Problems of forming personnel policy at an enterprise. Research of enterprise personnel policy: status and problems

INTRODUCTION………………………………………………………………………………3

1. Basic theoretical approaches to the formation of personnel in local government bodies………………………………………………………..5

1.1 Key concepts and concepts of personnel policy…………………….5

1.2 Regulatory, methodological and legal aspects of the implementation of personnel policy…………………………………………………………………………………10

1.3 Domestic and foreign experience in organizing work with personnel…..28

2. Main problems personnel policy in municipal administration (using the example of the administration of the Kopeisk urban district)………………………29

2.1 General characteristics of the Kopeisk administration

urban district…………………………………………………………………………………..29

2.2 Analysis of the organization of work of the personnel management department of the administration of the Kopeisk urban district…………………………….35

CONCLUSION………………………………………………………………………………….43

BIBLIOGRAPHICAL LIST…………………………………………..44

APPENDIX 1……………………………………………………………..45

INTRODUCTION

Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia today largely depends on the successful operation of enterprises. Nowadays, a company that is clearly organized, with competent, dedicated and disciplined personnel who can quickly adapt and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management and the ability to manage their staff.

IN domestic times Personnel problems have traditionally received minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the “human” factor in Russian organizations. Many managers realized that the American, Japanese, and German management experience is not suitable for the Russian people and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the existing management mentality. Work with personnel is particularly influenced by the specifics of the commercial structure - the length of its existence and its position in the market, the number of personnel, the composition of personnel services, etc.

Of particular interest are the development of personnel policies and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creatively searching for the most correct effective solutions, perfect methods, and techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.

It is the personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but also provide the opportunity for career advancement and the necessary degree of confidence in the future. Therefore, the main task of the enterprise’s personnel policy is to ensure that the interests of all categories of workers and social groups of the workforce are taken into account in everyday personnel work. The successful operation of any institution depends, first of all, on the coordinated and stable work of qualified personnel.

1. Basic theoretical approaches to the formation of personnel in local government bodies

1.1 Key concepts and concepts of personnel policy

“Personnel” is usually understood as a cohort of qualified workers who have undergone preliminary professional training and have special knowledge or experience in their chosen field of activity. Personnel are all persons working for hire or under an employment agreement.

In the scientific literature there are various ideas about personnel, considering which four main concepts can be distinguished:

1. Personnel - as labor resources. Instead of a person, only his function is considered here - labor, living labor power, measured by working time and wages. This concept is reflected in the Taylorist management model. The main idea of Taylorism is to model labor as a set of the simplest operations, most quickly performed by highly specialized workers in order to obtain maximum profit. And this approach was very justified, given the predominantly industrial nature of labor that reigned at that time, requiring strict division and narrow specialization of workers, who, in turn, had a rather limited level of education and professional and cultural development.

2. Personnel - like personnel. Here a person is viewed through a formal role - position. This concept is reflected in the theory of bureaucratic organizations, where personnel management is carried out through administrative mechanisms (principles, methods, powers, functions), which differ in the direct nature of their influence; they are mandatory, do not allow freedom of choice for employees, and impose sanctions for failure to comply with orders. Kibanov A.Ya. in his proposed classification of personnel management methods, administrative includes: the formation of the structure and management bodies, the establishment of government orders, the approval of administrative rules and regulations, the issuance of orders and regulations, the selection and placement of personnel, the development of regulations, job descriptions and standards of the organization.

3. Personnel - as a non-renewable resource. In this concept, a person is no longer considered as a position (an element of structure), but as an element of social organization in the unity of three main components (labor function, social relations, state of the employee). In Russia, this concept became widespread in the first years of perestroika in the form of demands for “intensifying the human factor.” According to N.G. Veselova, in a socially oriented organization the main task of management is to increase the social activity of people through the use of social and socio-psychological methods, which imply stimulation by creative work, greater social security, the quality of social influence, a sense of social belonging to the affairs of the company and a powerful motivational characteristic.

4. Personnel - as a condition for the existence of organizations. Here, a person is the main subject of the organization and a special subject of management, who cannot be considered as a “resource”. In accordance with this concept, the strategy and structure of an organization is built based on the desires and abilities of a person. The founders of this concept are the Japanese K. Matsushita and A. Morita. In Russia, this concept is consonant with the concept of comprehensive personal development.

Another concept of personnel, proposed by Professor A.A., is also possible. Khokhlov, where personnel are considered as a social entity, the basis of the organizations in which they work, the personification of these subjects.

In contrast to “personnel,” the concept of “personnel” is broader, since it is most often used to define all employees in institutions, enterprises and organizations. Personnel is the personnel of a specific category of an institution, enterprise, organization, or part of this composition, which is a group based on professional or other characteristics (for example, service personnel).

In Russia, during the period of market transformations of the 90s, accompanied by institutional and economic changes, the components of personnel policy underwent significant changes and went through an evolutionary path in four stages:

First stage: 1992 - a period of shock and initial adaptation to new market realities. At most enterprises, personnel was in the shadow of economic policy. Leaders were concerned about two key issues affecting competitiveness, price liberalization and the breakdown of traditional economic relations due to the collapse of the USSR. Therefore, survey questions related to personnel training and retraining, personnel structure and even wages seemed irrelevant to them.

Second stage: 1993 - mid-1994 - the period of preparation and implementation of privatization. Here there was a sharp turn by enterprise management towards personnel policy. Personnel turned out to be one of the central figures in the privatization process, since, wanting to maintain control over the enterprise, managers sought to leave most of the assets in the hands of the workforce. The commonality of economic interests of the administration and workers regarding the choice of the form of privatization led to the emergence of elements of democratization of enterprise management, a decrease in differentiation in wages, and an expansion of the range and availability of many benefits provided to employees. Legislative restrictions for the management of enterprises in the post-privatization period served as an external factor delaying their restructuring and prolonging the alliance between the workforce and the administration that had formed before privatization. However, it was during this period that economic and social problems in the employment sector - building up a surplus workforce, reducing resources for wage growth proportional to inflation, “washing out” younger and more mobile workers, suspending the renewal and professional growth of personnel.

The third stage: the second half of 1994 - the second half of 1998. To overcome the problems listed above, management efforts were required to update production - reorienting it to new, more competitive products, aligning production needs with the number of employees, optimizing the personnel structure and labor organization . All this directly corresponded to the task of economic survival of enterprises. In personnel management, features of numerical and functional flexibility have appeared: dismissals, albeit in a reduced form, of excess personnel, transfer of workers to a reduced work schedule, expansion of the practice of administrative leave, delays in wages, increased differentiation in wages, expansion of the sphere of informal economic relations between the administration and employees, etc. Thus, personnel policy increasingly turned from social to economic.

The fourth stage: the end of 1998 - 2002, is usually associated with the emerging trend towards production growth due to the “head start” received by domestic producers as a result of the default in mid-1998. The growth in production increased the utilization of production capacity and personnel, and also raised the issue of targeted selection of new personnel for managers. Along with the favorable price environment, shifts in economic and personnel policies were also facilitated by deeper reasons. Minor structural changes that began in the previous period and ensured the gradual adaptation of enterprises to certain sales markets through updating the nomenclature and assortment have gradually exhausted themselves. As life has shown, production renewal cannot be carried out only through targeted and low-cost innovations. The need for its technological updating is increasing, which puts on the agenda the need for fundamental personnel decisions.

The collapse of the system of training professional and technical personnel that existed during the Soviet period, the aging of personnel and the lack of an influx of young people pose new challenges for personnel policy. The purpose of personnel policy can be formulated as follows.

What types of personnel policies exist.
What elements are included in the personnel policy system.
How to evaluate the effectiveness of HR policies in your company.
How well-known companies implement HR policies.

Personnel policy– general line in interaction with employees.

The organization's personnel policy forms:

requirements for employees when hiring (level of knowledge, experience, etc.);
making “capital investments” in labor resources. Attitude towards systematic influence on increase in the level of qualifications of workers in the right area;
measures to stabilize the team (entirely or a specific structural unit);
specifics of training the company's labor reserves and retraining of specialists.

The directions of the organization's personnel policy are determined taking into account the possibilities of increasing the company's potential within the framework of existing market development trends.

Purpose of personnel policy- improving the professional level and maintaining the number of specialists necessary for the effective operation of the company. It must solve the problems of creating an atmosphere in the team and creating potential for career growth .

What is the personnel policy in your organization?

Passive policy

It’s hard to imagine, but there are managers who are not interested in developing their staff. Most often, this type of personnel policy is typical for companies that do not have established personnel programs. As a rule, the manager intervenes in the team only when there is a threat of serious conflict. In such companies there is no understanding of what employees want; managers do not develop criteria for evaluating personnel. The managerial role is reduced to quickly eliminating the consequences of conflicts.

Reactive politics

The implementation of personnel measures involves constant monitoring activities to identify policy shortcomings. This is necessary to detect potentially dangerous situations and understand their causes. Crisis processes in organizations are often a consequence of the lack of sufficient human resources to achieve production goals or low staff motivation.

To overcome such trends, the organization's policy is based on diagnostic tools and medium-term planning.

Preventive policy

We can say that an adequate policy takes place where the manager receives objective data on forecasts in various aspects. But in order to influence this situation appropriately, preventive personnel measures are required. The list of main issues with this approach to business should contain the tasks of increasing professional levels and analyzing the potential need for employees at certain intervals.

Active policy

If an organization has not only medium-term forecasting tools, but also ways to influence personnel policy based on a well-thought-out anti-crisis program, then the manager has the opportunity to make the necessary adjustments in a timely manner.

In such a situation, there are grounds to support the implementation of active measures against personnel. To make effective decisions, rational (conscious) and non-rational forecasting methods can be used (in this case, the basis for drawing up a picture for the future are factors that cannot be described and structured using understandable algorithms). This experience allows us to assert that there are two subtypes of active personnel policy: rational and opportunistic.

With a rational policy, the leader creates instruments of influence based on objective conclusions and reasonable forecasts. To develop measures, the HR department must have at its disposal diagnostic tools to extrapolate the situation into the medium term. Using such a mechanism, development programs are formed, forecasts are made on the quality and quantity of personnel reserves that may be needed in the future to achieve the assigned tasks. One of the most important aspects of a rational approach is thoughtful options for implementing planned personnel programs.

With an adventuristic policy, personnel issues are resolved without an objective analysis of the situation and a real forecast of its development in the medium term. This is due to the lack of the HR department with the necessary tools for an accurate diagnosis and drawing up sound development programs. Here, although activities regarding employees are carried out taking into account the organization’s strategy, they are not carried out according to forecasts of changes in the external and internal situation. The development of personnel policies occurs on an emotional level without taking into account objective factors.

Opportunistic work with personnel can lead to crisis situations within the organization, which will be caused by changes in the external environment. For example, the appearance of a more competitive product on the market can reduce the turnover of an enterprise. Rejuvenation of personnel, training of personnel, and advanced training of employees will help correct this situation. It is quite difficult to implement such a program in an organization staffed with specialists with extensive experience.

It is much easier to solve such a problem in a young, ambitious team, albeit with less qualified personnel resources. This example indicates the importance of taking into account all factors when formulating personnel policies, including such criteria as the quality of specialists.

Treat people the way you want to be treated: 5 principles of Tesco HR policy

Elements of personnel policy

The personnel policy and personnel work of the organization represent a single system that includes seven important components.

1. Personnel records

The organization's personnel accounting policy is based on the norms of current legislation and internal regulations. The implementation of the required document flow is entrusted to the HR department. To regulate this unit, a Regulation on personnel records of the organization is being developed. The relevant service of the enterprise compiles the following list of documentation: company structure, management scheme, instructions for employees of different positions, norms for departments, etc. All these provisions must be unified.

2. Recruitment and onboarding issues

This component of personnel policy is responsible for the recruitment and adaptation of employees in the organization. For normal operation of this area, clear regulation of all processes is needed. All structural units of the enterprise must be guided by recruitment and adaptation standards, which are formed by the HR department in the form of an appropriate document. In addition to this, it is also necessary to develop the following internal regulations: “Position Passport”, “List of requirements for the job applicant”, “Script for conducting interviews with the applicant”, “Plan for preparation and introduction to the position”.

3. Assessment and certification issues

The recertification system must be linked with plans for training and improving the qualification level of workers. Such dependence should be built taking into account motivational programs. If there is no incentive component, and the personnel assessment system is not linked to issues of advanced training, then the procedure for confirming the level of specialists risks becoming a mere formality. The standards on which the personnel certification procedure is based should be specified in the Regulations on the Evaluation of Employee Performance.

4. Personnel training system

This element of the organization’s personnel policy includes measures to formulate professional training objectives, determine the need for such actions, as well as the implementation of specific educational programs and conducting trainings. There are several types of training events: adaptation course, mentoring systems, advanced training in the specialty, team-building training, events to introduce professional culture. The tasks of organizing a continuous planned training process are assigned to the internal training center (ITC). The work of the VTS is regulated by a special Regulation on the training of specialists.

5. Personnel motivation system

The ancient method of carrot and stick has not lost its relevance today. In addition to these two interrelated tools (motivation and stimulation), experts also note the importance of such a means as showing interest in the work being performed. A person who is passionate about his occupation does not need to be forced to be productive. He does his job with pleasure. All motivational tools can be used in the organization's personnel policy. In this case, it is necessary to maintain a balance of different methods (material and moral). As a financial incentive, a bonus system can be introduced based on an assessment of key employee indicators.

You should not ignore such intangible motivators as internal competitions. For example, you can hold a competition for the title “Best Employee of the Month” in the organization. For the winners it is worth preparing not only certificates, but also a certain amount of bonuses.

Such an incentive package for employees is regulated within the framework of the company’s personnel policy by a special Regulation on the system of motivation and incentives for employees.

6. Corporate culture

An effective enterprise is characterized by its own corporate culture, which includes a set of regulated standards for employee relations within the organization. In order to create the necessary microclimate and level of communication, it is necessary to clearly understand the mission of the enterprise and define its main goals. There are examples when different types of corporate cultures have formed in separate structures of one company. This situation can lead to contradictions in the relationships between employees of different departments. The systematic implementation of the desired corporate culture strengthens the organization, increases employee loyalty, and reduces the number of conflicts in the team.

7. Monitoring

An effective personnel policy of a company is impossible without a constant analysis of the situation within the enterprise and in external environment. The obtained research data makes it possible to adequately respond to changing situations and take effective measures in relation to personnel. This element of the organization’s personnel policy is regulated by the Regulation on Monitoring, which includes a full set of descriptions of the methods used. To study the situation, tools such as analysis of salary levels, demand for specialists in the required areas, questioning of employees to determine their attitude towards the organization, interviews with the manager, etc. can be used.

Schemes by which employees steal money from you

The former detective revealed typical schemes for withdrawing funds from the business of the editors of the General Director magazine and spoke about ways to prevent theft.

What should personnel policy be based on?

The legal act that defines the most important aspects of personnel issues in organizations is the Labor Code. It sets standards regarding labor relations and wages. Regulations on personnel policy in organizations are developed on the basis of the main document. Such standards cannot contain conditions that would allow the salary to be reduced below the level specified in the code.

Organizations regarding personnel policy form three main documents.

1. Internal regulations

The main task that this document is intended to solve is to establish a regime for hiring/dismissal, granting leave, bonuses, fines, etc. in accordance with the requirements of the code. The norms that are included in the Internal Regulations must be approved by the director of the organization and are mandatory for employees. This document often acts as an annex to the collective agreement of employees. One of the defining sections of the Rules is the clause on working time, which includes the provisions:

about the length of the working week;
about the start time and duration of the working day;
about overtime and night work;
about employees leaving on weekends and holidays.

According to the standards included in this document, each specialist is obliged to perform the tasks of the organization throughout the entire working time.

2. Regulations on remuneration

A separate document regulating certain aspects of personnel policy is the Salary Regulations. This set of standards is drawn up taking into account the interests of the company and the wishes of the employees, after which it is certified by the director.

The development of the Salary Regulations is carried out taking into account the standards enshrined in the Labor Code, as well as the specifics of the industry in which the enterprise operates.

In the Regulations, the organization must prescribe regulations remuneration calculation and employee incentive standards. It is necessary to provide for additional accruals for overtime hours, for going to work on holidays, etc. HR policy regulations regarding wages should be drawn up in such a way that its provisions do not lead to a decrease in the level of remuneration provided for by labor legislation.

Wage rates in the organization are formed based on the staffing table and the qualification level of the specialist. A separate clause in the remuneration regulations must prescribe the technology for changing the cost of labor depending on fluctuations in the prices of goods and services on the national market. The director of the organization must set clear parameters for increased salaries for situations that differ from the standard.

The minimum wage is determined by the legislation of the Russian Federation. The minimum wage cannot fall below the subsistence level, which is enshrined in Article 133 of the Labor Code of Russia. This means that monthly remuneration payments to a specialist who has worked the required amount of time in fulfilling his duties should not be less than the minimum wage.

In order to increase the level of motivation of employees in the interests of increasing labor productivity, the organization is forming a bonus system.

The issues of accrual of incentive remuneration are regulated by separate norms of the Organization's Salary Regulations. In some cases, it will be appropriate to develop two different Regulations - on contractual rates and on financial incentives. In this way, the manager can differentiate between the costs of salaries and bonus payments in the organization.

Another point that should be highlighted in the salary document concerns the description of the basis for deprivation of bonuses. Here it is necessary to outline the issues of reducing the amount of incentive payments, as well as the complete deprivation of such accruals for both an individual specialist and the entire structural unit of the organization. Personnel policy provides for establishing the dependence of such measures on the level of impact of employee omissions on the well-being of the enterprise and the efficiency of solving production problems.

3. Staffing table

An important factor in the personnel policy system is the staffing table. This document is formed and approved at the initial stage of creating an organization, even before hiring specialists. At the same time, there are often cases when a formal approach is taken to the development of staffing schedules or is completely forgotten about. This can have serious implications for the organization's production processes. Despite the fact that the Labor Code does not contain rules on mandatory staffing, a number of factors can be cited that indicate the importance of such a document for personnel policy:

Article 57 of the code speaks of the need to include in the employment contract information about the position of a specialist and his professional qualifications. In this case, it is indicated in accordance with the information on the staffing table;
in personnel policy, the staffing table plays the role of a regulatory provision, fixing the required number of employees to successfully solve production problems, and also determining the amount of costs for maintaining specialists;
direct indications of the need for such a document are presented in acts that establish fiscal policy norms. The staffing table acts as a confirming fact in matters of benefits for mandatory contributions to the budget, as well as when calculating the cost of goods and services. Given this situation, during a tax audit, inspectors have the right to demand the provision of a document regulating the structure and number of personnel.

The staffing table is a form that does not include specific names and other information about employees. Only data on the number of positions and salaries for each of them is indicated here. The appointment of a specific specialist to a particular position is carried out by order of the director based on the existing staffing table.

This document can be drawn up separately for each branch or structural unit, or for the entire organization as a whole. Situations are typical for company divisions when their manager works on the basis of a power of attorney from general director corporations. In this case, the written authority of the chief must contain the ability to resolve issues of personnel policy and draw up staffing in the subordinate enterprise.

Another point regarding working with an organization’s personnel related to staffing concerns the dismissal of specialists. This regulatory document may be one of the grounds for such actions. During the proceedings in the courts on labor disputes regarding dismissal, it is necessary to provide the court with a staffing table. If it is missing or contains inaccurate information, then the likelihood of losing the court case increases.

The form that is used in the organization to draw up the staffing table is designated No. T-3. It was approved by a special resolution of the State Statistics Committee. The document is developed and accepted for execution by order of the director of the organization.

Personnel policy methods

For each element of personnel policy in organizations, separate methods are used. We list the most important of them.

Method 1. Optimization of the organization's personnel composition

The qualitative and quantitative composition of the enterprise is established according to the following scheme.

Based on the existing scope of work and future tasks, the required number of personnel of the organization and its structural units is calculated.
The required level of qualifications of specialists for different positions is established.
Staffing occurs based on the data described in the previous paragraphs.

The principles of an organization’s personnel policy regarding specialists for vacant positions should not include criteria such as friendly or family ties, personal sympathies, etc.

Method 2. Creation effective system labor motivation

The objectives of the organization's personnel policy to build an effective motivational system are related to the creation of a situation in which each employee will be interested in achievements that correspond to the goals of the enterprise, as well as in increasing the planned performance.

The most important element of the incentive mechanism for employees of the organization is a well-thought-out system of financial rewards for labor success. It is based on the principle of equal pay to employees in similar positions and performing the same tasks.

The main component of the company's personnel motivation system is the mechanism of monetary remuneration for work. Its main principle is equal pay for equivalent occupations, which means the same level of rates for specialists occupying positions (jobs) of similar complexity and importance and showing comparable levels of performance. Material remuneration includes two components:

constant. This is a guaranteed rate or salary corresponding to the position held;
variable. It is calculated based on the results of the activities of a specialist, a structural unit, or the organization as a whole.

Thus, we can conclude that the personnel policy provides for the formation of Regulations on remuneration and incentives for employees of the organization, which will determine the algorithm for calculating remuneration.

Method 3. Creation and maintenance of strict organizational order in the company

In order for the organization to successfully solve its problems, each individual employee is obliged to strictly observe labor discipline and accurately perform his job functions. This point should be provided for by the personnel policy, aimed at strict subordination of personnel to management orders and increasing the efficiency of each specialist.

The diligence of employees is the basis for the success of an organization. Each employee is entitled to know exactly and fully carry out, within the framework of his position, the responsibilities that are prescribed in the relevant personnel instructions. At the same time, all representatives of the organization’s management are responsible for the decisions made, carrying out activities to control and plan activities structural divisions and individual specialists.

The above standards are included in the Internal Labor Regulations. In addition to them, the HR policies of various companies use the provisions of the Code of Corporate Conduct, as well as such regulatory documents as job descriptions of the enterprise.

Since strict organizational order is the basis of the company's effectiveness, all violations of it can be regarded as serious disciplinary offenses and should lead to severe punishments (financial penalties, reprimands, dismissals).

Method 4. Creation and development of a system of training and advanced training in the organization

A training system aimed at maintaining the required level of personnel qualifications and increasing the professionalism of specialists should become an integral element of the organization’s personnel policy. A special role in this aspect is given to internal training, which can have different shapes: mentoring, trainings, advanced training courses, etc. To increase the motivation of employees to develop their level of competencies, methods of moral and material incentives are used. The organization, as part of its personnel policy, compensates for the costs of training and acquisition of skills that help improve productivity and quality of work.

Method 5. Formation and strengthening of the organization’s business corporate culture

A successful HR policy involves company-wide activities that contribute to the formation of a corporate culture. During such actions, employees’ loyalty to the company, team qualities and common production interests are developed. This allows you to improve the image of the organization and creates a positive psychological atmosphere in the personnel environment.

Responsible for the development of measures to create a corporate culture are HR specialists, who must interact with the heads of departments and the management structure of the entire company.

Formation of the organization's personnel policy: 2 levels of development

The organization's personnel policy is developed at two levels.

Regional. This plan for interaction with personnel is built taking into account territorial and national characteristics in the field of legislation and research developments. The organization of personnel activities at this level is complicated by the absence of a clearly defined subject of activity.
In-production. Here, work with the team takes place taking into account industry characteristics and the specifics of the company’s activities.

When developing personnel policy, factors of the external and internal environment of the organization are taken into account

Material support of the enterprise, which determines the acceptable level of financing for personnel management;
Quantitative and qualitative parameters of the organization’s human resources and the need to increase the level of potential capabilities of the team in the medium term;
Activity of the labor market in specialties that are included in the range of interests of the company (quantitative and qualitative parameters of proposals for representatives of the required professions);
Level of demand for human resources from enterprises operating in a similar segment;
Activity of trade unions in the context of protecting the interests of industry specialists;
Legislative norms regarding personnel policy and work with hired employees.

The system of relations with personnel must also meet certain requirements.

The development of an organization's personnel policy must be carried out taking into account its strategic directions of development. We can say that personnel decisions should be aimed at the implementation of the enterprise’s economic programs.
Reasonable flexibility must be maintained when making personnel decisions. The organization's policy in this matter is structured in such a way as to combine seemingly contradictory characteristics, such as stability and dynamism. Consistency must be ensured in terms of working conditions, which must meet the expectations of employees, and the active side involves timely adjustments taking into account the economic situation and production needs.
The selection and training of reserve specialists requires certain funding from the organization, so the personnel policy must be economically justified.
In the process of implementing HR programs within the company, it is important to be guided by the principle individual approach to every employee.

To summarize the above, it can be noted that the goals of the organization’s personnel policy should be determined on the basis of obtaining the required economic and social effect, taking into account current legislative standards.

The process of developing an organization's personnel policy consists of several successive stages

Monitoring the situation with making forecasts regarding the development of the organization. Formation of its strategic objectives.
Formulation of the basic principles of personnel work with identification of the most significant aspects.
Approval of the provisions of the personnel policy by the management of the organization.
Informing employees about the tasks and directions of the principles of interaction with the team, receiving feedback.
Analysis of available material resources that can be focused on achieving the goals of the personnel management system. Preparation of methods for distributing finances and incentive procedures for employees.
Planning activities for the implementation of personnel policy: developing the structure of the organization and drawing up the staffing table, determining the main criteria for forming the company’s personnel reserve.
Carrying out planned operational activities: creating conditions for the successful implementation of the personnel management system, selection of employees and their adaptation, professional training and education in order to increase the level of competencies.
Analysis of the results obtained: study of the compliance of the planned HR policy measures with the main directions of the organization's development, identification of problem areas and assessment of the potential of human resources.

4 criteria for assessing HR policy in your company

To perform an objective analysis of the effectiveness of personnel policies, it is necessary to use the following evaluation criteria.

Criterion 1. Quantitative and qualitative staff

In order to simplify the study, the company's personnel can be divided into several categories.

Supervisory, managerial and service personnel;
Male and female employees, retirement age;
Working professionals and vacationers (including those on unpaid leave or parental leave);
Employees of the central office and branches.

High-quality personnel can also be divided according to certain criteria.

Specialists with higher/secondary/special education;
Experienced staff;
Employees who have completed advanced training courses, etc.

Criterion 2. Staff turnover rate

Assessing staff turnover is the most informative indicator of an organization’s policy in this area. This aspect can be viewed both positively and negatively. The outflow of labor increases the potential of specialists and increases their level of adaptation to corporate culture. In addition, the arrival of new employees contributes to the flow of fresh ideas, which also has a positive effect on the development of the organization.

Criterion 3. Flexibility of the policy

To assess flexibility, criteria such as dynamism and stability are used. Personnel policy should be carried out in such a way that it becomes possible to quickly adjust to changing external circumstances without losing stability in strategic areas.

Criterion 4. The degree to which the interests of the employee/production are taken into account, etc.

Analysis based on this criterion involves identifying the presence of a method of individual approach to employees. The depth of consideration of specialists' priorities should be considered in the context of the interests of the organization's development.

Problems of personnel policy

Problems of personnel policy can be divided into four groups.

Difficulties in the process of drawing up a HR plan.
Organizational complications.
Issues in the field of management and incentives.
Problems of organizing control.

As practice shows, if complex issues that arise at the beginning of the implementation of personnel policy are not immediately resolved, then over time they only get worse and can cause completely unexpected results. It is necessary to eliminate contradictions from their very inception in such a way as to ensure stabilization of the development of the situation with personnel by the controlling stage, especially in matters of increasing professional competence.

Causes of personnel policy problems

Carrying out changes in the structure of the organization without corresponding personnel restructuring.
Consolidation of several divisions of a company or acquisition by another company.
Switching to remote work, creating online groups or virtual teams.
Unprepared execution of measures to change payroll technology or bonus program.
Personnel management and administrative decision-making without taking into account changing external socio-economic factors.
Lack of information support for the organization's personnel system.
Low level of care and inattentive attitude of the administration towards employees (the most striking form of this tendency may be the manifestation of discrimination towards staff).
Low level of awareness among human resources.
Poor staffing.
Lack of a mechanism for competent distribution of resources, responsibility and task setting.
Changes in the structure of the administration.

To solve and prevent problems, changes are made to the personnel policy. Transformations in the personnel management system are carried out in the following sequence.

Collecting the necessary information for planning personnel policy activities, taking into account existing problematic issues.
Development of a new scheme of actions in the field of work with personnel or to reform the existing labor management system in accordance with the planned plan for overcoming difficult moments.
Motivational and incentive measures for HR specialists, as well as those employees who can influence positive resolution of problematic issues.
Strict control over the implementation of anti-crisis measures, as well as the use of feedback techniques to improve personnel policy.

An effective system of interaction with the team serves as a reliable tool for the company’s adaptation to socio-economic changes and allows minimizing the negative consequences of problematic situations.

Personnel department: why is it needed and how to create it from scratch

Personnel policy of the organization: examples from foreign practice

Acting as one of the most important tools for managing an organization, the system of interaction with personnel is influenced by socio-economic conditions, market processes, regional characteristics, etc.

Example 1. UK corporations believe that professional organization HR policy helps strengthen their image and provides additional competitive advantages. To achieve a compromise between the administration and employees of companies, Investors in People (IiP) was developed here. It appeared in 1991 and was under the control of the Ministry of Employment until the formation of the Investors in People organization (1993), which is involved in the certification and implementation of franchises in many countries.

Investors in People quality standards include:

quality standards for employee management that help improve the level of implementation of business processes;
the degree of integration of personnel policy into the enterprise management system;
indicators of the quality of development and training processes that take place as part of solving business problems.

Example 2. Most of the examples from textbooks on personnel policy regarding organizations that have created the best conditions for the development of specialists demonstrate the extraordinary charisma of managers. This series includes companies such as Google, Microsoft, etc. Thank you?

Page
2

The main long-term goal of any organization is the desire to survive in the competition. At the same time, employees are the main competitive advantage of any organization.

Typically, organizational effectiveness is described in terms of performance and assessed as a combination of such complex characteristics as: maximum use of the capabilities, abilities and skills of employees; achieving organizational goals and the ability to attract the most trained and highly motivated personnel. All this should affect the overall performance indicators of the organization; labor productivity, quality, level of customer service, profit growth, value increment.

In order to achieve effective performance, the organization must:

1) formulate and communicate your mission and strategy to each employee;

2) create an organizational structure consistent with the goals of the organization;

3) introduce the most progressive (based on world practice) human resource management system.

The weakness and strength of an organization depends on human resources. The professional decisions made by employees at any workplace determine the effectiveness of production tasks and form the overall success and effectiveness of the organization. Therefore, it is important to control, encourage and help employees in order, on the one hand, to create all the conditions for the fullest realization of their professional knowledge, and on the other hand, to create a desire to work efficiently and productively.

Thus, the contribution of personnel policy and the activities of the personnel management service to the effectiveness of the organization is that it:

1) helps the organization achieve its goals;

2) increases the efficiency of using the capabilities, abilities and skills of human resources;

3) supplies the organization with well-trained personnel;

4) increases employee job satisfaction and stimulates their need for self-realization in the workplace;

5) creates, develops and maintains an appropriate level of working conditions, which makes working in this organization desirable;

6) communicates the personnel policy to all employees;

7) maintains the required level of culture of behavior and discipline in the organization;

8) plans and manages changes in the organization, taking into account the interests of individual employees, groups and the organization as a whole;

9) helps reduce costs and increase competitiveness.

So, the main purpose of personnel policy is to form a team that will harmoniously, at the lowest cost, achieve production goals, ensuring high quality of the final product.

This creates a stable basis for a market economy and interpersonal relationships not only in the team, but throughout society. This determines the important social function of personnel policy.

The stages of personnel policy include the following elements of the personnel management algorithm:

1. Development and implementation of personnel selection plans in accordance with the goals of the organization, organizational culture, state of the external environment, including in accordance with legislative standards for personnel activities;

2. Development and implementation of plans for the use of personnel to achieve increasing efficiency of the organization, in accordance with intra-organizational sub-goals and sub-processes;

3. Development and implementation of plans for the development and improvement of personnel, for the movement of personnel within the organization, as well as including the dismissal of some employees;

4. Monitoring the application of personnel policies for timely prevention of problems and modification of plans, thereby ensuring a positive feedback with all stages of implementation of personnel policy.

There is a relationship between these stages of personnel policy and the functions of management, and in this specificity - personnel management:

1. Planning, as the first stage of personnel policy, including primary research of the labor market, opportunities for attracting, developing, improving and retaining personnel, the result of which is a plan for the formation of the personnel potential of the team;

2. Organization, as an integral element of personnel management, including the distribution of resources, goal setting for each member and groups of employees, distribution of rights and responsibilities, in accordance with the overall organizational strategy;

3. Leadership or motivation, which is ensured by concern for personnel, manifested in development, unlocking the potential of employees, competent stimulation of their work, and increased cohesion and dedication;

4. Control, as an integral part of management, the “eyes” of management, providing a vision of the quality of implementation of personnel policy.

Like any type of activity, personnel planning may have problems, and their emergence is nothing more than a new stage in the development of the organization’s management to achieve new heights of quality work.

Problems of personnel policy and stages of their solution

Personnel policy has problems, most often manifested due to insufficient understanding by top management of the needs of personnel, due to poor quality management of human resources.

Problems of personnel policy, like the stages of personnel policy, can be included in the following four groups:

1. Personnel planning problems.

2. Problems of personnel organization;

3. Problems of motivation or personnel management;

4. Problems of personnel control.

The main reasons for the emergence of problems in personnel policy [partially from Daft R. Management, St. Petersburg: Peter, 2004]:

1. Changing the organizational strategy, organizational culture without corresponding adjustment of personnel policy;

2. Acquisition, merger of an organization;

3. Transition to remote work, creation of Internet groups or virtual teams;

4. Introduction of a new flexible remuneration system;

5. Lagging of management decisions from changed operating conditions;

6. Staffing gap information system on the level of modern technologies;

7. Insufficient care for personnel on the part of management, even to the point of discrimination;

8. Poor quality of information to staff;

9. Poor staff structure of the organization;

10. Poorly placed and distributed resources, tasks, rights and responsibilities;

11. Change of management, etc.

It should be noted that if problems appear at the first stages of personnel policy, then they “grow” like a snowball and can bring the most contradictory results to the controlling stage.

Therefore, problem solving must begin from the very root, gradually moving down to the control stage, thereby ensuring the highest quality of stabilization of personnel development.

Undoubtedly, before adopting and implementing a plan to modify personnel policy, it is necessary to determine the reasons, as well as all the factors that have any significant influence here and evaluate them.

Organization policy- the system as a whole and according to which the people included in this system act. In addition to financial policy, foreign economic policy, policy towards competitors, etc., any organization develops and implements personnel policy.
The term “personnel policy” has a broad and narrow interpretation:

A system of principles and norms (which must be understood and formulated in a certain way) that bring human resources into line with the company’s strategy (it follows that all activities related to working with personnel - selection, staffing, certification, training, promotion - are planned in advance and are consistent with the general understanding of the goals and objectives of the organization);

A set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and the organization: in this sense, for example, the words “our company’s personnel policy is to hire people only with higher education”, can be used as an argument when resolving a specific personnel issue.
HR strategy(personnel management strategy) - a specific set of basic principles, rules and goals for working with personnel, specified taking into account the types of organizational strategy, organizational and personnel potential, as well as the type of personnel policy.
Types of personnel policies

The following types of personnel policies can be distinguished:

Passive;

Reactive;

Preventive;

Active.

Passive personnel policy. Such an organization is characterized by the lack of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. Management in a situation of such personnel policy works in emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without attempting to understand the causes and possible consequences.

Reactive personnel policy. In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the crisis: the emergence conflict situations, lack of a sufficiently qualified workforce to solve the problems at hand, lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis and is focused on understanding the reasons that led to the emergence of personnel problems.

Preventive personnel policy. The personnel service of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. Organizational development programs contain short-term and medium-term forecasts of personnel requirements, both qualitative and quantitative, and formulate tasks for personnel development. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy. If management has not only a forecast, but also the means to influence the situation, and the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

The second reason To differentiate personnel policies, there may be a fundamental focus on internal personnel or external personnel, the degree of openness to the external environment when forming personnel. On this basis, two types of personnel policies are traditionally distinguished - open and closed.

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level; you can come and start working both from the lowest position and from a position at the senior management level. The organization is ready to hire any specialist if he has the appropriate qualifications, without taking into account work experience in this or related organizations. This type of personnel policy is characteristic of modern telecommunications companies or automobile concerns, which are ready to “buy” people for any job level, regardless of whether they have previously worked in similar organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid access to the leading positions in their industry.

Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the organization’s employees. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, creating a special spirit of involvement, and also, possibly, operating in conditions of a shortage of human resources.

It must be borne in mind that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be structured in such a way as to achieve the desired result in the shortest possible way in relation to any issue or problem in the personnel field. Thus, during the formation of personnel policy, ideally, the following aspects should be agreed upon:

Development general principles personnel policy, prioritizing goals;

Organizational and staffing policy - planning the need for labor resources, formation of structure and staff, appointments, creation of a reserve, relocation;

Information policy - creation and support of a system for the movement of personnel information;

Financial policy - formulating principles for the distribution of funds, ensuring an effective system of labor incentives;

Personnel development policy - providing development programs, career guidance and adaptation of employees, planning individual promotion, forming teams, professional training and advanced training;

Performance assessment - analysis of the compliance of personnel policies and the organization's strategy, identification of problems in personnel work, assessment of personnel potential (assessment center and other methods for assessing performance).

Personnel events - actions aimed at achieving compliance of personnel with the tasks of the organization, carried out taking into account the specific tasks of the stage of development of the organization.

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external to the organization and internal.

Environmental factors can be combined into two groups:

1. Regulatory restrictions.

2. The situation on the labor market.

Internal environmental factors. The following factors seem to be the most significant.

1.The goals of the enterprise, their time perspective and degree of elaboration.

2.Management style, enshrined, among other things, in the structure of the organization.

3.Working conditions.

Here are some of the most important job characteristics that attract or repel people:

The degree of physical and mental effort required,

The degree of harmfulness of work to health,

Location of workplaces,

Duration and structure of work,

Interaction with other people in opening hours,

Degree of freedom at problem solving,

Understanding and acceptance of the organization's purpose.

4. Qualitative characteristics labor collective. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5.Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of the skill and experience of each employee;

Ensuring constructive interaction among group members;

Obtaining adequate information about employees, facilitating the formulation of goals and objectives of personnel policy in the organization’s programs.

Among the practical problems of the Civil Code, it seems necessary to highlight the following.

Persistent and precise implementation of the norms of the Labor Code of the Russian Federation, which requires the establishment of state guarantees of labor rights and freedoms of citizens, the creation of favorable working conditions, and the protection of the rights and interests of workers and employers. It is important to implement in practice the state constitutional guarantee of creating conditions for Russian citizens to freely dispose of their ability to work, to choose their type of activity and profession.

Many problems in the practice of personnel policy are created by representatives of the so-called “backbones”, fellow countrymen, friends, relatives, clan members. The social solidarity of these groups of people in organizations gives rise to such an intimate disease of personnel policy as protectionism. It, in turn, leads to socio-monopolization of activities, one of which is ethno-monopolization. These threats are aggravated by the weakness of personnel authorities in countering personnel voluntarism and the formal application of many legal norms. During the period of transformation of socio-economic relations in Russia, the practice of personnel policy has been “enriched” by new and very noticeable groups in domestic organizations, enterprises and in state and municipal administration. These are oligarch-dependent, criminally dependent personnel and destructive professionals$$$Turchinov A.I. Personnel security and globalization. // Bulletin of the Chernigiv State Technological University No. 2 (58), 2012 – P. 297-301.%%% 40 ^^^.

The well-known confrontation between employee and employer, citizen and state has now acquired a concrete form and is expressed in the contradiction between the level of professional development, level of education and culture of the employee, on the one hand, and the unfair conditions for their demand in their own country, the deformation of public morality, which have become the norms of relations in the form of corruption ties, protectionism, cynicism, the power of money and outright disregard for the rule of law, on the other$$$Turchinov A.I. Problems public administration and personnel policy. //Bulletin of the Komi Republican Academy of Public Service and Management. Series: Theory and practice of management. 2012. No. 10 (15). pp. 26-30.%%% 41 ^^^.

As a result, the outflow of qualified specialists abroad in search of opportunities to realize their creative and professional potential does not decrease. A significant portion of educated citizens have realized the growing injustice in the field of personnel policy in conditions of immature market relations. The key contradiction that “pumped” the dissatisfaction of this part of citizens into society was the contradiction between the equal conditions declared in market conditions for a citizen to realize his abilities and the real conditions for their implementation. And if previously the dissatisfaction of workers with the level of wages and working conditions came to the fore in the contradictions between the employee and the employer, now dissatisfaction is associated with a person’s awareness of the “devaluation of respect” for himself and the opportunity for self-realization in his country, declaring the value of human potential and human capital and inadequate efforts by the state to create competitive advantages in Russia for their demand. The inherent potential in Russian personnel, labor resources, is gradually making itself felt $$$Vinichenko M.V. Improving staff motivation during the economic crisis. Vinichenko M.V. Social policy and sociology. 2012. No. 5. P. 97.%%% 42 ^^^, but this does not solve the problem yet.

Second problem - formation of a free civilized labor market and personnel market. Its solution is possible only if the basic principles of legal regulation of labor relations are observed: freedom of labor, including the right to work; ensuring everyone's right to fair working conditions; equality of rights and opportunities for workers; prohibition of forced labor and discrimination in labor; ensuring the right of every employee to timely and full payment of fair wages; social partnership etc.$$$Cherepanov V.V. State personnel policy and personnel activities in the civil service system: Tutorial. M.: Financial Academy, 2009. Part 1. – pp. 28-29.%%% 43 ^^^.

The most dangerous problem is low level of professionalism, primarily of management personnel in many areas of activity. The steady decline in the quality of this layer of human resources is also evidenced by sociological studies conducted in monitoring mode. They showed that the assessment of the level of professionalism of senior managers according to the criterion of “low” and “average” in 2009 was 47%, in 2012 - 48.4%, middle management - 62.6 and 65.7%) respectively, and for the linear link - 69.6 and 73.1%$$$Turchinov A.I., Magomedov K.O., Kononenko T.A. Current problems of personnel policy and personnel management of enterprises, organizations and institutions in various areas of activity and forms of ownership in the Russian Federation. - M., 2012. - P.27.; Turchinov A.I., Magomedov K.O., Kononenko T.A.%%% 44 ^^^.

There is a growing gap between the level of professionalism and competence of personnel and the dynamically developing needs of society and public administration. This level is not adequate to the tasks at hand. Among the civil service personnel, for example, there is a fairly large number of workers who do not correspond to their basic education, who do not have a functional-professional (especially managerial) education$$$V.A. Sulemov State personnel policy in modern Russia. M., 2005. P. 214-215.%%% 45 ^^^.

In essence, there has been a “greying” of the managerial professional environment of society. Management levels, as in government agencies, and a wave of amateurism swept through business. Amateurism is a social phenomenon, the nature of which is associated with the actions of amateur people who superficially, fragmentarily, unsystematically, and shallowly represent the professional field in which they are located. Their professional flair (a kind of veil that hides their unprofessionalism) quickly dissipates when they begin to act in professional field and/or in a professional environment. The danger for management structures is associated with the fact that the creators of “personnel dullness” produce “dullness” to match themselves, extinguish the potential of others, or “live” at the expense of the intellectual and professional abilities of their “flexible” subordinates, because professionals who are in harmony with morality people with high self-esteem try to stay away from them. And the “creators of dullness”, as a rule, do not really need professionals$$$Turchinov A.I. Problems of public administration and personnel policy. //Bulletin of the Komi Republican Academy of Public Service and Management. Series: Theory and practice of management. 2012. No. 10 (15). pp. 26-30.%%% 46 ^^^. Amateurs cannot be attractors of dynamic development either in the professional field or in the field of public administration.

The next problem can be called low level of personnel culture among many new owners and managers. Minor formation period social experience high culture of the psychology of the owner, their lack of strong ties to their future and the future of their families with national interests, will for a long time produce and preserve outdated managerial methodological stereotypes about the role of a professional person in the creation of material and spiritual values and treat him as a resource from which you should squeeze everything out now$$$Turchinov A.I. Personnel policy and personnel management: problems of theory and practice. // Communicology. 2014. T. 7. No. 5. P. 103-117.%%% 47 ^^^.

Business and other organizations, including the system of state and municipal authorities, were not ready for qualitative changes in the field of working with human resources according to the rules of a civilized market in the context of the globalization of labor markets. There were also no professionals to work with professionals - specialists in the field of personnel management. Personnel management services and personnel services are not able to influence changes in personnel culture and the maintenance of competent personnel policies, including in the public and municipal government. Personnel dependence on the political situation, on the subjectivity of managers who come to high positions with their “personnel team” creates uncertainty among employees about the future$$$Sulemov V.A. State personnel policy in modern Russia. M., 2005. P. 214-215.%%% 48 ^^^.

Social pathologies - corruption, protectionism, ethno-monopolization, infantilism, bureaucracy and others - have become chronic, primarily because the organizational culture does not stimulate labor productivity, professionalism is not in demand. The level of personnel culture of individual managers borders on protectionism that is not blocked by anyone or anything; the value of professionalism is demonstrative and declarative in nature. There is a loss of many norms of administrative morality and ethics; permissiveness and disrespect for people appear in the official activities and behavior of such leaders.

The control panel for meritocratic, so-called “career elevators” for extraordinary and highly moral professionals is in the hands of those who are focused on anti-values - personal devotion, performance resignation and other qualities of workers that actually have signs of professional incompetence$$$Turchinov A.I. Personnel policy and personnel management: problems of theory and practice. // Communicology. 2014. T. 7. No. 5. P. 103-117.%%% 49 ^^^. Instead of climbing to the top of management pyramids along “career ladders,” many climb them on high-speed “career elevators” without having the required professional or life experience for this. At the same time, the manager has practically no personal responsibility for such an environment.

The problem of forming a modern regulatory framework for state personnel policy and personnel activities is urgent. It is necessary to create not only a modern regulatory framework for personnel work, but also a unified legal framework for the Russian Federation in the personnel sphere, eliminating legal conflicts and contradictions in the regulation of personnel processes and relations existing in regulatory documents.

The lack of strong legal mechanisms creates direct and indirect risks and threats to personnel security both for society as a whole and for its other institutions in particular$$$Turchinov A.I. Personnel security and globalization. // Bulletin of the Chernihiv State Technological University No. 2 (58), 2012 – P. 297-301.%%% 50 ^^^. Thus, the insufficiency and non-systematic nature of the legal regulation of issues of working with personnel of civil servants and personnel work of state bodies are the reasons for the decrease in the efficiency of the civil service.

There is an urgent need to create in Russia a unified information, reference and analytical database (bank) of data on personnel potential, personnel composition and personnel vacancies$$$V.V. Cherepanov State personnel policy and personnel activities in the civil service system: Textbook. M.: Financial Academy, 2009. Part 1. – pp. 28-29.%%% 51 ^^^. It is very important to centrally form and include in the work of personnel services a single electronic personnel data bank.

Another task is the creation of a unified phased system of professional education for workers, taking into account new socio-political realities and the requirements of market relations. It must be admitted that the system vocational training, currently existing in Russia, does not satisfy the needs of corporations either in volume or in quality. Perhaps it would be possible to convince large Russian companies to invest their funds in the development of a national vocational training system, but the chaotic reforms of the education system in the country only scare businesses away from this idea. Thus, the Federal Law “On Education in the Russian Federation” No. 273-FZ of December 29, 2012, removing temporary criteria professional retraining and advanced training, as well as state-issued documents in these types of training, actually freed the hands of pseudo-educators of various stripes.

The problem of quality professional provision management structures remain complex and contradictory. In addition, due to subjective factors, personnel work and personnel processes remain poorly predictable and ineffective.

An important problematic task is to determine a personnel development policy that involves the creative realization of personality and management of the business career of employees. The personnel development management system must include interrelated goals, objectives, functions, principles, and technologies.

Domestic personnel development technologies mainly come down to working with the personnel reserve and training personnel at various trainings. At the same time, the personnel reserve, especially in government agencies, is often used as a technology for the covert implementation of vertebral rights (appointment to a key position upon a call from higher management).

Perhaps it is no coincidence that in the West, when talking about personnel development, they do not use the concept of personnel reserve. But let's think about it - by singling out promising employees to the personnel reserve, the organization's management actually assigns the rest the role of unpromising ones. But business career management lies in the fact that from the moment an employee is accepted into the organization until the expected dismissal from work, it is necessary to organize the systematic horizontal and vertical advancement of the employee through the system of positions or jobs. Moreover, it would be logical to do integral part career management such technology of civilized reduction of employees as outplacement (from the English outplacement - “employment of laid-off people”).

Personnel reserve management can be one of the tools for improving the quality of personnel and, above all, management. But this is just one of the few personnel technologies, one of the tools of personnel policy. In Russia, the theory of career and career management did not have time to formulate into a coherent concept, but career management has always existed and exists, the only question is the degree of awareness and scientific implementation of this process.

A serious problem in the field of labor and personnel - protection from unemployment and assistance from the state in employment. As the results of sociological research in May 2015 showed, high loyalty to state institutions manifested by those citizens who had no income over the last month. This suggests that during the crisis, it is mainly the highly paid categories of workers who lose their jobs, and if they do not find decent work in the near future, their sense of security and positive attitude towards the state will decrease. No less pressing is the issue of employing university graduates who cannot fully realize their potential due to the weak demand of young specialists by a number of employers$$$Vinichenko M.V. Employment of Russian university graduates: problems and solutions. Vinichenko M.V. Social policy and sociology. 2012. No. 4 (82). P. 7-20.%%% 52 ^^^.

Of course, one of the serious problems of state personnel policy is the rather frequent inconsistency and inconsistency between the theory, doctrine of the Civil Code and the practice of personnel work. The peculiarity of the current situation is that, with the great dynamism of personnel processes, the solution of important personnel problems goes in two directions: along the path of a quick practical solution to urgent personnel issues and along the path of development in scientific centers conceptual framework new GKP. Moreover, both of these paths are developing in isolation from each other - practitioners do not listen to scientists, scientists do not know what practitioners are doing in the field of personnel relations. This misunderstanding and even the confrontation between science and practice must be overcome.

State personnel policy as a system of goals, objectives and priorities is complex and multifaceted in content. Practice shows that before determining ways and forms of solving specific personnel problems, it is necessary to conceptually substantiate the theoretical positions of the state personnel policy, its place and role in the public administration system. Therefore, in their practical activities, politicians, administrators, and business managers should not underestimate the theoretical issues of personnel policy, not noticing its goals, priorities and principles, replacing them with personnel technologies and order methods. Otherwise, the noted problems and shortcomings of the state personnel policy cannot be solved.

So, subjects and objects of state personnel policy are two sides of a single personnel process, playing different roles. Subjects of the State Communist Party influence its objects in order to implement specific personnel problems. In conditions of political pluralism and diversity of forms of ownership, the situation in the field of subject-object personnel relations has changed qualitatively; the state cannot and does not take upon itself the solution of all personnel issues, since there are many other, non-state subjects of personnel policy. That's why main feature modern GKP is its multi-subject and multi-object nature.

Today in the sphere of personnel policy there cannot be a monopoly of one social institution, even such as the state. In their personnel activities, all subjects of the Civil Code are relatively independent and independent, but, being in the system single state, they operate in accordance with federal laws and generally accepted rules. This is required by the norms and principles laid down in the Constitution of the Russian Federation, Russian labor legislation, legislation on public service, in which personnel and people are considered not only as an inanimate “human resource”. Man is viewed in a broad social and humanistic sense as highest value state and society, as the primary element of the new personnel doctrine of the state.