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Theory and practice of personnel management - Shchekin GV

4. Personnel service and its functions

Traditionally, the personnel services performed the functions of accounting personnel and mediation in relations between the administration and the trade unions [1, p. 23-31]. A small number of personnel services were staffed mainly by clerical employees (previously, of the 10 employees of the human resources department, specialists were no more than four, and today the ratio is the opposite). Studies have shown that accounting functions now absorb only a tenth of the time budget of the human resources departments, despite the increased volume of processed and recorded information.

The full list of HR functions covers a wide range and is open to new forms of work. According to specialists, in 95% of firms, personnel recruitment and recruitment (in the rest, mainly small ones, only line managers do this), 88% perform the functions of organizing wages and 90% - other types of remuneration, 72% 69% plan and carry out social and personnel development, 74% are engaged in labor force forecasts, 65% - with sociological research at enterprises, 41% analyze labor productivity dynamics, 70% are engaged in social, cultural and domestic Questions [1].

Today, HR departments realize many functions previously dispersed in economic, production, technical and other spheres of management. Their integration testifies to the real parity of human, financial and technical resources (sometimes - about the priority of the first) in the practice of management within the enterprise. This construction of services allows the administration to really manage human resources and solve complex tasks of increasing the efficiency of production, which primarily optimizes the use of human resources, including personnel investment problems, and develop programs to attract a more qualified workforce, carefully select employees, stimulate Them, to solve the questions of personnel planning.

A survey of specialists showed that at present the greatest efforts of the HR departments (over the time spent) are aimed at labor relations, the selection and verification of candidates, the development and implementation of training and social development programs, and the organization of wages. At the same time, not always in all cases the personnel services control the relevant decisions and share this duty primarily with line managers and other services. The most important for themselves experts consider the first three of the listed functions, as well as the planning of labor resources and the analysis of employee complaints. Attention is drawn to the growing importance of functions related to the development and planning of human resources.

Thus, today, accounting, rather than content, analytical, and organizational aspects of personnel services prevail more and more. The professional level of human resources specialists, including psychologists, management specialists, teaching methods (teachers) and labor relations, which are being prepared at universities, has sharply increased. Of the 100 specialists on average, 12 are specialists in training, skills development and social development, 37 on personnel work, 38 are general managers for work with personnel. The discipline "Personnel management" is taught now in many universities. In large corporations among HR personnel 30% - with a master's degree. In recent years, a number of new professions and specializations have emerged in management, including recruiting specialists, interviewers (psychologists interviewing applicants for work), methodologists and instructors, career counselors, career counselors, organizational planners, administrators Employment programs, etc. The average size of the cadre service is one specialist for 135 employed in the firm, not counting clerical workers. The total number of people providing work with personnel, for example, on the scale of the American economy, exceeds 400 thousand [1].

Many functions are carried out by specialized organizations of consultants, training centers, firms for the selection of managers and firms that provide temporary workers, that is, management infrastructure organizations.

According to a survey of management consulting firms, 25% of them are involved in the rationalization of personnel management, and, in addition to a broad profile of personnel services, specialized services have become more important. Such firms act as the leading developers of management information subsystems working with cadres, while providing services for their implementation in corporations, and extensive advisory assistance. A large group of firms specializes in building payment systems and other types of remuneration (social benefits). Among them, one can single out services of a complex nature and advise on certain types of remuneration (benefits) and methods of calculating it (for example, assistance in the analytical evaluation of works, tariffing). Along with consultants, research firms, information centers play an important role.

A new phenomenon in the sphere of personnel management is the allocation of the function of selecting key personnel - managers and specialists - into a special kind of infrastructure organizations. Some of them already account for hundreds of thousands of recommended and recruited specialists.

Significant scale has reached the service sector associated with a new form of organization of employment of workers - under contracts between the firm-employer and firms that need temporary workers for the purpose of performing urgent orders, one-time works, and savings on staffing (otherwise the firm is forced to hold a reserve for Case of illness of employees, vacations, etc.). The main categories of workers provided by these firms - typists, secretaries, accountants, as well as computer operators, engineers, quality controllers, highly qualified accountants.

The most significant in terms of scale of activity in this new industry is the sphere of professional training and advanced training. It accounts for 20 to 40% of the total amount spent by firms for these purposes. An extensive market of educational materials, programs, and technical training aids has also been created.

In the organization of external management services, three main areas can be distinguished:

• commercial activities for the sale of services;

• participation of suppliers of complex products in the training of employees of the firm, consulting, up to the provision of already trained workers to service products;

• unification of interested companies in the form of special consortia, roundtables of businessmen, and also association of specialists through professional associations for the purpose of organizing training and research, publishing professional journals, and creating information networks [1].