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Modern personnel management technologies. Modern technologies of personnel management in an organization Modern personnel technologies in personnel management

Modern technologies of personnel management.

Introduction.

Personnel management is a vitally conditioned strategic function, which during the 20th century formed into an independent structure in the course of the evolution of various forms of management.

In the context of the formation of a market economy in our country, issues of practical application are of particular importance. modern forms personnel management, allowing to increase the socio-economic efficiency of any production.

Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. However, despite the colossal importance of the correct selection of personnel for each particular enterprise, management often faces a choice, on the one hand, to accept an experienced and qualified worker, and on the other hand, according to family ties.

Thus, in modern conditions many managers underestimate the importance and integrity of decisions related to the selection and placement of personnel, giving preference to narrowly personal interests.

The importance of improving the technology of the management process to improve the efficiency of the administrative apparatus.

The effectiveness of the management apparatus is significantly increased when the management of the company takes care of people; as a result, their vitality and psychological climate in the team increase. Efficient Management personnel should help the company through its provision of competent and interested in the results of their work employees. Hence, the human factor must be constantly taken into account both in the tactical (short-term) and long-term strategies of the company. In a market economy, survival is a very important task for any business and commercial firm (enterprise, organization). Personnel management is an activity designed to serve as an important guarantee that the enterprise will work efficiently. One of the problems top management in the field of strategic planning, planning relating to people, is that all resources can be valued in monetary terms, and human resources "do not translate into money." The task is to combine the assessment of the financial, material and human resources of the company, which is solved either by the personnel management department or by individual managers (in smaller firms). Goals of personnel management:

1) providing the organization with well-trained and interested (motivational) employees;

2) communicating to each employee the intentions (plans) of the personnel management department;

3) active use of qualifications, practical experience, skill and efficiency of employees.

The goals of personnel management can be achieved if you rely on each employee, while painstaking work must be carried out with each employee.

Elements of the management process and its technology

The constituent elements of the management process are an appointed (self-selected) group of specialists, the purpose of which is to increase the production, creative output and activity of the personnel, the development and implementation of a program for the development of the organization's personnel. The organization develops a management strategy by human resourses: prospective guidelines for the use of personnel, its renewal and improvement, and the development of motivation are determined.

World experience of application modern personnel technologies

Practical management acts as a product of the natural-historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.

The laws of governance are the same, but each country implements them in a specific way, based on the mentality of the people, within the framework of established traditions, in line with the national culture and psychology of people. As a result, there are many shades of management, but the main factor is ideology - the main ideas and fundamental positions, goals and value orientations that determine the course and outcome of management.

The philosophy of personnel management is an integral part of the philosophy of the organization, its backbone. The philosophy of the organization should be understood as a set of intra-organizational principles, moral and administrative norms and rules for the relationship of personnel, a system of values and beliefs perceived by all personnel and subordinate to the global goal of the organization. At the heart of the philosophy of the organization is the philosophy of personnel management.

Table 1

Characteristics of the varieties of philosophy of personnel management

According to Western experts, the personnel service at the present stage is the same professional work as other services in production.

Thus, in the conditions of the formation of a market economy in our country, the issues of practical application of modern personnel technologies for personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

In the system of measures to implement the economic reform, particular importance is attached to raising the level of work with personnel, placing this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.

Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. But if we take into account that the wrong goals doom the company to failure regardless of the staff, priority should be given to strategic management.

New technologies of personnel management - outstaffing and outsourcing.

outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (an organization or to an individual), who is a specialist in the field and has relevant experience, knowledge, technical means. For example, in Russian Federation Today, accounting outsourcing and outsourcing of IT services are widespread. With outsourcing, employees work on the staff of the executing company, and the provision of services to the customer company is only part of their function. Most often, the customer is not related either to the choice of those who will directly perform the work, or to the organization of their work. recruitment agency offers the services of its employees to perform work in the company. The employee is on the staff of the agency and receives all the necessary payments from the agency in statutory okay. Outsourcing has been widespread recently, more and more companies are using its services, especially since it is more or less regulated by law. This is especially true for companies with foreign capital, since outsourcing is a typical phenomenon in the West.

The outstaffing service is used by companies of various fields of activity: manufacturing, services, banks. Often outstaffing is used by wholesalers and retailers. trading companies. The choice of this service is determined by the goals that the company wants to solve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has "entered" virtually every company, especially if this company is a trading and manufacturing company. In order not to “inflate” the state, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is implemented, which is an integral part of outstaffing. Outstaffing is convenient if you need to save on your personnel service or "unload" it with large amounts of work. Some companies use this service to attract a high-class specialist who claims a large "white" salary, for example, a good specialist in working with corporate clients. A large salary against the background of official small salaries of employees of an enterprise that conducts double bookkeeping arouses legitimate suspicions of employees tax authorities. Outstaffing was originally created as a personnel technology, which implies full compliance with local laws. A new highly paid specialist is enrolled in the staff of the provider, and sells to corporative clients goods or services of the actual employer. Many companies use outstaffing to reduce administrative risks and personnel costs.

As already mentioned, the main task of the manager is to make the business efficient, i.e. that brings the maximum profit at the optimum level of costs. In this study, two very effective and popular in Western countries and the US way to reduce the largest expense items in the budget of the enterprise - wages of employees and administrative costs. These methods are outstaffing and outsourcing.

These methods not only simplify the process of the activity of an organization, but are also cost-effective, as they allow you to avoid many of the risks associated with integration. And, even if in the present period of not yet quite stable economy, outstaffing and outsourcing take place, we can conclude that with its further development they will become an integral part of financial and economic activity. economic entities.

Conclusion.

The transition to market relations, the priority of product quality issues and ensuring its competitiveness have increased the importance of a creative attitude to work and high professionalism. This encourages the search for new forms of management, to develop the potential abilities of the staff, to ensure its motivation for the labor process. Human resource management is one of major areas in the activities of the organization and is considered the main criterion for its economic success, even ahead of the improvement of the technical process (by importance). You can have excellent technology, but with unskilled personnel, the work will be ruined. Thus, a key component of the business is personnel management, personnel management technology.

Bibliography.

1. Andreeva V.I. Office work and personnel service - M., 2001

2. Borodkin R.M. Attention: conflict! - Novosibirsk, 2000

3. Vikhansky O.S. Management: person, strategy, process - M. 2001

4. Vesnin V.R. Management for all - M., 2000

5. Volkova K.A. State enterprise: structure, regulations on departments and services, job descriptions- M., 2001

6. Gruzikov V.P. Enterprise Economics and Entrepreneurship M., 2000

7. Gorelov N.A. Economy labor resources M, 2001

13. Kravchenko A.I. Labor organizations: structure, functions, behavior M., 2001

18. Fatkhutdinov R.A. Development of a management decision M., 2000

What modern personnel management technologies are used in an enterprise depends on the presence of the following fundamental factors: internal organization companies. For example: forms of ownership, style of activity, period of existence. external factors which in one way or another affect the life of the organization. For example: socio-economic, political and cultural. In building effective management, the professionalism and competence of HR specialists involved in the field of personnel management play a particularly important role.

The choice of a certain personnel management technology in the organization's system depends on how widely all subjects of management are represented. And also, on the level of their professional (managerial) competence.

All modern personnel management technologies, depending on the origin, are divided into several of the most common types:

· Traditional technologies, are widely used in every structure of the enterprise, since they are the result of professional activity and fixed by law (for example, personnel records).

· Industry technologies for them is characterized by the development of technological support for the activities of a specialized industry or service (in relation to personnel issues).

· Professional modern technologies of personnel management are created by consulting agencies by special order. The advantage is that when creating, the specifics of the company are taken into account. The downside is that the product has a very high cost and a narrow range of applications.

· Modern innovative technologies of personnel management help to solve urgent problems with the help of the company's HR service.

The choice of the final technology, which will combine the features of all types, will largely depend on the state of the company's resources. An indispensable condition is the definition of the main tasks for the selection and evaluation of the effectiveness of the personnel. As well as providing motivation and training of staff.

Personnel Management modern organization plays an increasingly important role. It is of particular importance for managers. After all, it is the heads of enterprises who must manage not only working time, but also the time of their subordinates. Leaders, by setting priorities and delegating authority, motivate personnel to achieve a result. Also important is the ability of the employee himself to effectively distribute his work time. In addition, the employee's activities include not only the fulfillment of assigned tasks, but also the search for new methods for successfully solving problems, that is, their own organization.

Modern concepts of personnel management (based on foreign experience)

Experts believe that four concepts are at the heart of modern theory and practice of personnel management:

· economic concept use of labor resources.

· Organizational and administrative concept of personnel management.

· Organizational and social concept of human resource management.

· Humanistic management concept.

If speak about the concept of the use of labor resources, then its goal is to maximize the use of the labor potential of employees. The concept is based on the theory scientific management F. Taylor. The management model is economic (“a person is one of the lines in the payroll sheet”). The role of man is reduced to a factor of production. A person's place is an element of the labor process. The requirements for the “qualitative” characteristics of an employee are the presence of technical readiness, diligence, discipline, readiness to subordinate personal interests to the interests of the common cause. The typical management style is authoritarian.

Target organizational and administrative concept of personnel management- the use of labor and personal potential of a person. The concept is based on the development of the theory of bureaucratic organization by A. Fayol.

Management model of the concept, organizational and administrative "a person is one of the positions in the staffing table." A person in the management system is assigned the role of an organization resource. The place of a person in the management system is an element of a formal organizational structure. The requirements for the "qualitative" characteristics of an employee - professional qualifications and personal qualities, must correspond to the position held.

Target organizational and social concept of human resource management– maximum use of the employee’s potential by creating an optimal environment. The concept is based on the theory of "human relations" by Elton Mayo and the post-bureaucratic theory of organization. Organizational and social model of management - where "an employee is a non-renewable organizational resource, an element social organization". The role of a person in the management system is a resource of the organization. The place of a person in the management system is an element of social organization. The requirements for the characteristic “qualities of an employee” are the presence of professional qualifications and personal qualities corresponding to the position, as well as full compliance with the psychological climate, corporate culture organizations.

Target humanistic management concept– creation of conditions for self-realization of a person. The concept is based on the philosophy of Japanese management. The management model is humanistic: “not a person for an organization, but an organization for a person”. A person in the management system is assigned the role of the main subject of the organization. In the management system, a person is a member organizational system. According to the "qualitative" characteristics, no requirements are imposed on the employee, and the state of relations within the organization depends on the desires and abilities of employees.

19. Public administration: concepts, content, purpose and objectives

The concept of "GU" characterizes the field of scientific knowledge and the type of social. upr-I - the scope of practical activities related to solving problems of the state. organizations and regulation of societies. life. This organizing and regulating influence of the state can be divided into two components - political and administrative. Within the framework of the first - political upr-tion - the questions are solved what, why and why? The second one is a more concrete manifestation of the GU itself, solving the questions of how and with the help of what? In this sense, it is referred to by some authors as administrative-state management.

Three structural levels of GI organization. Higher - institutional - border m / y political. and Mrs. control-eat. It defines the general policy and the main tasks for its implementation. Medium - administrative level - the scope of functional upr-tion (administration). On it, any direction of activity is analyzed and decomposed into various organizational and managerial components - planning, organization, leadership, control, etc. At the third - technological (lower) - there is a direct satisfaction of social needs for GI services, which are converted into specific products (results) used by society as a whole and individual citizens or their organizations.

The global goal of the functioning of the GU system is to provide optimal. quality of life of citizens throughout the territory. state-va. Goals upr-tion determine the essence of management. decisions: choice of actions, with the help of a cat. goals must be achieved.

Improving the efficiency of upr-tion while minimizing costs; increasing targeting in the provision of services to citizens who need them;

Creation of a state-public system for assessing the quality and monitoring the activities of institutions of all types and types of ownership, including licensing, certification, state. and societies. accreditation; ensuring a unified social rights. and information space, the creation of a system of laws and other regulations. rights. acts, cat. would organically unite fed. legislation and legislation of the constituent entities of the Russian Federation;

A clearer division of powers between the Russian Federation and its subjects, as well as local authorities. self-management in the field on the basis of agreements; development of a program-target mechanism for management and financing; stimulation of mixed private-state finance system of control;

Independence of institutions and organizations in choosing a development strategy, the content of programs and services being implemented, financial and household. activities.

Modern GU science in our country is going through a period of formation. A number of problems are associated with this; the most obvious of them are the underdevelopment of the GI theory and the almost complete absence of specific studies. As for theory, legal dogmas continue to dominate here, periodically punctuated by attempts to create general theory management, extended to the state-in, on the basis of management as a science of enterprise management. Concrete research is hampered, on the one hand, by lack of organization in the field of scientific research. research. On the other hand, Ross. The administrative system remains fairly closed, including for researchers. In the meantime, GI remains 90% “imported science”

Modern technologies of personnel management.

Introduction.

Personnel management is a vitally conditioned strategic function, which during the 20th century formed into an independent structure in the course of the evolution of various forms of management.

In the conditions of the formation of a market economy in our country, the issues of practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

Thus, in modern conditions, many managers underestimate the importance and integrity of decisions related to the selection and placement of personnel, giving preference to narrowly personal interests.

The importance of improving the technology of the management process to improve the efficiency of the administrative apparatus.

The effectiveness of the management apparatus is significantly increased when the management of the company takes care of people; as a result, their vitality and psychological climate in the team increase. Effective personnel management should help the company through its provision of competent and interested in the results of their work employees. Hence, the human factor must be constantly taken into account both in the tactical (short-term) and long-term strategies of the company. In a market economy, survival is a very important task for any business and commercial firm (enterprise, organization). Personnel management is an activity designed to serve as an important guarantee that the enterprise will operate efficiently. One of the problems of top management in the field of strategic planning, planning relating to people, is that all resources can be valued in monetary terms, and human resources "do not translate into money." The task is to combine the assessment of the financial, material and human resources of the company, which is solved either by the personnel management department or by individual managers (in smaller firms). Goals of personnel management:

1) providing the organization with well-trained and interested (motivational) employees;

2) communicating to each employee the intentions (plans) of the personnel management department;

3) active use of qualifications, practical experience, skill and efficiency of employees.

The goals of personnel management can be achieved if you rely on each employee, while painstaking work must be carried out with each employee.

Elements of the management process and its technology

The constituent elements of the management process are an appointed (self-selected) group of specialists, the purpose of which is to increase the production, creative output and activity of the personnel, the development and implementation of a program for the development of the organization's personnel. The organization is developing a strategy for managing human resources: prospective guidelines for the use of personnel, its renewal and improvement, and the development of motivation are determined.

World experience in the use of modern personnel technologies

Practical management acts as a product of the natural-historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.

Table 1

Characteristics of the varieties of philosophy of personnel management

Competition	Hardly ever	strong	Hardly ever
Guarantees for the worker	High (lifetime hire)	Low	Medium between high and low
Making decisions	Upwards	Top down	Top down
Delegation of power	In rare cases	Common	Common
Relations with subordinates	Family	Formal	More often family
recruitment method	After finishing studies	By business qualities	By business qualities
Salary	Depending on experience	Depending on the results	mixed

According to Western experts, the personnel service at the present stage is the same professional work as other services in production.

Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. But if we take into account that incorrectly set goals doom the company to failure regardless of the personnel, priority should be given to strategic management.

New technologies of personnel management - outstaffing and outsourcing.

outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (organization or individual), who is a specialist in this field and has relevant experience, knowledge, and technical means. For example, in the Russian Federation, accounting outsourcing and outsourcing of IT services are currently common. With outsourcing, employees work on the staff of the executing company, and the provision of services to the customer company is only part of their function. Most often, the customer is not related either to the choice of those who will directly perform the work, or to the organization of their work. The recruitment agency offers the services of its employees to perform work in the company. The employee is on the staff of the agency and receives all the necessary payments from the agency in the manner prescribed by law. Outsourcing has been widespread lately, more and more companies are resorting to its services, especially since it is more or less regulated by law. This is especially true for companies with foreign capital, since outsourcing is a typical phenomenon in the West.

The outstaffing service is used by companies of various fields of activity: manufacturing, services, banks. Outstaffing is often used by wholesalers and retailers. The choice of this service is determined by the goals that the company wants to solve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has "entered" virtually every company, especially if this company is a trading and manufacturing company. In order not to “inflate” the state, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is implemented, which is an integral part of outstaffing. Outstaffing is convenient if you need to save on your personnel service or “unload” it with large amounts of work. Some companies use this service to attract a high-class specialist who claims a large "white" salary, for example, a good specialist in working with corporate clients. A large salary against the background of official small salaries of employees of an enterprise that conducts double bookkeeping arouses legitimate suspicions of tax officials. Outstaffing was originally created as a personnel technology, which implies full compliance with local laws. A new highly paid specialist is hired by the provider and sells goods or services of the actual employer to corporate clients. Many companies use outstaffing to reduce administrative risks and personnel costs.

Human resource management technologies make it possible to solve the personnel tasks facing each organization. With their help, high efficiency of employee management is ensured.

In order for an enterprise to take a leading position in the industry, the company's team must consist of professionals. In addition, the management of the company needs to pay enough attention to managing people.

Human resources technologies will help create a modern and efficient system, only then will the organization be successful in the market. First you need to find specialists, evaluate their professional knowledge. Worth paying attention to business qualities candidates, it is important to know personal characteristics future workers.

It takes time for the selection process. Required to hire the best specialists. Each employee signs labor contract, the personnel department helps a person to adapt to a new place.

If we talk about the content of personnel technologies, they are a series of actions aimed at achieving two goals. The first of these is obtaining information about a specialist. This includes information about his professional knowledge and skills. The second goal is to determine the qualities and skills that the organization wants to see in its employee.

Staffing is one of the most important elements of working with specialists. The effectiveness of the company's activities, as well as how well the company's resources will be used, depends on how experienced employees can be found by personnel officers.

Hiring experienced employees and well-known industry professionals who have made a name for themselves will be a good investment for any enterprise. On the selection of personnel, if it allows financial condition firms should not save. But mistakes in the selection of new employees will become a failure, which can be very costly for the company.

For example, a company plans to start training employees. If specialists are not qualified for the job, their training will be a waste of resources. Even for large organizations, this will be a luxury. Small and medium-sized enterprises in the same situation will receive the maximum damage, because they have to work in a highly competitive environment, and the budget of small firms is often limited. HR technologies are designed to protect the company from such expenses.

Key Elements of HR Technology

If an enterprise has hired a sufficient number of experienced specialists, this does not guarantee that the staff will ensure high labor efficiency.

In order for the abilities of the staff to be aimed at achieving the goals necessary for the enterprise, it is necessary to competently manage employees. The technology of personnel management should be carefully thought out, you should not hurry with its development. It is necessary that the managerial actions of the management be aimed at assessing the qualifications of specialists. It is useful to timely move an employee to the position where his skills could be used to the fullest.

In addition, it is important to interest the employee in the results of labor.

It is necessary not only to motivate, but also adequately reward a specialist for high quality work.

All these managerial actions are closely related to personnel technologies. Their main elements include the following:

Personnel planning. Selection of specialists and recruitment of new employees for the enterprise.
Establishment wages and determining employee benefits.
Career guidance for specialists, their adaptation in a new place and training.
Evaluation of the activities of employees of the enterprise. Preparation of personnel reserve. Personnel development management.
Promotion of employees, demotion. Transfer of specialists to a new place of work, dismissal of employees.
Social issues and health protection of workers. Industrial relations in the enterprise.

HR Technology Structure

All modern technologies of personnel management at the enterprise can be divided into 3 groups. The first group uses technologies that allow obtaining reliable information about a specialist. This includes the selection of new employees for vacancies, periodic staff rotation, career management of employees.

The second group is those technologies that allow you to find personnel with the required characteristics. This may be certification of specialists, qualification examination of employees, conducting individual interviews. This also includes monitoring how an employee working at the enterprise acts in different situations.

The third group uses personnel technologies that ensure the demand for the capabilities of specialists. The enterprise is forming personnel reserve, personnel planning, etc.

To receive you need to personal information about the employee, the Human Resources department can use legitimate methods that have legal basis. It should be noted that the technology of personnel management assumes that all groups are interconnected. Practice shows that they cannot be implemented one without the other. These personnel technologies can be called basic. But it must be taken into account that the groups differ significantly from each other, although they have much in common.

Company leaders should use different technologies for managing the organization's personnel. In order to obtain reliable information about the employee, an assessment is used. But the selection of personnel makes it possible to find out qualitative characteristics, to get more information about quantitative indicators. Career management involves the use of special personnel measures.

Proper use of personnel technologies creates a comfortable working environment at the enterprise, allows you to form the social capital of the organization. Each employee of the company has the professional skills necessary for the enterprise. They constitute the professional capital of the enterprise. You can manage these resources using specific tools.

Specific managerial functions

Technology must be chosen carefully to influence personnel. It is necessary to take into account the strategic goals of the enterprise. Firstly, personnel technologies in personnel management should effectively influence the system of social relations of the company. This is done in order to meet the needs of the company in the qualitative and quantitative characteristics of employees.

Secondly, each enterprise has adopted its own system of professional roles. Personnel technologies contribute to the inclusion of human professional skills in this system.

Thirdly, the company creates a mechanism for reproduction professional experience employee.

Application of HR technologies

In any organization, personnel management technologies should be used only on a regulatory basis. All actions of personnel department employees and company executives are strictly regulated.

Only those persons who have the necessary qualifications have the right to develop and use personnel technologies in their work. The personal dignity of the employee during the assessment should not be infringed, human rights should not be violated and information that is not related to professional duties person. In addition, the methodology should be explained in detail to all employees so that they do not have any questions.

Another important point is that all the results obtained during the evaluation must be consolidated regulations enterprises. This will increase the trust of the company's employees, reduce the likelihood of subjectivity when using personnel management technologies.

weight of factors.

As a result of the study, factors for increasing economic efficiency enterprises in the oil and fat industry. The priority of the dominant factors for the stage of the cycle "purchase of raw materials - production - sales" is determined.

Thus, based on certain priority factors, the priority areas for improving the economic efficiency of enterprises in the oil and fat industry, in our opinion, are:

1. Consolidation of enterprises in the form of concerns, agricultural production holdings,

agro-industrial groups.

2 Merging the international planning system at the enterprise for an adequate tax strategy.

3. Active innovative activity in May.

4. Improving the system of lending to enterprises.

Bibliography

1. Bryakina A.V. Competitiveness of an enterprise in a global economy // Territory of science. 2012. No. 1. S. 21-28.

Butova L.M., Ivanova D.A.

HR MANAGEMENT SYSTEM AT THE ENTERPRISE

Voronezh Institute of Economics and Law, Voronezh State Pedagogical University

Keywords: personnel management, enterprise, personnel, personnel potential.

Annotation: the article reflects modern problems in the personnel management system, ways to overcome them are proposed, a comparative analysis is carried out.

Keywords: human resources management, enterprise staff, human resources.

Abstract: article reflects the current problems in the personnel management system, the ways to overcome them, a comparative analysis is carried out.

The most valuable resource of an organization is its staff. Efficient work of employees increases competitiveness and

the profitability of the organization. The solution of personnel management issues is one of the highest priorities for most Russian enterprises. Consider several definitions of the concept of "personnel management".

P. Torshin considers this term as one of the functions management activities: “this is a specific function of management activity, the main object of which is a person who is part of certain social groups". The definition of V. Vesnin has common features with the interpretation of P. Yegorshin: “this is the management of a person in the habitat, aimed at providing conditions for the “effective use of his intellectual and physical capabilities, strengthening labor relations, motivation and getting the most out of employees”. In these definitions, personnel management is aimed at the person's personality; in the last definition, the essence of personnel management is revealed more fully, its characteristic features are clarified.

A detailed interpretation of the concept will be given by D. Spiridonov: “this is the field of activity of the management staff of the organization, managers and specialists of the departments of the personnel management system, aimed at improving the efficiency of the organization by increasing the efficiency of working with its employees, psychological, legal, economic and social methods". This definition reflects that the relationship between the performance of the organization and the work of its workforce. It is noted that it is precisely by increasing the efficiency of the work of the staff that the efficiency of the organization as a whole increases.

I. Matveeva understands personnel management as an integral system: "personnel management is a set of mechanisms, principles, forms and methods of influencing the formation, development and use of the organization's personnel, implemented as a number of interrelated areas and activities." hallmark This definition is the rationale for the phased implementation of the stages of personnel management and the relationship of its constituent elements.

Summarizing the above interpretations, we can say that personnel management is a set of interrelated techniques, forms, methods of organizing work with personnel, which:

First, they are conducted on behalf of the leadership of the organization;

Secondly, they are aimed at providing conditions for the effective and fullest use of intellectual and

physical capabilities of the employee;

And, thirdly, they are aimed at improving the efficiency of the organization.

So some authors single out technical, administrative or personal cultural as subsystems. Others in the management of the enterprise distinguish two parts: management of activities and management of people. Most authors consider the features of the personnel management system as a subsystem general management enterprise and distinguish: object and subject, system goals, tasks, its functions and structure, principles and methods of functioning.

Consider the subject and object of the enterprise personnel management system. The subject of personnel management is a manager or an employee of the management apparatus who directly develops and implements decisions. The object of personnel management is the element to which management is directed. In this case, these are individual workers or teams.

The initial stage in the design and formation of an organization's personnel management system is the formulation of the goals of this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the personnel management system as providing the organization with personnel. L. Ivanova identifies the following goals of the enterprise personnel management system:

The main goal is to provide the organization with personnel effective use, professional and social development;

Objectives of the second level: development of a personnel management strategy, forecasting and long-term planning of personnel, building a system of motivation and social security of personnel;

The goals of the third level: the implementation of new requirements for specialists and jobs, the needs of the enterprise for new specialists and positions, analysis of the dynamics of personnel development, analysis of the quality of life, analysis of individual types of personnel development, planning social development personnel.

E. Maslov, highlighting the goals and objectives of the personnel management system, in many respects, connects them with the goals of the management of the enterprise as a whole:

Increasing the competitiveness of the enterprise in market conditions.

Increasing the efficiency of production and labor, in particular

achieving maximum profit;

Ensuring high social efficiency

the functioning of the team.

According to N. Matveeva, the modern concept of production management is that maximum productivity, quality and competitiveness can be achieved only with the participation of each employee in the improvement production process, initially at their workplace, and later at the enterprise as a whole.

Successful achievement of the set goals requires the solution of such tasks as:

Meeting the needs of the enterprise in labor force in the required volumes and required qualifications;

Achieving a reasonable balance between organizational and technical structure production potential and the structure of labor potential;

Full and effective use of the potential of the employee and the production team as a whole: ensuring the realization of desires.

I. Lazareva, in turn, highlights such tasks of the personnel management system as increasing the level of job satisfaction for all categories of personnel and ensuring high level the lives of workers who find work in the firm desirable.

1) organizational - planning sources of staffing, awareness of the population about recruitment, the amount of funds for training, etc.;

2) socio-economic - a set of conditions and factors that determine the use and retention of personnel.

3) reproductive, providing the creation of educational and material base and development of personnel.

Analyzing the above goals, objectives and functions that are inherent in the enterprise personnel management system, we can say that it has a significant impact on the economic condition of the enterprise in its equal aspects of increasing the competitiveness of the enterprise, in particular, achieving maximum profit, providing the organization with personnel and its effective use, ensuring the realization of the desires, needs and interests of employees, etc. Ultimately, the importance of the personnel management system for the economic condition of the enterprise is obvious.

The personnel management system of the enterprise has complex structure. Most authors identify the following subsystems that are part of personnel management: personnel planning: recruitment, training and development of personnel.

The personnel planning subsystem includes the development personnel policy and strategy of personnel management, development of the personnel potential of the organization and the market, labor; organization of personnel planning and forecasting of the need for personnel; maintaining relationships with external sources that provide the organization with personnel.

As M. Gorbatova notes, in the planning process it is necessary to conduct a quantitative and qualitative analysis of the need for personnel.

The personnel recruitment and accounting subsystem includes organizing the recruitment and selection of candidates for vacant position; reception of personnel, accounting for the reception, movement of dismissals of personnel; employment management, documentation support of the personnel management system.

The subsystem for assessing the training and development of personnel includes the implementation of training, retraining and advanced training of personnel, the introduction and adaptation of new employees; organizing and conducting personnel assessment activities; career development management. For each organization, these procedures are individual, and when choosing a personnel assessment system, special attention is paid to its compliance with other personnel management processes - career planning, vocational training to avoid contradictions and conflicts.

The staff motivation subsystem includes rationing labor process and billing of wages: the development of systems of material and non-financial incentives, as well as the use of methods of moral encouragement of personnel.

S. Filin notes that if the managers of an enterprise want their employees to work well and with pleasure, they must accept their needs and motives.

The subsystem of social development includes catering during the working day: health protection, recreation of employees and their families; organization of physical culture; compliance with the requirements for the state of staff workplaces; organization of social insurance.

E. Maslov notes that the social orientation of work with personnel sets the task of collecting quite a variety of information

of a social nature concerning individual workers. When selecting candidates for appointment to a position, it is necessary that the data bank contains information not only of industrial, but also of socio-demographic, disciplinary and even medical nature.

The subsystem of legal support for personnel is associated with the solution of the legal aspects of labor relations, as well as with the coordination of administrative and other documents on personnel management. The system of work with personnel is reflected in such important documents as: the charter of the enterprise: the rules of internal work schedule, collective agreement, staffing enterprises, regulations on remuneration and bonuses, regulations on subdivisions, employee employment contract, job descriptions.

Subsystem information support includes keeping records and personnel statistics; information and technical support of the personnel management system; providing personnel with scientific and technical information necessary for work.

Consider the basic principles of the functioning of the personnel management system. E. Maslov notes that the principles of the personnel management system are interpreted as stable rules for the conscious activity of people in the management process. According to R. Mardanov's approach, two groups of principles of the personnel management system in an organization are distinguished: principles that characterize the requirements for the formation of a personnel management system, and principles that determine the directions for the development of a personnel management system.

The first group includes the following principles: conditionality of personnel management functions to production goals, economy, progressiveness and prospects; scientific character; complexity; efficiency, consistency, etc. The second group includes the adaptability of the personnel management system to the goals of the enterprise, specialization, etc. All the principles of the personnel management system are implemented in interaction. Their combination depends on the specific conditions of the functioning of the organization's personnel management system.

The methods of personnel management act as ways to implement the principles. Researchers highlight various methods used in the personnel management system. N. Banko highlights following groups methods:

Data collection methods questionnaire, interview, active observation during the working day, conversation, study

documents, etc.;

Methods of analysis; system analysis, economic analysis, expert-analytical method, etc.;

Methods of formation: a systematic approach, the method of analogies, the parametric method, creative meetings, etc.

Justification methods: comparison method, normative method, modeling of the actual and desired object under study, functional cost analysis, etc.

Implementation methods: training, retraining and advanced training of employees of the management apparatus.

Scientists note that at present the literature discloses and applies to three groups - methods of personnel management: administrative, economic and

socio-psychological. These groups of management methods are most often considered as complementary to each other. It should be noted that the greatest effect and quality of the personnel management system is achieved when methods are applied in combination. The use of a system of methods allows you to characterize the object of improvement from all sides, which helps to avoid miscalculations.

The systematic approach takes into account the relationship between the individual elements of personnel management and is expressed in the development of ultimate goals, determining ways to achieve them, and creating an appropriate personnel management system for the enterprise.

Thus, the personnel management system is a set of principles, forms and methods of organizing work with personnel. The personnel management system is a subsystem for managing the organization as a whole. The main goal of the personnel management system is to provide the enterprise with personnel, its effective use, professional and final development. The personnel management system of the enterprise performs a number of functions: organizational, socio-economic, reproductive.

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Voronina E.B.

PROBLEMS OF EMPLOYMENT OF YOUNG SPECIALISTS

Voronezh Institute of Economics and Law

Key words: employment, labor market, young specialists, employment problems.

Abstract: the article is devoted to the problems of employment of young specialists, the main reasons are identified and methods for their solution are proposed.

Keywords: employment, labor market, young professionals, employment