The structure of the HR department in a large company. Why the HR department of your company? Teamwork

A separate structural subdivision (whatever it is called - directorate, department, division, service) dealing with human resource management is extremely necessary for the company. And, as you know, it is better to build everything correctly and soundly from the very beginning than to rebuild it later. And you need to start construction from the foundation, i.e. from structure.

The structure of the personnel management service depends on a number of objective factors, which include:

• organizational structure of the company;
• number of personnel;
• functions and tasks assigned to this unit.

Let's consider each of these factors separately.

Depending on the organizational structure of the company.

1) Linear-functional structure.

This is perhaps the most common organizational structure. The personnel management service in such a company is most often built on the principle of functional specialization. Each department is responsible for its area of ​​work. The structure of the service is shown in (Fig. 1). The number and name of departments will vary, depending on the tasks, strategic plans, personnel policy and company size. For example, the personnel department may also include a department social development, department of labor and wages, department of psychological relief, etc.

Rice. 1 Linear-functional structure

The linear-functional structure contributes to the development of professional knowledge and skills of employees (due to specialization), provides centralized control over functional operations, and allows for a unified coordinated policy in the field of personnel management.

2) Divisional (product) structure.

The divisional structure is typical for companies that have several product groups in their composition. Each of these groups focuses on their own priorities within the overall business plan. As seen in fig. 2, the division includes an HR manager who serves all his interests related to human resource management (recruitment, accounting, staff training, etc.). It is important to note that the HR manager in such a structure has a dual subordination: direct - to the divisional manager and indirect - to the HR director of the entire company.

Rice. 2 Divisional structure

The divisional structure is good because it allows the HR manager to delve deeper into the problems of a particular product group; attract specialists who exactly match the needs of the group, thoroughly explore the relevant market segment.

3) Structure based on geographical distribution.

The geographic structure is relevant for companies serving markets of a large geographical area. As a rule, the territory is divided according to the regional principle (Fig. 3). Each region (or association) has its own HR manager or HR department, reporting directly to the Region Manager. Sometimes in structures of this type there is a Head Office. In this case setting strategic objectives, coordination of activities and control over the implementation of the unified personnel policy of the company is carried out by the HR Director.

Rice. 3 Geographic structure

The advantages of the geographic structure are the opportunities to make better use of regional labor markets; timely respond to emerging problems in the region; concentrate the attention and efforts of the HR manager on local tasks; save money on specialist salaries and travel expenses.

4) Matrix (project) structure.

A characteristic feature of the matrix organizational structure is the isolation of individual projects from each other and from the central office of the company. On fig. 4 shows a typical model of such a structure. The HR manager reports directly (and, therefore, carries out orders) to the general director. Its functions are mainly to provide advice to project managers on personnel management, diagnostics of the socio-psychological climate in the team, prevention and resolution of conflict situations.

Rice. 4 Matrix structure

In larger companies, where the number, scale and duration of projects are significant, it makes sense to create a personnel management function. The structure of the service can be as follows: HR director in the central office and 1-2 HR managers in each project.

Depending on the number of employees of the company.

As practice shows, if the company has from 10 to 50 people, it is more economically justified to hire an outsourcing HR manager. It is necessary to determine the range of tasks that you would like to shift to an external specialist. These can be both relatively short-term projects (writing job descriptions, the formation of a database of candidates for given specialties, attracting a certain number of specialists to the company, etc.), as well as a fairly long-term cooperation.

Outsourcing - subscriber service of sites " life cycle"of the company or the transfer of part of the functions included in the structure of the company's work to a third-party contractor who highly professionally and responsibly performs the work entrusted to him in the interests of the customer.

Outsourcing contributes to the release of the manager's time, savings on the purchase and equipment of a specialist's workplace, and the absence of expenses for employee training.

If the number of the company exceeds 50 people, a full-time HR manager is already needed. On average, 1 HR manager "relies" on 50-100 people. Numerous observations confirm that the full implementation of their functional duties HR is capable of carrying a maximum load of 120 people. Further calculations are easy to make. For example, if the company employs 350 people. Therefore, in order to really deal with personnel, a service consisting of at least 3 people is needed.

Depending on the tasks that face the personnel management service.

The functions of the personnel management service can be divided into 3 categories:

1) strategic planning(development of personnel policy, long term planning, innovative development);

2) consulting (support for company managers in key moments of personnel management, providing advice to company personnel on issues labor law);

3) operational functions (daily work to provide the company with personnel, personnel records, statistics collection, etc.).

To implement the strategic objectives, you will need a specialist with the highest level of specialization in the field of human resource management. This is the category of director / manager / personnel manager, whose main task is to promote change at all levels of the organization.

Consulting can be carried out by a personnel specialist with practical experience in the implementation of personnel policy. Its activities may relate to highly specialized aspects such as change management and learning; coordination of actions in the field of their specialization; grade foreign market labor, etc. Companies can also invite a freelance specialist to the position of consultant. This is especially advisable if there is no constant need for the services of a consultant.

Operational functions are performed, as a rule, by an entry-level or middle-level specialist, administrators, assistants to the personnel manager. Their task is to develop and maintain the use of certain procedures, to carry out current operations. The list of their actions includes: search and selection of personnel (posting vacancies, analyzing resumes, conducting interviews); personnel accounting; administration work schedule day; organization of training; staff development in the workplace.

We examined the main factors that need to be analyzed and taken into account when developing and forming a structural unit responsible for the quality work of personnel in a company.

Summarizing all of the above, we can describe the algorithm for creating a human resource management service:

1) Clearly define the goals, objectives and functions that will face an individual specialist or service.

2) Analyze the current situation in the company. (You can do this yourself or contact consulting company which will conduct a comprehensive organizational and personnel audit and make recommendations).

3) Determine the composition and structure of the future service, taking into account the results of previous studies.

4) Establish relationships between the created and existing structural units. At the same time, it is necessary to clearly fix: the type of communication, its content, frequency, material carriers (there are four types of communication between structural units: linear subordination; functional management; co-execution; functional service).

5) Determine the rights and responsibilities of the unit (fix this information documented in the Regulations on the department/service).

6) Prescribe job descriptions for each specialist (it is necessary to approach this issue with all responsibility; a clearly drawn up job description containing a complete list of functional duties, rights and obligations of an employee removes a lot of questions: in selection, in assessing labor productivity, in calculating wages fees, etc.)

7) Form a structural unit by hiring competent specialists.

Yesterday, while reading one of the resources on personnel management, I found an interesting discussion, it is again about a sore point - about the role of HR in the life of a company. The headline sounded too loud - needed or not needed at all, well, or something like that.

I already wrote about the situation in HR, you can see it, but the topic is probably really important, as it appears again and again from different angles. Sometimes HR engage in some kind of self-flagellation, but more often they blame someone else for the current situation, they are not seen, they are not heard, they are not allowed to do something grandiose or hyper important, or they simply do not give money for HR projects. And after this crying, having found several more of the same offended, they go on to do or not to do something in their companies.

I have repeated and will repeat that HR is as important a function as sales, purchases, and finance. It's just that very often it is not busy with functions that are important for the company or business, but with the illusion of usefulness. At the same time, it can be busy 24 hours a day, 7 days a week, people can fall on their feet, but no one needs it. It's like in a joke about a chainsaw, which had to be turned on for the effect. The mere presence of an HR service is no longer enough - it is important what it does for the company and how.

HR let's stop and break the vicious circle. Useless, aimless actions do not bring the company closer to the goal, and in no way contribute to the enhancement of the role of HR in a particular company, and therefore to the enhancement of the role of the HR function in general. In conditions of limited resources, a non-working function is not praised, on the contrary, they are embarrassed and try to optimize it, sometimes not. Remember during the crisis, some companies completely abandoned the HR function. Such is the current business environment. And if the talk about the second wave of the crisis is confirmed. Ready for this HR?

So, let's talk today about HR, and to be more precise, about the role of HR in a company. I’ll make a reservation right away that in this article I will understand HR as the HR function in a company, no matter how numerous it is, but it can even be represented by one person. All this doesn't matter. I want to dwell on those functions that, in my opinion, the HR service can always do, regardless of the position of the stars in the sky, the “stardom” of HR and the number of presentations made by him and the size of his salary.

It seems to me that by performing these functions, and performing them honestly and for the benefit of the company, the HR service will remove all questions about the appropriateness and effectiveness of the HR service in a single company. And an effectively working HR service in a company is another brick in the authority of the function as such.

— search and hiring of personnel;

— staff adaptation;

— staff motivation;

- personel assessment;

- education and development;

- organization, regulation, labor efficiency;

— management of the number and structure of the company;

— work with a personnel reserve and talents;

— climate in the company;

— internal PR and Feedback;

— working conditions and ergonomics;

- corporate culture;

- HR administration;

- work with those leaving;

— best practices in HR and related industries;

- The image of the organization.

That's like everything. Scary. How to do all this? About this at the very end. Will it be in demand? Of course, if you carefully review these features, you will see that in any company they can be in demand, the difference will be in the depth of coverage.

And a few more points before we go any further. This set is absolutely unique, no, not in the sense that I invented it, by no means. It is unique, because no other service in the company will perform any of these functions, and should not. All of these functions are exactly the functions of HR. The order of the functions is absolutely arbitrary - there is no need to look for some secret meaning in this order, it does not exist. Some of the features can be combined, but I've deliberately broken them down just fine enough to show the whole set and so you can think about each one.

Now let's go through each of the functions. Each of the functions requires a serious attitude and is worthy of a separate article, and some of them not even a single one. But we will go over them very briefly, in a few words.

Search and recruitment of personnel . Some HRs are looking for and hiring all the time, literally. They select their staff with such care that there is no time left for everything else. The search lasts for months, for some positions for years and that, but nothing. Since the rest of the functions are lame or completely abandoned, the personnel who already work in the company begin to react to this, sometimes leaving the company. Which means you have to search again. And besides, if the company does not take care of its staff, then it is more and more difficult for it to find new employees, who will go to a company that does not pay attention to its staff. A vicious circle, but in my opinion, companies create this difficulty for themselves. I treat hiring as just one of the functions of HR. And one more piece of advice - clearly understand what position you are looking for, if the value of the position for the company is not high, then it is possible to limit yourself to the sincere desire of the candidate to work in the company.

Staff adaptation. The function complements the previous one. Without the right adaptation, a company runs the risk of new employee never join the work, or turn on not as expected of him, and sometimes he may even leave the company. Introduce the employee to the company, explain all the necessary points, introduce him to a mentor or curator. Adaptation is also probation, i.e. the period when both the employee and the company have a period to make sure that the choice is correct. The company is simply obliged to test the employee in the present case during this period. Sometimes The best decision break up before love turns to hate. And by the way, this is another important decision that can be made during the adaptation period. But for this, adaptation is necessary.

Staff motivation. A very important but not always favorite feature of HR. Many of them are ready to transfer it anywhere to finance, to accounting. Just don't do it yourself. And I must say that often HR do not take this function or do not ask for it. Whether it affects that the majority of HR directors come from recruiting and training, and their hand will not touch money (in the sense of salaries), let others. But in vain, the lack of a motivation function makes the HR service incomplete. Maybe a little harsh, but I'm 200% sure of it. Not understanding and not working with payroll figures makes HR inferior in relation to other company services. HR is depriving itself of the ability to manage labor costs, a very important part of the cost of any company. For those who are thinking about this or who are already involved in the basic rules, there are a few:

- motivate what the company needs;

- tie motivation to the results of the company;

- the closer to the result, the higher the reward should be;

- encourage the most distinguished;

- do not pay unearned or at any cost.

Personel assessment. Important feature. Makes the relationship between the company and the employee honest. Evaluate what the company needs - skills, qualifications, competencies, results of work. It doesn't matter what others value. And it is also very important that the assessment should have a purpose and, therefore, there should be some predetermined consequences. Therefore, it is important not only to evaluate, but also to do something based on its results. I am also sure that evaluation should be regular in order to be able to monitor progress.

Education and development. According to some HR, one of the most important functions along with recruiting. But, in my opinion, everything is much simpler, training and development is an important function of HR, but one of many. For learning and development to be useful for companies, follow 2 important moments:

- clearly understand why and whom you are teaching and what results you expect;

- “sell” training to your staff, i.e. communicate the goal and expected results to the staff who will use this knowledge.

But it also goes without saying that train and develop only the skills that are needed for the company, the right people, and at the time when it is really needed.

Organization, rationing, labor efficiency. Another function is an orphan in HR. HR is in no hurry to pick it up and work with it. Probably for people from recruiting and training, this is just an unbearable burden. But this is very important, by doing this, HR will silence their "well-wishers". Paying Attention proper organization labor, you can achieve increased productivity, you can abandon unnecessary processes and unnecessary labor. The same applies to rationing, but keep reasonable sufficiency. It is also very important that HR is concerned with efficiency, i.e. receipt control necessary companies results per unit of time, by studying all the factors that affect it, it is necessary to eliminate narrow places. In addition, efficiency control is very modern trend in management, and will make the HR service itself very modern.

Managing the number and structure of the company. I think it is clear that in conditions of limited resources it is no longer fashionable to chase the number of employees. Headcount control is another function that HR is slow to perform or denied access to. A very simple rule can help here - each new unit must “pay off”, i.e. bring a clear, calculated benefit for the company, otherwise it will not be introduced. The second part of this function is control over the harmony of the organization, duplication of functions, building on unnecessary levels and structures. Particular attention is paid to the number of managers in the company. About the number of managers in the company, I already, too. If the company does not need this, then HR can perform this function more gently, controlling the names of departments, positions and observing at least formal organizational unity.

Work with personnel reserve and talents. A very important function of HR. So much has been said and written about her that perhaps there is no need to comment on anything. The task is to have at least this reserve and know your talents "by sight". A full-fledged function is to constantly work with this reserve and keep it ready. But if a company works with a reserve, but regularly hires outside candidates for all key positions, then the effectiveness of this reserve will tend to zero from cycle to cycle.

climate in the company. If the title is not clear, then I will explain a little. In general terms, the climate is what the worker feels every day, coming to work and leaving work. You can go to prison and serve work time, but you can come with pleasure and do something for the benefit of the company, without forgetting yourself. What can HR do? Lots of. Protect employees from stupid and unnecessary rituals, try not to abuse repressive methods, protect employees from tyrant leaders, etc. This is already a lot for a healthy climate.

InteriorPRand feedback. No matter how disgusting it is for some HR or there is no time, but the company’s staff needs communication all the time, they need to know where the company is going and why, how the company is doing, whether the latest information on the Internet is true or not, and so on and so forth. At the same time, the company also wants to convey a lot to employees important information. As you can see, the process of information exchange is mutual. Successful companies have it and it works great. So you need to find time between recruiting and training and “talk” with the staff. In addition, HR constantly needs to keep abreast of how the company lives. Therefore, any employee should have the opportunity to tell the company about this in the person of HR, in addition to those surveys that the company conducts.

Working conditions and ergonomics. An unpopular feature in HR, as it suggests that it incurs high costs. If the company is not ready for this, then at least HR should care about the working conditions of the staff and do everything possible to improve them or eliminate the real danger. One important remark - do I mean by this the function of labor protection. No I do not have. Occupational safety is a rather specific function and I think it is better to deal with it in another division of the company, but this is my personal opinion.

Corporate culture. Someone will think that this is about the holidays. I will disappoint and say that I mean the holidays last. I don't like the idea that holding holidays is almost the main function of HR, in their free time between recruiting and training. Maintaining the culture of the organization according to the requirements of the founders or owners, through rituals, ceremonies that correspond to the spirit of the company and the market, the dress code, and much more. That's what corporate culture is for me. It seems to me a very important point and I agree with many experts that HR builds an appropriate corporate culture in accordance with the requests of the founders, but in no case define or set it from scratch. Enough of HR and your tasks.

Personnel management. I hope this function is almost impossible to interpret somehow differently. But, nevertheless, just a few words. This function is probably the most regulated - everything is clear in terms of forms, deadlines, etc. But working in this function wisely, as well as having the appropriate software you can turn this formal function into a storehouse of valuable information about the staff and tie many other HR functions to it and get an excellent tool - a single database of the company's personnel.

Working with retirees. This HR feature is often overlooked. Since in so many companies an employee who is about to quit immediately becomes a traitor, an outcast, etc. Civilized, successful companies do not allow themselves such stupidity. Firstly, with a high degree of probability, an employee who is about to leave can be retained in the company. Secondly, an employee who is about to leave can become a source of valuable information about the shortcomings in the company, he can help make the company better. Thirdly, an employee who left the company may return to it or be useful even outside of it. Therefore, HR should meet with those leaving, if the size of the company does not allow meeting with everyone, then at least with managers and key employees and try to keep the one who is of interest to the company. Sometimes very little effort is all it takes.

Excellence inHRand related industries. A very important and useful function, which HR rarely has hands on. In the meantime, a lot of interesting and useful things are happening in the world that could be used in work. Two important points are the technology itself, its adaptation to the conditions of a particular company. It is necessary to take into account everything and the size of the company and the market and the mentality of employees and the current situation in the company and outside it. And then you can "die of a typo."

Organization image. A very trendy feature. It was impossible to pass by it, since even conferences are held on this issue. And sometimes one gets the impression that it is possible to build a company's image outside of the specific situation that exists in the company. But to live long, having a double image model "for the market" and "for internal use", will not work at least until the first message in social network or on various forums. Cheaper and easier to have one real image model.

So, as promised. How to do all this HR in time. And in any way, who said that everything will need to be done at the same time. Suppose you have many pairs of shoes, but you do not have the question of how to put them all on. So here too. Do what the company needs now and prepare for the future, but only for the future of your company. Participate in the discussion of the strategy, know where the company is going, understand how much effort it will require from HR and start doing it.

I am sure that everything depends on HR, if he himself looks at his function very narrowly, like in a loophole, then no one will look at it wider. No one knows what HR can do, and unfortunately, there is very little successful experience of a full-fledged function that still works effectively. I am sure that the implementation of HR functions should in no way be associated with a specific surname, this set of functions should be a kind of standard.

Therefore, from tomorrow, expand your functions, but keep before your eyes the benefits for the company and measure your strengths. If you promise to do something, or keep quiet and gather your strength for the next time.

Hope it was helpful. See you next time!

I would be grateful for your comments on this article.

Oleg Barysh, expert on rational and reasonable personnel management

The human resources department in modern companies today has a well-known set of possible employees: depending on the size and tasks of the company, the department may be composed of a director of personnel, a recruiting manager, a training specialist, as well as internal training managers. In a small business, the HR department is limited to one specialist, in a large business it is already a serious structure with prescribed responsibilities and standardized functions. The growing medium-sized business today is the most interesting area in terms of the dynamics of understanding tasks and the style of personnel management: here the formation and development of ideas about the human factor of business takes place.

The evolution of the HR department in the midsize business

In medium-sized companies with 100-150 to 1000-2000 employees, the HR department is limited on average to 2-3 HR, accounting and recruitment specialists. As a rule, there are no independent training managers there - their functions are partly assigned to external partners, partly performed by the company's HR specialists themselves. The evolution of the HR department as the company grows and develops usually looks like this:

A. HR, engaged in the selection of ordinary personnel in a company located at the lower limit of the size of a medium-sized business (about 100 people) and characterized by high staff turnover ( retail, insurance). The main task of such a specialist is to conduct a large number (up to 15-20) interviews per day. This is the initial form of development of the HR department, showing that a company from family business is turning into a serious organizational structure and will require the first HR function - competent recruitment.

B. HR-"all in one" Responsible for recruitment, paperwork, certification and, if necessary, training, may be required by companies of 100-200 people in size. Sometimes he is allowed to find external trainers for training, sometimes minimal staff training is included in his functions. Such a vacancy is created if there is a sense of growth of the company as an organizational structure, but there are no mechanisms for assessing the profitability of the HR service, and they save on it because they do not understand how to evaluate its effectiveness and how much you can count on its real investment in business.

C. HR director in conjunction with the recruiting manager, personnel records and/or staff training is found in companies with 200 to 500 employees. The head of such an HR department has consulting functions and is responsible for optimizing the organizational structure, preparing job descriptions, and developing an incentive system. With a high turnover or in the case of active quantitative growth of the company, the division is reinforced with a recruitment manager. The process of formalizing personnel records in a more stable company sometimes leads to the emergence of a separate specialist in office work, personnel records, and workflow. The learning and development manager emerges when the company is numerically stable and management decides to invest in developing human resources and corporate culture. The numerical growth of the company beyond 500-600 people, in the presence of the management's desire to maintain and develop corporate standards, can give rise to all three positions in wealthy companies at the same time - one for recruitment, another for training, the third for personnel records.

D. Developed HR Structure, including the director of personnel, his deputy (taking over some of the overgrown functions of the HR director), the recruiting manager, the office worker and even training managers, if the company, for example, has numerous sales staff. This construction of the HR service corresponds to the level of "large medium" domestic and Western companies, when they grow in the range of 1000-2000 or more people. Such a scale of tasks is already on the borderline of HR technology for medium-sized businesses and requires updating the norms of personnel work, the formation of a new serious personnel policy, the involvement of external consultants and trainers for complex tasks, and the development of corporate culture as a whole.

Today, the HR departments of medium-sized businesses are mostly approaching category C, so in this article we will try to explore the features and tasks of just such a structure of the HR department. My experts in this task will be Oleg Kozlov, Head of the Human Resources and Management Organization of the Investment Bank "TRUST", and Evgenia Shurukht, Human Resources Manager at AKRUS-Real Estate.

The structure of the personnel division of medium-sized businesses

Despite the narrow range of opportunities within category C, traditional for modern medium-sized businesses, HR departments of different companies have different structures and goals: it depends on the market sector, the current state of the company and its corporate culture. Depending on the tasks and style of working with personnel in a company, various professional and personal requirements are imposed on employees of its HR department.

For example, in the Investment Bank "TRUST" numbering about 500 people, the Personnel and Management Organization Service consists of three employees - this is the head, his deputy and a leading specialist. The competence of the head of the service includes issues of remuneration, corporate culture, information exchange in the company, management procedures and other questions. His deputy is responsible for personnel and other types of accounting, as well as for personnel document management. Leading specialist knows social programs and benefits, selection and training of personnel.

According to Oleg Kozlov, head of the bank's HR and management organization, “one more person could well strengthen the work in the field of training and internal PR. With a relatively small number of employees, our Bank is the leading investment bank in the country and is among the ten largest private banks in Russia in terms of size. We earn the most profit per employee in the Russian banking sector, being the best in Russia and the third bank in the world in terms of efficiency, and the management imposes rather strict requirements on employees: they must have strong professional motivation, be able to independently solve professional problems, and have high adaptive qualities.

The HR department of the AKRUS-real estate company includes 2 people - the head of the personnel service and the personnel manager. In total, the company has about 200 employees. To date, the head of the personnel department of the company "AKRUS-real estate" is engaged in the following: personnel planning - together with the heads of departments and CEO; conducts personnel attestation (develops tasks, assessment criteria, conducts attestation procedures, conducts analytics) and conducts training sessions with employees; plans personnel advertising; conducts active procedures in the selection and interviews with applicants; receives calls; conducts research and writes reports.

The duties of the HR manager include: organization of employees' classes and drawing up a "schedule"; conducting some part of seminars and trainings; recruiting (calls, interviews, coordinating the time of meeting with candidates with department heads, staff distribution); conducting personnel research, preparing analytical materials; regular diagnostics of the adaptation of trainees and planning for the training of high-level specialists. Evgenia Shurukht, who holds the position of HR manager, says: “Currently, each representative of our HR department performs a fairly large number of heterogeneous and complex functions. Due to the specifics of the market, our Human Resources staff must have sufficient a high degree activity (focused on results), the ability to quickly switch attention, sociability, flexibility in communication, initiative, and of course, a professional position: knowledge, skills, reflection, in some way - scientific thinking.

Modern tasks and features of the HR department of a medium business

All companies go through stages of formation, intensive development, stabilization and crisis. Depending on the development phase of the company, the HR department performs various tasks personnel development related to the commercial tasks of the business. In addition, the stage of development of the company affects the desired style of recruited employees: in times of crisis, loyalty is important, in times of breakthrough - activity and pressure, in the period of stabilization - poise, in the period of formation - a significant proximity of views up to private life. Medium-sized businesses, as a rule, have a certain stable part and developing divisions: in this sense, AKRUS-real estate and TRUST bank are illustrative examples.

TRUST is in a period of active development, but different divisions are going through different phases. The most active dynamics falls on the investment part of the business and related divisions. The standard banking business and ancillary divisions are much more stable, although to varying degrees. Due to the combination of various stages of development within the bank, Oleg Kozlov identifies the following main tasks of working with personnel in TRUST:

1. Provide conditions for attracting, working and retaining members of the emerging team;

2. Ensure the effectiveness of interaction between departments and employees in the company;

3. Ensure that the qualifications of employees are consistent with changing working conditions.

In addition, today "TRUST" pays great attention to the selection of managers responsible for the creation or development of certain areas of business or work. At the current stage, the bank has to invest heavily in building a team of people who have successful experience in Western financial markets, but also understand the specifics of working in Russia.

The company "AKRUS-real estate" as a whole is in the stage of stabilization - it is now important for it to maintain the achieved level and prepare breakthroughs in new services that will be intensively developed. In this regard, the personnel department plans and trains personnel for the priority goals of sustainable development, and this, first of all, is the maintenance of the most effective technologies. Evgenia Shurukht says: “We are actively integrating new employees into existing schemes. In the same place where we are talking about new services, we are regularly engaged in innovative procedures - we hold seminars, trainings, business games, research to discover the potential of these services and understand which way to go. Let me give you an example: there is a regular rental of housing - one of the most traditional services in the real estate market. We are currently running standard classes, such as training our agents on how to work with standard service contracts. If changes are made to the contracts, a consultation session will be held with the involvement of legal service. There is another form of rent - trust management of housing, which involves working with the owner. This service is relatively young, it is under intensive development, regularly undergoes changes, therefore, as soon as the need arises, the head of the department (possibly also with a lawyer) conducts a seminar with employees on the specifics of implementing these changes.”

AKRUS-real estate tries to recruit good people in all departments: therefore, the selection and selection in the company is quite tough. In some areas, agents are making very serious breakthroughs, so the company is recruiting not only agents, but also managers. Evgenia Shurukht notes: “Currently, one of the strategically important areas for us is commercial real estate, so we rely on both experienced people and young professionals with no real estate experience. It is interesting for us to train a person “from scratch” and then observe the development and successful implementation actually in new profession which requires a lot of knowledge from jurisprudence, marketing, advertising, information technology and actively help in this.

As mentioned at the beginning of this article, the basic functionality of the HR service is similar in all companies - this is recruitment, management, accounting, training, etc. The highlight of working with personnel in medium-sized businesses today is the possibility of a creative approach to business: there is no reason for this yet, because the HR service is in its infancy, and management big business implies a high level of standardization, which does not leave HR managers much room for creativity.

In medium-sized businesses, most often certain HR technologies have already been established, but have not yet become mechanisms, so there is an opportunity to try, change, and correct something. This attracts living people to the HR department, interesting people who by their work and personal qualities have a positive impact on the development of the entire staff of the company.

Federal Agency for Railway Transport

Moscow State University of Communications (MIIT)

ITTOP

Department of "Management"

course project

By discipline: "Corporate management"

“The main tasks and principles of organizing HR services in corporations, the experience of global companies”

Fulfilled: student

Novichkova Maria Vladimirovna, group TUP-412

Accepted: assistant professor

Kovalskaya Marika Ivanovna

Moscow 2008

introduction 3

1. CORPORATION HUMAN RESOURCES AND THE CONCEPT OF hr-SERVICE 5

1.1 The specifics of the human resources of an entrepreneurial firm 5

1.2 Features of human resource management. Personnel

politics 11

1.3 HR service - human resource management service 13

2. hr-SERVICE: ORGANIZATIONAL ASPECT 20

2.1 The place of the HR service in the structure of the organization.

Patriotic and Foreign experience 25

2.2 Relationship between HR and line managers 37

2.3 HR and Top Manager: unity and struggle of opposites

3. THE ROLE OF hr-SERVICES IN COMPANY MANAGEMENT 43

3.1. Formation of the personnel management service

3.2 Goals and objectives of the HR service in the corporation 43

3.3 The strategic role of HR 50

3.4 Role personnel services working with management

personnel abroad 47

conclusion 54

application 1 56

APPENDIX 2

list of used sources and literature 58

Introduction

Relevance of the research topic. In the current economic conditions, when the old economic management system is destroyed, and a new one is being created and developed, it takes a lot of time and effort to transform enterprise management systems in accordance with the needs external environment and internal organizational capacity. In parallel with the process of formation of new management structures, there is a process of understanding the new role of personnel in ensuring the efficient operation of the enterprise.

It seems to be a universally recognized fact that the effectiveness of a business largely depends on human resources - the skills, abilities, knowledge of staff. Human resources, considered as the main productive force of society, are also the main factor of production activity at the enterprise. With the development of market relations, it should be attributed to the main productive forces and defined as the leading force of entrepreneurial ability, which in the current unstable state economic system is a source of discovery of new reserves of growth and development.

Understanding this, today many entrepreneurs in various market sectors invest a lot of money in human resources: selection, assessment, training, work stimulation and motivation of employees.

The gradual realization of the importance of the human factor for the success of the company leads to the emergence of HR services (personnel management services). The activities of such services are also different from the activities of human resources departments, as the assortment in a store during a time of scarcity differs from the abundance in today's supermarket.

Until recently, the concept of "personnel management" was absent in Russian management practice. Activities in this area were dispersed between different departments: the personnel department issued orders for the enrollment of employees and stored personnel information, the labor organization and salary department calculated the need for employees by profession and qualification, resolved the issues of billing employees and jobs, in addition, there was a training department and training, the department of social development, the department of labor protection and safety. This led to the fact that the work with personnel was not personalized, it was formal, no one was responsible for each individual employee.

Today, personnel management services have become multifunctional, their tasks are much broader and more multifaceted than the functions of human resources departments. Personnel management from auxiliary, servicing becomes one of the leading functions of the enterprise. The main goal of the HR service is to increase the efficiency of employees, develop and implement a personnel development program.

Target course project - a comprehensive study of the concept of the human resource management service of a corporation (HR service). In accordance with the purpose of the study, the following tasks:

To analyze the existing theoretical and empirical approaches to the problem of HR-services of modern corporations;

Show what the HR services of corporations are, the goals of their activities, main tasks, structure;

Analyze the role of human resource management services in corporate management, including on the example of the experience of global companies in this area;

draw conclusions on this issue.

object study of this course work is staff.

Subject research is a modern concept of human resource management in a corporation.

The degree of scientific development of the problem. There is a fairly large number of research papers and publications on more general or close in content problems. In recent years, there has been an increase in the number of publications, articles in various journals, focusing on the role of human resource management services in modern corporations.

1 CORPORATION HUMAN RESOURCES AND THE CONCEPT OF HR SERVICES

1.1. The specificity of human resources of an entrepreneurial firm.

The term "human resources" is a literal and undistorted translation of the English "human resources". The generally accepted understanding of the term HR (hereinafter referred to as human resources) has not yet developed. In Western sources (including the documents of international organizations), the concept of "human resources" is used not only in the science of management, but also in disciplines related to geopolitical analysis, demography, political science, economic geography, acting as a very close "labor resource". ”, but at the same time wider, including not only quantitative, but also qualitative characteristics of potential labor market participants. In addition, both abroad and in our country, the term "human resources" (including economic disciplines) is often used in a purely general resource series, which, in fact, leads to associations with raw materials for production.

Taking into account precisely such associations, S.V. A trick that comes, no doubt, from a fair, in general, and quite logical principle: resource management underlies the management of an organization. People, emphasizes S.V. Shekshnya, of course, is significantly different from any other resources attracted by organizations.

In order to avoid extreme associations, it is necessary to represent the specifics and differences of human resources. According to Shekshna, they are as follows.

Firstly, people are endowed with intelligence, their reaction to external influence (management) is emotionally meaningful, and not mechanical, and therefore the process of interaction between an organization and an employee is obviously two-way.

Secondly, people are capable of continuous improvement and development. A person continues to build up his professional skills throughout his career and only if this condition is met will he correspond to the general progress of society and production.

Thirdly, the working life of a person in modern society is long-term (its boundaries are 30-50 years) and, as a rule, it takes a long time in one organization (or at least in one industry).

Fourth, unlike material and natural resources, people come (in most cases) to the organization consciously, with certain goals, and expect employers to help, provide an opportunity to achieve these goals. Moreover, any interaction - for similar reasons or others - should bring satisfaction to both the employee and his organization. one

The worker cannot be considered as a homogeneous substance, like other resources; in the process of work, he may acquire other qualities that were not noticed before, and the labor force may change its value. In addition, a person can quit - disappear as a type of resource for a given enterprise; can study, change profession. A person has self-consciousness and will, feelings and mood, in the process of work he can refuse the conditions on which he is used, or change them. Also, in the process of labor activity, interpersonal communications arise between the staff, affecting the effectiveness of work.

Dictionary "Personnel" gives a three-dimensional idea of ​​human resources, but in it the main emphasis is not on the definition of the object, but on the description of its properties, qualitative features.

Human resources - a term that characterizes, from a qualitative, content side, the personnel or all the personnel of an enterprise (firms, institutions, organizations), labor or labor resources of an industry, territory, region, country as a whole. Along with the traditional features that are inherent in the elements of the defined population - personnel, personnel, labor force, labor resources - the term ... includes the ability to be creative and the potential for the comprehensive development of employees, the general culture and moral reliability, a certain effect of cooperation and self-organization, the improvement of labor relations, motivation, entrepreneurship. In terms of meaning, the concept of "human resources" is closely related, correlates with such concepts as "personnel potential", "labor potential", "intellectual potential", surpassing each of them taken separately. 2

The appearance of the term "human resources" as an object of management does not cross out the concepts of "personnel" and "personnel", but, on the contrary, integrates, unites and includes them. Therefore, they not only remain in force, but will be constantly used in the future. At certain hierarchical levels of management in an organization, at an enterprise, one can also talk about personnel management, which has the right to exist either completely autonomously or be an integral part of human resource management.

the main conclusion on the triad of concepts of interest to us is the following: behind each of them is a different, non-coinciding object of control.

Summarizing, let us consider the interpretations of the definitions that more clearly emphasize these differences.

Personnel are professional employees holding full-time positions and in official labor relations with enterprises, organizations - employers.

Personnel - the total composition of employees of the organizational structure, acting in the name of achieving common corporate interests and goals.

In this case, we mean employees regardless of qualifications, connection with the main, auxiliary or administrative and technical activities, position in the job hierarchy of the organization, the presence of an employment contract or work by virtue of owning an enterprise, etc.

Human resources (as an object of management) are individuals (individuals): a) of interest to the sphere of labor and production as potential employees; b) associated with the enterprise, organization at the moment labor or civil law relations; c) those who had such relations earlier and still retain certain mutually beneficial contacts with their employers. one

For the current production system, human resources are nothing but personalized capital, an asset of the organization. Or, in other words, the most valuable part of the total resources that a corporation, its enterprises and other divisions can have.

Human resources have quantitative and qualitative characteristics The quantitative characteristic of HR is their number - actual, average, standard, planned. The qualitative characteristic is connected with the professional and qualification content of the activity and the level of personnel potential as a combination of various qualities that determine the working capacity of the personnel. These qualities, in turn, are related to:

With the ability and inclination of the worker to work, his state of health, endurance, type of nervous system, i.e. everything that reflects the physical and psychological potential

With the volume of general and special knowledge, labor skills and abilities that determine the ability to work of a certain qualification, interests and needs. 2

In order to be able to coordinately manage human resources in a multi-link and large-scale structure, it is necessary to represent and understand each of the elements under consideration and the entire system as a whole (see Appendix 1 1). After all, both the resource strategy and the very practice of managing people depend on their specifics.

1.2. Features of human resource management. Personnel policy.

The main task of human resource management is the most effective use of the abilities of employees in accordance with the goals of the enterprise and society. At the same time, the preservation of the health of each person should be ensured and relations of constructive cooperation between members of the team and various social groups should be established.

Human resource management of an enterprise includes a complex of interrelated activities:

Determining the need for workers, engineers, managers of various qualifications, based on the strategy of the company.

Analysis of the labor market and employment management.

Selection and adaptation of personnel.

Career planning for company employees, their professional and administrative growth.

Ensuring rational working conditions, including a social and psychological atmosphere favorable for each person.

Organization production processes, cost analysis and labor results, the establishment of optimal ratios between the number of pieces of equipment and the number of people in different groups.

Labor productivity management.

Development of motivation systems for effective activity.

Substantiation of the income structure, the degree of their differentiation, the design of wage systems.

Organization of inventive and rationalization activities.

Participation in tariff negotiations between representatives of employers and employees.

Development and implementation of the social policy of the enterprise.

Prevention and elimination of conflicts. 2

The scope of work for each of these functions depends on the size of the enterprise, the characteristics of the products, the situation on the labor market, staff qualifications, the degree of automation of production, the socio-psychological situation at the enterprise and beyond.

Human resource management (personnel management) is a part of management that ensures the formation of the company's social policy, social partnership, trust between employees and employers. Without personnel management, the normal functioning of firms, organizations of any form of ownership is impossible. To determine the direction and basis of work with personnel, general and specific requirements for it, a personnel policy of the company is developed.

Under the personnel policy of the company understand the system of theoretical views, requirements, principles that determine the main areas of work with personnel, as well as the methods of this work, allowing you to create a highly productive cohesive team.

Personnel policy is closely connected with all areas of the company's economic policy. Decision-making in the field of personnel policy takes place in all functional subsystems of the company: management of scientific and technical activities, production management, economic activity, etc.

To the main goals personnel policies include:

Timely and high-quality provision of the company with personnel in the required number;

Rational use of human resources;

Ensuring the conditions for the implementation of the rights and obligations of employees provided for by labor legislation.

Main varieties personnel policy are recruitment policy, training policy, remuneration policy, policy of formation of personnel procedures, policy of social relations in the company.

Each firm develops its own personnel policy, taking into account its characteristics, but the development and implementation of personnel policy in all firms are carried out on the basis of uniform principles.

Principles of personnel management firms: scientific character, planning, continuity, consistency, unity of management, a combination of unity of command and collegiality; control over the execution of decisions; original approach to situations; maintaining the constant compliance of the preparedness of personnel with the requirements of production, a combination of planning with economic initiative; material interest in performing work with a smaller number of performers.

The personnel policy is documented, which allows expressing the views of the company's management on improving the interaction between departments, establishing consistency in the process of making personnel decisions; inform the staff about the rules of internal relations; improve the moral and psychological climate, etc.

The personnel policy of the company is determined by a number of factors that can be divided into internal and external. The external ones include labor legislation, relations with the trade union, prospects for the development of the labor market. Internal factors are the structure and goals of the company, territorial location, corporate culture, moral and psychological climate in the team.

Important areas of personnel policy include:

Determination of qualification requirements for personnel within the framework of the general concept of the company's development;

Formation of new personnel structures;

Development of procedures governing personnel management;

Formation of the concept of remuneration, material and moral incentives for employees;

Determination of mechanisms for attracting, using and releasing personnel;

Development of social relations;

Ensuring the development, training, retraining, advanced training of personnel;

Improving the moral and psychological climate in the company's team, etc.

The implementation of personnel policy is a system of plans, norms and regulations, administrative, economic, social and other measures aimed at solving personnel issues.

1.3. HR-service - human resource management service

Special departments dealing with personnel problems arose in the 1920s and 1930s. They performed work related to the maintenance of documents, the analysis of conflicts, and the presence in courts. Their functions were auxiliary, and all major decisions on personnel were made by the company's management.

Today, due to the increased importance and “diversified work”, the former personnel departments are being transformed into personnel or human resource management services (HR services).

The personnel management services are functional and do not directly participate in the management of the main activities of the personnel, but only help the management of the company and departments to resolve issues of hiring, dismissals, relocations, advanced training, etc. Therefore, in practice, the optimal combination of the rights of line managers and HR specialists is important.

Currently, there have been significant changes in the activities of personnel services, among them:

Transition from selection and placement of personnel to participation in the formation of business strategy and organizational changes;

Assistance to line management;

Professionalization of the sphere of personnel management and reduction of the role of technical performers in it;

Participation in the formation and implementation of social partnership policy;

Work on the comprehensive development of personnel.

In many cases, in large firms, personnel management services are headed by managers who occupy second places in the management hierarchy, or by a director of personnel management (in English literature - an HR director).

Functions of the HR director in modern conditions differ significantly from the usual functions of the head of the personnel department: he is a member of the company's management (board of directors, board, etc.) and participates in the development of company development plans, makes proposals for optimizing the company's organizational structure, evaluates the actions of the company's management in terms of service for personnel management.

The title of the position "Director of Human Resources", or "HR Director", entered the lexicon of Russian managers in the early 1990s, after the appearance of many Western companies on our market.

The HR manager acts as a protector of the interests of employees; employee relations adviser; coordinator of interaction between personnel, trade unions and administration.

Like other departments, the personnel management service has its own hierarchy of positions, which is an integral part of the corporate structure.

The typical structure of the personnel management service is presented in Appendix 2.

Consider the main activities of the company's personnel management service based on this structure.

1. Planning department labor resources:

Determination of staffing needs for a certain period of time;

Assessment of future labor needs;

Assessment of labor supply based on the analysis of current resources, taking into account losses due to staff turnover;

Developing an action plan to prevent predictable labor shortages or surpluses.

2. Personnel department:

Organization of recruitment and selection of personnel;

Commissioning of new employees;

Organization of service and career planning;

Carrying out professional orientation;

Performance evaluation;

Interviews with retirees.

3. Department of payroll organization:

Analysis of job responsibilities;

Classification of works and their billing;

Development of a system of remuneration and bonuses;

Revision of tariff rates and individual payment.

4. Department vocational training and retraining:

Organization and control of industrial training, including instructing employees;

Formation of educational materials;

Conclusion of contracts for the training of employees with educational institutions;

Keeping records and statistics on training programs.

5. Department of labor relations:

Participation in the development of collective agreements;

Consideration of complaints and disputes;

Promoting the development of communications and relations between the administration and employees.

6. Personnel research department:

Studying the issues of personnel policy and labor relations;

Survey of the moral and psychological climate in the company;

Development of rules, procedures for personnel work, as well as forms of workflow;

Preparation of reference materials.

7. Department of social development:

Creation of the company's social infrastructure: collective voluntary insurance; provision of social benefits; pension provision; payment of compensation in case of dismissal; catering and recreation for employees.

8. Department of labor safety and medical assistance:

Development of safety standards;

Examination of goods, equipment for compliance with safety standards;

Investigation of the circumstances of accidents;

Provision of medical care;

Informing personnel in the field of labor safety.

The number of employees of the personnel management service depends on many factors: the size of the company, the type of its activity, the specifics of its tasks, values ​​and traditions, financial condition, stage of development. According to the results of various studies, there are from 30 to 2000 people per employee of the HR service. On average, there are 200 employees of the company per specialist.

To successfully perform their duties, HR professionals need to:

1) availability of professional knowledge in the field of personnel management, acquired in the process of practical work and training;

2) understanding the specifics of the company's activities (its field of activity);

3) leadership and management skills.

4) methodological support, containing all theoretical, methodological approaches and practical traditions for the implementation by the personnel of the company of their labor activities, set out in the relevant regulatory and methodological documents of the company;

5) resource provision, aimed at the timely receipt of material resources necessary for the implementation of labor activities by employees of the company;

6) organizational support - the presence of the organizational and technological structure of the company and the relationship between its officials and structural divisions, which maximize the achievement of its goals;

7) Information Support personnel management - a set of implemented decisions on the volume, placement and forms of organization of information circulating in the company. It includes operational information, regulatory and reference information, technical and economic information and documentation systems. This is possible with the use of personal computers in the personnel management service. To implement information support, computer programs for shared use are created and developed.

The preparation and execution of personnel documentation is regulated by relevant legislative and by-laws, as well as regulatory and methodological documents.

2 HR SERVICE: ORGANIZATIONAL ASPECT

2.1. PlaceHR-services in the structure of the organization. Domestic and foreign experience.

Despite the fact that the very concept of “personnel management” was absent in the practice of Russian management until recently, each organization had personnel departments that were entrusted with the functions of hiring and dismissing personnel, as well as organizing training and advanced training of personnel. However, and this is well known, the role of personnel departments in the management of the company was insignificant, and most of the work on personnel management was performed (and is still being performed, as sociological studies show) directly by the head of the unit. In order to understand why HR departments occupy such a position in the organization, consider the diagram of the current organizational structure of the company:

As can be seen from the diagram, the personnel departments are structurally separated from the departments of labor protection and safety; departments of organization of labor and wages; the legal department and other departments that perform part of the functions of personnel management in the organization. These departments are in no way subordinate to the head of the HR service, therefore the personnel department is neither methodological, nor informational, nor a coordinating center for personnel policy in the company.

This leads to the main problem of the Russian HR services: having a low organizational status in intra-company management, they do not take part in the company's strategic planning and other important decisions, and thus the HR departments do not perform a number of personnel management tasks.

As has been repeatedly said, the main function of the personnel department is the selection of candidates for the position. Personnel officers should be able to select the most worthy; you need to know how, it is better to do it, how to promote, train, move them later. The HR service should not act autonomously, it is necessary that all these procedures correspond to the goals and objectives of the enterprise. Until the personnel management service is engaged in the development of the organization as a whole, it will have to play the role of an agency - a recruiter.

Therefore, according to IBS (one of the first Russian firms that created an HR service), based on their own experience, the ideal option is when the personnel management service has a significant status in the organization's hierarchy, although it does not have the right to directly implement changes in other departments, but has advisory power when it comes to the direction of such changes. To strengthen the authority of the personnel management service, it is better when it is headed by one of the closest assistants to the head: on the one hand, everyone in the organization knows him and trusts him, including the head himself, and on the other hand, he knows the organization from the inside.

Depending on the degree of development and characteristics of the organization, the structural location of the personnel service may be different. In foreign practice, there are several such options.

Option 1: structural subordination of the HR service to the head of administration:

The main premise of this option is to concentrate all central coordinating services in one functional subsystem. The performance of tasks by the personnel service is considered within its role as a headquarters unit.

Option 2: structural subordination of the personnel management service as a headquarters department to the general management of the organization

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The advantage of the second option is the proximity to all areas of the organization's management. This structure is most appropriate for small organizations at the initial stages of their development, when management has not yet clearly defined the status of the personnel service. On the other hand, the risk of multiple subordination to conflicting instructions should be excluded with this option.

Option 3: structural subordination of the HR service as a headquarters body to top management:

This option is most appropriate at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the HR service in this way, although the hierarchical level of deputy managers is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management.

Option 4: organizational inclusion of the personnel management service in the management of the organization:

This option can be considered as the most typical for sufficiently developed firms with the allocation of the sphere of personnel management as an equivalent management subsystem among other management subsystems.

2.2. RelationshipsHR-services and line managers

Personnel management is a system of interrelated elements that functions effectively only if integrity is maintained.
Line managers are part of this system. On the one hand, they must ensure the necessary production results, on the other hand, the well-coordinated work of subordinates, which means compliance with labor and production discipline, the absence of conflicts in the team, high labor motivation, teamwork, etc. In addition, the line manager must be well versed in matters of labor law.

Both line managers and personnel officers are managers of one level or another, authorized to present work to people and ensure that it is carried out. This is their similarity. The difference is that line managers are tasked with managing the main departments (production, household, etc.), and the HR service is authorized to advise and help them achieve these goals.

Possible HR positions:

HR Director (Deputy General Director for Human Resources)

HR manager (HR manager)

HR Development Manager

Manager (specialist) for compensation and benefits (compensation benefits manager)

Manager social relations(according to social programs)

Training manager (specialist)

Training manager (corporate trainer)

Psychologist

HR specialist (HR inspector, HR inspector)

Recruitment manager (recruiter)

Assistant

In addition to the listed “typical” positions, such positions as a labor resource planner may appear in the personnel service; Human Resources Manager; recruitment consultant; specialist (consultant) in organization of management; HR administrator; recruitment specialist; head of personnel service; head of the payroll department; HR consultant/recruiter; assistant director of personnel; clerk o / c; researcher. Of course, in practice, one specialist combines several functional areas in his work.

The problem is that most line managers prefer to solve their own problems with subordinate personnel. This creates serious difficulties, since, being professionals in a narrow field and not having special training in the field of human relations, each of the line managers solves personnel issues in the most appropriate way in the current situation, which does not favor the implementation of a unified personnel policy of the company.

The task of the management of the enterprise in this case is to ensure the cooperation of managers of middle and lower levels, understanding the increasing importance of the personnel service for the joint solution of these divisions of the problems of human resource management.

Consider one of the options for the division of responsibilities between the personnel management service and line managers.

In the field of employment (where he included the recruitment, selection, hiring, etc. of personnel), it is the responsibility of line management to accurately determine the classification of an employee necessary to perform specific duties. Then the HR service comes to the fore, whose employees search for applicants, conduct selection interviews with them and test them. The best candidates are referred to the appropriate line manager, who, through the selection process, decides to hire those individuals who, in terms of their potential and qualifications, are suitable for work in specific jobs.

In the area of ​​training, the HR manager is responsible for conducting scientific research, with the aim of developing comprehensive plans, directions for training and needs for it; establishing external contacts; collection and analysis of relevant information. His responsibilities also include assisting the president of the firm in meeting the growing needs of the company by developing and coordinating training programs; advising on the training of departments of the company involved in the development of new ideas and products; definition of goals, preparation of training plans based on the latest scientific research in the field of education. And, in the end result, providing managers with final materials on the economic efficiency of the training system.

If the HR manager is busy with such planning, then the line manager solves the problems of training at his level. Line manager responsibilities include the following:

identify and facilitate the implementation of the training needs of persons working in the unit; consult with the PM manager regarding targeted training;

involve personnel training specialists in the development of programs designed for different categories of personnel workers;

decide on the most promising areas of study for the unit.

2.3. HRand Top manager: unity and struggle of opposites

At the stage of formation of the HR service, the problem of relationships with the top manager, in fact, does not exist. All efforts and resources are focused on resolving organizational issues. The management of the company willingly says “yes” to any question. The personnel service at the formation stage, as a rule, becomes the “favorite toy” of the first person of the company, and therefore can claim at least the second place after the financial direction.

The first difficulties appear when the personnel service begins to solve routine tasks. Often at this stage you can hear from the personnel officer: “Everything is on rails, and it goes downhill by itself. There is nothing for me to do there.” The general director no longer interferes in the affairs of the personnel service, it is enough for him to know only the control figures “at the exit” - communication between the top manager and the personnel manager becomes a routine. Here the first signs of misunderstanding appear: either the head of the company did not get what he expected, or the personnel officer is guided by his own logic of the development of the personnel service.

What is the reason for the misunderstanding? Heads of HR-services came out in the 90s from the environment of psychologists. These are very specific people, apparently, due to the peculiarities of their character, generating problems where they do not exist, and building difficult relationships with others. Or maybe the reason is that psychologists often become people who are looking for something in themselves, who want to compensate for the missing qualities, which is why they are too fixed on themselves and are not able to tune in to the problems of the leader. In general, there are a lot of strange people among HR managers, especially former psychologists. Naturally, this "strangeness" comes into conflict with the healthy fighting qualities of Russian businessmen. They often sincerely do not understand what “this abstruse psychology graduate” wants.

Of course, in order to break through to the top, a businessman needs extraordinary abilities. Either this is the same strange person who exudes ideas that no one can keep up with; or it is a strong personality capable of imposing its will on the environment.

If the manager is a creative, ambitious person and he is sure that the business he created is unique, that it is a work of art, then he often requires a personnel management specialist to develop no less unique technologies, for example, recruitment. Such leaders seem to live in another dimension. The personnel manager finds himself in the situation of an engineer who was ordered to build a bridge, but not an ordinary structure according to the laws of strength of materials, but something unusual according to the laws of quantum mechanics.

When interacting with a leader of a strong-willed type, other difficulties arise. Such leaders change personnel too often, and the HR department cannot meet their needs either in speed, or in new specialists, or in the same tough attitude towards personnel. But a personnel officer cannot be tough, he must always comply with a compromise between iron installations from above and a fairly gentle treatment of the staff.

It is almost impossible to convince such a “powerful” leader - his inherent heightened sense of his own importance and absolute rightness interferes. As a rule, those leaders who have risen to the top without anyone's help, sometimes without having received a good education, become “powerful” leaders. An educated person speaks the language of arguments. And the one who “breaks through”, proving to himself and others that he can do something, considers this a sufficient reason for others to obey him unquestioningly. It operates on the principle: “If you are so smart, then where is your money?! And if you haven’t earned that kind of money, then listen to me.” For these people, emotional ties with associates that have developed over many years of joint accomplishments are not important.

The easiest way for a personnel officer to fit into a structure headed by a “power” leader is to establish a good personal relationship with him. Although it should be noted that in a bureaucratic structure this is practically unrealistic. Here, rather, relationships of devotion, loyalty, and finally, convenience for the first person are possible. So the head of personnel in such a structure, first of all, must honestly answer himself the question: am I ready to become a cog in his mechanism?

Just a few years ago, the first head of the organization, creating a full-scale personnel service, did not know exactly what he needed it for, except for the selection functions, or did not understand all the consequences of its creation. Even the traditional personnel workflow was called into question, and it was believed that in the wake of "bourgeois romanticism" it would die out as a relic of the bureaucracy. Rather, such a leader understood the competitive benefits from the personnel service intuitively, and often just wanted to demonstrate his “advancement”. But today the situation has changed in large and advanced domestic companies. Here the first person understands why the personnel service exists. Taxes, length of service, maintaining work books, working with the social insurance fund, and so on are signs of reconciliation with bureaucratic reality, acceptance of the rules of the game with the state. Not just the selection of specialists in the labor market, but training in business technologies, staff motivation, work with conflicts, the formation or transformation of corporate culture, labor measurement and organizational development of the company, - these are the new features of the personnel service that the head of the company needs today.

A modern top manager can accurately calculate how much he spends on the maintenance of personnel services and where these funds go. In such a situation, personal relations with the personnel officer are not important for him - everything is technologized, and there are technocratic relationships between them.

It was the “advanced” personnel officers who brought such words as “mission”, “ strategic goals". They were the first advisers and consultants of the leaders on this issue. Personnel officers, as a rule, are people who are interested, lively, read books, go to seminars. Therefore, they are often the ones who acquaint management with advanced methods of personnel management. If a company does not have an extra $150 thousand to invite some “Price & Coopers” to develop a mission, then the ubiquitous personnel officers do this: they either offer their own options or organize brainstorm in which all management is involved.

Unfortunately, in Russia, where the personnel officer wants to deal not only with personnel issues, but claims to be the organizational development of the company, he can be perceived by the manager as a threat. A competitive manager is likely to try to get rid of such a specialist.

And once again about the crisis. The personnel service is reduced, and the salary is also reduced. As a rule, only one person remains in the personnel department - the head, if, of course, he knows how to do everything “with his own hands”, including firing employees.

During a crisis, managers often hide their eyes from personnel officers. Why? Because an unpopular program is being carried out with regard to personnel: layoffs, salary delays, and all this falls on the shoulders of the personnel officer.

In my opinion, a company should definitely strive to have a recognizable name or be associated with something famous. Of course, name promotion costs money, but it always pays off. The company becomes attractive to highly qualified specialists. A well-known fact: when you talk with a candidate who goes to a company with a name, it turns out that he thinks that it is good to work there. The result is greater company credibility, lower search costs with better candidate quality.

In general, the first person is very difficult to convince. There are few people among them who are willing to listen. On the other hand, one must always correspond to the first person. As a rule, the personnel officer solves the simple problem of survival and adaptation in the company. You can afford to realize some kind of super-task only by taking a higher position. Otherwise, the personnel officer leaves with his head held high and his pocket empty.

Experience shows that in the upper echelons of large companies, the democratic style of leadership is extremely rare, authoritarianism is more popular there. Accordingly, a personnel officer who seeks to establish relations with the first person of the company must have a certain flexibility, the ability to adapt, as they say, from below. Such people should not have pronounced ambitions. They must forget their "I", putting the effectiveness of communication in the first place.

I think that if a personnel officer is a good psychologist or generally an open, sincere person who is able to communicate effectively, then he will find a language with any top manager.

3 THE ROLE OF HR IN COMPANY MANAGEMENT

3.1. Formation of the personnel management service

How to approach the creation of a modern personnel service and make the work of the director of personnel management effective?

The company is developing more strength and the director's time is taken away by strategic issues. But at some point, he notices that the number of employees has increased several times, and the financial results leave much to be desired. Upon careful analysis of the situation, the manager finds that the problems with the efficiency of the company are understandable.

The fact is that:

The search and selection of employees in the company is carried out not on the basis of its development plans, but on the fact of the emergence of a “burning” vacancy;

The rules for promotion and movement of employees have developed spontaneously and are long outdated;

Adaptation of new employees is not carried out;

Qualification of personnel does not correspond to the level of tasks to be solved, and training is not provided;

Salary does not depend on performance.

After such an analysis, the director has a feeling of complete uncontrollability of the overgrown colossus, absorbing capital day by day and not giving returns. “How many parasites am I paying money for nothing?” - he is horrified. And it is at this moment that a saving thought arises in my head to rebuild the personnel department, to find a person who will manage personnel at a modern level in the same way as a technical director of production.

Of course, in each particular company, the HR service (HR service) is created in a unique way, but the process of its formation involves a sequence of mandatory steps.

The first step is to consider development prospects. The work of a modern personnel service should ensure the growth of the company's efficiency. Therefore, the CEO first of all needs to clearly outline the prospects. Will it be an entry into new markets with a corresponding increase in staff and in what time frame - within a year, two or three years. Or a significant expansion of the network of branches in the regions is planned and local specialists will be required.

Step two is to decide what to delegate to the HR director. At first, the CEO is unlikely to delegate to the HR director decision-making on all matters related to personnel management. And there are a number of objective and subjective reasons for this. Objectively, the new HR director needs time to get used to it, and the CEO needs to make sure that the specialist has been chosen correctly. Subjectively, many CEOs find it difficult to delegate anything at all. For a long time they followed their favorite rule: if you want something done right, do it yourself. Therefore, the probationary period for a top manager can drag on forever. And the real functions and powers will not be transferred to him. Without this, it is impossible to build a modern HR service. The study showed that the effectiveness of the HR service in modern Russian companies depends primarily on the perception of the company's leaders about it (see Table 1).

Table 1. Results of the study

How to correctly define the tasks and powers of the future director of personnel management? When solving this issue, one should proceed not from an abstract list of possible functions, but from the priorities of the company. The director needs to establish what he expects from the work of the director of personnel management. What results he wants to get and how he will evaluate them. Otherwise, it is better not to waste energy and money looking for a new top manager.

By creating a personnel management service, the manager sets the rules of the game (delegates a number of functions to the HR director). The rules are in place and you have to play by them. If the first person violates his own settings and the results of the work of the personnel management service are not needed for him to correct actions (they are not included in the system for evaluating the work of the entire company, they do not form the basis for making strategic decisions), then the service, no matter how technologically it would not be built , will die. Perhaps it is these realities that give rise to many myths and misconceptions about the role of the HR director and his service in the company.

The third step is to find a director. There are formal and informal requirements for such a specialist. Formal: Relevant education, work experience and references from a previous job.

- Education. Among HR directors, the most common are lawyers, psychologists and philologists. They, as a rule, have professional training - annual courses in the specialty HR manager (at least 1000 hours).

Experience. For a top position, one education is not enough. Minimum of 3 years of experience in a similar position, preferably 5 years. Not necessarily all this time the candidate had to hold the post of HR director, let's say a gradual increase to this position. What is even more valuable.

Recommendations. They need to be checked. And not formally look at the submitted papers, but instruct the security service to collect information about the reasons for the candidate's departure from the previous company, about how he worked there. To do this is not so difficult. There are few qualified HR directors in the labor market, and when they move from company to company, this event is noticeable in the HR environment. Colleagues understand everything who, how and why left and whether there was a conflict at the previous place of work.
Informal requirements arise from the specifics of the position of the director of personnel management. The HR director should be a buffer between the CEO and the company's staff. His task is to protect the director from ordinary, current problems and conflicts and, as far as possible, solve them at his own level. And only in case of insufficient authority to bring problems to the top manager. Hence the requirements of stress resistance and flexibility for a candidate for such a position. He must also be able to listen and hear people, to understand what is the reason for certain actions in a particular situation.

The director of personnel management will have to implement the policy of the general director in life. Therefore, he must be able to defend his position at the stage of discussion of the project. But as soon as the decision is made, "take it under the hood" and, regardless of whether he agrees with the decision or not, to carry out the line chosen by the general director. And do it in such a way that the reputation of the leader does not suffer. Therefore, the future director of personnel management must be super-loyal towards the company in which he is going to work, be able to control his emotions.

The fourth step is the introduction of the director. The task of adapting the HR director lies entirely with the CEO. He must describe to the new employee the internal situation in the company, introduce him to the circle of other top managers, introduce them and make sure that there are no conflicts in their environment.
Of course, the arrival of a new employee causes tension in the psychological climate of the company. The nervousness of the atmosphere depends on how balanced and professional the actions of the HR director are. And this is an additional opportunity for the head of the company to make sure that his choice is correct.

The fifth step is the development of a program of action. In accordance with the company's development program and the management's voiced expectations regarding the results of the new service, the HR manager draws up a plan for working with personnel. The manager must assess the adequacy of the program and understand what decisions the HR director will make when moving along this path, and which ones he should leave for himself.

The criterion for delimiting areas of responsibility is most often the cost of the solution. In particular, this concerns the approval of a remuneration system or a training plan for employees for open trainings and courses. And it does not mean at all that the HR director will not be able to influence these decisions.

If we are talking about a personnel training plan for the next six months, then, on the one hand, the results of the evaluation activities carried out should be presented. It is necessary that the report clearly describes that such and such skills are not available, but such and such employees need them, therefore such a program and such trainings were chosen. On the other hand, an analysis of the market for services in the field of training should be presented: a breakdown by companies (such and such firms conduct these trainings, prices are such and such, based on the optimal price / quality ratio, this company is selected). In addition to justifying why something is being done, the HR director must clearly describe what the company will get from these activities and how soon.

Step six is ​​creating the service. In the old days, one human resources department differed from another only in the number of employees, which depended on the size of the organization. HR services of modern enterprises can be divided into three groups.
Conservatives. Work the old fashioned way, perform technical functions personnel office work.
moderate innovators. Along with personnel records management, they perform certain functions of human resource management: recruitment, certification of employees and the formation of a training program for them. Sometimes a psychologist gets into the staff of the personnel department, and then this unit deals with the socio-psychological microclimate in the team.

Innovators. Actively introduce advanced personnel technologies. Recently, large companies have even created an independent structure "Center for Assessment, Development and Training of Personnel", which works not only with its own employees, but also conducts open and corporate trainings for other companies. This allows you to make the unit not only self-sustaining, but also profitable. With a large number of employees, each personnel management function can be performed by a separate unit within the personnel department. But in a real situation, at the time of its organization, not all functions are implemented.

3.2. Goals and objectivesHR- corporate services

In the past, HR (in our country) at best saved the organization money by filling out all the paperwork correctly to protect the firm from litigation with employees. Now the HR service should bring profit to the firm by facilitating the implementation of its strategy.

Thus, the main goal of the activities of personnel management services in organizations of the modern type is "to bring profit to the company."

Western theory says that the personnel management service has the following goals:

Providing the organization with well-trained and motivated employees;

Effective use of efficiency, qualifications, practical experience and skill of all employees in the organization;

Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;

Systematic communication to employees of the organization's policy and its own policy of personnel management services.

HR management is needed, ultimately, to focus the efforts of employees on the implementation of the intended strategies of the company; ensuring the effective use of the intellectual and physical capabilities of employees, the realization of their potential; promote the strengthening of labor relations in the spirit of cooperation and improvement of the moral climate in the team.

Since only the fruitful joint activity of the team guarantees the success of the company, the ultimate goal of working with personnel is the maximum convergence of the company's expectations and the interests of employees.

In general, the system of goals for personnel management can be considered in two ways. On the one hand, it must answer the question: what are the specific needs of workers, the satisfaction of which they have the right to demand from the administration. On the other hand, the same system of goals should also answer the following question: what are the goals for the use of personnel that the administration sets itself and what conditions it seeks to create for this.

Obviously, the effectiveness of personnel management depends on the extent to which these two groups of goals are consistent.

So, from the point of view of the employee of the enterprise, the block of social goals can be represented as follows (Fig. 1):

Experience has shown that the activities of personnel management services cannot be reduced to the very limited set of activities that have traditionally been performed by human resources departments in Russia. The new approach to HR management is characterized by complexity. Western enterprises have long been operating unified personnel management services that perform the entire range of functions to streamline labor processes and personnel management processes.

Such A complex approach to the personnel management service in the organization leads to the fact that they begin to expand the range of their functions from purely personnel (formation, selection and placement of personnel) to a wider range of issues, including not only personnel policy, but also personnel motivation, remuneration of employees, coordination interests of employees and firms, etc.

AT broad sense functions of the HR service - a branch of the general policy of the company, one way or another related to the human factor.

Consider the classification of HR service functions in an organization:

Subsystem of working conditions:

compliance with the requirements of psychophysiology

compliance with the requirements of technical aesthetics

occupational health and safety

organization of production processes, analysis of costs and results of labor, establishment of the optimal ratio between the number of pieces of equipment and the number of personnel.

Subsystem of labor relations:

analysis and regulation of group and personal relationships

analysis and regulation of management relations

management of industrial conflicts and stresses

socio-psychological diagnostics

compliance ethical standards relationships

management of interaction with trade unions.

Personnel registration and accounting subsystem:

registration and accounting of admission, dismissal, movement

information support of the personnel management system

career guidance

employment

Subsystem of personnel planning, forecasting and marketing:

development of a personnel management strategy

analysis of personnel potential

analysis of the labor market, planning and forecasting the need for personnel, organization of advertising

personnel planning

relationship with external sources that provide staff to the organization

evaluation of candidates for a vacant position

current periodic evaluation of personnel.

Personnel development subsystem

technical and economic training

retraining and advanced training

work with personnel reserve

professional and socio-psychological adaptation of new employees

Subsystem of analysis and development of labor incentives:

Rationing and billing of the labor process

Development of pay systems

Use of moral incentives

Development of forms of participation in profit and capital

Work motivation management

Subsystem of legal services

decision labor issues in terms of legal regulations

coordination of administrative documents on personnel management

decision legal issues economic activity.

Subsystem for the development of social infrastructure:

catering organization

housing service management

development of culture and physical education

ensuring health and recreation

management of social conflicts and stresses

Subsystem for the development of the organizational structure of management

analysis of the existing organizational structure of management

management organizational structure design

staffing development

building a new organizational structure of management

This classification provides an exhaustive list of functions attributed to the personnel management service in terms of a new approach to HR management. However, the set of certain functions of the personnel management service in different companies is different, since usually each manager chooses those elements that, not in his opinion, are better suited to a particular situation (the size of the company, the specifics of its activities, etc.) and seem to him useful for the success of the organization. But despite all the differences between organizations, there is a standard set of HR departments that, in their sum, represent the personnel policy of the firm. Let's consider these functions in more detail.

Workforce planning – which includes:

assessment of available resources (i.e. analysis of the scope of work and available personnel)

assessment of future needs (forecast of internal and external labor supply and labor demand)

development of a program to meet future needs in human resources based on the ratio of internal and external labor supply with demand and the company's development strategy. For correct forecasting, it is necessary to take into account the average staff turnover, natural disposal(death, retirement, etc.) and other factors.

Recruitment is the creation of a reserve of potential candidates for all positions

Personnel selection - evaluation of candidates for workplace and selecting the best from the pool created during recruitment.

The main evaluation criteria include: professional, educational, organizational, and then personal qualities of the candidate. In that order, because otherwise the company risks hiring a wonderful person, but a bad specialist.

The main selection methods include: tests, assessment of abilities and interviews.

4) Determination of wages and benefits - the development of a salary and benefits structure in order to attract and retain an employee.

At this stage, we must remember that wages are monetary rewards for work performed and play the role of a decisive argument for many employees. The salary structure is determined by the salary level of competitors, conditions in the labor market, productivity and profitability of the organization. It should be added that today the system of additional benefits is of great importance for employees. Benefits may include: profit sharing, share payments, vacation pay, etc.

Adaptation is the introduction of hired workers into the organization and all its divisions in order to realize what the organization expects from them and what kind of work in it receives a well-deserved appreciation.

The main goal of adaptation is to bring the personal knowledge, experience and values ​​of the employee into line with the values ​​and traditions of the organization, to teach him the relationship in a particular company. Adaptation proceeds through formal and informal channels.

Training - development of programs for teaching labor skills to effectively perform work.

Training is necessary to maintain high productivity of all staff and individual workers in case of admission to a new position and in case of insufficient qualification. In order for training programs to be effective, the personnel management service, together with the top management of the company, needs to create an appropriate climate conducive to learning: encouragement of students, support from teachers, etc.

Grade labor activity– development of methods for assessing labor activity and bringing it to the attention of employees. Evaluation of labor makes it possible to assess the quantity, quality and intensity of labor.

Today we can talk about two types of personnel assessments, the methods of which are directly related to the attitude to the company's employee as a valuable resource: the first is personnel assessment when hiring, the second is personnel performance assessment (this is the most difficult part of personnel work, requiring higher qualifications and from company executives and from specialists in personnel management services).

The main requirements for assessment are the requirement of objectivity on the part of the assessor, and for the personnel management service - the development of competent procedures and technologies for assessing personnel.

Personnel assessment allows you to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential for assessing growth prospects.

Evaluation of labor and personnel are the constituent elements of such a widespread personnel event as attestation.

Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must:

Develop a methodology for moving an employee from a position of greater or lesser responsibility

To develop the employee's professional experience by moving to other positions or areas of work (in other words, personnel management services are engaged in career planning for employees).

Using these classifications as an example, I wanted to show that today there is no single strictly defined view of the functions of the HR service in an organization. As already mentioned, business leaders rarely use theory in its pure form, but, as a rule, adapt it to the conditions of the functioning of a particular organization. However, the results of the study showed that with all the intercompany and intercountry differences in the field of personnel management (in two firms in the same industry in one country you will not find two documents similar in form and content regulating the activities of the HR service), they all profess a common ideology and methodological basis of staffing.

According to a study by the American Society for Human Resources Management, the following HR functions take the most time (in descending order):

Solving personnel problems (selection, orientation, staff assessment)

Definition of compensation and benefits

Training, advanced training

Labor Relations

Other activities

Depending on the size, stage of development and strategic plans of the enterprise, individual functions of the personnel service may become more relevant. For example, when exiting new market will require massive retraining of employees. For companies expanding their network, attracting a large number of qualified personnel is of paramount importance. It is important for steadily developing companies to work with a personnel reserve, improve the professional level of specialists, and carry out internal rotation, otherwise employees will stay in one place, which does not contribute to the growth of labor productivity

3.3. Strategic roleHR-services

To be successful, the HR function, along with other business units, must perform a range of functions - from providing basic operations to strategic planning. There are many "models" that broadly describe the most important areas of activity for the average HR department. The most famous of these is undoubtedly the "four quadrant" or "business partnership" model proposed by Dave Ulrich of the University of Michigan. However, no matter how effective this model is, it does not define the role of strategic planning. As an alternative, I propose the “Five Levels of HR Contribution” model (see Figure 2), which, in my opinion, better describes all levels of the HR function.

The “job” of HR managers can be clearly divided into five levels, from operational to strategic.

Each HR department must ensure that employees are provided with the information they need, that they answer their questions, and that they fully complete all current tasks at the operational level. Most experts will agree that these are the longest-known and simplest HR operations:

work with documentation related to the hiring of new employees, registration of movements and dismissals of personnel, maintenance of payrolls, etc.;

advising employees on issues of labor legislation, personnel policies of the company

In addition to performing basic operations, most HR departments perform staffing functions. The second level of functioning covers many of the standard areas of responsibility of the HR service, in particular: staffing, compensation and benefits, team relationships, staff training. Each functional unit of the HR department, although interacting with others, has its own goals and objectives and provides some services independently. At this level, for example:

development of standard procedures and policies for staff expansion, training and development of personnel, provision of compensation and benefits;

maintaining primary personnel records.

At the third level, the activities of the HR service are included in the range of activities planned within the company as a whole, and are mainly focused on tactical tasks. One of the main goals of any company is to increase productivity, therefore, to achieve it, the efforts of all departments must be coordinated. The task of the HR service is to increase or maximize the productivity of all employees.

In order to directly influence labor productivity, parameters for its assessment and specific measures of influence on it are necessary. In addition, organizational solutions are needed to help stimulate (or even force) the various functional departments of the HR service to work towards this goal as a single team.

Increasing overall productivity requires HR managers to develop initiatives to consistently increase the dollar value of labor output while maintaining a constant or lower average cost of labor per unit of output.

At the third level, the functional responsibilities of HR departments include identifying all factors affecting labor productivity and developing measures to manage them. Typical, unfortunately, is the situation when none of the HR departments even sets itself such goals.

Here are some "non-traditional" HR functions that are added at this level:

development of tools and strategies aimed at retaining key employees;

transfer of employees to units that have a greater impact on the achievement of business results;

development of systems of non-material incentives and recognition of employees;

measurement and analysis of the state of labor resources;

coordination of knowledge management efforts.

The fourth level is a significant transition point, after which the work of the HR service begins to make a strategic contribution to the success of the entire company. To increase competitive advantage, efforts must be focused on ensuring that every key human resource management program and every HR service is the best of its kind (compared to competing companies). At this level, efforts are focused on the components of the external environment, while all the previous ones concentrated exclusively on internal processes. Instead of simply tracking what competitors are doing, the fourth level is to identify (and take advantage of) weaknesses and shortcomings in the performance of competitors. So far, only a select few, elite companies have funded HR activities at this level. Typical actions aimed at developing competitive advantages can be considered:

analysis of HR programs in competing companies;

planning the number of employees and forecasting labor productivity;

creation and development of a positive image of the company as an employer;

competitive intelligence.

At the fifth level, the most complex work is carried out, ensuring the strategic contribution of human resources to the success of the company. Efforts at this level go far beyond simply influencing worker productivity. Here it is necessary to take on the solution of strategic business problems in such areas as the development of new products and services, improving their quality, improving services for customers, as well as improving the company's position in the market. Few companies achieve this strategic level of human resource management, and most of them belong to a “productivity culture”. Typical activities of HR-services, aimed at solving the strategic problems of the enterprise and the search for new opportunities, are:

inclusion of HR managers in business development groups;

consultations by HR-managers of specialists in the field of design and development of new products and services;

quality control impact analysis labor force on innovative processes and on the time required to bring new products to the market;

formation and development of a "productivity culture" in the company;

participation of HR departments in the processes of mergers and acquisitions of companies.

The last issue to be addressed in defining the strategic role of HR is the historical focus of HR on cost reduction. This is an important aspect of HR operations, but there are several good reasons to shift the focus from reducing costs to increasing returns and increasing revenue.

Every large corporation seeks to increase its profits, however, in striving to achieve this goal, it is important to understand that in any profit calculation equation there are two parts: income and costs. An enterprise can increase profits by reducing costs or by increasing revenues (by raising the price of a product / service or increasing sales). HR departments traditionally focus on the cost-cutting part of the formula, perhaps because it is relatively easier to reduce labor costs.

Unfortunately, formal cuts in personnel costs can be detrimental. The long-established practice of “under-expenditure” among HR departments is the main reason why HR departments are not able to influence the increase in employee productivity. “Incomplete cost accounting” means that additional costs associated with poor organization of the production process are not included in the general list of them, since such “unforeseen consequences” are not directly related to the activities of the HR department. Here are some obvious examples of dubious cost cutting and "under-accounting":

hiring low-skilled workers in critical situations. This is significantly cheaper than hiring highly qualified people, but can negatively impact product quality and innovation processes;

replacement of highly productive workers demanding higher wages with cheaper, albeit less efficient ones. Ultimately, this leads to the need to hire significantly more employees to maintain the same level of production;

ignoring the average market level of labor costs and "underpayment" of workers. Ultimately, this hinders the recruitment and retention of the best people;

replacing the average cost of education with a cheap one. This leads to an increase in the number of errors and a decrease in the level of labor safety.

As we can see, an arbitrary reduction in personnel costs without simultaneously controlling the impact of such a reduction on income and productivity leads to negative consequences. In fact, any accountant can cut costs blindly, but it takes a true productivity expert to understand that formal cost cutting and "under-recording" of costs can indeed have a significant negative impact on business success.

The strategic goal of HR should be to increase revenue and productivity while maintaining (or reducing) the level of relative labor costs. Given the choice between increasing revenues and cutting costs, top managers invariably choose to increase revenues. Because when doing business in a competitive market, an increase in income occurs by improving the quality of products and services, and these are long-term competitive advantages. Inadvertently cutting personnel costs can increase short-term profits, but in the long run, profits can decrease. In addition, it can harm your competitiveness and image.

3.4. RoleHR-services in working with management personnel abroad

CONCLUSION

In modern conditions in the theory of corporate management there is a significant change in the general paradigm of management. Today, personnel is considered as the main resource of the organization, which largely determines the success of all its activities and is one of the main resources of the organization, which must be competently managed, create optimal conditions for its development, and invest the necessary funds in this.

The results of studying the established management practices in various organizations operating in the Russian market show that most domestic enterprises focus on anything but personnel, and thus personnel as an object of management remains in the background. Therefore, it is not surprising that the personnel management services of most Russian organizations have a low organizational status, are not professionally trained and, in fact, are limited to performing only accounting functions.

Meanwhile, as shown not only by foreign, but also by modern domestic experience, it is the personnel that today is becoming a long-term factor in the competitiveness and survival of the enterprise. In the context of the instability of the Russian economy, the instability of the financial market, the frank weakness and underdevelopment of the domestic labor market, one of the most difficult, but at the same time vital and necessary tasks for the organization is the task of creating and ensuring the effective functioning of the HR service.

In this regard, there is an objective need to determine the viability of the existing human resource management service in the enterprise, assess the degree of its compliance with the ever-growing requirements in the field of personal management and strive to meet these requirements.

Shareholders

Organization Clients

Members of the Board of Directors

Members supervisory board

Full-time enterprise managers

Permanent skilled workers

All permanent employees (full-time)

Hired managers (directors)

Part-time employees

Temporary workers under an employment agreement

Employees on the basis of civil law contracts (in a row, etc.)

Employees of organizations that are part of a single corporate structure with the organization in question

Enterprise pensioners

Third party interns

Employees of allied organizations most closely associated with the enterprise (transport police, school teachers, etc.)

Employees on probation

Persons who are not currently working, but have not interrupted their employment relationship with the enterprise ( maternity leave child care, long leave without pay), or having the status of a pensioner, but continuing to cooperate with their company

Potential candidates for positions ( personnel reserve)

Employees of other enterprises of interest to the organization's HR department

Students of owned organizations or associated universities and technical schools

Other students educational institutions students studying in the specialties included in the scope of the organization's activities

Potential audience for career guidance work

P

Staff

Human resources

Objects of personnel management, personnel, human resources

ANNEX 1

APPENDIX 2

LIST OF USED SOURCES AND LITERATURE

1. Mark A. Hugheslid, Dave Ulrich, Brian I. Becker Measuring the performance of the HR department. People, Strategy, and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M.: « Williams» , 2007. - S. 304.

2. Dave Ulrich. Effective HR Management: The New Role of the HR Manager in an Organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M.: « Williams» , 2006. - S. 304.

3. Pivovarov S.E., Tarasevich L.S., Maizel A.I. International Management. 3rd ed. - St. Petersburg: Peter, 2006. - 656 p.: ill. - (Series "Textbook for universities").

4. Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - 670 p.: ill.

5. Rodchenko V.V. International management: Proc. Benefit. - 2nd ed., stereotype. – K.: MAUP, 2002. – 240 p.: ill. – Bibliography: pp.234-235.

6. Organization of entrepreneurial activity: Proc. manual for universities / Ed. prof. Gorfinkel, acad. G.B. Polyak, prof. V.A. Shvandar. – M.: UNITI-DANA, 2004. – 525 p.

7. N.O. Bordovskaya. Building a personnel service. Practical tools//Handbook of personnel management, No. 11, 03.11.2006.

8. Shekshnya S.V. Personnel Management modern organization: Educational and practical. allowance. – Ed. 5th, revised. and additional - M., 2002.

9. 18. John Sullivan. Understanding the Role of Human Resource Management
in the context of the "Five levels of HR contribution" model // HR Manager, No. 4, 2005.

10. www.hr-portal.ru

11. http:// hrliga. com/

12. Personnel management. 2008, No. 3 M.G. Labadzhyan, I.A. Kokorev

13. Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M.: Exam, 2000. - 512 p.

14. Bazadze N.G. Personnel management in the field of science-intensive business: Textbook. - M.: Publishing House of MAI, 2002. - 240 p.: ill.

15. E.A. Skriptunova, O.V. Surkov. Budgeting and planning in the work of the personnel service// Directory of the personnel officer, No. 11, 08/25/2005.

16. A.A. Khachaturian. Human resource management in a business organization. Series "Personnel Management". - M.: Publishing house LKI, 2008. - 272 p.

17. Kungurov A., Nesmeeva A. Modern personnel service// Director-info, No. 28, 29.10.2003.

Criteria for evaluation	Evaluation interval	Remarks
Review of course work Topic level
Structured material
Volume and quality of sources used
Formatting the text of the work and literacy of speech
Course project presentation
total amount
Satisfactorily
unsatisfactory

1 Shekshnya.S.V. Personnel management of a modern organization: Uchebno-prakt. allowance. - 5th ed., Revised. and additional - M., 2002. - S.33-34.

2 Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov Yu.G. Personnel: a dictionary of concepts and definitions. - M.: Exam, 2000. - P.502.

1 Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. – p.54

2 Bazadze N.G. Personnel management in the field of science-intensive business: Textbook. - M .: MAI Publishing House, 2002. - ill. – P.8-9

1 Levin B.A. and others. Human resources of the corporation: Strategy and practice of management / B.A. Levin, V.I. Galakhov, E.Yu. Zarechkin, B.F. Usmanov. Under total Ed. B.A. Levin. - M .: ICC "Akademkniga", 2005. - ill. – p.56

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Human capital - competitive advantage companies. Therefore, the work of the HR department is so important today. The search for personnel, its adaptation, training and retention of employees are the main tasks of an effective HR service. Their solution largely determines the quality of the work of the entire company.

From this article you will learn:

• What are the main functions of the HR department;
• How to define the structure of the HR service;
• How to analyze and optimize the work of the HR department.

In addition to working with people and personnel records management, the HR department also deals with other equally important issues on which the development of the enterprise depends. When HRs find effective method use of the labor potential of the organization in accordance with economic indicators improves not only financial condition companies, but employees themselves feel job satisfaction. As a result, staff turnover is reduced, and employees get a chance to develop. That is why the employer needs to pay due attention to the organization of the work of this department: to determine the functions of the HR department, its structure and ways to optimize activities.

Functions of the HR department

The main functions of the HR department include:

• attraction of specialists with the necessary skills, as well as in the number necessary for effective work organizations;
• training of specialists, their development and rotation;
• optimization of the structure and coordination of the activities of departments;
• improvement of working conditions in order to optimize the overall performance of the company;
• organization and development of activities influencing environmental factors.

By and large, the functions of the HR department directly depend on the type of company and the type of its activity, but one way or another, they are all related to attracting new personnel from the external environment and providing them effective conditions for professional activities.

Since the situation in the country today is changing day by day - enterprises are being reformed, changes are taking place in the field of employment, the personnel management department must also solve new issues related to personnel. In 2016, for the efficient operation of the enterprise, it is necessary that the HR department has both functional and organizational functions.

The first include, among others:

• determination of the company's development strategy;
• staffing planning;
• staff development;
• employee career management;
• release of personnel;
• determination of jobs and working conditions;
• social services, features of payment for the work of certain categories of employees;
• personnel budget management.

In organizational terms, the HR department should be engaged in ensuring the normal work activity of all employees of all structural divisions companies.

Structure of the HR department

In order to effectively perform these functions, the HR department must be clearly structured. The structure of the HR department, as a rule, depends on many factors that should be considered in its formation. For example:

1. Scope of the company. In trade organizations, a training manager is included in the structure of the department, since training of sales personnel is constantly needed.
2. The number of employees of the company. In organizations with up to 100 employees, two service employees are usually enough, and in enterprises with more than 1,500 employees, at least seven employees should be in the HR department.
3. Key areas of work with personnel. As a rule, each company has its own priority areas of work with employees. For some organizations, recruitment is important, and for some, performance evaluation and remuneration. This factor also affects how many and what kind of employees should be in the HR service.
4. stage of company development. At each stage of the development of an organization, the HR department has its own priority tasks. For example, at the stage of a business idea, the personnel service can be completely abandoned, while when determining the functions of employees, it cannot be dispensed with.

Number of HR departments of Russian companies per 1,000 employees (data from AXES Monitor)

To determine the structure of the HR department, it is necessary to draw up an action plan for each of the functions performed. Only after determining the main activities of this service, the head should determine the composition and distribute responsibilities between employees.

It is important to understand that there is no universal structure for the HR department. However, in 2016, the most common version of the structure, consisting of eight areas:

• motivation and remuneration;
• training and promotion of employees;
• personel assessment;
• labor Relations;
• occupational Safety and Health;
• strategic management personnel;
• adaptation and career guidance.

When forming the HR department, it is advisable for the head of the enterprise to make sure that the department has employees who are able to solve these tasks, and a manager who has an idea about each direction.

Optimization of the work of the HR department

Before optimizing the work of the HR department, it is necessary to assess and analyze the current situation in the service. Peer review is considered the simplest and most inexpensive way. It can be carried out both on its own and with the help of third-party consultants. The composition of the expert commission is determined by the head of the company, as well as the strategic goals of the organization.

Depending on the goals, the criteria for assessing the HR department are determined and the work plan of the commission is drawn up. As a rule, it includes the analysis of documents, the development of questionnaires for employees and management, interviews with employees, assessment financial indicators etc. After the implementation of this plan, the commission provides a detailed opinion on the work of the department, on the basis of which a conclusion is made about the optimization methodology. Experts advise such an assessment to be carried out once a year - this will help the management of the enterprise to see the full picture of what is happening in the department and competently conduct budgeting and planning work for the next year.

Another method of optimizing the work of the HR department can be called an assessment according to criteria such as the number of filled vacancies and the staff turnover rate. Based on these indicators, you can calculate both the KPI of the service and the performance of each HR manager.

In general, the optimization of the work of the HR department is possible only with the close interaction of the service with all departments and partnerships with the management of the enterprise.

Often, managers want some mythical results from HR that cannot be measured objectively. That is why all the initiatives of the HR department should be clearly linked to the tasks of the entire business as a whole and contain answers to the questions that are relevant for any manager: why and how to do it, how much it will cost and what is fraught with inaction. Only in this case it is possible to achieve effective work of the HR department.

The head of any organization should remember that the competent selection of employees, their development and retention in the company create, in fact, the image of a successful enterprise. The role of HR in large companies has not changed in recent years, so in 2016 top managers should take a closer look at the structure of the HR department, and in the absence of such, try to quickly resolve this issue.