and skills of employees already working?

4. What skills and abilities do my employees actually have?

5. How in practice will I establish contacts and what needs to be done for this?

6. What should I do: recruit new employees (or) and provide training for existing ones? Should higher pay be introduced as a way of motivation, how to manage work?

The first question is strategic. Any form of management begins with the definition of the goals and intentions of the manager, taking into account the specifics of his organization. It is important to determine the place your organization takes in relation to the outside world. What is its competitiveness? How is the situation in the markets on which your organization depends?

The second question covers the features of the structure and characteristic features of the culture of production in the enterprise. These are the following points:

• What is the structure of the organization (whether it consists of separate closed units, is there a large interdependence)?

• what is taken into account in the culture of production (norms, values, prospects, history) and can somehow affect it?

• Is the structure of the enterprise sufficiently flexible (the ability to adapt to innovations, the speed of change)?

• How are decisions made (bureaucratically or informally)?

• Are staff tasks and their functions (simple or multistage) too broad and vague?

• What is the relationship to personal labor contribution, work style and employee performance (labor organization)?

It is important to reconcile these aspects with the developed objectives of the whole enterprise.

The third issue relates to the area of ​​human resources planning and covers the following activities:

• based on the main objectives of the enterprise and the structure of the organization receive specially designed tasks for each direction of personnel management;

• forecasts for internal and external demand and supply of human resources;

• Provision of personnel in priority areas;

• Costing (recruitment, selection, management, training and preparation).

The fourth question relates directly to available human resources. Considering it, it is necessary to consider such aspects:

• Are the current employees competent (what is the depth and breadth of their knowledge and experience)?

• Are employees interested in the success of the whole enterprise (do they identify with it)?

• Are staff members willing to be psychologically aware of the changes (will they be able to understand the benefits of the changes, will they respond positively)?

• Are the current employees "well-fitted" into the existing production culture at the enterprise?

• What external factors influence the quality and quantity of your staff at the moment?

The fifth question relates to the style of behavior of the manager, whose task is to familiarize employees with their plans and the purpose of their actions. What is this leadership style? The most important task in this case is to choose the only correct way of supplying the required exact information.

The sixth question concerns the use of the previously mentioned human resources management tools, which include recruitment, selection, evaluation and remuneration of labor, training and preparation [3].