home Management Theory and practice of personnel management - Shchekin GV

Theory and practice of personnel management - Shchekin GV

2.3. Procedures for the management of human resources

Let's consider in detail the main ones. The cycle usually begins with the selection of personnel - a process in which firms select candidates for the performance of certain functions in the "labor market" (that is, from the entire available unoccupied workforce). When selecting and hiring, the main thing is the competence of the candidate in the required field. Therefore, the main task is to attract several worthy candidates to replace each vacant post, and then choose the most competent among them.

When recruiting new employees, it is necessary to be guided by the following motives:

• clearly define the requirements for this work, carefully analyzing the tasks and the assumed responsibility, to formulate a description of the functions and a list of required qualities of the candidate;

• Determine whether this is an internal or external recruitment (within the enterprise or on the "labor market");

• Select the most interesting applications and agree with candidates about the interview;

• Select a candidate based on the results of the interviews, tests and recommendations.

Evaluation of professional activity is a process in which the managers of an enterprise conduct regular meetings with employees, discussing and evaluating their previous professional activities, current opportunities, and plans for the future. Such a process is very important, as attention to each employee in his specific work situation allows to activate and motivate staff, and also helps to carry out personnel planning. This approach can be used both in itself, and in combination with material incentives.

The result of evaluating the work of an employee becomes either a reward, or the adoption of measures for training and professional development.

At the policy level, the evaluation of professional activities includes four main tasks:

• Improving the efficiency of production organization through the optimal use of available human resources;

• Identifying employees who are able to perform more responsible work and giving them the opportunity to realize their potential;

• help in self-improvement of employees through close attention to their needs, motivations, talents, as well as encouraging the desire for professional growth;

• increase of wages in order to comply with the increased professional level.

At the level of tactics, the main requirements for assessing professional activity are as follows:

• to increase the interest of employees in labor through the motivation of their work;

• to achieve better mutual understanding between supervisors and subordinates through interviews, observations, discussions;

• Improve employees' satisfaction by identifying obstacles and obstacles in their work and seeking ways to eliminate them;

• communicate to the subordinates the evaluation of their activities;

• accumulate professional forces, and if necessary, improve and retrain to act on a specific plan;

• Set realistic and achievable goals for the near future;

• consider all possible options for personnel reshuffles within the organization.

Remuneration refers to what a leader can give a subordinate or do for him for the work done by him. Usually we mean in the first place material compensation: all payments received by the employee during his work and in connection with it. The most common of these payments is the salary received by him weekly or monthly. Premiums - a form of material compensation, directly related to the quality of the employee's work or the financial success of the whole enterprise.

Since wages often account for up to 50% of total production costs, the capacity of firms to provide incentives is limited. But there are a number of intangible forms of encouragement that a manager can resort to: promotion, providing opportunities for further education, praise, tactics of behavior, giving the employee confidence in the firmness of his position in the firm, assigning more responsible tasks, etc.

All these methods are based on the principle of motivation, increasing the employee's interest in his work.

Training and professional development . In countries with market economies, firms spend huge amounts of money on training and improving the skills of their employees. Training (as well as recruitment) is an activity that requires special skills, so companies often turn to the help of specialists from relevant organizations. The need for training and professional development of employees is determined on the basis of their own wishes and the needs of the firm. A typical example of the latter is the need for the firm in future managers. Large companies strive to implement training programs for managers, combining training with practical work experience, so that talented young employees are ready to take executive positions in 5-10 years.

Training is conducted on a wide range of subjects. Currently, not only in the service sector (in hotels, restaurants), but also in public institutions, much attention is paid to the development of the basic skill, ie, the ability to provide quality services. This approach is based on the belief that every employee has his own permanent circle of clients, to whom he provides certain services. In Europe, for example, great attention is paid to the knowledge of foreign languages.

Firms invest considerable capital in training and skills development, although managers understand that not all costs will pay off, as some employees will switch jobs to other firms. But due to the fact that basically all firms operate according to the same training scheme, the overall level of training for the last 10 years has markedly increased.

Training and staff development are important for a number of reasons:

• the constantly changing nature of work;

• Structural changes in many areas of the economy, which lead to a reduction in opportunities in the manufacturing sector and their expansion in the sphere of services, technology and informatics;

• the emerging need for specialists with new skills, which 10 years ago was not yet;

• the preliminary training received by the staff has ceased to fully satisfy the needs of enterprises;

• Continuing education has become a prerequisite for the future success of both the organization and the individual. Many experts predict that by the beginning of the XXI century

The management of human resources will become paramount [3].

Literature

1 . Library of the manager of personnel: world experience. Human Resource Management: Overview Information / Comp. V. I. Yarovoy; Ed. GV Shchyokin. - К .: МАУП, 1995.

2. Kuzmin I. Management of human resources / / Leader. - 1991. - No. 9. - P. 10-15.

3. Feinhausen M., Bert J., Chris A. Management of human resources // Mosk. Journal. - 1991. - No. 8/9. - P. 1-7.

4. Human factor in the management and production activities of foreign firms. - Moscow: TsNIIITE, 1989. - Issue. 6.

5. Shchekin G.V. The theory of social management. - К .: МАУП, 1997.