home Accounting Identification of symptoms of problems in personnel management. Actual problems of personnel management of the organization

Identification of symptoms of problems in personnel management. Actual problems of personnel management of the organization

Which employees are most prone to burnout?
In some cases, just a heart-to-heart conversation helps
How to arrange emotional unloading for employees
5 well-known reasons professional burnout that everyone forgets

Professional burnout is a process that is manifested by increasing indifference to their duties and what is happening at work, a sense of their own professional failure, dissatisfaction with work, and ultimately in a sharp deterioration in the quality of life. In this article, we will consider 5 main reasons that can provoke professional burnout among employees, and how it can be prevented.

Causes of professional burnout

Reason 1. Wear and tear. When employees have to work at the limit of their ability, there is constant stress all the time. At some point, professional burnout occurs because of this. To identify such burnout, the most effective way is to conduct confidential conversations.

To prevent negative consequences at the initial stage, an employee can be offered an additional day off or sent on paid leave. Such a rest gives the opportunity to restore their strength. For example, I recently noticed a significant decline in the work of one of the top managers. He has established himself as a true professional, having successfully completed many projects. But such an active work of a specialist had a negative impact on his condition, professional burnout occurred. Based on the results of the conversation with him, I offered a trip to Thailand to participate in an event that we organized together with the company's business partners. Such a business vacation turned out to be really effective for a specialist who was able to perfectly restore his strength and began to work effectively.

Emotional intelligence is a powerful weapon of a true leader.

Every month I organize meetings in which the entire management team of our company participates. In a comfortable informal atmosphere, the situation in our company is discussed, with the search for optimal solutions and how to fix current problems. We organize not just a meeting, but a kind of master class - each of our leaders shares their experience with colleagues, while getting the opportunity to learn from others. We jointly solve problems until they expose one of the employees to professional burnout individually.

Reason 2. Unstable financial position companies. We have to admit that in many companies employees are delayed in salaries. If a similar situation may arise in our company, it is better to immediately gather employees and explain the reasons for the problem with payments and the expected time frame for normalization of the situation. From experience, one can speak of the readiness of many employees to understand the position of their management.

For example, in the real estate market, the main part of the failures with the payment of money occurred during the crisis. We also had to face this problem. Then I decided to assemble a team, honestly explaining the future prospects of the company, invited each of them to decide for themselves - to look for new job Or wait for money. Many then remained. It turned out that these are the most reliable personnel for the company, which the manager should especially appreciate.

Reason 3. Routine. The day-to-day tasks of most employees remain the same from day to day. After 1-1.5 years, there is a desire to supplement the work with something new, but such an opportunity does not always exist. Total population our employees are over 3.5 thousand people, so we regularly faced a similar situation.

The optimal prevention of professional burnout is emotional unloading. Therefore, we regularly conduct various cultural trips (to the theater, to exhibitions), with the organization of interesting corporate events (sports competitions, picnics in nature). In particular, we plan to organize a game similar to "Fort Boyard" for the Builder's Day. Anything unusual increases the interest of employees, giving them extra vitality.

To do this, the following measures are useful to maintain the tone of your team:

Conducting training sessions.
Function expansion. If an employee in a heart-to-heart conversation complains about his fatigue from monotony and his skills have already reached the stage of automatism, I can suggest that he share his knowledge and skills with less experienced colleagues - for example, become the head of a mini-department.
An increase in salary or in a position (such decisions are made subject to the achievement of individual KPIs.
Internships in other departments of our company, abroad or in the regions of the country (for example, they offered their chief architect participation in green building courses held in Ireland. Today he successfully uses the knowledge gained in the courses in practice, helping the company to develop).

Reason 4. Dissatisfaction with superiors and colleagues. Employees in medium-sized companies often do not have sufficient authority, without the ability to make decisions on their own. The consequence of the lack of sufficient freedom in work is professional burnout. Consider an example of such a situation - the head of one of the departments faced the problem of delegation of authority after increasing the number of his subordinates. Previously, he did everything on his own and was afraid that when delegating his tasks it would turn out to be unnecessary. Many people face similar fears. They believe that they are indispensable, and no one will do the job at the proper level. I had to participate in this issue, explaining to our employee that the delegation of their powers becomes necessary in a multifunctional mode of operation. Changes like this need to be planned so that each employee is responsible for the part of the job they can handle. After all, you do not need to immediately overload employees with responsibilities, you should increase their workload in stages - only this condition allows you to maintain stable growth and further development of your department. Such communication and clarification of the situation allowed our employee to cope with the problem.

Conflicts between employees: why they arise and how to solve them

Personal conflicts between employees arise in the work of any company. Personally, I think that at the same time, an effective manager cannot stand aside - he must be able to resolve such problems. Consider an example from the practice of our company. 2 heads of one of the departments quarreled so much that the conflict directly affected the quality of their work. I decided to delimit the area of responsibility of each of them - for one, Moscow and the Moscow Region, for the second, all other regions. Consequently, a certain competitive environment has arisen between them. Thanks to this approach, it was possible to save important employees achieving the efficiency of the enterprise.

Reason 5. Impossibility of career advancement. When starting work in a company, many young people believe that after six months they will be able to achieve a promotion, starting to rapidly overcome the steps on the career ladder. When such success is not achieved, then the effectiveness of their work is significantly reduced. To avoid this situation, HR professionals should engage in explanatory conversations about career prospects, considering real examples how a particular specialist was able to achieve career development in the company, and what was needed for this.

e&g

4 more common causes of professional burnout

Workaholic leader. With the constant presence of the leader at the workplace, his subordinates have a feeling of guilt that they can leave on time. They gradually begin to stay at work too, although such a need does not arise. This situation leads to increased dissatisfaction with professional burnout in the future.

Unstable working conditions. Often, freelancers and freelancers are characterized by a suspended state - when there is work today, and tomorrow there may be a “window” without orders. This stress is not for everyone. Faced with such fears staff members over the age of 45 - after all, it will be more difficult to find a job in a new place than for young people.

intrapersonal conflict. For example, an honest sales manager works in a company, but he is forced to sell goods that do not correspond to the declared properties. Because of this, he is faced with internal contradictions that provoke unstable indicators. This conflict is also common for many women who have to choose between families and careers - not having time to pay due attention to each side of their lives.

Uncomfortable working conditions. A noisy environment throughout the working day will be a serious test for a sensitive to third-party sounds, uncommunicative employee. He has to spend a lot of his energy to concentrate on work.

Prevention of professional burnout of employees

If we talk about ways to prevent professional burnout, you need to take into account that there are no unique means of dealing with the problem, each person individually chooses the most suitable option for himself.

Workload dosing.
Abstract and do not take everything too close to heart.
Be able to switch, changing activities.
It is impossible to always be on top, surpassing others.
Accept that mistakes in your work and life are inevitable.
Make sure you get enough rest.
Make time for sports.
Be clear about your own goals.
Review your goals and targets.
Try to communicate more often with colleagues from another team in order to increase your self-esteem.

Professional burnout becomes a certain wake-up call, reminding you of the need to take care of yourself so as not to be influenced by the burnout syndrome. To achieve the prevention of an uncomfortable state, it is necessary to provide for a break from work for at least a week. The best option- leave the space in which there is a feeling of discomfort by turning off the phone. Sports, yoga, meditation or relaxation in nature will be very useful.

CEO speaking

Mikhail Zhukov, Managing Director of HeadHunter, Moscow

Based on the results of their study, they were able to determine that only a few domestic employers monitor the emotional state of employees in their team in order to influence it in a timely manner. The majority of respondents (about 80%) emphasized that they felt professional burnout - in the form of fatigue, irritability and loss of motivation for work.

The motivation system can influence the emergence of professional burnout syndrome. At proper organization the motivation system manages to maintain the fighting spirit of its employees for many years, keeping them striving to achieve high results. If the company does not pay due attention to the issues of motivation, then employees will often ask for a promotion or salary - only such measures will contribute to their desire to give all the best at work. Even worse than the neglect of motivation is the wrong organizational system. The consequence of 2-3 mistakes in matters of emotional or financial encouragement is the loss of a person's desire to work.

When an employee has a burnout syndrome, there is no need to rush to fire him. It is always necessary to understand the reasons for such a situation. After all, in the case when something is done wrong in the company, you will often have to think about changing employees. It should be taken into account that employees often call a conversation with the manager one of the means of solving their problems. Therefore, it is important for employees to understand that the manager is aware of their professional difficulties.

The actual problem of a modern working person is wear and tear, excessive professional loads, and nervous strain. As a result - professional and emotional burnout, chronic depression, fatigue, apathy, indifference to life. In the race for recognition, money or a high rank, a person gives all his best, goes to his goal, strives for what he desires with all his heart. However, often, having come to his dream, he does not experience happiness - emotionally a person is so exhausted that he simply does not feel joy.

Employee burnout syndrome is not fictional. This is a real "disease of the 21st century", which affects entrepreneurs, employees of large companies and avid workaholics. If the “reboot” is not turned on in time, the “disease” will progress, dragging the person to the very bottom. How to recognize and prevent emotional and professional burnout of employees in your company in time?

Beware of high voltage: professional employee burnout

For the first time, the dangerous diagnosis of “burnout” was discussed in 1974. American specialist in psychiatry G. Fredenberg conducted research in the staff of big company and revealed symptoms of a gradual decrease in their enthusiasm for work, psychological exhaustion. Employees complained about the loss of interest in their usual work, a decrease in labor productivity, the fading of activity, labor zeal. Moreover, this condition had nothing to do with ordinary body fatigue - emotional burnout was closely related to employment, work, and its signs did not go away after rest or sleep.

Professional burnout- this is a general negative state of a person that develops against the background of chronic stress in the conditions of professional activity and leads to mental and emotional depletion of the internal resources of the individual.

In the process of work, each employee experiences loads of any kind - physical, emotional, psychological. Life is not without them modern man. However, with a slight regular stress, the body copes with stress on its own, a natural “reboot” occurs quickly, without causing significant deformations in the mind and everyday life of a person. But when an employee is constantly subjected to powerful loads, negative situations “wind up” into a tight ball, are postponed, and accumulate into a huge “snowball”. Without “discharge”, negativity puts pressure on consciousness, exhausts a person, and, as a result, professional burnout occurs.

Emotional burnout in professional activity is the result of a long-term presence of a person in a stressful atmosphere that has arisen as a result of accumulated internal contradictions with the factors surrounding him.

The victims of the syndrome are most often employees whose activities are associated with constant, personal communication with people and nervous strain. This category of employees includes:

Persons with certain character traits are more prone to burnout syndrome. These are humane idealistic individuals, introverts, sensitive, vulnerable people who are characterized by a low level of mental resistance to the negative influence of the environment. It was also revealed that women are more prone to professional burnout than men, due to their innate emotionality.

According to statistical studies (Journal "Kadrovik", 2011), the following categories of people are most prone to professional burnout:

Management (43%)
Active employees, workaholics (40%)
Creative individuals (35%)
Sales managers (28%)
Specialists near retirement age (22%)
Workers engaged in daily routine tasks (20%)
Beginners who do not have a coach, mentor (5%)

Occupational burnout: causes of a “fire hazardous” problem

According to many psychologists, burnout is a kind of defense mechanism that is activated by the body in response to stressful factors. As a rule, the human nervous system has its own limit of ongoing psychological processes, for example, communication, perception, attention, solving some problems. During the day, a particular person can pay attention to a limited number of people, perceive a certain amount of information, solve a range of tasks. If a person regularly exceeds this limit, there is an overstrain of the nervous system, then exhaustion and emotional burnout. The “bright colors of the day” fade, become gray, apathy, indifference, irritability come.
In addition, professional burnout in the case of activities associated with intensive communication with people occurs very rapidly. In the process of communication, each person exchanges energy with an opponent and expects a positive return in return. However, in some cases, the interlocutor "responds" with silence, hostility, indifference. From such communication, the active side simply wears out, splashes out its energy, which evaporates like a sip of clean water under the scorching sun. As a result - moral and emotional devastation, alienation, cynicism, a state of complete indifference.

The main causes of professional burnout syndrome:

Routine, monotony of the working day
Work overload or, conversely, the presence of free time not filled with work affairs
Negative, unhealthy atmosphere in the team (arrogant communication or hazing)
Work related to constant communication with strangers
Low-paid activity, lack of professional growth, career development
Low self-organization
Lack of motivation system in the organization
Regular change of leadership, constant changes in work responsibilities, improper delegation of duties, responsibilities

Emotional burnout of employees: symptoms of "poisoning" by work

The syndrome of emotional burnout of employees in the company does not go unnoticed. Symptoms of "pathology" are displayed not only in emotional terms, but also affect other important aspects of a person.

Signs of employee burnout syndrome are conditionally divided into three blocks:

1. Symptoms of the psychophysical plan:

Constant fatigue, which manifests itself not only in the evening, but also does not go away in the morning, after waking up
Feeling of exhaustion (physical and emotional), decreased tone and energy
Lack of curiosity, feeling of novelty
Decreased defensive reaction, lack of fear in a dangerous situation
Weight fluctuations (weight loss or gain for no apparent reason)
Insomnia
Violations of the work of some body systems (indigestion, headaches, respiratory dysfunction)
Lethargy, sleepiness during the day
Loss of vision, touch, smell

2. Socio-psychological signs:

Anxiety without a reason, unreasonable anxiety, fear
Nervous breakdowns
Indifference, apathy, passivity, depression
Irritability, outbursts of anger even at minor troubles
Constant digging into emerging emotions (guilt, shame, resentment, isolation) Understatement of one's own abilities
Negative attitude towards professional and personal prospects

3. Changes in the field of human behavior:

Feeling of meaninglessness and hard work
Inability to complete important tasks during the working day, wasting time on small details, "stupor" in processes that do not require increased attention
Distance from colleagues, inadequate, negative reaction to communication, aggression, increased criticality
Stable fading of motivation to work, indifference to own achievements
Regular violation of the working regime (arriving later, leaving earlier than expected) Difficulty in making any decisions
The emergence of bad habits (alcohol abuse, drugs, smoking)

Emotional burnout of employees is dangerous both for themselves and for the organization. The result can be problems such as systematic staff turnover, the emergence of a negative atmosphere in the team, and a decrease in the productivity of the entire company. Of course, not all employees in the company are prone to emotional burnout - avid activists and optimists have a high degree resistance to this syndrome. However, not everyone has such qualities and a peculiar approach to work. What to do? Timely prevent employee burnout and eradicate the problem at the stage of its inception - and this should be done not only by the company, but also by the employees themselves.

Do not burn to the ground: prevention of professional burnout

It is impossible to completely eliminate the influence of negative and harmful factors in the process of work. However, properly implemented prevention of professional burnout will help prevent the consequences of the syndrome, help employees gain confidence in their abilities and take a fresh look at their, even routine and boring duties. The main thing - correct installation and a positive approach to the problem! It's all up to us!

On the part of the organization, the dominant preventive areas that prevent burnout of employees are:

An important mission of management is to correctly allocate priorities, highlight the goals of the company and convey them to employees. As an example, we can consider an old parable about builders who were engaged in one thing, but associated it in different ways. The first one simply "dragged a heavy, damned wheelbarrow with building materials”, the second one “earned funds for his family”, and the third one “participated in the unique construction of a beautiful cathedral.” The correct statement of the task is the main condition that motivates employees.

The employees themselves must also make efforts to ensure that the work is not a heavy burden, exhausting emotionally and psychologically, but an enjoyable and rewarding activity. Prevention of emotional burnout on the part of employees consists in the correct positioning of problems, a look at troubles in a new direction and distraction:

Remember: life is not only work. There are many more pleasant activities that will give you extraordinary feelings of emotional pleasure, delight, and help restore feelings of novelty and happiness. Communicate with relatives, spend leisure time with your family, travel, share positive emotions, do not focus only on work. After all, life is beautiful: and you have it alone!

Human resource management in the service sector (retail, hotel and restaurant business, consumer services) has its own characteristics.

From this article you will learn:

how to manage at the lowest cost sales staff;
what are the specific problems of personnel management that an HR manager has to solve commercial enterprise;
what is the basis of effective economics of personnel management of a hotel or restaurant.

Sample Documents

Register to download files and access over 3,000 HR documents

Regulation on non-material motivation

Questionnaire to identify the internal loyalty of employees

Regulations on material motivation and remuneration

The economics of personnel management in trade: how to retain employees?

The service sector occupies one of the key positions in the economy of a post-industrial society: it is characterized by a high level of profit (compared to the agricultural or industrial sector) and a significant number of jobs. Trade is one of the "pillars" on which the service sector rests.

HR management in an enterprise engaged in retail, has its own characteristics: high staff turnover and long working hours give rise to the need to constantly hire new employees and find effective ways to retain experienced staff.

The main problems of personnel management in trade, as a rule, come down to:

lack of practical experience among employees of a trading enterprise;
difficult working conditions (long shifts, the need to constantly be in front of customers), scaring off potential employees;
scheduling difficulties caused by fluctuations in consumer demand.

Retail trade attracts mainly people without work experience (for example, part-time students) and without special education. Low level discipline, unwillingness to make a career and look after one's own appearance and behavior at the workplace, absenteeism is far from a complete list of shortcomings of employees who have chosen the field of trade only because “a store or a supermarket is close to home”, and there is no more interesting and profitable occupation at the moment.

Therefore, in order to achieve satisfactory results, the HR manager needs to carefully screen candidates during the initial selection and apply effective ways motivation of employees.

make the search and selection procedures massive in order to ensure the maximum number of candidates and select the most suitable ones;
Make it available to employees who are genuinely qualified to work in the trade and do not see it as a "temporary option";
establish control not only over the appearance of employees, but also over their behavior in the workplace;
implement short but intensive training programs for employees who do not have work experience in the enterprise;
boost staff morale possible ways to reduce staff turnover and improve the quality of work;
establish a fair level of material remuneration for work from the point of view of employees;
timely resolve any conflicts that arise between employees, while they are not involved most of collective;
try to plan work taking into account consumer demand trends in order to evenly distribute the load on all sellers, cashiers and other employees of the trading floor.

Hotel personnel management: focusing on motivation

For the hotel industry, labor resources are of great importance, since the services offered by hotels are intangible phenomena. The well-being of such an enterprise largely depends on the professionalism of its employees. In order for the economics of hotel personnel management to provide the best results, a clear personnel management system should be created, covering the area not only of day-to-day tasks solved with the help of administrative intervention, but also of strategic issues.

Practice shows that the most painstaking work with the staff does not provide a positive effect if the employees are not sufficiently motivated. Illiterate hotel personnel management affects the company's profits almost immediately: the results of numerous studies have shown that there is a direct relationship between the loyalty of employees and the loyalty of hotel customers. Therefore, even in a small hotel, it is important to implement, avoiding:

"punitive" methods of motivation that contribute to the departure of the most creative, active and competent employees;
instability (do not cancel motivational activities and cut social package for no apparent reason understandable to the staff);
ignoring the expectations and interests of employees;
inconsistencies between the system of motivation and common strategy companies.

You should not rely solely on the material component of motivation: as a rule, an increase in wages ceases to motivate an employee after a few months, but from the very process of work and growth in career status, it can provide a much more lasting effect.

Personnel management in the restaurant business: we carefully select employees

A well-organized HR management allows any restaurant to be provided with qualified employees who conscientiously fulfill their duties and thereby increase customer loyalty (and, consequently, the institution’s profit). In order for restaurant personnel management to give a positive result, it is necessary to identify in advance the most relevant personnel problems and find ways to solve them. Most often, restaurant managers have to solve issues:

training of employees who are employed without work experience and relevant education; low prestige of the profession (work as a bartender or waiter is considered not attractive enough, and this repels many promising candidates);
interpersonal conflicts in the team, caused by the need for daily teamwork.

In addition, “random” people often get into the restaurant business, finding a job for the purpose of quick profit (potential scammers) or looking for temporary work. Help to weed out such applicants modern methods selection: step-by-step testing, role-playing games (including conflict ones), interviews with checking special skills.

The problems of personnel management are found in many enterprises, so the demand for the installation of modern HR management systems is very high. Organizations today see a discrepancy between the ever-increasing need for good human resources management and the state of the services that are responsible for this work. It is necessary not only to change the regulations of HR departments, but to make adjustments to the personnel management model.

Problems of personnel management

The functions of personnel management can be dispersed in the organization among several departments that are directly or indirectly involved in solving personnel issues.

In the work of such departments, coordination is very important; its absence does not allow effective personnel management. It is the HR department that should take on the job of managing employees in the enterprise. The tasks of the HR service include the selection of personnel at all levels and its placement. But in practice, only in some organizations personnel officers work effectively.

In organizations, there is often a clear contradiction between the goals that the HR department proclaims and the functions that it actually performs. The head of the personnel department of the enterprise lists in the list of cases that the department is busy with, personnel control, and measures to increase the motivation of employees. But in fact, the department rarely deals with the processes listed above. As practice shows, the solution of many personnel issues depends on the management of the enterprise, but it is necessary preliminary analysis situations.

There is another problem related to personnel management, which is often encountered in Russian companies. It's about about the lack of a unified system of work with personnel. Such a system involves studying the abilities of specialists working in the organization, offering options for their professional development and career growth.

The management team of the enterprise

Not all managers can properly organize the work of the personnel department. An entrepreneur must know the current problems of personnel management, this will help to avoid the most common mistakes. The problem is that work with employees is often initiated by management just to improve the situation, but it is getting worse, the company is losing its position in the industry.

Rethinking employee management practices can significantly improve the health of the team. But here it is necessary to take into account the fact that not all workers will accept new methods. If a conflict arises between management and part of the staff, the situation within the company may worsen.

Many problems of personnel management in an organization can be avoided if measures are taken in time. The most frequently encountered problems include the following:

dismissal of qualified specialists;
absence labor discipline, low performance discipline of employees;
low qualification of workers and a number of managers;
conflicts and negative atmosphere in the team;
low level of motivation;
low level of initiative of the staff;
conflict between management and employees.

Each leader must make an analysis of the current situation and then make a decision.

Personnel development programs

The successful development of the company depends on the skill level of employees. The qualifications of specialists can be improved if attention is paid to training and strategic planning. Retraining of specialists and advanced training are crucial for effective work firms, but not all company leaders understand this. But the question of personnel training is very important. This applies to both large organizations and small firms. It is necessary to put the professional development of employees in the rank of priority tasks, then the company will be provided with qualified specialists.

It is imperative to improve the qualifications of the management staff of enterprises. We are talking about managers who head the departments of personnel, marketing, etc. The set of programs should correspond to modern realities. It is good if the line managers of the organization complete programs that teach the evaluation of management effectiveness. This training helps managers learn to make the most of their workforce. This is very beneficial for the organization, because the competitiveness of the company increases not due to additional capital injections, but due to the effective organization of the labor process.

Staff development needs to be planned. It is necessary to take into account the natural movement of personnel, which occurs due to the dismissal of employees, the retirement of specialists, and conscription into the army. The human resources department must prepare an equivalent replacement in advance, improve the level of training, unite the team and increase the potential of the team.

Much attention has recently been paid to improving labor efficiency. This problem concerns ordinary employees, managers and technical workers. Separately, it is worth considering the problems of the lower level - they have their own characteristics.

Today, there are many practical methods that help to effectively manage personnel. You can make progress in management if you constantly monitor existing problems.

The most common HR problems

The main problems of personnel management can be the following:

These problems of personnel management are relevant for many companies. A competent leader, using theoretical knowledge and applying modern practical skills, will cope with all the unpleasant situations that arise in the team.

An analysis of the qualitative composition of the personnel of OJSC MZMK is presented in Table 11.

Table 11 - The structure of the qualitative composition of the personnel of OJSC MZMK

years	Total number of personnel, people	With higher education, pers.	Share with higher education, %
1	2	3	4
1995	610	68	11,1
1996	640	74	11,5
1997	790	111	14,0
1998	840	133	15,9
1999	860	148	17,2
2000	960	175	18,2
2001	900	180	20,0
2002	890	169	19,0
2003	830	163	19,6
2004	860	179	20,9
2005	860	187	21,7
2006	860	187	21,7
2007	810	179	22,1
2008	897	185	20,6

Education has become one of the main aspects of competition, and therefore it needs to be given more and more attention. Assessing the coverage and quality of education is becoming a very important task today, almost as important as assessing the solvency of an enterprise. It is about checking the ability of the enterprise to provide conditions for survival, maintaining the intellectual and professional skills of its staff.

With higher education at OJSC MZMK - 185 people

With a secondary special at OJSC MZMK - 346 people

Seventeen people are currently studying on the job in various higher institutions, some of them receive a second higher education.

The presence of a sufficient reserve of workers with a secondary special education creates a fertile ground for their further development adequately to the emerging conditions.

There are several types of organized courses. By type, courses can be classified: by main objects, prevention (safety courses), adaptation to the workplace, to work, teaching new knowledge (improvement), knowledge support, etc. Analysis of the type of courses allows you to general analysis investments in education among all investments to support and expand education.

The company pays great attention to the courses " Industrial Safety and labor protection. By order of the General Director of OAO MZMK, each manager who has subordinate personnel is required to take a ten-day course. Every year, students are sent to the institute for advanced training of civil servants to the departments: “finance, prices, audit”, “repair and modernization of equipment”. Monthly courses are held to improve the skills of workers (training and certification of welders, etc.).

The training of management personnel at OJSC MZMK is reduced to the development of the skills and abilities necessary for employees to effectively fulfill their official duties or production assignments. Using a training program prepares managers for promotion. Management determines what abilities and skills are required to perform duties in all line and staff positions in the power plant and determines which of the managers is most suitable for occupying certain positions, and who needs training and retraining. Having resolved all these issues, we have a schedule for the preparation of specific individuals who are scheduled for possible promotion or transfer to other positions.

The figure shows the process of personnel training and career management at OAO MZMK

Figure Personnel Career Management Process

Leadership training is mainly conducted to ensure that managers acquire the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to satisfy the need of a higher level: professional growth, success, testing one's strength.

Training of managerial personnel is carried out by organizing lectures, discussions in three small groups (reserve for promotion to leadership positions), analysis of specific business situations. The method of rotation by service is not applied. There is no temporary movement of the head of the grass-roots level from department to department. The organization introduces the new leader to many aspects of the activity. As a result, the young leader learns the various problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work in higher positions.

Another important technique is the training of leading personnel in the course of their work. A close relationship has been established between the level of requirements in the process of training new managers and their subsequent promotion. Those individuals who were given more difficult tasks from the very beginning developed higher working qualities in themselves. An example would be the creation of a team led by a senior operations engineer. The technical re-equipment group was staffed by specialists with the proper qualifications and experience in the shops and departments of OAO MZMK. After two years of work, several group leaders, one shop manager and Chief Engineer OJSC MZMK. In other words, participation in working group made it possible to ensure rapid career advancement (less than three years) by stepping over a number of positions. At the same time, employees of OAO MZMK do not know their prospects in this team, which indicates a poor organization of work with personnel, a lack of career planning and control at the enterprise.

The ultimate goal of career planning in an enterprise is to improve staff motivation, commitment and performance. It's obvious that effective management career in the organization provides:

1. Wide opportunities for attracting highly qualified specialists.

2. Decreased turnover among the core staff (key employees of the firm) due to their satisfaction with promotion opportunities.

3. The growth of the efficiency of the organization as the end result of the coordinated actions of the staff and the company

As a result of this formalization, it is necessary to conduct an analysis of career dynamics, which precedes the formation of a career management policy.

This work is necessary in order to:

Track the relationship of career dynamics with performance assessment for subsequent modeling, for example, the dependence of wages on performance assessment;

Specify the next career path and form the necessary requirements for the successful completion of this path or change the direction of this path.

Ultimately, this whole process provides mutual benefit for both the organization and the employee.

Thus, career planning contributes to the development of the organization itself. Increased attention to personal career development on the part of OJSC MZMK generates loyalty to it and, consequently, reduces staff turnover, which leads to a reduction in the cost of staff replenishment activities. In addition, stable orientational attitudes appear among the staff to achieve positive final results for the organization, which provides mutual benefit both for it and for the employee.

In addition, OJSC MZMK is to conduct a second attestation of workplaces in 2007 (the first attestation of workplaces was carried out in 1999). For its successful implementation, in addition to employees of the labor protection and reliability service, representatives from the workshops will be involved, one from each workshop, who will conduct certification of workplaces, each in their own workshop. To do this, all those who will carry out certification of workplaces at OJSC MZMK are trained either in Kemerovo on the basis of the Kemerovo Regional Institute for Advanced Studies, or in Ivanovo at the Research Institute of Labor in this profile. Each trainee receives a certificate for the right to conduct certification.

The costs of labor protection and adaptation of personnel consist of the costs of implementing the Action Plan for labor protection and other unplanned measures aimed at improving the working conditions of the enterprise's employees for the period 2007-2008 are shown in Table 12.

Table 12 - Analysis of the cost of labor protection thousand rubles.

For the period from 2007 to 2008. JSC MZMK saw a reduction in labor protection costs by 53.3 thousand rubles. by reducing the cost of financing measures for the prevention of diseases at work and measures for the general improvement of working conditions and measures for the prevention of accidents. This reduction may have a negative impact on the overall working conditions of workers.

Analysis of the implementation of the Action Plan for labor protection, adaptation and training at OJSC MZMK for the period 2007-2008. shown in the table.

In fact, it was planned to carry out 47 activities in the amount of 4915.4 thousand rubles.

56 events were carried out for the amount of 9219 thousand rubles.

Actual costs for the implementation of planned activities amounted to 6437.1 thousand rubles.

An analysis of the certification of workplaces is given in Table 13.