home For a beginner Articles on scientific problems of personnel management. Personnel management in an enterprise: what to consider when creating a system. Enterprise personnel management using the example of Starbucks

Articles on scientific problems of personnel management. Personnel management in an enterprise: what to consider when creating a system. Enterprise personnel management using the example of Starbucks

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We'll tell you about personnel management in an enterprise and how to influence subordinates. We will share cheat sheets, documents and formulas that will make your work easier.

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Why do you need a personnel management system in an enterprise?

Personnel management at an enterprise is one of the significant areas of activity, which increases the level of labor efficiency and business return. The system is aimed at forming relations of an organizational, economic, socio-psychological and legal nature between all parties to labor relations.

The basis of the personnel management system at an enterprise is a set of principles, methods and forms of influence on employees in order to increase labor efficiency. The development of appropriate regulations and documents allows us to systematize the process and make it understandable for all parties to labor relations.

The essence of personnel management lies in the formation of relations of an organizational, economic, socio-psychological and legal nature between the subject and object of management, including employees, enterprise management, employers and other co-owners of the organization. The basis of these relations is a set of principles, methods and forms of influence on employees in order to maximize the use of their activities.

In companies where the personnel management system has not been worked out, has developed spontaneously or is formally drawn up, problems arise. Staff turnover increases, image suffers, labor indicators fall or remain at a consistently low level. To avoid problems or correct the situation, analyze how streamlined the processes for managing personnel are, their number, motivation, and so on.

What to consider when managing the number of personnel in an enterprise

For rational personnel management at the enterprise, calculate the optimal number of employees. Consider the nature, scale of work, complexity, labor intensity of production cycles, degree of equipment, automation and computerization of processes. Determine which specialties are insufficient, and then replenish the staff.

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The lack of even one specialist has a negative impact on business processes, but an excessive number of employees brings no more benefit and complicates personnel management in the enterprise. Focus on standards, average headcount, and the situation with competitors. When calculating the optimal number of employees in an organization, keep the company structure in mind and use formulas.

Formula for calculating the standard number

The number of personnel is in constant flux due to the hiring of some workers and the rotation, dismissal or departure of others. That is, in fact, some employees are always absent, so their responsibilities are redistributed among others. Accordingly, the load on each employee should be such that he is physically able to perform a number of tasks throughout the day.

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Personnel assessment and personnel performance management

All employees and applicants must be subject to a thorough and systematic assessment. Check not only the level of education, but also personal, professional, and business qualities. Do psychological testing so you know what to expect from people. This will make it easier for you to organize the process of personnel management in the enterprise and its productivity.

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Introduce labor efficiency indicators into the system. This will allow you to control how a person works and whether he needs to take advanced training courses. Introduce a mentoring system, attract trainers who will contribute to staff development.

Don’t forget about experienced employees who strive for career growth and constantly improve their knowledge. They are a powerful tool in the competition. With their help, you can achieve strategic goals and reach a new level. Send them for training in a timely manner, expand their functions, stimulate them, and subsequently promote them.

The role of motivation in personnel management in an enterprise

Motivation is the main management tool. A person who is satisfied with everything tries to work better and more productively. He generates valuable ideas, looks for ways to optimize, and strives to save his job. The motivation system should be aimed at improving working conditions, career growth, material and moral encouragement.

Check the motivation system for demotivators: checklist

When developing or improving a remuneration system, be guided by several principles:

The form of remuneration must meet employee expectations. Assess the level of aspirations of your subordinates, their goals and values.
The remuneration system should be clear, simple and transparent. Explain to employees what results they can count on for bonuses and other bonuses. Reward everyone who achieves their goals.

Establish a differentiated wage system if you are pursuing the goal of increasing the quality of service provision and the volume of products produced. In cases where it is difficult to assess the contribution of each person, it is recommended to set a fixed salary, which depends on the level of qualifications, tasks performed and other factors. Increase employee salaries as they expand their functions and move up the career ladder to motivate them to develop.

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Do not forget about the intangible component of the personnel management system at the enterprise. Not all employees strive to earn as much as possible; for some, recognition of merit and encouragement from the manager in the form of certificates, letters and verbal gratitude are important. This can significantly save your budget, but not demotivate your subordinates.

Use this cheat sheet to motivate your employees as much as possible.

Why is it important to constantly work with the control system

An organization's personnel are one of its important resources. The employee has the right to refuse the conditions and agreements on the basis of which he is going to be used by dismissal. In addition, he can negotiate on the level of wages, take part in strikes, and resign at his own request. That is why you are obliged to create a personnel management system at the enterprise that is positively perceived by subordinates.

Growing competition, improving technology, the struggle for consumers and product quality, for labor resources - this is what forces us to reconsider the management process. Now we need to focus on material incentives and non-material motivation of employees, corporate values, and not just on rules, regulations and a system of punishments.

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It turns out that you should take into account the interests of your subordinates, and not use them as labor. If favorable conditions are not created, staff turnover will increase and problems will arise that will affect all business processes. Clients and partners will quickly notice an indifferent attitude towards themselves, so they will prefer cooperation with competitors.

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Enterprise personnel management using the example of Starbucks

To illustrate the approach to personnel management in an enterprise, let’s consider the company Starbucks. This choice is not random. The basis of the functioning of this organization is based on the policy of social responsibility. At the same time, it is not so important what area of activity we highlight: the coffee brewing process, relationships with suppliers and competitors, or internal functions.

Personnel management at an enterprise in this case is aimed at paying utmost attention to each employee of the company, emphasizing his value and importance. This attitude of the company's management towards personnel management is the key to effective business development.

Starbucks uses an hourly wage system. It is transparent and understandable to every employee. There is an annual salary increase for those employees whose work has received a positive assessment from management. This serves as an incentive for the rest of the employees, motivating them to perform their duties better. The company's management is developing bonus programs to encourage staff.

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The modern understanding of the position of a manager is based on the fact that if a person occupies a leadership position at any level in any organization, enterprise, institution or firm, then for successful and long-term activity he cannot do without knowledge of basic theories and methods of personnel management. Understanding and competent application of key methods, the use of mathematical modeling and qualimetric assessments, the development of special professional and managerial competencies will make it possible to put into practice the very methods of managerial influence on personnel.

Personnel management methods differ in the method and nature of the manager’s influence on subordinates, the use of a differentiated approach within the framework of organizational culture, the use of aspects of social partnership in the world of work and methods of maintaining and improving the quality of working life, and increasing social motivation. Three fundamental groups that make up the general classifier of methods according to A.K. Semenov, they divide into the following groups: economic, administrative and socio-psychological methods.

The theoretical basis for economic management methods is economic laws. When applying these methods in practice, the manager has the choice of either rewarding the employee or using a method of punishment. In modern scientific literature there is an opinion that economic methods must have commodity-money relations of a market economy as their basis. The effectiveness of the application should be assessed according to the following parameters: by type of ownership, by the specifics of conducting business activities, by the type of organizational culture, by the results of the use of personnel audit, by the tax base system and by the incentive mechanism.

Many companies still use financial incentives as one of the key methods in personnel management. This gives them the opportunity to quickly and effectively improve the quality of work performed and achieve the goals and objectives set for the company. But this method also has a “other side of the coin”. It lies in the fact that if you use this principle correctly, the result will not be long in coming, as described above. If used incorrectly, this will lead to losses, strikes, overstocking, non-payments and, even worse, bankruptcy.

Within the framework of administrative management methods, the manager uses his management capabilities, using power relations, a system of administrative and legal penalties, administrative and organizational policies. Administrative methods, by their nature, encourage staff to understand labor discipline, responsibility for the work performed and a structured type of activity. Therefore, these methods have a direct impact, since any regulatory and administrative act must be complied with. Examples of administrative management methods can be prohibition, instruction, order, consultation, business advice, as well as explanation and proposal.

It is worth noting that with the “negative” impact of these methods, the organization may face problems with the adoption of formal collective agreements, the use of outdated regulations and rules, staff turnover, the lack of a control system and simply an indifferent attitude of employees to their work.

The goal of socio-psychological management methods is to understand the laws of the psychological side of people’s activities, to use them and optimize psychological manifestations in the interests of the company and the individual as a whole. There are two main blocks of methods: by the volume of impact and by the method of application. The methods are applicable both for large groups of employees and are aimed at the process of interaction in the work environment, and for a specific individual in order to influence his inner world. Thus, the manager is able to assess the place and importance of the employee in the team, focus his internal potential on solving specific production problems and create a favorable socio-psychological climate in the organization.

As a result of the study, it is proposed to develop a set of measures to improve personnel management methods in three areas, containing three main stages.

Stage one. It is recommended to completely eliminate disagreements, disputes and conflict situations regarding work issues. The result of corrective measures here may be the introduction of guidelines on the structure of production and technical processes, such as: provisions on procurement, budgeting, regular meetings, personnel management, corrective and preventive actions and internal audit.

Stage two. It is recommended to hold mass meetings of managers at all levels on a regular basis, which will not only allow discussing the company’s key goals, but will also increase employees’ understanding of the new philosophy and the implementation of its principles, create opportunities for the use of inclusive methods and adherence to the principle of humanistic education to improve the level of managerial competencies.

Stage three. It is recommended to optimize the remuneration system based on the qualifications of personnel and taking into account inflation in the region and industry. The level of qualifications should also be reviewed annually (at the request of the employee, perhaps more often).

This publication was prepared as a result of research work by 5th year students of the Department of Project Management under the guidance of M.A. Nazarenko.

Bibliographic link

Fetisova M.M., Koreshkova A.B., Gorshkova E.S., Alyabyeva T.A. MODERN METHODS OF PERSONNEL MANAGEMENT AND WAYS FOR THEIR IMPROVEMENT // Advances in modern natural science. – 2013. – No. 11. – P. 195-196;
URL: http://natural-sciences.ru/ru/article/view?id=33152 (date of access: 01/15/2020). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"

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