Seven components of success or what is an effective personnel strategy

Please tell me where should I go from here?
“It depends a lot on where you want to go,” said the Cat.
“I don’t really care,” Alice began.
“Then it doesn’t matter where you go,” said the Cat.
L. Carroll "Alice in Wonderland"

The function of personnel management today is gradually beginning to move to a fundamentally new qualitative level - from solving operational problems to building an integral independent orderly system that contributes to the achievement of long-term goals of the organization. Understanding and developing a personnel strategy is the most important component of this system.

What is a HR strategy? This is nothing more than a set of basic goals, principles and rules for working with personnel. At the same time, a full-fledged strategy clearly and unambiguously defines not only long-term HR goals, but also the main ways and directions for their implementation. Otherwise, she risks repeating the story of the well-known joke about the strategist owl, who advised mice to turn into hedgehogs in order to get rid of the annoying fox.

I invite fellow readers to consider seven simple recommendations that will help form an effective strategy for your enterprise.

Often, when it is formed, serious mistakes are made at the very beginning. And the first and most common is that they often begin to form a personnel strategy in isolation from the main corporate one. It is important to remember that the first is a functional strategy, which should be aimed primarily at supporting the implementation of the long-term goals and objectives of the company as a whole.

For example, if a company plans to actively develop and increase its market share, then as part of the personnel strategy, the main focus should be on creating a fast and efficient technology for attracting and selecting personnel, its early adaptation, standardization of procedures for working with people, as well as on the development of corporate communications .

If a company has chosen a cost strategy for itself, one should think about optimizing the cost of business processes, finding inexpensive labor, creating an efficient and cost-effective personnel management system, etc.

On the contrary, with a focus on product quality, it is likely that additional investments will be required to hire highly qualified specialists, create a multi-stage system of continuous training, assess and monitor the quality of personnel work, and create an innovative environment.

Another common mistake is that many companies, when forming their long-term strategy, do not take into account the need to restructure the company's personnel strategy, or take it into account only in a truncated version. For example, having set themselves the task of restructuring the sales system from passive to active, they often begin with changes in the organizational structure, while losing sight of the need to restructure the system of selection, training and incentives.

Therefore, when developing a personnel strategy, it is necessary to take into account the mandatory interaction of all its “dimensions” and aspects. For example, if a company, when building its basic strategy, focuses on the quality of services and the maximum satisfaction of all customer needs, then it is necessary to revise not only the organizational structure and quality management system, but also the system of training, assessment, material and non-material motivation, the system of corporate communications. Otherwise, a contradiction will inevitably arise between what management says about the quality of service and what people are actually taught and encouraged for.

The involvement of senior managers in the process of developing a personnel strategy is necessary not only for the formation of a common understanding by the company's management of long-term goals and ways to achieve them. Such joint work also allows achieving the optimal balance between "practitioners" and "strategists" of the company, which is necessary for obtaining effective results. And the involvement of key highly specialized performers who know all the intricacies of a particular technology and the situation on the labor market will make the strategy more “lively” and accurate, and foresee all possible risks in it in advance.

Now, on the basis of the corporate strategy of the company, it is necessary to start forming a strategic "portrait" of the company's personnel. To do this, you need to think about what the role of staff will be in solving new problems, what competencies and skills will be needed in order to effectively implement the plan.

Particular attention should be paid to the prospective organizational structure of the company and business processes. Here you should formulate for yourself the answers to the questions about which organizational structure is the most effective for achieving strategic objectives, which new business processes will need to be created, and which efficiency should be improved.

Before you begin to formulate the goals and objectives of the HR strategy, you should conduct a thorough audit of the existing human resource. It is appropriate here to quote from the famous work of Jerome K. Jerome: "The plan may be good ... but you just need to know where we are now." To begin with, analyze all available information about the company's personnel, their qualifications. Critically review existing procedures and policies. Ask yourself if they meet not only today's operational challenges, but also new strategic goals.

When forming a personnel strategy, it is necessary to take into account not only the situation with personnel within the company, but also trends in the external environment. This is the socio-economic, demographic situation in the country, tax legislation, technical and economic trends that allow changing the requirements for personnel. Competition in the labor market, the availability of qualified personnel and their cost, etc. are also important.

A simple but effective method - SWOT analysis (strengths - strengths, weaknesses - weaknesses, oppor-tunities - opportunities, Threats - dangers) will help to conduct a comprehensive and visual assessment of your organization. Concentrate on the strengths and weaknesses of the company's personnel. Consider the existing problems with the qualifications and potential opportunities of workers.

You should also answer frankly questions about whether your current organizational structure meets the strategic objectives? Does the organization of business processes ensure the achievement of goals? Is the company's business process map exhaustive or will new business processes need to be created?

Based on the analysis, the potential of the company's HR department should be assessed by carefully analyzing the current areas of its activities, the quality of work and the competence of employees. We need to think about in which areas of HR activities the unit has succeeded, and which areas of work need to be improved. To do this, you can also conduct COPS - analysis (culture - culture, organization-organization, people - people, systems - personnel management systems). Formulate the state of current and desired affairs. Analyze what will need to be changed in the personnel management system to ensure the achievement of strategic goals.

When the analysis of the current and desired situation has been carried out, special attention should be paid to the analysis of inconsistencies between them. By comparing the results of SWOT and COPS analyzes with the business strategy, identify the most important personnel issues, i.e. those that have a major impact on the implementation of the business strategy. In other words, try to understand how realistic it is to achieve your goals with the personnel at your disposal. Make a detailed list of such bottlenecks. Then rank the top staff issues in order of importance.

After the work on the analysis of the current one has been carried out and the desired state of the human resource has been determined, and the most priority “bottlenecks” have been identified, one can begin to formulate the goals and objectives of the personnel strategy.

Strategic goals and objectives are general directions that are a kind of bridge connecting the present state of affairs with the future, real and desired. In other words, the goals and objectives formulate exactly what should be done to bring the current state of the human resource to the desired state necessary to implement the chosen strategy. We repeat: the formulation of the goals of the personnel strategy takes place in an open dialogue with top managers and key executives of the company.

As an example, I will cite the long-term goals of the personnel strategy of the Ekonika retail chain, which ensure the achievement of the overall strategy of the company.

2. Build a personnel management model based on increasing labor productivity at each workplace through the efficient organization of business processes.

3. Ensure effective recruitment and adaptation of personnel in the Ekonika retail chain (taking into account the program of active regional development).

4. Ensure the development of the company's corporate culture in accordance with corporate values.

Once the goals are formulated, they can be decomposed into the level of tasks and specific activities. In other words, we need to formulate how it is planned to implement your strategy. Moreover, the decomposition should be carried out enlarged. More detailed development of programs should be carried out outside the framework of the strategic document. All activities should be broken down by years, and also have a preliminary cost estimate.

When the main part of the strategy is formulated, it is necessary to highlight the external and internal risks that may arise during the implementation process. At the same time, it is important not only to identify potential risks, but also to choose methods and tools for managing identified risks in order to reduce the likelihood of occurrence and minimize possible negative consequences.

The implementation of the personnel strategy includes two main stages: the implementation of the strategy and control over its implementation, followed by coordination of all actions based on the results of control. The implementation stage consists of the development of a plan for the implementation of the HR strategy, plans for detailed programs and activities within the framework of the set goals.

It should be remembered that the external environment around us is constantly changing. Therefore, the strategy cannot be stationary and unchanged. Therefore, it must be subject to constant monitoring and adjustment, and your HR management must be built precisely through the prism of a changing strategy.

A. Bednenko, HR Director of the Ekonika retail chain, candidate of psychological sciences. Source otiss.ru/

The main stages of the processes of formation and implementation of personnel strategy

The main stages in the formation and implementation of the personnel strategy of an enterprise are presented in Scheme 4. The first step towards the formation of a personnel strategy is the development of a personnel concept. The personnel concept is the basic principles of working with personnel, the "mission" associated with the personnel subsystem of the enterprise. It should reflect the fundamental principles from which the personnel department and the management of the enterprise are based in everything related to the admission, dismissal, promotion, rotation, advanced training and other actions designed to ensure the implementation of the overall strategy of the enterprise and the most optimal use of human resources. The personnel concept should be closely linked to the mission of the organization and provide the basis for its successful implementation. The next step in the formation of a personnel strategy is the development of strategic goals for working with personnel. Strategy managers need to be clear that the organization's mission, or in this case the people vision, will only be a good intention and a great idea if not translated into specific long-term plans.

It should be clearly defined what specific indicators in personnel work should be achieved, and by what date, in order to achieve the goals that are expressed in the personnel concept. Like the personnel concept, the strategic goals of working with personnel must be formed within the framework of and in accordance with the general corporate goals and, ultimately, the mission of the organization. The next step will be an analysis of the opportunities and limitations that exist within the enterprise and in the environment, i.e., an analysis of the external and internal environment. An analysis of the internal environment of the organization will provide an opportunity to answer the question of which labor markets the organization needs to enter and in what quantity to attract additional workers, if such involvement is necessary to ensure strategic goals; if there is a need for downsizing, retraining and retraining; how to motivate employees to increase their productivity. To do this, first of all, it is necessary to assess the available labor resources and identify opportunities for a more optimal placement of personnel, as well as identify possible miscalculations in the system of motivation and social security of personnel.

When analyzing the external environment, the organization should also analyze how attractive this market is in terms of the ability for the company to get what it wants. Here, a range of problems should be considered, which is largely identical to the range of issues considered in the formation of a corporate strategy. In particular, managers should work on the following issues: market growth potential; favorable or unfavorable influence of the main driving forces; situation with migration, unemployment; the possibility of the arrival or departure of large (or several small) firms; stability of labor supply; the strengthening or weakening of the forces of competition; the degree of risk (uncertainty) associated with the future of the market, etc. The final stage of the creative part of the process of forming the personnel strategy of an enterprise is the choice of a variant of the personnel strategy. The quality of this stage, as well as the success of the entire strategy formation process as a whole, largely depends on how conscientiously and responsibly the managers approached all the previous stages.

Choosing a strategic alternative based on the personnel concept of the organization. Depending on whether the firm is more committed to American or Japanese HR practices, the entire HR process will be handled differently. The implementation of the personnel strategy is an important stage of the strategic management process. The purpose of the strategy implementation process is to ensure the coordinated development and implementation of strategic plans for the structural units of the organization as a whole and the personnel management system. Tools for the implementation of personnel strategies are personnel planning, personnel development plans, including their training and career advancement, solving social problems, motivation and remuneration. includes two stages: implementation of the strategy and strategic control over its implementation and coordination of all actions based on the results of control. Implementation stage strategy includes: development of a plan for the implementation of a personnel management strategy; development of strategic plans for the divisions of the personnel management system as a whole; activation of start-up activities for the implementation of the strategy. The purpose of the strategic control stage is to determine the compliance (or difference) of the implemented personnel management strategy with the state of the external and internal environment; outline directions for changes in strategic planning, in the choice of alternative strategies. Implementation of the personnel strategy, like any other, is associated with an assessment of its effectiveness. A correctly chosen personnel strategy ensures: 1) timely staffing of workers and specialists in order to ensure the smooth functioning of production, the timely development of new products; 2) formation of the required level of labor potential of the enterprise team while minimizing costs; 3) stabilization of the team by taking into account the interests of employees, providing opportunities for qualification growth and obtaining other benefits; 4) formation of higher motivation for highly productive work; 5) rational use of labor force according to qualifications and in accordance with special training, etc.

However, the achievement of these results is possible with a correct assessment of the feasibility of a personnel strategy in specific organizational, technical and social conditions. Such an assessment is necessary already at the stage of choosing a personnel strategy. The risk of not implementing the chosen personnel strategy or implementing it with a much lower effect may be associated with: a) a change in the overall strategy and production activities of the company as a reaction to an unfavorable change in the situation with the sale of products; b) with a change in the situation in the territorial (or sectoral) labor market; c) with the difficulties of quick payback of funds invested in labor force; d) with the unwillingness of employees to respond and act in the direction necessary for the enterprise, etc.

When evaluating a personnel strategy, one must take into account the possibility of integral effects, when the final result of activity is higher than the simple sum of individual results: losing in one, you can significantly win in another. For example, the implementation of an enterprise development strategy based on various types of integration and diversification will provide an effect that can cover additional labor costs, while the traditional approach in comparing costs and results will give a negative answer. Benefits can come from reusing the same resources or from savings in fixed costs, as well as from being able to better match new products and services to customer demand and generate more revenue from higher selling prices. . With diversification, the possible unprofitability of one production can be successfully offset by the profitability of another, which cannot be ignored when choosing benchmarks in the personnel strategy.

It is necessary to check the personnel strategy for its compliance with the traditions that have developed at the enterprise in working with personnel, familiar to the team and accepted by them. It is necessary to take into account the psychological climate in the enterprise, the potential of the team, changes in the external environment. Therefore, it is advisable to conduct sociological research in order to study the reaction on the part of the team to the chosen personnel strategy, and on the basis of the materials of the territorial employment service to analyze the situation on the labor market in relation to the conjecture of demand for workers of different professions, skill level, training profile.

Question 2. Stages and methods of forming a strategic personnel management system: development and implementation of a strategic personnel management system, formation and implementation of a personnel management strategy, strategic control

The personnel strategy of a modern organization is a system of personnel management methods and levers approved by the organization's management, carried out in order to conduct personnel policy. In fact, this is an instrument of personnel management policy that allows you to achieve its long-term goals in the existing external environment.

The goal of the personnel management strategy is to introduce such actions and techniques that, taking into account the strategic tasks and resources available to the organization, form a close-knit responsible team of professionals.

Character traits:

Long-term nature due to the long-term formation of the motivational system, stable psychology of the staff; development and implementation of the system of personnel management and personnel structuring;

Linking to the overall strategy of the company - a change in the company's strategy involves adjusting the personnel policy and its management tools. For example: a change in the qualifications and number of employees, a change in the style of personnel management.

A well-designed and implemented personnel strategy helps to strengthen the company's position in the labor market, as it ensures the effective use of existing advantages and disadvantages in the environment. Appropriate conditions are created for the application and development of the potential of the enterprise's specialists, a qualified, psychologically stable team is being formed. The competitiveness of the organization as a whole is growing. Under the influence of a well-constructed personnel management strategy, the creative and professional potential of personnel is revealed, contributing to the achievement of the goals of both the enterprise and the team.

The main types of personnel strategy:

Consumer. The enterprise and the team do not have goals and values ​​that unite them, but there are mutual interests. The organization exploits the labor potential of the employee, and the employee, using the capabilities of the organization, satisfies his needs. Instead of development and innovation, there is a growing turnover of dissatisfied young workers. Workers of pre-retirement age “hold on” to their jobs. Qualified personnel arrive in small quantities, the outflow of specialists is growing. Labor results are low.

Affiliate. The organization and employees are in a mutually beneficial partnership. Within the organization, goals are aligned with values. The enterprise ensures the development of the employee, and he increases his feasible contribution to the development of the company. The personnel situation is unstable: a change of employees due to the growth of qualification requirements, the departure of highly qualified specialists due to a discrepancy between the proposed position and their potential. Hidden outflow of personnel is reduced to a minimum. There is no balance between the age and qualifications of workers.

identification strategy. Relationships are based on common goals and values. The employee realizes his potential under the influence of the development of the company. The company develops when each member of its team increases its potential. The personnel situation is stable and balanced: staff turnover is minimized and justified by objective reasons. Qualified personnel arrive in order. The personnel potential is systematically reproduced.

Material tags: Personnel strategy of a modern organization, the personnel strategy of a modern organization includes an assessment of the effectiveness of the personnel strategy of a modern organization.

"HR officer. Personnel management", 2008, N 10

In modern Russian organizations, the developed personnel policy primarily provides for the formation of an organization's personnel management strategy, which takes into account the organization's development strategy. The article highlights methodological approaches to strategic personnel management.

HR strategy

The personnel management strategy is developed taking into account both the interests of the organization's management and the interests of its personnel.

The personnel management strategy assumes:

Determining the goals of personnel management, that is, when making decisions in the field of personnel management, it is necessary to take into account both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for developing and realizing the abilities of employees, etc.). P.);

The formation of the ideology and principles of personnel work, that is, the ideology of personnel work should be reflected in the form of a document and implemented in daily work by all heads of structural divisions of the organization, starting with the head of the organization. This document should be a set of ethical, not subject to violation of the norms in the work with the personnel of the organization. As the organization develops and the external conditions of the organization's personnel work change, it can be refined;

Determining the conditions for ensuring a balance between the economic and social efficiency of the use of labor resources in the organization. Ensuring economic efficiency in the field of personnel management means the optimal use of personnel to achieve the goals of the organization's business activities (for example, increasing production volumes) with the limited labor resources corresponding to the organization. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the employees of the organization.

The strategy of personnel management depends on the strategy of personnel policy. Moreover, the personnel policy strategy determines the organization's personnel management strategy.

Dictionary of personnel management. The personnel management strategy is plans, directions of action, the sequence of decisions made and methods that allow you to evaluate, analyze and develop an effective system of influencing personnel to implement the organization's development strategy.

Currently, there are three concepts of the personnel policy strategy.

The first concept assumes that the strategy of personnel management is determined by the strategy of the organization. Personnel management performs a service function, which consists in providing and maintaining the performance of the personnel necessary for the organization.

The second concept is based on the fact that the personnel management strategy is central, independent and does not depend on the organization's strategy. Employees employed in the organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in a market economy. In this case, personnel policy strategies depend on available or potential human resources.

The third concept is a synthesis of the two previous ones. The organization's strategy is compared with existing and potential human resources, and compliance with the directions of the personnel policy strategy is determined. As a result of such a comparison, the strategy of the entire organization and its personnel policy can be changed.

The most appropriate for making strategic decisions in organizations, in our opinion, is the third concept. Let's take a closer look at some of the benefits of this concept.

The main goal of strategic personnel management is to create strategic opportunities by providing the organization with qualified, loyal and well-motivated employees, which are needed to achieve long-term competitive advantage. The main goal is to solve the following tasks:

1) application of planning;

2) a logical and consistent approach to the design and management of personnel management systems, based on an employment policy and a strategy for the use of human resources, which, in addition, is often supported by a personnel management philosophy;

3) establishing a correspondence between the activities and policies of personnel management and a certain clearly expressed business strategy;

4) considering the employees of this organization as a strategic resource for achieving competitive advantage.

Methodological approaches to strategic management

staff

For the successful implementation of the strategy, it is necessary to consider the following methodological approaches to strategic personnel management.

A. Resource-oriented strategic personnel management is based on the fact that competitive advantage can be achieved if an organization acquires and develops personnel that will allow it to learn faster and apply its knowledge more efficiently than its competitors. One of the keys to achieving competitive advantage is the ability to distinguish between what an organization provides to its customers and what its competitors can provide. This difference can be achieved by having a strategy that provides: 1) higher quality personnel than competitors; 2) the unique intellectual capital possessed by this organization is being developed and trained; 3) a culture is developing that encourages organizational learning.

The goal of a resource-driven approach is to improve the quality of resources - to achieve a strategic match between resources and opportunities and to gain added value from the efficient allocation of resources.

B. The resource potential approach deals with the acquisition, development and retention of intellectual capital. Human resources are seen as the main source of competitive advantage.

There are three main approaches to the development of such a strategy, formulated by R. Richardson and M. Thompson in 1999:

1) "best practice" approach;

2) the "best fit" approach;

3) "configuration" approach, or "binding into one node".

The "best practice" approach is based on the belief that there is a set of excellent HRM practices that, if applied, will improve organizational performance.

This approach, while seemingly fair, has a number of disadvantages:

2) what works well in one organization may not necessarily work well in another, as it may not fit with the new organization's strategy, culture, management style, technology, or work practices;

3) there is a danger in the mechanical coordination of strategy with the practice of personnel management.

The "best fit" approach is based on the belief that "best fit" is more important than "best practice".

Strategic alignment (integration) of personnel management is a means of targeting the personnel management process to the strategic essence of this business. The strategy should be aligned with the organization's strategy (vertical alignment). But it is better that it be an integral part of the company's strategy and contribute to the business planning process. Vertical integration is necessary to ensure that the enterprise strategy and the personnel strategy are aligned, so that the former supports the implementation of the latter and helps to define it. In addition, horizontal integration between different aspects of the strategy is needed so that the different elements fit well with each other. The ultimate goal of this is to find a consistent approach to personnel management, where different practical solutions support each other.

The starting point of the process of implementing the "best fit" approach is the analysis of the business needs of the organization in the context of its environment (culture, structure, technology, processes). This can indicate exactly what needs to be done. Thereafter, it is useful to gather and mix the various ingredients of "best practices" and choose an approach that uses those practical steps that match the identified business needs.

The "bundling" approach is the development and implementation of several practical HR solutions together, whereby they influence each other and therefore complement and support each other.

The difficulty with the configuration approach is to decide what is the best method of relating different practical steps. There is no evidence that one combination is better than the other in most cases.

Summarizing the above, it should be noted that strategic personnel management is a holistic process: it understands the organization as a whole and refers to the approaches that must be taken throughout the organization in order for it to be able to achieve corporate strategic goals. Strategic personnel management excludes the use of isolated programs and methods or narrowly focused programs for personnel management.

From fig. 1 shows that the overall strategy of personnel management follows from the business strategy and creates specific strategies for personnel management in the main areas. All this is associated with systematic research of the internal and external environment of the organization, the results of which determine which business, organization and personnel management issues need to be considered.

Model of strategic personnel management

┌──────────────────────┐

┌─────────────>│ Organization strategy│<───────────┐

│ └──────────────────────┘ │

┌────────┴─────────┐ ┌────────┴────────┐

│ Internal environment │ │ External environment │

└────────┬─────────┘ └────────┬────────┘

│ ┌──────────────────────┐ │

└────────────>│ General PM strategy │<───────────┘

└───────────┬──────────┘

┌──────────────┬──────────┴─────┬──────────────────┐

\│/ \│/ \│/ \│/

┌───────┴──────┐ ┌─────┴─────┐ ┌────────┴────────┐ ┌───────┴───────┐

│ Strategy │ │ Strategy │ │ Strategy │ │ Strategy │

│provision of PM│ │development of PM│ │remuneration of PM│ │relationships│

└──────────────┘ └───────────┘ └─────────────────┘ └───────────────┘

But in relation to an organization, strategic personnel management, as a rule, is not a formal, well-defined and linear process that would logically follow from a business strategy:

Strategy is something evolving and flexible: it never exists in the present, it is always "about to arise";

A strategy is a description of a future-oriented action that is always directed towards change;

The management process itself regulates emerging strategic directions.

The concept of strategic personnel management can be somewhat vague, as it is easy to state the general strategic intentions, but the implementation of a specific long-term strategy can cause significant difficulties. And yet, while the development and successful implementation of strategic HR objectives can be difficult, it is desirable to adopt a strategic approach in order to provide direction and goal setting, and as a basis for the development of appropriate and consistent HR theory and practice. It may not be easy to achieve policy coherence, but it needs to be done.

Strategic planning

The main component of successful strategic management is strategic planning, which requires answers to the following questions: 1) "Where are we going?" and 2) "What do we need to get there?". Answers to the first question are obtained by finding out what the organization intends to do (its strategic plan, if any) and what are the business needs that need to be satisfied in order to realize these intentions. Those items of this plan that relate to personnel management can be assessed in terms of the structure and development of the organization, the provision of resources, the development of personnel management, performance management, remuneration and employee relations. The answers to the second question will be based on an initial assessment of the current situation, in the form of a SWOT analysis - strengths, weaknesses, opportunities and threats. Based on this analysis, specific proposals for innovations in the field of personnel management can be developed, programs developed and the resources necessary for their implementation determined. It is important to define goals in terms of how these offerings will meet business needs and set criteria for success.

Consider the existing approaches to strategic planning.

In this case, there are no unambiguous recipes - there will always be a choice of which approach to use:

1) management focused on high performance;

2) management focused on a high level of commitment;

3) management focused on a high level of participation.

The boundaries within which real strategic choices will be made will be determined by factors such as the strategy of the business, the resources available, and the environment in which the organization operates.

Performance-based management aims to influence the performance of an organization through employees, such as productivity, quality, customer service, business growth, profits, and value creation for owners. The practical steps of such management include rigorous recruitment and selection procedures, extensive and appropriate training, leadership development activities, incentive schemes, and performance management processes.

High commitment management emphasizes the importance of enhancing mutual commitment and builds on a high level of trust. Ways to achieve commitment:

1. Career development and emphasis on learning and commitment as valuable characteristics of employees at all levels of the hierarchy.

2. A high level of functional flexibility with the rejection of rigid job descriptions.

3. Reduction of hierarchy and elimination of differences in position.

4. Reliance on teamwork opportunities.

Inclusive management means treating employees as partners whose interests are respected and who have a voice in matters that affect them. The goal of this approach is to create an atmosphere in which there is an ongoing dialogue between leaders and their team members regarding the development of plans and the dissemination of information about the mission, values ​​and goals of this organization.

When deciding how to integrate organizational strategies and personnel management, managers must keep in mind that organization and PM issues affect each other and the strategies of departments and the organization as a whole. In establishing these links, one should take into account the fact that change strategies must be consistent with changes in the external and internal environment. At some point in time, agreement may be reached, but circumstances will change and agreement may disappear. Excessive desire for consistency with the status quo can hinder the use of flexibility, which is necessary in a changing environment. An additional factor that makes it difficult to achieve vertical alignment is that the strategy of the organization may not be clearly articulated - it may be in the process of vision, development or development. This means that there is nothing to align with HR strategies. But it is possible to attempt to understand where the organization is heading, even if it is not expressed in a clear strategic plan. All enterprises have strategic directions in the form of intentions, even if they are poorly formulated or subject to change.

A possible approach to harmonize the strategies of an organization and personnel management can be to correlate the latter with the competition strategies of a given organization.

Horizontal alignment is achieved when the various HR strategies are harmonized and support each other. This can be achieved by using the "bundle tying" method. To do this, you need to take the following steps:

1. Analyze the needs and characteristics of the enterprise in question.

2. Assess how HR strategies can help meet the needs of this enterprise and at the same time fit its characteristics.

3. Identify those abilities and behavior that are required from employees so that they can maximize the achievement of strategic goals.

4. Assess the effectiveness of existing HR practices and the need for change.

5. Analyze ways to 'bundle' different practices in a way that reinforces each other and is therefore consistent.

6. Formulate programs for the development of practical measures, with special attention to ensure that they are interconnected.

When developing an action program for the implementation of the personnel management strategy, it is also necessary to evenly distribute responsibility between all levels of management in the organization. The concentration of responsibility for all actions to implement the plan only at the level of top management or, conversely, at one of the lower levels, contradicts the need for teamwork and the involvement of all departments in the process of developing and implementing the strategy.

Seeking to create synergies by looking at how some practices can support others and identifying common needs that can be met by initiatives in different areas of HR.

As an example, let's cite the personnel management strategy of one of the domestic organizations.

┌─────────────────────────────────────────────────────────────────────────┐

│ HR strategy (HR strategy) │

│ 1. General provisions │

│ HR strategy of the organization is a long-term document, │

│calculated for at least a five-year period, and represents│

│a set of the organization's main approaches to system development│

│impact on personnel to implement the developed development strategy│

│ organizations. │

│ HR strategy is an integral part of the overall strategy│

│organization and serves as one of the tools for the implementation of its mission and│

declared goals. │

│ 2. Object and subject of personnel strategy │

│ The object of the organization's personnel strategy is its personnel, │

│understood as a set of individuals who have an employment relationship│

│with an organization acting as an employer, called its employees│

│and possessing certain quantitative and qualitative│

│characteristics that determine their ability to act in the interests│

│ organizations. │

│ The subject of the organization's personnel strategy is the management system│

│personnel of an organization consisting of personnel management services│

│structural independent divisions of the organization, united by │

│principle of functional and methodical subordination, and linear

│ managers at all hierarchical levels of management. │

│ 3. Basic principles of personnel strategy │

│ The personnel strategy of the organization is based on the following basics│

│principles shared by all subjects of the organization as an organizational│

│systems: │

│ - the organization considers personnel as a human resource, │

│capable of providing it with competitive advantages and achieving leadership│

│positions subject to planning and ensuring its optimal│

│use, development and quality; │

│ - personnel management of the organization is based in the first place│

│on the predominance of economic and socio-psychological methods│

│and constitutes one of the most important functions of managing an organization at all│

│hierarchical levels of management. At the same time, line management

│delegates certain powers to personnel management services│

│in the field of organizing work with personnel, reserving the right│

│decision making within the established competence; │

│ - the organization's personnel is considered as capital acquired│

│in the course of competition, and personnel costs - as long-term│

│ investment in the development of the organization; │

│ - the staff of the organization is the bearer of its corporate culture│

│and values ​​and largely contributes to the creation of a positive generalized│

│the image of the organization (Corporate image), contributing to the creation│

│potential, identification and support, atmosphere of trust, acceptability│

│and benevolence of society to the activities of the organization on│

│regional, state and international levels; │

│ - the organization as an employer and staff act as social│

│partners who share production goals and ways to achieve them,│

│determined by the strategy and policy of the organization. The organization provides

│satisfaction of social, spiritual and material for their staff│

│needs in accordance with the contribution of each of the employees to│

│achieving the goals and objectives of the organization; │

│ - the organization focuses on the establishment of long-term labor│

│relationship with each employee based on compliance│

│labor legislation and allowing the employee to fully

│realize the existing level of professional competence, as well as│

│improve it in directions determined by needs│

│organization and level of job competence of the employee; │

│ - organization's personnel management is really integrated into │

│general corporate strategy. Management of personnel management services in│

│fully participates in the process of preparing the corporate strategy,│

and not only in its implementation. │

│ 4. Goals and objectives of the implementation of the personnel strategy │

│ The general goal of implementing the organization's HR strategy is │

│ensuring the quality of its personnel at a level that allows the most│

│effectively implement strategic goals and political objectives│

organization at every stage of its activity. Under Quality Assurance│

│personnel is understood as the greatest achievement of compliance with its quality│

│and quantitative characteristics of current and future needs│

│ organizations. │

│ The implementation of the organization's personnel strategy assumes the presence of two │

│stages, each of which is characterized by setting and implementation│

your group of goals. │

│ At the first stage, the main goal of implementing the personnel strategy is │

│ensuring the economic efficiency of personnel management│

│ organizations. For the solution of this goal, the setting is most characteristic

│the following tasks: │

│ - ensuring the optimal state between the result of the performed │

│specific work employee and organization related costs│

with the completion of this work. This includes organizing and improving│

│forms and methods of fair and accurate accounting of quantity and valuation│

│the quality of work of each employee, as well as the organization's costs for │

│development of mechanisms for regulating the relationship between these two│

│components depending on the level of success of the organization;│

│ - formation and accounting of long-term components that determine the level│

│effectiveness of personnel management, such as stability│

and staff flexibility. │

│ At the second stage, the main goal of the personnel strategy is to provide│

│social efficiency of personnel management of the organization. Main│

│ The tasks of this stage are: │

│ - identification, accounting and use in personnel management│

│differentiated individual needs and expectations of employees;│

│ - the formation of collective interests based on their individual │

│needs. │

│ The main forms and methods used in practical implementation │

│goals and objectives are provided for by the personnel policy of the organization. For│

│evaluating the effectiveness of the methods used to implement the strategy│

│personnel management must be carried out quantitative and qualitative│

│efficiency assessment using various methods, taking into account the effects of│

│labor productivity, reducing staff turnover and training│

│personnel with the subsequent development of related professions. In case│

│detection of low efficiency of the measures taken should be changed│

│approaches to the implementation of personnel management policy, based on│

│needs, expectations of employees, consistent with goals and objectives│

│ organizations. From the point of view of strategic approaches, rely completely│

│the calculated indicators are wrong, a situational approach is needed,│

│allowing to determine the effectiveness of the ongoing personnel strategy│

│based on the current state of the organization's resources. │

└─────────────────────────────────────────────────────────────────────────┘

A. Kibanov

Professor,

head department of personnel management

M.Ushakova

department of personnel management

State University of Management

Signed for print

The personnel management strategy is a qualitatively defined course of action developed by the organization's management, necessary to achieve long-term goals to create a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The components of the personnel management strategy are given in Table. 3.7.

Table 3.7 Components of a personnel management strategy

The formation of a personnel management strategy depends on a number of factors (Table 3.8).

Table 3.8 The main factors that determine the strategy of personnel management of the organization

The specifics of the implementation of the main functions of personnel management in accordance with the stages of the life cycle of the organization is shown in Table. 3.9.

Table 3.9 Organization life cycle and human resource management

The process of forming a personnel strategy consists of several stages (phases). It is carried out most often not in a “pure” form, but is marked by many deviations, especially if it is carried out according to a resource-oriented model.

Rice. 3.5. Stages of formation of personnel strategy

At the first stage, a situational analysis is carried out, which has two main goals: 1) determining what kind of human resources the enterprise has (analysis of the enterprise); 2) identification of its chances and risks in relation to personnel in comparison with competitors (environment analysis). The central question that needs to be answered as a result of the situational analysis is: “What is the position of the enterprise at the present time with the available human resources?

The analysis of the enterprise, the result of which should be the realization of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It aims to study "the human resources of an enterprise in terms of their availability in the organization and suitability for the implementation of strategic decisions." The tool for such a study can be the development of a "portfolio of human resources": the employees of the enterprise are divided into four categories, for each of which a corresponding square is assigned in the matrix (Fig. 3.6).

Rice. 3.6. "Human Resource Portfolio"

The “Stars” include the most valuable asset of the human capital of an enterprise - firstly, because the level of productivity of their work is already high at the present time, and secondly, because they also demonstrate potential in their further development. The abilities and capabilities of the "Rooters" in achieving significant (maximum) results are limited by certain limits, which must be taken into account when setting goals and formulating tasks and, accordingly, in organizational expectations from the employee. "Problem workers" can be both managers and ordinary employees. Their difference from other categories of personnel is the absolute recorded insufficiency of labor results and, at the same time, limited personal development potential. When implementing strategy in an organization, such employees are a danger. Question marks are a group of employees who are united, on the one hand, by high potential performance in their work, and, on the other hand, by their achievements, which are qualified as “below the available opportunities”. Dealing with such personnel should include an in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their ability to achieve organizational goals.

The distribution of employees by categories and the analysis of quantitative indicators of the received shares show the opportunities for development and improvement of personnel performance. The division of employees into performance categories should be carried out and analyzed in each of the formed groups.

portfolio method

The portfolio method for assessing managerial personnel was introduced by the American company General Electric Company (GE). The main goal was to find out how managers, realizing their managerial behavior, are ready to implement a resource-oriented personnel strategy. The components of the evaluation were such organizational values ​​as the inclusion (inclusion) of employees; direct, personal communications, similar to contacts in small businesses; the so-called management without borders, i.e. communication and cooperation, regardless of the levels of the hierarchy or the boundaries of the areas of activity. This goal was determined because of the current situation in the company, which was characterized by the fact that "... some leaders were unwilling or unable to move away from the habit of autocratic leadership and the role of "big whales" and embrace the values ​​that they were trying to develop in the company" .

As a result of the work carried out, four types of managers were identified, to which other executives were subordinate, depending on whether they contribute to or hinder the implementation of organizational values. The first type included managers who involve their employees in decision making and share the values ​​of the company. This variant of behavior is progressive: the management team using it represents the essence of organizational top management for the long term. The second type of leaders does not accept proposals from subordinates and does not share the values ​​of the company, so they do not stay in the company. Managers of the third type, on the one hand, generally share the values ​​of the company, although not always, and on the other hand, sometimes they do not accept the proposals of employees. This category of leaders "has a chance to improve." Leaders belonging to the fourth type are characterized by good short-term results in work and there is nothing to criticize them for. However, achievements are made at the expense of their authoritarian behavior, which is contrary to the values ​​of the company and may reduce the readiness of employees for long-term productive work. “The last test to reinforce words in the company with deeds was the decision to eliminate managers of the fourth type. This turning point was necessary: ​​the only option for GE Company employees to speak up and, in addition to maintaining traditional authoritarian relationships and functional casting, learn to actively cooperate with each other.”

The object of environmental analysis are, first of all, competitors - in this case, the human resources with which they are provided at present and in the future. The responsibility of personnel marketing specialists is to compare the attractiveness of jobs for employees already employed in the organization (internal labor market) and candidates who intend to take the appropriate position in any enterprise (external labor market). The traditional tool for doing this work is to create a profile of the attractiveness of the workplace. With its help, it is determined which factors of attractiveness when choosing an employer are important for applicants and what chances and risks are identified regarding the provision of human resources to the organization in the future. Conducting subsequent internal (comparison of the claims of candidates with the capabilities of the enterprise) and congruent (comparison of the possibilities to meet the needs of candidates with the proposals of competitors) analysis makes it possible to develop an action plan and ensure effective positioning of the enterprise in the labor market.

Analyzes of the enterprise and the environment provide in aggregate information about the weaknesses and strengths (industrial areas, the enterprise as a whole), chances and risks in the field of personnel expected in the future (Fig. 3.7). Since the situational analysis is the starting point for making further management decisions, then, according to experts, it should be carried out as carefully as possible and with all the necessary costs.

Rice. 3.7. Profile of chances and risks in the field of personnel

The second stage is the definition of goals. First of all, the requirements imposed by the personnel strategy on the development of human resources in their qualitative and quantitative terms are examined. According to experts, in carrying out this study, policymakers should determine what human resources are needed now and in the designated future in order to provide the desired adaptability in relation to the business strategy of the enterprise; the implementation of which business strategy allows the available staff resources.

In accordance with the overall strategy of the enterprise, it is important to determine the goals in the field of work with personnel:

- provide the necessary human resources for the implementation of the enterprise strategy;

- to ensure their further development in order to make it possible to implement other (relative to the present) strategies of the enterprise, etc.

When setting the goals of the staffing strategy, the possibility of achieving them, based on the results of a situational analysis, should be taken into account. The goals are achievable if the required human resources can really be provided to the enterprise in the planned period of time and in the required quantity.

The third stage in the development of a personnel strategy is the need for development. The main purpose of this stage is the analysis of deviations, during which the difference between the required potential of human resources and its actual state is revealed. Based on the deviation indicator, the need for personnel development is calculated and the so-called “field of activity” of the personnel strategy is determined, due to the business strategy in the organization.

Depending on the combination of internal and external factors, target groups, organizational units of the enterprise, different elements of the personnel strategy will be decisive. Different formulation of the central points in the personnel strategy (coordinated with the business strategy) is shown in fig. 3.8.

Fig 3.8. Central target positions in personnel strategy

With a short-term "niche strategy", the acquisition of know-how is carried out through external recruitment of personnel, short-term planning and little in-house activity in the sense of developing personnel, which is central to the personnel strategy. Personal development of personnel in the face of high quality short-term requirements makes little sense.

When an enterprise builds stable product-market relations, on the contrary, the following become the dominant orientations of the personnel strategy:

– intensive development of personnel in order to provide the required competencies for long-term satisfaction of customer needs;

- long-term personnel planning to ensure that in the long term the required human resources will be at the disposal of the enterprise;

– Intensive internal assistance to the staff, so that the once created human resources potential can be optimally used in the long term.

At the fourth stage of developing a personnel strategy, planning of activities is carried out. Here, all the target positions identified at the previous stages are specified, priorities are set. Areas of activity ("field of activity") are ranked in order to streamline tasks by the time they are completed. To carry out this work, an accurate schedule is required, containing the time horizons for carrying out the planned activities (such a plan should allow answering the question: “what needs to be done and at what time?”).

As part of the planning of events, the prerequisites for their implementation are formed and specific performers are identified. In addition, the development of the plan should be accompanied by appropriate justification from the financial and human resources.

Action planning can be supplemented by a strategic workforce matrix (Table 3.10), which provides an overview of the direction of the workforce strategy in relation to the tasks and stages of long-term development.

Table 3.10 Strategic workforce matrix

Important in the implementation of the personnel strategy is to check, or control the achievement of the goal.

During the formation of the strategic procedure, it is necessary to check whether the goals formulated in the second stage are valid and legal and whether the activities stipulated by them will be successfully implemented. Identified deficiencies through corrective actions should be eliminated. An analysis is also important and necessary, the result of which should be information confirming or refuting the fact that the chosen personnel strategy and the activities following from it really lead to the creation of a personnel structure that contributes to the implementation of the goal defined by the organization's business strategies.

Structures of all levels of the organizational hierarchy should take part in the process of forming the personnel strategy. “The development of personnel strategy is not a delegated task of management.” Line management not only participates in the development of personnel strategy, but also contributes to the implementation of tasks that implement the strategy at the planned time and with the adoption of operational decisions. At the same time, line managers should actively promote adaptation and increased responsibility so that the strategic goals of the organization are solved through the implemented personnel strategy.

The success of the personnel strategy formation process is also determined by regular target conferences, the obligatory delegates of which are representatives of the personnel service and line management. An important point is the participation in them of representatives of the Council of the enterprise and the labor collective. At BMW, for example, instead of conferences during the formation of the personnel strategy, “round tables” were held, which were attended by relevant line managers; the functions of management and moderation were performed by the personnel service (Fig. 3.9).