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Theory and practice of personnel management - Shchekin GV

4.2. Organization of the Personnel Service

An example of the organization of human resources in fully automated enterprises with a closed technological cycle can serve as so-called electronic firms. Here, the main tasks of the personnel management service are the search for ways of involving workers in the activities of the enterprise, developing their individual abilities, encouraging the spirit of creativity and enterprise. The directors of the departments of "human relations" are responsible for the results of a social nature (moral climate, recruitment, etc.); Their work is assessed by quantitative criteria. Statistical methods that influence the adoption of necessary decisions are widely used. Widely used computers and other advanced technology.

In order to create a "family atmosphere" in enterprises, managers, in addition to various kinds of meetings in an informal setting, often come to the shops, listening to comments and suggestions from employees directly at the workplace. The obtained results are brought to the public knowledge - in the shops you can see information boards about the production process, the number of consumers, their attitude to products, stock movements, the state of commodity turnover, etc.

The flexible organization of labor contributes to the stimulation of the staff to creative work: they are worked on by teams (brigades), whose structure is very mobile and not subject to formalism; Competition is encouraged between groups and even duplication of work, mistakes made do not lead to sanctions, success is necessarily rewarded financially, and in a short time. The bet is made on an individual worker, but as part of a group. Large enterprises regularly conduct questionnaires of employees to study public opinion, in most cases it is done anonymously. An important place in the work of the HR department is the professional training of personnel to facilitate the internal movement of specialists.

The selection of personnel is of paramount importance; In this process, not only the head of the personnel service and the highest representatives of the administration participate, but also the interested brigade. In order to reduce the cost of finding qualified personnel, the administration not only publishes the lists of available vacancies, but also awards its employees (at a rate of $ 500) for each candidate who successfully passed the probationary period. The main criteria for the selection of personnel are the technical training and potential capabilities of the candidate, compatibility with the team of the enterprise, stability of work. The elucidation of the candidate's abilities and knowledge occurs during detailed interviews, which can be repeated many times.

Interviews are also used for annual certification of senior management and specialists, and for the rest of the staff they are held twice a year. The assessment of employees is carried out taking into account the extent to which the tasks assigned to the group (team) are realized. Each employee can express his / her opinion on ways to improve the work, after which the group outlines a plan of action, sometimes with the help of a specialist. During the interview, the management can use pre-prepared questionnaires. In some companies, subordinates informally inform the senior executive so that he can learn the necessary lessons for the future. When assessing employees, the directorate of the enterprise, as a rule, does not take into account the mistakes made by them, because it proceeds from the principle that enterprise is always connected with a risk that can entail mistakes.

The number of employees of the personnel service depends primarily on the total number of workers employed at the enterprise. But French experts believe that the following points should be taken into account. Their ratio is always greater for small and medium-sized enterprises, because it is not advisable to reduce the staff service below a certain level due to the fact that it must ensure the full operation of all areas of labor relations. At large enterprises, there is always an opportunity to save on the number of personnel in the staff without significant damage to the interests of the collective. The amount of work of the human resources service is significantly increased when it has to serve a variety of production areas or when they are territorially scattered. Comparison of industrial enterprises with service establishments indicates that the latter have more employees in the latter because of the absence of a lower level of managerial personnel of the industrial type (team leaders, masters) who can assume the performance of some functions of the personnel service.

French specialists, analyzing the role and functions of the personnel service, distinguish three main areas: • the main thing - recruitment and dismissal of personnel, salary issues, labor discipline, relations with trade unions - is of an administrative nature and is designed for a short period of time; At the same time the chief of the personnel service is usually not included in the top management of the enterprise or institution;

• planned guidance for the purpose of "harmonizing" various aspects of social and human problems at the enterprise: recruitment, vocational training, promotion of personnel, working conditions, wages, relations with trade unions; At the same time, the head of the HR department is usually included in the top management level;

• purposeful management of the enterprise, designed for the future, where the personnel service should contribute to the achievement of stability in the team, the increase of economic performance in work, creating an environment of "social peace"; At the same time, the head of the personnel department is necessarily included in the director's council, and the personnel of the personnel service are considered "functional employees".

Distinctions between these directions of activity of personnel service can be explained as follows. In the first case, when a new enterprise is created, the head of the HR department recruits staff after the management has determined the tasks of production and the technical base is established for them.

In the second case, the personnel manager needs to develop a plan of measures in the field of vocational training, transport, auxiliary services, etc.

In accordance with the third direction, the head of the HR department is involved in preliminary work to determine the contours of the future enterprise on an equal basis with directors of technical and commercial services.

When it comes to hiring a workforce, in the first case, people are employed in existing professions, in the second - they calculate the labor requirements for the year ahead, taking into account the possibilities of the enterprise development, availability of labor resources, age and qualification levels of employees, the need for internal staff permutations . In the context of the third direction, the HR department has access to the full range of managerial decisions, be it recruitment, reorganization of the structure, change in the management system, etc. Some managers believe that the issues of hiring a workforce are a strategic problem of enterprise development in a competitive environment.

It is impossible to define a permanent "unified" type of head of the HR department, since its status depends both on the nature of the enterprise and, in many respects, on the manager's view of the place and importance of the personnel service. Naturally, in small and medium-sized enterprises, managers sometimes substitute personnel services, focusing on "everyday dialogue" with staff. At large enterprises, on the contrary, there is a wide range of service posts occupied by heads of personnel services: from the head of the personnel department (management), the "director" for personnel (or social issues) to the deputy general director of the enterprise or company.

At large enterprises, the HR department performs the following functions:

• administrative activities that ensure the practical application of the provisions of existing labor laws and collective agreements, including wages;

• Solving employment issues, including hiring, getting acquainted with the workplace and working conditions, transferring to another job, promotion on the production or service ladder;

• Vocational training aimed at identifying potential opportunities for employees to further their career growth;

• Solving issues of material remuneration, including attestation of jobs and posts, determining the structure of wages, taking into account social benefits, articles of the collective agreement and the labor market situation;

• regulation of social relations, including ensuring contacts with trade unions and elective bodies, preparing collective agreements, promoting public events, identifying the causes of social tension in the team, and so on;

• monitoring of working conditions and safety precautions.

In addition to the above functions in individual enterprises, HR services can deal with the staffing table (its structure and organization), the settlement of labor disputes and legal disputes [1].