Strategic personnel management. Organization's HR strategy

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Ministry of Education and Science of the Russian Federation

Sochi branch state university tourism and resort business in Omsk

Department of Management

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"__"________2007

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COURSE WORK

in the discipline "Strategic Management"

Topic: “Strategic HR Management”

OMSK 2007

Introduction….………………….…………………………………………………….3

Chapter 1. Strategic personnel management......................................5

1.1 Human resource management……………………………………………………....…….....……5

1.2 Strategic human resource management…..…………………………….…........9

Chapter 2. Human resource management strategy………………..……………..…...16

2.1 Essence and components of the strategy……………...………………........16

2.2 Development and selection of strategy…………………………………………........20

2.3 Implementation of the HR strategy…………………...…….....27

Conclusion………………………………………………………………………………….32

Bibliography…………….…………………………………….34

Appendix 1. The place and role of personnel policy in the organization’s policy...36

Appendix 2. Characteristics of the most important principles of certain areas of the organization’s personnel policy………………………………………………………...37

Appendix 3. Objectives of the main components of the personnel management strategy in the conditions of strategic, tactical and operational management………………………………………………………………………………….39

Introduction

IN modern conditions global competition and unprecedented acceleration of technological progress, organizations are under constant pressure from competitors, forcing them to continuously improve their products, expand the range of services provided, and optimize production and management processes. In other words, modern companies are in a state of permanent change, the speed of which largely determines their success. Leaders of the late 20th century increasingly and more persistently repeat the thesis that the key to mastering the art of organizational change, and therefore to ensuring the progressive development of the organization, lies in the effective use of human resources and liberation of the creative energy of company employees. However, in real life There is still a significant gap between employee potential and the extent to which most organizations utilize it.

Target course work study strategic personnel management, its disadvantages and advantages, the need for its application in the field of personnel management.

To achieve this goal, it is necessary to solve the following tasks: to study the relationship between strategic personnel management and the strategic management of the organization, the personnel management strategy, its essence and functions.

The object of the study is the personnel.

The subject of the study is the use of strategic management in the field of personnel management.

The presented work consists of two parts. The first examines the main aspects of personnel management and the organization’s personnel policy as the basis for the formation of strategic personnel management.

The second chapter covers strategic personnel management itself, its system, personnel management strategy, development and implementation, its relationship with the organization’s strategy.

When writing the work, information was used from textbooks, teaching aids and magazines on enterprise management and personnel management.

Chapter 1. Strategic personnel management

1.1 HR management

Personnel management is a part of management associated with the labor resources of an enterprise and their relationships within the company.

The main goals of personnel management are:

Satisfying the enterprise's personnel needs;

Ensuring rational placement, professional qualifications and job promotion of personnel;

Effective use of the enterprise's labor potential.

Personnel management is associated with the development and implementation of personnel policies, which include:

Planning, hiring and deployment of labor;

Education, training and retraining of workers;

Promotion and career management;

Conditions of employment, labor and payment;

Providing formal and informal connections, creating a comfortable psychological climate in the team.

Work with personnel at the enterprise is carried out by all line managers, as well as some functional departments, services and individual specialists and managers:

Human Resources Department;

Department of Labor and Wages;

Technical Training Department;

Human Resources Department;

NOT Laboratories;

Personnel managers (directors, managers).

The placement of workers and the distribution of responsibilities among them are based on the established system of division of labor.

The most widespread are the following forms of labor distribution (V.V. Adamchuk, O.V. Romanov, M.E. Sorokina Textbook for Universities “Economics and Sociology of Labor”):

Technological - by type of work, professions and specialties;

Cooperation - for certain types of technological process operations;

According to the functions of the work performed:

a) basic;

b) auxiliary;

c) auxiliary;

according to qualifications.

When recruiting personnel, an employment agreement or contract is important. This is a direct agreement between an entrepreneur and a person entering a job, a specific hiring system that is increasingly used in domestic practice. The employment contract stipulates:

Labor function;

Place of work;

Job responsibilities;

Qualification;

Speciality;

Job title;

Salary amount;

Start time.

By timing employment contracts differ:

No more than 3 years;

For the duration of certain work;

For undefined period.

The personnel policy and goals of the enterprise in the field of labor resources must correspond to the overall goals of the company. Measures for their implementation also include measures to increase labor productivity and free up labor.

An organization's personnel policy is the general direction of personnel work, a set of principles, methods, forms, and an organizational mechanism for developing goals and objectives aimed at preserving, strengthening and developing personnel potential, at creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing requirements. market taking into account the organization's development strategy.

The purpose of personnel policy is to formulate goals in a timely manner in accordance with the organization's development strategy, pose problems and tasks, find ways and organize the achievement of goals. To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, personnel policy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment. Personnel policy is part of the organization's policy and must fully comply with the concept of its development (See Appendix 1.)

Personnel policy is closely related to all areas of the organization's economic policy. On the one hand, decision-making in the field of personnel policy occurs in all complex functional subsystems: management of scientific and technical activities, production management, management economic activity, management of foreign economic activities, personnel management of the organization. On the other hand, decisions in the field of personnel policy influence decisions in these complex functional subsystems. Since the main goal of personnel policy is to ensure these functional subsystems of the management system and production system organization with the necessary employees, it is obvious that decisions on issues of recruitment, assessment, labor adaptation, incentives and motivation, training, certification, labor and workplace organization, use of personnel, career planning, personnel reserve management, management of innovations in personnel work, safety and health, release of personnel, determination of leadership style greatly influence decision-making in the field of economic policy of the organization, for example in the field of scientific and technical, production, economic, foreign economic activities, etc.

All activities of the organization should contribute to achieving this goal. One of the activities of the organization is personnel management. From the main goal of personnel policy, subgoals for personnel management can be derived, for example, to provide labor resources of a certain quality and quantity by a set date, for a set period, for certain jobs. Based on such targets, it is possible to determine the content of personnel policy in the organization.

It should be borne in mind that it is not only the organization that has goals. Each employee of the organization has his own, individual goals. If we proceed from the need to match individual and organizational goals, then we can formulate the basic principle of personnel policy. It lies in the fact that achieving individual and organizational goals is equally necessary. This means that when conflicts arise, fair compromises must be sought rather than favoring the goals of the organization. A correct understanding of the essence of personnel policy is possible only if this circumstance is fully taken into account. The practice of recent years shows that this principle is being observed in organizations to an increasing extent.

The most important principles of individual areas of the organization’s personnel policy and their characteristics are given in Appendix 2.

1.2 Strategic HR management

Strategic personnel management is the management of the formation of an organization's competitive labor potential, taking into account current and upcoming changes in its external and internal environment, allowing the organization to survive, develop and achieve its goals in the long term.

The goal of strategic personnel management is to ensure the formation of the organization’s labor potential in a coordinated and adequate manner to the state of the external and internal environment for the coming long period.

Competitiveness is ensured through a high level of professionalism and competence, personal qualities, innovative and motivational potential of employees.

Strategic personnel management allows you to solve the following problems.

1. Providing the organization with the necessary labor potential in accordance with its strategy.

2. Formation of the internal environment of the organization in such a way that intra-organizational culture, value orientations, priorities in needs create conditions and stimulate the reproduction and realization of labor potential and strategic management itself.

3. Based on the settings of strategic management and the final products of activity formed by it, it is possible to solve problems associated with functional organizational structures of management, including personnel management. Strategic management methods allow you to develop and maintain flexibility in organizational structures.

4. The ability to resolve contradictions in matters of centralization-decentralization of personnel management. One of the foundations of strategic management is the delimitation of powers and tasks both in terms of their strategic nature and the hierarchical level of their execution. The application of the principles of strategic management in personnel management means the concentration of strategic issues in personnel management services and the delegation of part of the operational and tactical powers to the functional and production divisions of the organization.

The subject of strategic personnel management is the organization’s personnel management service and the senior line and functional managers involved in their activities.

The object of strategic personnel management is the total labor potential of the organization, the dynamics of its development, structures and target relationships, personnel policies, as well as technologies and management methods based on the principles of strategic management, personnel management and strategic personnel management.

What determines the need to apply the principles of strategic management in personnel management?

Since the end result of strategic management as a whole is to strengthen the potential (which includes production, innovation, resource, and human components) to achieve the organization’s goals in the future, an important place in the process of strategic management is given to personnel and, in particular, to increasing the level of their competence.

The competence of an organization's personnel is a set of knowledge, skills, experience, knowledge of work methods and techniques that are sufficient to effectively perform job duties.

In the context of strategic management, the role of the personnel management service in constantly increasing the competence of employees increases significantly.

However, strategic personnel management technologies have not yet been sufficiently developed, which is one of the reasons for the emergence of problems in the personnel management system.

Such problems include:

* the emergence of scarce types of professions and difficulties in hiring the necessary workers;

* rising prices for services of educational and consulting institutions;

* transition to new types of activities, a fairly rapid change in production technologies and services, the need to dismiss part of the staff for these reasons;

* lack of financial resources and a sharp reduction in the number of personnel in crisis conditions;

* problems of long-term planning of the number and structure of employees due to uncertainty in the formation of a “portfolio” of orders.

The most important reasons for these problems from a strategic management point of view are:

* the content of the activities of some subsystems of the personnel management system does not meet the requirements of the external environment (for example, subsystems of personnel planning and marketing, motivation of personnel behavior, personnel development). The concentration of strategic functions in the management of personnel management services is accompanied by weak development of strategic aspects in management;

* the existing understanding of the role and processes of personnel reproduction does not take into account the “investment” nature of investments in personnel;

* there are no developments on the use of strategic management technologies in the field of personnel management. The situation that has developed in this area of management activity can be characterized as an intuitive search for successful solutions to eliminate problems.

Human resources of organizations, unlike other types of resources (material, financial, information), are characterized by a long-term nature of use and the possibility of transformation in the process of managing them. They are subject to some types of wear and tear, so they need to be restored and reproduced.

The use of personnel as a resource is characterized by the fact that its reproduction is carried out after a certain period of its activity, determined by “wear and tear”; its acquisition and maintenance in working order require large capital investments. It follows from this that the use and reproduction of personnel is of an investment nature, since personnel is the object of capital investment. But investment of funds can only be made from a position of strategic expediency.

In strategic personnel management, the “substantive” characteristics of personnel (knowledge, skills, abilities, social status, norms of behavior and values, professional qualifications, hierarchical and demographic structures) are considered as the object of management. These characteristics, of which he is the bearer, express, from a long-term perspective, the potential of the organization’s personnel. In addition, the object of strategic management is also personnel management technologies (technologies for realizing labor potential, personnel reproduction and development). Together they form the labor potential of the organization.

It can be noted that the strategic management of the labor potential of organizations was formed consistently.

At the first stage, prerequisites were created and development prospects were assessed. Along with this characteristic feature of the stage was the lack of practical interest in strategic methods personnel management of organizations.

This is due to the following reasons: the inertia of old working methods; lack of alternative management technologies, “information holes”; the discrete nature of the changes occurring and the temporary “positive” effect. The cessation of the activities of many organizations and the forced reduction in the number of personnel immediately affected the saturation of the labor market. Supply exceeded demand. The requests of organizations, based on the requirements of new technologies, understanding of market development trends and higher level of emerging problems, were satisfied by an army of highly qualified specialists from the scientific and technical complex.

The second stage in the development of practical strategic personnel management, which also cannot be called successful, is associated with an understanding of this need and the desire to make changes in one’s activities. He is characterized by understanding and recognition of the role of the functional area “personnel management”; outstripping demand in the labor market for some specialties, the emergence of scarce professions; tougher competition, higher technology levels; development of new non-traditional activities; complicating the criminal situation.

Organizations have identified a number of new problems: lack of specialists of the required profile and qualifications; the emergence of a need to resolve issues related to personnel reliability; issues of retention (turnover) of employees with specific, including confidential, knowledge.

Strategic personnel management can proceed effectively only within the framework of a strategic personnel management system. It means an ordered and purposeful set of interconnected and interdependent subjects, objects and means of strategic personnel management, interacting in the process of implementing the “strategic personnel management” function. The main working tool of such a system is the personnel management strategy.

Thus, the strategic personnel management system ensures the creation of structures, information channels, and most importantly, the formation of a personnel management strategy, its implementation and control over this process.

From the definition of strategic personnel management it follows that it is aimed at developing the competitive labor potential of the organization in order to implement the personnel management strategy. Based on this, all functions of the personnel management system can be grouped into the following three areas: providing the organization with labor potential; development of labor potential; realization of labor potential.

Organizationally, the strategic personnel management system is built on the basis of the existing organizational structure of the personnel management system. In this case, there are three main options for the organizational design of the system.

1. Complete isolation of the system into an independent structure (but at the same time there is a danger of separation from the operational practice of implementing strategies).

2. Separation of the strategic management body into an independent structural unit (strategic management department) and the formation of strategic working groups based on units of the personnel management system.

3. Formation of a system of strategic personnel management without separation into structural units (but at the same time, strategic management issues are given a secondary role).

The most effective option is to create a “headquarters” strategic department within the framework of the personnel management system and coordinate the activities of other departments on issues strategic planning when some of the personnel of already existing units of this system are assigned responsibilities for the “strategic personnel management” function

Chapter 2. Human resource management strategy

2.1 Essence and components of the strategy

Personnel policy primarily involves the formation of an organization's personnel management strategy, which takes into account the organization's activity strategy.

The personnel management strategy depends on the personnel policy strategy.

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

The HR strategy involves:

* determination of personnel management goals, i.e. when making decisions in the field of personnel management, 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.) must be taken into account;

* formation of ideology and principles of personnel work, i.e. 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 represent a set of ethical standards that cannot be violated when working with the organization’s personnel. As the organization develops and the external conditions of the organization’s personnel work change, it can be clarified;

* determination of conditions for ensuring a balance between economic and social efficiency of the use of labor resources in the organization. Ensuring economic efficiency in the field of personnel management means using personnel to achieve the goals of the organization's business activities (for example, increasing production volumes) with 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 organization's employees. The strategy allows us to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their work motivation and qualifications.

The main features of the HR strategy are:

* its long-term nature, which is explained by its focus on development and change psychological attitudes, motivation, personnel structure, the entire personnel management system or its individual elements, and such changes, as a rule, require a long time;

* connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change or adjustment of the organization’s strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, management style and methods.

Most leading executives argue that HR strategy is an integral part of the overall strategy of the organization. However, in practice there are different variants their interactions.

Human resource management strategy as a functional strategy can be developed at two levels:

* for the organization as a whole in accordance with its overall strategy - as a functional strategy at the corporate, organization-wide level;

* for individual areas of activity (business) of a multi-profile, diversified company - as a functional strategy for each area of business, corresponding to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting devices, then the personnel management strategy developed for each area of production, since they have differences in personnel structure, qualification requirements and professional training, training methods and other issues).

The components of the personnel management strategy are:

* conditions and labor protection, personnel safety;

* forms and methods of regulating labor relations;

* methods for resolving industrial and social conflicts;

* establishing norms and principles of ethical relationships in the team, developing a code of business ethics;

* employment policy in the organization, including analysis of the labor market, system of recruitment and use of personnel, establishment of work and rest schedules;

* career guidance and adaptation of personnel;

* measures to increase human resources and make better use of it;

* improving methods for forecasting and planning personnel requirements based on studying new requirements for employees and jobs;

* development of new professional qualification requirements for personnel based on systematic analysis and design of work performed in various positions and workplaces;

* new methods and forms of selection, business assessment and certification of personnel;

* development of a concept for personnel development, including new forms and methods of training, business career planning and professional advancement, formation of a personnel reserve in order to carry out these activities ahead of the time the need for them arises;

* improving the mechanism for managing staff labor motivation;

* development of new systems and forms of remuneration, material and non-material incentives for workers;

* measures to improve the resolution of legal issues of labor relations and economic activity;

* development of new and use of existing measures social development organizations;

* improving information support for all personnel work within the framework of the chosen strategy;

* measures to improve the entire personnel management system or its individual subsystems and elements (organizational structure, functions, management process, etc.), etc.

The objectives of some components of the personnel management strategy in the context of strategic, tactical and operational management are presented in Appendix 3.

2.2 Strategy development and selection

In order to avoid some problems and achieve maximum use of the potential of the company's employees, management must take into account issues related to personnel management at the stage of developing development plans for the entire organization, i.e. Human resource management must become part of the organizational strategy. Strategy refers to the definition of long-term development goals of the organization, methods and time for achieving them, as well as a system for assessing (indicators) the degree of implementation of these goals (see Fig. 2.1).

Fig 2.1 Strategic planning scheme

The choice of a specific strategy is determined by the long-term goals of the organization, its internal resources, and traditions.

The mission, or credo, of an organization, as we have seen, is a concentrated expression of the meaning of its existence. As a rule, the mission remains unchanged over a long period of time and is therefore considered in the strategic planning process as a certain constant that determines the overall direction of development. In general, analysis of the external environment and the organization itself (the resources at its disposal and the existing organizational structure and culture) is the most important element of strategic planning and is present at each of its stages.

Based on an analysis of its own mission and the state of the external environment, the organization formulates a vision - a description of the state it wants to achieve by a certain point in time. The vision, in its most condensed form, formulates the strategic goals of the organization for the period, representing a prototype of the organization after its expiration.

A vision is a fairly general picture of where the organization wants to get to over a certain period of time. The next stage of strategic planning is to determine ways to achieve goals, i.e. development of a development strategy. Strategy in this case means a specific course of action.

In order to formulate an effective strategy, management must have a clear understanding of the dynamics of the external environment (changing customer needs, the behavior of competitors and suppliers, the position of the state) and the state of the internal resources of the organization itself (the dynamics of the workforce, the state of production capacity, financial situation), since the interaction of these factors creates the real dynamics of organizational development.

One of the most common ways to analyze the external environment and internal state of an organization is SWOT analysis (from the English SWOT, Strengths - strengths, Weaknesses - shortcomings, Opportunities - opportunities, Threats - threats). The method consists of a consistent study of the internal state of the organization and determining its strengths and weaknesses, as well as the opportunities and threats provided by the development of the external environment.

Based on the results of the SWOT analysis, strategies are developed that are based on strengths organizations take advantage of the opportunities provided by the external environment, neutralize its weaknesses and block or reduce the effects of threats.

After an organization formulates its development strategy, it needs to move on to developing detailed plans for implementing this strategy. However, before you start drawing up an action program for departments and individual employees, you need to determine what organizational competencies will be required to implement the strategy. Organizational competence refers to the ability of an organization as a whole to systematically achieve specific results. Organizational competencies may be: the ability to master the production of new products at the lowest cost for the industry, the ability to innovate, the competence to create foreign representative offices and branches, the competence to take into account customer needs when developing new products. Organizational competencies are often called basic, which simultaneously emphasizes their long-term nature and importance for the development of the organization.

The source of organizational competencies can be technical capabilities, marketing skills or organizational resources, or personnel qualifications. Organizational competencies form the basis of a company's strategy. However, not a single organization, and not a single person, can successfully develop for a long time without improving their competencies and mastering new ones.

Determining the gap between an organization's existing competencies and those needed to realize its long-term goals is a critical management challenge.

An extremely important point is the definition of progress measures, i.e. objective indicators that allow us to judge how the organization as a whole and each of its divisions separately succeeded in implementing the strategy, i.e. in mastering basic competencies. Taken together, organizational and technical measures and their evaluation system represent action plans for the company and its divisions.

Human resource management consists of actions to achieve organizational goals by ensuring the production behavior required by the organization of each of its employees or the implementation of organizational competencies directly related to personnel. The human resource management strategy consists of determining ways to develop these competencies among all personnel of the organization and each of its employees individually. In other words, human resource management strategy is “plans that take advantage of the opportunities provided by the external environment to strengthen and maintain the competitiveness of the company with the help of its employees.” Like the development strategy of the organization as a whole, the personnel management strategy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

The HR strategy is based on the organization's development strategy.

The development of a human resource management strategy begins with a comparison of the organizational competencies required to implement the overall development strategy and the actual state of the organization's human resources and identifying the discrepancies between them (see Figure 2.2). Typically, there are many areas of such non-compliance, and the organization may not be able to address each of them. Management must set priorities, i.e. those areas of nonconformity on which limited organizational resources should be focused first. There are many approaches to setting priorities.

The development of a personnel management strategy itself is similar to the development of an organization's development strategy and consists of determining a course of action, the time for its implementation, indicators for assessing progress and developing plans for organizational and technical measures to implement this course of action. The strategy determines the general direction of work, the focus for the implementation of plans for organizational and technical activities. Just like when developing a business strategy, when formulating a human resources strategy, two approaches are used: bottom-up and top-down. Modern companies use both methods, which have their drawbacks and complement each other.

Fig 2.2 Formation of a human resource management strategy

In a bottom-up approach, senior management defines an overall HR strategy for the entire organization, which is then broken down into strategies and plans for each of its divisions. Through the participation of senior management, it is ensured high quality assessing the external environment and determining trends in its dynamics, connection with the organization’s development strategy, identifying priorities that are relevant for the entire organization. The HR strategy and plans developed by senior management determine the main directions for the formation of strategy and plans for the next level of management, etc. With this approach, the central problem is the motivation of the managers of lower divisions and their subordinates to implement plans that are “alien” to them.

This problem is much less relevant when planning “from the bottom up”, when each department develops its own strategy and plans for organizational and technical activities, which are subsequently integrated into a single plan of the organization. SEARCH

The disadvantages of this approach are the inadequate competence of lower divisions in assessing the dynamics of the external environment, understanding the overall development strategy of the organization, its priorities and capabilities, as well as the difficulty of coordinating the plans of various divisions with each other. As a rule, the management of the organization develops and sends to divisions a personnel management strategy for a long-term period (3-5 years), on the basis of which a plan of organizational and technical activities is developed for each of the divisions for shorter periods (1-2 years), which are subsequently approved leadership. Often, to analyze the dynamics of the external environment and formulate a personnel management strategy, temporary groups are created from employees of the organization at various levels (with and without the involvement of external consultants), which allows for a combination of views “from above” and “from below” on the organization and its personnel.

Just like a mission, the organization of a personnel management strategy should be a fairly brief formulation of a course of action, which can become a kind of guide for creating specific plans for organizational and technical activities.

Based on the human resource management strategy and to ensure its implementation, plans of organizational and technical activities (OTM) are developed.

In contrast to the strategy as a whole, plans contain specific actions, deadlines and methods for their implementation, as well as the need for human, material, and financial resources. As a rule, plans are drawn up for one calendar year and may be revised during this period. There are several points that ensure the effectiveness of the plan development process and success in their implementation:

* consistency with the overall strategy of the organization and with the human resource management strategy. It seems that this point does not require additional comments;

* accounting of organizational resources. The principle of "living within your means" is fully applicable to human resource planning. Including even a few activities in the plan that the organization is unable to implement can lead to a domino effect and cause serious damage to the implementation of the entire HR strategy;

* consistency with the culture of the organization and mini-organization (division). Any innovation meets resistance or, at best, a neutral attitude from the staff. The degree to which these innovations are accepted is directly proportional to their compatibility with the organizational culture. (This point should be ignored if changing organizational culture is the goal of the HR strategy.)

Organizational and technical activities cover all areas of personnel management: selection and hiring, development and training, assessment, compensation and communication.

The consolidation of these activities allows you to create functional plans: a plan in the areas of selection and hiring, development, compensation, evaluation, communication.

2.3 Implementation of HR strategy

Implementing a human resources strategy is an important stage in the strategic management process. For its success, the management of the organization must follow the following rules:

* goals, strategies, tasks for personnel management must be carefully and timely communicated to all employees of the organization in order to achieve on their part not only an understanding of what the organization and the personnel management service are doing, but also informal involvement in the process of implementing strategies, including in particular, developing employee commitments to the organization to implement the strategy;

* the general management of the organization and the heads of the personnel management service must not only ensure the timely receipt of all resources necessary for implementation (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targets for the state and development of labor potential and record the achievement of each goal.

The goal 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. During the implementation of the strategy, three tasks are solved:

First, priority is established among administrative tasks (general management tasks), so that their relative importance corresponds to the personnel management strategy that the organization and the strategic personnel management system will implement. First of all, this concerns such tasks as the distribution of resources, the establishment of organizational connections and relationships, the creation of information, normative, methodological, legal and other subsystems;

secondly, a correspondence is established between the selected personnel management strategy and intra-organizational processes, processes within the personnel management system, so that the organization’s activities are focused on the implementation of the chosen strategy. Such compliance must take place according to the following characteristics of the organization: its structure, motivation and incentive system, norms and rules of behavior, beliefs and values, qualifications of employees and managers, etc.;

thirdly, this is the choice of the leadership style of the organization as a whole and individual divisions that is necessary and appropriate to the personnel management strategy. The success of implementing a human resource management strategy largely depends on this.

The tools for implementing the personnel management strategy are personnel planning, personnel development plans, including their training and career advancement, solving social problems, motivation and remuneration.

Management of the implementation of the personnel management strategy is entrusted to the deputy head of the organization for personnel. However, it must rely on the active support of line managers heading the relevant HR departments and collaboration with them to ensure strategic changes in their functions.

Regardless of the characteristics of the organization, in the process of implementing the personnel management strategy, it is necessary to solve some management problems (Fig. 2.3).

The implementation of a personnel management strategy includes two stages: implementation of the strategy and strategic control over its implementation and coordination of all actions based on the results of control. The strategy implementation stage includes: developing a plan for implementing a personnel management strategy; development of strategic plans for departments of the personnel management system as a whole; intensification of start-up activities for the implementation of the strategy.

Fig 2.3 Main management tasks of the process of implementing the HR strategy

The implementation of a personnel management strategy, including the distribution of necessary resources, determination of the means for its implementation, deadlines for implementation, and responsible executors, can be carried out in accordance with the plan.

The implementation of a strategy involves determining the volume and methods of presenting information to those responsible for its implementation and heads of departments, ensuring a common understanding of the complex of strategic alternatives, the content of strategies and the tasks of functional and structural divisions. All this is implemented through conferences, seminars and consultations with managers and employees of the personnel management system and strategic personnel management. In addition, at this stage, strategic plans of departments are formed, which can be formalized in the form of projects, for which working groups are created to develop the project. On their basis, a unified strategic plan for the personnel management system is created.

The process of implementing strategies is influenced by the following factors: the availability of mechanisms (technologies) for implementing strategies; quality of operational and tactical decisions of the personnel management system; the relationship and nature of the division of strategic, operational and tactical powers; the quality of organizational structures of the personnel management system and the organization as a whole; the presence and quality of feedback with the internal and external environment; quality and compatibility with cultural strategies (within the framework of the organizational culture management system); quality and composition of applied personnel management methods.

The purpose of the strategic control stage is to determine the compliance or difference between the implemented personnel management strategy and the state of the external and internal environment; outline directions for changes in strategic planning and selection of alternative strategies.

Strategic control is the fulfillment of a triune task:

* monitoring the status of strategic personnel management and personnel management systems;

* monitoring compliance of the strategy with the state of the external environment;

* monitoring the compliance of the strategy with the internal business environment.

Strategic control is carried out through the selection of factors: their analysis and evaluation; accumulation of necessary data; addressability of conclusions.

The most powerful and large-scale factors influencing the formation and implementation of the strategic control process are the presence of a system of strategic personnel management, strategic goals and objectives, and intermediate criteria; progress in implementing the strategic personnel management system and strategy implementation; compliance of implemented strategies and quality of systems with the state of the environment; quality of feedback; availability and quality of coordination mechanisms.

The activities for coordinating the implementation of the personnel management strategy include the following actions:

* aimed at changes in the strategic personnel management system (StUP) itself;

* aimed at changes in the external environment of the StUP, in the internal environment of the personnel management system (HRMS);

* on coordinating strategies (alternative options, etc.).

Coordination management (the most difficult process to formalize) requires special training for managers of the personnel management system and is closely interconnected with the process of strategic control and information support of the system. Coordination requires an understanding of the processes and principles of strategic planning and management; availability of mechanisms for collecting, processing and analyzing information; availability of methods for implementing situational control (control based on weak signals, control under conditions of uncertainty); the ability to determine the composition and structure of a situation; the presence of intermediate criteria for activating coordination intervention.

Conclusion

The success of any organization in modern conditions of accelerating scientific and technological progress and increasing competition depends primarily on its ability to make the most efficient use of the resources at its disposal to achieve its goals. In other words, it depends on how accurately the organization determines its place in the external environment and develops a course of action aimed at occupying this place and strengthening its own positions. This course of action is usually called a development strategy, which includes determining the meaning of existence (mission) of the organization, the state that is expected to be achieved by a certain date (vision), critical factors for achieving success and a plan for specific actions.

As human resources play an increasingly important role in modern organizations, the latter are developing specific employee management strategies. A personnel management strategy is created on the basis of a development strategy and represents a course of action in relation to the organization's employees, allowing for the achievement of organizational goals (development strategy). Essentially, the human resource management strategy consists of identifying the competencies required by the organization to implement the development strategy, identifying the most important of them, developing a general direction for their development and creating plans for organizational and technical measures to develop these competencies. Like the development strategy, the personnel management strategy is based on an analysis of the dynamics of the external environment, internal resources and culture of the organization.

Human resource planning today refers to determining when, where, how many and what qualifications of employees an organization will need. An organization's personnel needs are determined primarily by its development strategy, which in turn is influenced by many factors: the state of the economy, market dynamics, government policy, the financial condition of the organization, traditions, etc. There are many methods for determining an organization’s personnel needs - extrapolation, the method of expert assessments, mathematical models, etc. The choice of planning methods is determined by the specifics of the organization: type of activity, size, financial condition, organizational culture.

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Appendix 1. The place and role of personnel policy in the policy of the organization

Appendix 2. Characteristics of the most important principles of individual areas of the organization’s personnel policy

Directions	Principles	Characteristic

1. Organizational personnel management	The principle of equal need to achieve individual and organizational goals (basic)	The need to seek fair compromises between management and employees, rather than giving preference to the interests of the organization
2. Selection and placement of personnel	Principle of correspondence The principle of professional competence The principle of practical achievements The principle of individuality	Compliance of the scope of tasks, powers and responsibilities with the capabilities of the person Level of knowledge corresponding to the requirements of the position Required experience, leadership abilities (organization of own work and subordinates) Appearance, intellectual traits, character, intentions, leadership style
3. Formation and preparation of a reserve for promotion to leadership positions	The principle of competition Principle of competition Principle of rotation The principle of individual training The principle of verification by action

Objects of strategic management

The primary objects of the control system include economic departments and functional areas of the enterprise. Depending on what problems strategic management is intended to solve, its subjects may include general goals and external factors influencing the activities of the organization. In addition, it is possible to solve problems associated with the formation of a missing element in the enterprise, which in the future will help to achieve current goals. Such control system planning allows one to cope with factors that are currently uncontrollable. When choosing one management strategy or another, it is important not to make a mistake in analyzing the goals and the final result that it will help achieve. You should also evaluate social, scientific, political and other factors affecting the activities of the enterprise and its future.

Strategic decisions

The work of any organization involves decision making. In fact, they act as a tool through which the system of strategic management of enterprises is implemented. This is a category of management decisions focused on the development prospects of the organization. The complexity of this process lies in the uncertainty of the final result, since it is impossible to calculate in advance the influence of external uncontrollable factors. Especially if significant resources are involved, it is difficult to foresee the long-term consequences for the company.

The list of strategic decisions can include the following:

Entering new markets.
Reconstruction of the organization.
Introduction of technical, structural or other innovations to the enterprise.
Changing the legal form of an organization.
Merger of an enterprise.

Features of CS solutions

The solutions that provide for the strategic management of an organization have certain features. For example, they differ from coordination and tactical decisions in the following ways:

The nature of the innovative approach.
Focus on long-term goals.
Subjectivity in assessments.
Difficulties in formation if strategic alternatives are not defined.
High risk and irreversibility.

As you can see, decisions dictated by management strategy imply serious responsibility. On the other hand, the successful implementation of fundamental changes in an enterprise can bring many dividends in the future, which cannot be achieved through less risky, but still local solutions.

Principles of strategic management

In the process of implementing strategic management, it is necessary to focus on several basic principles that will lead the organization to a more advantageous position in the market and reduce the likelihood of undesirable effects. So, the strategic management system should be based on the following principles:

Scientific and creative approach. For a manager, this means that it is necessary to look for new ways to solve problems, drawing on the experience of scientific research. This will allow you to focus on key problems and find ways out of the most difficult situations on an individual basis.
Focus. This principle assumes that strategy developers will focus on strategic analysis and the implementation of global enterprise objectives.
Flexibility. This is a characteristic of the control system, which provides for the possibility of changing it during the implementation process. Since the organization's operating conditions may change in the future, flexibility will allow strategic management to be adjusted in accordance with new conditions.
Unity of strategy. Planning in large organizations covers units at different levels, whose functions differ. Therefore, it is very important that the tasks, programs and plans for some structures do not conflict with others.

Human resource management as part of the overall strategy

Personnel policy is one of the primary components, the regulation of which is carried out by the strategic management of the enterprise at different levels. In this part of planning, the formation of a personnel management model occurs, which has a direct impact on the efficiency of the organization. By and large, this is one of the functions of modern management, which is closely linked with the overall strategic goals of the organization. Regulation of personnel work involves the formation of an optimized and competitive workforce. This process takes into account possible changes in the environment of the enterprise, as well as its internal state. A professional and well-regulated human resource contributes to the development of the company, its survival in tough competitive conditions and fruitful work on the assigned tasks.

Human resource management goals

Even a well-functioning employee work model without a clear formulation of the company’s goals will not ensure its successful operation. In this regard, it is necessary to note the importance of the tasks that strategic personnel management in an organization should set. For example, the following goals can be cited:

Formation of a payment system sufficient to ensure employee motivation, as well as their retention at different levels.
Leadership development in key positions.
Ensuring the possibility of replenishing personnel for the future.
Implementation of effective training programs and courses to improve the professional qualities of employees.
Optimization of communication interaction between employees in departments and divisions of different levels.

Also, in the modern world, strategic personnel management cannot do without taking into account psychological aspects in the work process and the need to introduce elements of corporate ethics with a culture of business communication.

Types of strategic personnel management

There are several types of strategic human resource management, which include: effective methods creating conditions for teamwork, searching and attracting ready-made specialists, the ability to provide the enterprise with a small number of employees, etc. These strategies stem from the tasks that the enterprise poses at the moment. In particular, the goals of strategic management may necessitate the use of the following approaches to the formation of personnel policy:

The strategy of attracting new innovative employees is used if the company faces the need for serious changes, the risks of which are difficult to calculate.
The strategy of securing and retaining personnel is used in conditions of intensive development, when maintaining stable profit growth is required.
Employee engagement with a focus on quantity and performance criteria is required if the organization is to maintain its current level of profitability.

Formation of a personnel management strategy

Work on strategy begins with analysis and identification of factors that are key to at this stage the organization's performance or may become so in the future. It is important to take into account that the development of strategic management in the future will allow us to cover new aspects of the activity and internal structure of the enterprise. This is due to both positive development conditions and threats from the external environment, which must be taken into account in the management strategy. The next stage involves formulating the most suitable models and analyzing alternatives. On their basis, a general strategy is drawn up, the execution function of which is taken over by the management department.

Implementation of management strategy

The implementation of the intended strategic plan is carried out through management programs, budget allocation models, as well as procedures that represent medium- and short-term strategies for implementing plans. It is important to note that the strategic management process is continuous, so it is necessary to initially compare the tools for achieving objectives with the resources of the enterprise over a certain period of time. In addition, the structure of the organization itself must correspond to the chosen strategy, otherwise there may be resistance from different departments. Properly selected management methods, in particular compensation programs and improvement of the organizational structure, will allow you to effectively achieve your goals.

Conclusion

The overall management strategy and regulation of personnel policy are key elements that form the basis of any modern organization. Even under the most favorable external conditions, ineffective strategic management will reduce all the company's advantages to zero. And, on the other hand, a well-thought-out strategic model that is optimally suited for a particular enterprise will not give the expected result if many uncontrollable factors act against its implementation. Therefore, when choosing a management system, a thorough analysis is important, which will allow one to calculate the risks and ensure the possibility of adjusting the intended course in the future.

Introduction

In modern conditions, personnel are becoming increasingly important for an organization, because the effectiveness of its functioning largely depends on it. Employees, as well as any enterprise resources, must be managed. It is important not only to properly organize their work today, but also to formulate certain plans for the future, coordinating them with the overall goals of the organization, its main tasks and operating features. Thus, strategic human resource management is increasingly being developed, which precisely involves personnel management for the long term, taking into account the above factors.

Today, due to the fact that a clear and well-established personnel management system is a powerful competitive advantage, enterprises pay everything great attention formation of an effective personnel strategy.

Thus, the relevance of the chosen topic is obvious: strategic human resource management is the basis of an effective personnel management system, which, in turn, is a sustainable basis for further development organizations.

The purpose of the course work is to reveal the theoretical foundations of strategic personnel management and consider the features of its functioning in practice. To achieve this goal, it is necessary to solve a number of interrelated tasks:

Consider the concept, main components and stages of forming a personnel management strategy;

Understand the features of the strategy implementation process and explain the degree of its importance in the overall process of strategic personnel management;

Consider the features of the functioning of strategic human resource management of Nestlé Russia LLC;

Identify the main advantages and disadvantages of Nestlé Russia’s personnel strategy and make recommendations for eliminating its shortcomings;

Provide an overview of the main trends in modern strategic human resource management.

The first chapter of the course work gives the concept of strategic human resource management and personnel strategy. It also defines its main components, features and stages of formation, and also considers such an important process of strategic personnel management as the implementation of the formed strategy.

The second chapter is devoted to the peculiarities of the functioning of strategic human resource management at Nestlé Russia LLC. Here a general description of the company is given and the basic principles of personnel management are given. The chapter examines in more detail the features of the formation of strategies for the selection, training and development of personnel.

In relation to the employee selection strategy, the company’s general approach to this process, as well as the “Training Program for Young Professionals”, is considered.

As part of the personnel training and development strategy, the process of implementing the “Culture of High Achievement” program, its main components and its benefits for the organization are considered.

The third chapter analyzes Nestlé's personnel strategy, identifies its main pros and cons, and also provides recommendations for eliminating its main shortcomings. The chapter also examines the main modern trends in strategic personnel management.

Thus, this work is comprehensive analysis the process of strategic human resource management and the features of its functioning in practice.

Chapter 1. Strategic human resource management. Concept and basics of formation

1.1. Concept, types and main components of strategic personnel management

A personnel management strategy is a priority, qualitatively defined direction of action developed by the organization’s management that is necessary to achieve long-term goals of creating a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The main features of the personnel management strategy are its long-term nature, connection with the strategy of the organization as a whole and taking into account numerous factors of the external and internal environment that entail its adjustment.

Strategic human resource management is the management of the formation of an organization’s competitive labor potential, taking into account current and upcoming changes in its external and internal environment, allowing the organization to survive, develop and achieve its goals in the long term.

The main components of a human resource management strategy are five interconnected areas (Fig. 1), and by properly influencing each of them, staff performance can be improved.

Personnel selection is the process of selecting candidates with the necessary qualifications to occupy specific positions in an organization, ensuring the formation of such a composition, the quantitative and qualitative characteristics of which would meet the goals and objectives of the organization.

To formulate a selection strategy, you need to answer the following questions:

1. What are the qualification requirements for hiring?

2. Are there plans to hire employees who do not fully meet these requirements for the purpose of their further training?

3. Who is given preference when hiring, young specialists or people with extensive work experience?

Personnel assessment is necessary in order to regularly monitor the extent to which they achieve their goals. A number of issues also need to be addressed here:

1. How often should certification be carried out?

3. What criteria should I choose for evaluation?

4. How to interpret the results and use them correctly in the future?

The assessment is carried out according to special programs that involve correlating the professional, business and personal qualities of employees with the standard requirements for them.

Remuneration involves reimbursement of personnel labor costs in the form of wages and through methods of material and non-material incentives. In this regard, it is necessary to understand:

1. What determines the size of workers’ wages and its variable part?

2. Which bonus method should I choose, collective or individual?

3. What are the main criteria for receiving rewards?

Development and training are carried out using various methods in order to improve the skills of employees and realize their personal goals within the framework of organizational ones. When formulating its strategy in the field of personnel training and development, an enterprise must understand for itself:

1. Which employees need to be trained?

2. Should I create an internal The educational center or involve third party companies?

3. What means and methods should be used for training and development of human resources?

4. What are the principles for financing personnel training programs?

Like any resources in an enterprise, personnel must be planned. It is very important to monitor turnover trends and forecast the need for new employees.

When developing a HR strategy, it is important to pay attention to all five of its components, since together they provide an ongoing process of strategic human resource management, which, in turn, is the basis of an effective HR policy.

Depending on the style of interaction between employees and the organization, several options for human resource management strategies can be distinguished: consumer, partner and identification.

With a consumer strategy, the organization and the employee do not have common goals and values, but have mutual interests. The organization exploits the employee’s labor potential, and employees use the organization’s capabilities to meet their needs.

The main characteristics of the personnel of such an enterprise include: diligence, minimal initiative, imitation of loyalty, enterprise and activity in achieving only their own goals.

The management of the organization, focusing on the existing potential of the staff, strives to make maximum use of it in those types of work that do not require the active implementation of innovations, and as the main motivation for work activity uses social guarantees, the provision of benefits and rewards associated with the position held and other formal criteria.

The main function of the personnel service here is personnel records and monitoring the implementation of job descriptions, and the recruitment of employees is carried out according to formal criteria.

With a partnership strategy, the organization and employees have a mutually beneficial relationship in which goals and values are aligned. The main characteristics of the personnel are: Active participation in professional activities, implementation of new services and technologies, responsibility and organization, focus of business activity on achieving self-development goals.

This strategy involves a selective and rational approach, manifested in supporting the efforts of the most committed and creative employees and rewarding adequately for their contribution to achieving the goals of the organization.

The main function of the personnel service is monitoring of personnel, motivational and psychological climate in the team. The selection, assessment and promotion of employees is carried out using objective criteria.

The personnel management strategy is a priority direction for the formation of a competitive, highly professional, responsible and cohesive workforce that contributes to the achievement of long-term goals and the implementation of the overall strategy of the organization. This is a means, a way to achieve the goals of the organization and personnel management system through the formation and development competitive advantages in the field of personnel.

The strategy allows us to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their work motivation and qualifications.

The main features of the HR strategy are:

Its long-term nature is explained by its focus on developing and changing psychological attitudes, motivation, personnel structure, and the entire management system.

Rice. 4.6. Diagram of the organizational structure of the strategic personnel management system based on the organization’s personnel management service

change by personnel or its individual elements, and such changes, as a rule, require a long time:

Connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change or adjustment of the organization’s strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, management style and methods.

Most leading executives argue that HR strategy is an integral part of the overall strategy of the organization. However, in practice there are different options for their interaction.

1. The most common is the idea of human resource management strategy as a dependent derivative of the strategy of the organization as a whole. In such a situation, personnel management employees must adapt to the actions of the organization's leaders, subordinate to the interests of the overall strategy.

2. The overall strategy of the organization and the HR strategy are developed and developed as a single whole, which means the involvement of HR specialists in solving strategic problems at the corporate level. This is facilitated by their high competence, and therefore the ability to independently solve problems related to personnel, from the point of view of the development perspective of the entire organization.

The relationship between the organization's strategy and the choice of personnel management strategy can be shown in the following example.

The strategy of an organization that produces products in a certain product market and seeks to increase its share in this market is to reduce production costs and, consequently, to reduce the price of products. At the same time, in the field of personnel management, there are several options for achieving possible savings. One of them is to conduct a thorough analysis of potential areas of savings and make choices, for example: streamlining the labor process, identifying and reducing redundant, unnecessary, and repetitive labor operations. This will be the personnel strategy. Moreover, the implementation of this strategy can also be carried out according to several options. On the one hand, analysis and identification of unnecessary operations can be carried out by specialists in the field of organization and labor economics, working at the enterprise or attracted from outside, and on the other hand, which is preferable today, such analysis can be carried out by interested employees themselves, united in project groups or quality circles and are essentially experts on problems in their own workplaces. The solution to such specific strategic tasks should be reflected in the strategic plan.

Human resource management strategy as a functional strategy can be developed at two levels:

For the organization as a whole, in accordance with its overall strategy - as a functional strategy at the corporate, organization-wide level;

For individual areas of activity (business) of a multi-profile, diversified company - as a functional strategy for each area of business, corresponding to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting devices, then a personnel management strategy is developed for each area of production, since they have differences in personnel structure, qualification and professional training requirements, training methods and other issues).

In the context of strategic management, qualitative changes are taking place in the field of work with personnel. They lie in the fact that within the framework of traditional areas of personnel work, strategic aspects are becoming increasingly important. Combining with strategic technologies, such specific areas of work with personnel as personnel demand planning, selection, business assessment, training and others act as components of the personnel management strategy, acquire a new quality and a single target orientation, consonance with the goals and strategic objectives of the organization .

The components of the personnel management strategy are:

Labor conditions and safety, personnel safety;

Forms and methods of regulating labor relations;

Methods for resolving industrial and social conflicts;

Establishing norms and principles of ethical relationships in the team, developing a code of business ethics;

Employment policy in the organization, including analysis of the labor market, system of recruitment and use of personnel, establishment of work and rest schedules;

Career guidance and adaptation of personnel;

Measures to increase human resources and make better use of them;

Improving methods for forecasting and planning personnel requirements based on studying new requirements for employees and jobs;

Development of new professional qualification requirements for personnel based on systematic analysis and design of work performed in various positions and workplaces;

New methods and forms of selection, business assessment and certification of personnel;

Development of a concept for personnel development, including new forms and methods of training, business career planning and professional advancement, formation of a personnel reserve in order to carry out these activities ahead of time in relation to the timing of the need for them;

Improving the mechanism for managing staff labor motivation;

Development of new systems and forms of remuneration, material and non-material incentives for workers;

Measures to improve the resolution of legal issues of labor relations and economic activities;

Development of new and use of existing measures for the social development of the organization;

Improving information support for all personnel work within the framework of the chosen strategy;

Measures to improve the entire personnel management system or its individual subsystems and elements (organizational structure, functions, management process, etc.), etc.

In each specific case, the personnel management strategy may not cover everything, but only its individual components, and the set of these components will be different depending on the goals and strategy of the organization, the goals and strategy of personnel management.

For example, an industrial enterprise has developed the following personnel strategy: hire qualified engineers for a long period of time and assign them to R&D. To achieve this, it is not enough to take appropriate measures only to attract personnel and search the necessary specialists of this professional qualification group in the external labor market. It is important to set before these specialists a set of tasks that corresponds to their potential level and requires an independent approach to solving them; provide an opportunity for engineers to maintain and improve their level of qualifications: attend seminars, meetings, have professional literature at their disposal, and gain additional experience through rotation within the enterprise. No less important is the incentive system, which should be so attractive that specialists do not leave at the first opportunity for another company.

From this example it is clear that it is necessary to combine various components to implement a personnel management strategy (this is the selection and attraction of personnel, the distribution of tasks and work, development and promotion activities); create a single combination of personnel management tools that corresponds to a specific strategy. If one of these tools (for example, recruitment or compensation system) fails, the implementation of the strategy as a whole may be in jeopardy.

Another example. If the organization’s personnel management strategy is to increase the qualification potential in the team, i.e. the degree of mastery of professions and compliance with the requirements of positions and jobs, then its implementation requires the interaction of the following components: employment policy in the organization: hiring workers taking into account their qualification potential; offering forms of labor relations designed for long-term employment for the long-term use of existing and future acquired qualifications; administrative management of personnel: involving employees in identifying and solving emerging problems; regularly conducting developmental conversations with employees in order to obtain feedback; organization of work: regular change of tasks in order to acquire a wider range of skills; distribution among employees of types of activities that require constant improvement of their qualifications; personnel training and development: systematically involving employees in training and advanced training activities at various stages of their careers: incentives: rewards for successful training and advanced training.

One more example. The company has developed a business strategy focused on low prices and high volume production to reduce production costs. The labor and personnel strategy is aimed at increasing labor productivity by 10%. The components of the strategy are: recruitment (recruitment is aimed at improving the quality of testing candidates to identify the most motivated and qualified among them); information support (the system of information exchange between employees of the enterprise must be improved in order to increase the productivity of their work); motivation of personnel (when determining remuneration and bonuses, take into account the intensity of work and the final results of the activities of each employee).

It has already been indicated that a personnel management strategy can be either subordinate to the strategy of the organization as a whole, or combined with it, representing a single whole. But in both cases, the HR strategy is focused on a specific type of corporate or business strategy (business strategy). The relationship between the organization's strategy and personnel management strategy (with its components) is shown in Table. 4.4.

Table 4.4. The relationship between organizational strategy and personnel management strategy

Type of organization strategy

HR strategy

Components of HR strategy

Entrepreneurial strategy.

They accept projects with a high degree of financial risk and a minimum number of actions.

Resource satisfaction of all customer requirements.

The focus is on the rapid implementation of immediate measures, even without appropriate elaboration.

Searching for and attracting innovative workers, proactive, cooperative, long-term oriented, willing to take risks, and not afraid of responsibility.

It is important that key employees do not change

Selection and placement of personnel: finding people who can take risks and get things done.

Remuneration: on a competitive basis, impartial, as far as possible, satisfying the employee’s tastes.

Assessment: Results-based, not too harsh.

Personal development: informal, mentor-oriented.

Travel planning: in the center - interest ootrdomüw.

Selection of a workplace that matches the interests of the employee.

Dynamic growth strategy.

The degree of risk is lower.

Constantly benchmarking current goals and building the foundation for the future.

The organization's policies and procedures are recorded in writing, since they are necessary here both for stricter control and as the basis for the further development of the organization.

Employees must be organizationally embedded, flexible in changing environments, problem-oriented, and work closely with others.

Selection and placement of personnel: searching for flexible and loyal people who are able to take risks.

Rewards: fair and impartial.

Grade; based on clearly defined criteria.

Personal development: emphasis on qualitative growth in the level and field of activity.

Transfer planning: takes into account today's real opportunities and various forms of career advancement.

Profitability strategy.

The focus is on maintaining existing profit levels.

The effort requiring financial investment is modest, and even the termination of hiring is possible.

The management system is well developed, and there is an extensive system of various types of procedural rules.

Focuses on quantity and efficiency criteria in the area of personnel;

terms - short-term;

results - with a relatively low level of risk and a minimal level of organizational commitment of employees.

Selection and placement of personnel: extremely strict.

Rewards: Based on merit, seniority, and internal organizational perceptions of fairness.

Assessment: narrow, results-oriented, carefully thought out.

Personal development: emphasis on competence in the field of assigned tasks, experts in a narrow field.

Liquidation strategy.

Sale of assets, elimination of the possibility of losses in the future, reduction of employees - as far as possible.

Little or no attention is being paid to trying to save the business as profits are expected to fall further.

Focuses on the need for workers for a short time, narrow orientation, without great commitment to the organization.

Recruitment is unlikely due to staff reductions.

Pay: Merit-based, slowly increasing, no additional incentives.

Evaluation: strict, formal, based on management criteria.

Development, training: limited, based on business needs.

Promotions: Those who have the required skills have the opportunity to advance.

Circulation strategy (cyclical).

The main thing is to save the enterprise.

Measures to reduce costs and personnel are carried out with the aim of surviving in the short term and achieving stability in the long term.

The morale of the staff is quite depressing.

Employees must be flexible in the face of change, focus on big goals and long-term prospects.

Diversely developed employees are required.

Payment: system of incentives and merit testing.

Rating: based on results.

Training: great opportunities, but careful selection of applicants.

Promotion: various forms.

Compiled by: Ivantsevich J., Lobanov A.A. Human resources management. - M., 1993. P. 33.

The process of developing and implementing a strategy is continuous, which is reflected in the close relationship between solving strategic problems both for the long term and for the medium and short term, i.e. their solutions in the conditions of strategic, tactical and operational management. Such specification of the personnel management strategy and bringing it to strategic objectives and individual actions is embodied in a strategic plan - a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of necessary resources (financial, material, information and etc.).

The tasks of some components of the personnel management strategy in the conditions of strategic, tactical and operational management are presented in Table. 4.5.

The personnel strategy should contribute to: strengthening the organization’s capabilities (in the personnel field) to resist competitors in the relevant market, to effectively use its strengths in the external environment; expanding the organization's competitive advantages by creating conditions for development and effective use labor potential, formation of qualified, competent personnel; full disclosure of staff’s abilities for creative, innovative development, to achieve both the goals of the organization and the personal goals of employees.

The development of a personnel management strategy is carried out on the basis of an in-depth systematic analysis of external and internal environmental factors, as a result of which a holistic concept for the development of personnel and the organization as a whole can be presented in accordance with its strategy. The external environment includes the macro environment and the immediate environment of the organization, which have a directed impact and contacts with the personnel management system. The factors by which the external and internal environment is analyzed to develop a personnel management strategy are presented in Table. 4.6.

As a result of analyzing the external and internal environment using the SWOT method, the strengths and weaknesses of the organization in the field of personnel management are identified, as well as the opportunities that the external environment provides and threats that should be avoided.

Identifying strengths and weaknesses reflects the organization's self-assessment and allows it to compare itself with its main competitors in the labor market and, possibly, in the sales market. The assessment can be carried out based on individual indicators and functions of personnel management using the so-called competitive profile (Table 4.7). The assessment of individual indicators is carried out using the method comparative analysis, and management functions - by the expert method.

Table 4.5. Objectives of the main components of the personnel management strategy in the conditions of strategic, technical and operational management

Period and type of management	Components of HR strategy
Period and type of management	Selection and placement of personnel	Remuneration (salary and bonuses)	Personel assessment	Staff development	Planning for career advancement
Strategic (long term)	Determine the characteristics of workers. required by the organization for the long term. Predict changes in internal and external conditions	Determine how labor will be paid during the period under review, taking into account expected external conditions. Link these decisions to your long-term business strategy opportunities	Determine what exactly needs to be assessed for the long term. Use various means of assessing the future. Give a preliminary assessment of your potential and its dynamics	Assess the ability of existing personnel to undergo the necessary restructuring and work in new conditions in the future. Create a system for forecasting changes in the organization	Build a long-term system that provides the combination of flexibility and stability needed. Link it to your overall business strategy
Tactical (medium term)	Select personnel selection criteria. Develop a labor market action plan	Develop a five-year plan for the development of the employee compensation system. Work on the issues of creating a system of benefits and bonuses	Create a reasonable system of assessments of current conditions and their future development	Develop a general personnel development management program. Develop measures to encourage employees’ self-development. Work on issues of organizational development	Determine the stages of employee promotion. Link individual aspirations of employees with the objectives of the organization
Operational (short term)	Create a staffing schedule. Develop a recruitment plan. Develop a worker movement plan	Develop a remuneration system. Develop a bonus system	Create an annual employee evaluation system. Create a daily control system	Develop a system of advanced training and training for employees	Ensure the selection of suitable employees for individual jobs. Plan upcoming personnel moves

Table 4.6. External and internal environmental factors influencing the development of a personnel management strategy

Wednesday	Factors
External environment: macro environment	International factors (military tension, scientific activity, etc.). Political factors (political stability, activity of social and trade union movements, criminal situation in the country). Economic factors (trends in changes in economic relations, average annual inflation rates, structure of distribution of income of the population, tax indicators). Socio-demographic factors (life expectancy of the population, standard of living, fertility and mortality, infant mortality as a percentage of the birth rate, population structure by indicators, migration, etc.). Legal (regulation in the field of labor and social security). Ecological. Natural and climatic. Scientific and technical. Cultural
Immediate environment	Local labor market, its structure and dynamics. Personnel policies of competitors. Market infrastructure (the degree to which the organization's resource needs are met and the state of market structures). Monitoring environment(quality of the external environment). Healthcare (capital-labor ratio, qualifications, etc.). Science and education (level of education of the population, novelty of scientific developments, etc.). Culture (the degree to which the population’s needs for cultural and similar objects are met). Trade. Catering. Transport and communications. Suburban and agriculture. Construction and housing and communal services. Household supplies
Internal environment	Principles, methods, management style. Human resources potential of the organization. Personnel structure. Staff turnover and absenteeism. Level of personnel rotation. Structure of personnel knowledge and skills. Workload of workers. Labor productivity. Social protection measures. Organization finances. Level of organization of production and labor. Prospects for the development of technology and technology in the organization. Organizational culture. Level of development of the personnel management system, etc.

Table 4.7. Comparison of competitive profile (based on strengths and weaknesses) for strategic human resource management

Legend:

□ - position of the organization;

● - competitor's position.

The strengths and weaknesses of an organization in the area of personnel, as well as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, within the framework of strategic personnel management, when analyzing the internal environment, it is important to identify what strengths and weaknesses individual employees have.

areas of personnel management and the personnel management system as a whole.

To solve this problem, methods and techniques known in strategic management are used, such as the SWOT method. matrices of opportunities, threats, environmental profiling, etc.

After compiling a specific list of the organization's weaknesses and strengths in the field of personnel, as well as threats and opportunities, the stage of establishing connections between them follows. For this purpose, the 5N)T matrix proposed by Thompson and Strickland is compiled (Fig. 4.7). On the left, two blocks stand out: strengths and weaknesses, into which all aspects of the organization’s personnel management identified during the preliminary analysis fit accordingly. At the top of the matrix, two blocks are also highlighted, which contain opportunities and threats in the field of personnel management that are important for a particular organization. At the intersection of these blocks, four fields are formed:

Field I - strengths and threats;

Field II - strengths and opportunities;

Field III - weaknesses and opportunities;

Field IV - weaknesses and threats.

The task of the HR specialist is to use these fields to consider all possible pairwise combinations and highlight those that should be taken into account when developing a HR strategy.

In particular, for those pairs selected from Field II, a strategy should be developed to leverage the organization's HR strengths in order to capitalize on opportunities that exist in the external environment. For pairs in Field I, the strategy should involve using the organization's strengths in the personnel area to eliminate threats from the external environment. For those couples who find themselves in field III, the personnel strategy should be structured in such a way that, due to the emerging opportunities in the external environment, an attempt is made to overcome existing weaknesses in the personnel field. And for couples in field IV, the personnel management strategy should be one that would allow the organization to get rid of weaknesses in the personnel area and try to prevent the threat looming over it emanating from the external environment.

So, if the organization’s personnel are distinguished by a high level of qualifications and the presence of innovative potential, and at the same time, on a district scale, the city’s social system is deteriorating.

Rice. 4.7. Thompson-Strickland matrix used to analyze personnel strengths, weaknesses, opportunities and threats

provision (field I), the personnel management strategy should be aimed at finding additional financial and other sources and taking measures to preserve and develop the social infrastructure of the organization, strengthen and expand the types of social assistance and support for its employees in order to maintain their number and potential , avoid the outflow of specialists to other areas and regions.

Or, for example, if the organization does not sufficiently finance activities in the field of personnel management aimed at the development and training of its employees, but the organization has a favorable location, and therefore the ability to attract a larger number of candidates for vacant positions and, accordingly, select the best of them (field III) , then when developing a personnel management strategy, the organization’s managers must provide for additional allocation of funds, in particular for training, and other measures for personnel development in order to attract and retain the most qualified employees from among applicants for vacant positions in the organization.

The characteristics of strengths, weaknesses, opportunities and threats in the personnel area will be individual for each organization depending on the specific situation in which it finds itself. Therefore, when choosing a personnel management strategy, it is necessary to consider all possible pairwise combinations using the SWOT matrix and highlight those that will be the most favorable and must be taken into account when developing the strategy.

Thus, a personnel management strategy can cover various aspects of an organization’s personnel management: improving the personnel structure (by age, categories, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; increasing the efficiency of personnel costs, including wages, benefits, training costs and other cash expenses; personnel development (adaptation, training, career advancement); measures of social protection, guarantees, social security (pension, medical, social insurance, social compensation, socio-cultural and welfare support, etc.); development of organizational culture (norms, traditions, rules of behavior in a team, etc.); improvement of the organization’s personnel management system (composition and content of functions, organizational structure, personnel, information support, etc.), etc.

When developing a personnel management strategy, the achieved, existing level in all these areas must be taken into account and, taking into account the analysis of the external and internal environment of the organization and the factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level the achievement of which will allow the implementation of organization strategy.

At the same time, the task of developing the necessary personnel management strategy can be so difficult due to the lack of financial, material, intellectual resources, and the level of professionalism of managers and specialists that there will be a need to set priorities for selecting the necessary areas and components of the personnel management strategy. Therefore, the criteria for choosing a strategy may be the volume of resources allocated for its implementation, time constraints, the availability of sufficient professional qualifications of personnel, and some others. In general, the choice of strategy is based on strengths and the development of activities that enhance the organization's capabilities in a competitive environment through personnel advantages.

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