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Theory and practice of personnel management - Shchekin GV

5. The objectives and the basic methods of personnel management

5.1. The terms of the personnel management system

Effective human resource management systems include usually three interrelated subsystems - artists, works and information of management [1, p. 76-83]. Subsystem performers contains information about the abilities, interests and motivation of employees; subsystem works - about all sorts of tasks, projects, individual roles, the performance of which is necessary for the organization; subsystem combines the information of management information about artists, works, and practices move employees, assign them to certain jobs and positions. Consider the data subsystem more [1; 4].

performers subsystem

Selection and recruitment

In this area, many firms follow an extremely simplified strategy, aiming to attract highly qualified specialists and promising them "golden mountains". This often leads to the fact that the qualification of the specialists exceeds the organization's needs, and the specialists themselves are frustrated because the company-employer does not fulfill its obligations.

The most efficient operating companies conduct selection of candidates on the basis of accurate preliminary analysis of the requirements for the executor of certain work. The applicant will provide detailed and actual information on the proposed operation to the fact that he deliberately made his choice.

Preparatory training period

Many companies mistakenly believe that it is enough to choose a good candidate - and it starts to work effectively immediately on assuming office. Experience of leading companies shows that even specialists of high qualification requires a certain period of adaptation to the specific conditions of work. For example, an engineer - specialist in computer systems - usually does not have the necessary skills to solve real production problems for the joint analysis of options in groups. With this in mind, leading companies have established different systems of initial training and adaptation. For example, the American company "Motorola" concludes with new staff contract for the passage of a two-year training in general and special disciplines. Oil "Esso" company practices accelerated horizontal movement of employees in the initial period of their activity, to form their broad understanding of the areas of activity.

Setting goals and rewards

Labour motivation is one of the key problems in organizations. Many companies impose unreasonably high expectations for monetary rewards and catalytic role of the formal status. The effectiveness of these systems is low, because it is difficult to maintain this balance between the achievement of specific objectives, status and remuneration.

Leading companies pay great attention to setting goals and objectives. It is essential that in this process, the future artist was actively involved, which should confirm that these goals are for his significant and achievable. Communication award level to achieve common goals provides motivation through the evaluation of the results. The effectiveness of such systems increases with the frequency of feedback.

The system of direct cash rewards advisable to supplement the indirect recognition of employee productivity measures, which include providing them with greater autonomy and responsibility in the performance of both standard and creative tasks [1; 4].

subsystem

Participation in decision-making

Too often, organizations are transformed into rigid bureaucracy, where the goals are not formed by people, and certain rules, where decision-making system degenerates into an authoritarian system of command and control. The authoritarian and bureaucratic system destroy motivation and create the employees a sense of powerlessness.

It is known that the quality of decisions is increased if their future development are involved direct executors. Even in such giant corporations as "General Electric" (USA), senior management meets regularly with the workers and employees of various levels to discuss the most important problems and their possible solutions. Personnel Management Staff should guide managers of all categories in the broad involvement of artists to participate in the discussion and decision-making.

Design work

Too deep division of labor led to excessive fragmentation of work, reducing the demand for skilled workers. In recent years, in many countries there is a move in the opposite direction. For example, the company "Volvo" (Sweden) and "Philips" (Netherlands), among the first Western firms have begun to fundamental changes in the organization of work. With the participation of new variants of the production processes for HR professionals has been designed to ensure that intellectual labor enrichment, raising the degree of independence and responsibility in decision-making. This approach is particularly productive in an environment of rapid technological change.

On the one hand, there is a risk that the intensive computerization of production and management will lead to the emergence of a new rigid system of command and control. On the other hand, the computers can be used to create new forms of interaction in groups. The choice depends on the position of specialists in human resources management.

Organizational design

New approaches to the design of the work and participation in the management help to reduce the vertical stiffness in terms of the organizational hierarchy. However, while maintaining the divisional structure of modern organizations there is a danger of uncoordinated action horizontally due to the excessive rigidity connection. If each branch behaves like a "little empire", the variety of activities does not give us the expected benefits. by HR professionals should contribute to the destruction of such barriers (perhaps by horizontal movement of employees and the intensification of flows between units).

management style

You must realize that the work system is not confined to the formal distribution of tasks and roles. any level manager should be aware of how his decision to fit into the overall management processes in the company. Leading firms are investing heavily in training and development of managers in order to form a staff of competent and proactive professionals. For example, a course at the London School of business managers do not only get a certain knowledge, but also practical skills formation management "teams" for joint solutions to specific problems in their organizations. in such programs for HR specialists sent to study company managers who participate can do the most good [1; 4].

Information supply management subsystem

assessment of activity

Achieving maximum correspondence between the artists and the work requires continuous feedback. Now, however, the most common appraisal system, orientated exclusively to the one component of the production process - performers. In some companies, a control system based on two-sided estimates, and allow employees to periodically assess the attractiveness and achievable objectives, to offer their own versions of the improvements in the organization of work and management style. This approach provides a focus assessments on future operations, and not only on the past. Leading companies are using multi-dimensional assessment of abilities and needs of its employees. "Assessment centers", as a rule, are a two-day program, including a set of psychometric tests, group discussions, modeling of situations and a detailed interview. Staff personnel management services make a significant contribution to their establishment and effective functioning.

Career planning and mentoring

Many companies have found that employees attach great importance to his career and appreciate the support and recommendations for planning. Managers should receive special training to help employees make the right, informed choices areas of professional growth and career. For these purposes, some companies are using advanced system of mentors (mentors). This is mainly experienced managers who do not have direct authority of line managers, and act as "good uncle", giving advice and provider of informal support, based on their knowledge of real institutional mechanisms. It has the support of specialists in human resources management services for efficient operation of the importance of mentors system.

Appointment and Promotion

by HR professionals must play a leading role in ensuring the rational movement of staff. Should not be allowed to increase took place spontaneously, unprepared, at the moment of the release of any office. Continuously operating rating system provides the necessary information to identify potential candidates for executive positions. If you are interested candidates, they should provide an opportunity for focused training and experience required to occupy specific positions [1; 4].