HR management problems occur in many enterprises, so the demand for modern HR management systems is very high. Today in organizations there is a discrepancy between the growing need to ensure competent personnel management and the state of the services that are responsible for this work. It is necessary not only to change the regulations of HR departments, but also to make adjustments to the personnel management model.

HR problems

Human resource management functions can be dispersed in an organization between several departments that are directly or indirectly involved in solving personnel issues.

Coordination is very important in the work of such departments; its absence prevents effective personnel management. It is the HR department that must take on the work of managing employees in the enterprise. The tasks of the HR service include the selection of personnel at all levels and their placement. But in practice, only in some organizations HR officers work effectively.

In organizations, there is often a clear contradiction between the goals that the HR department proclaims and the functions that it actually performs. The head of the enterprise's HR department lists in the list of things the department is busy with, personnel control, and carrying out activities to increase employee motivation. But in reality, the department rarely deals with the processes listed above. As practice shows, the solution to many personnel issues depends on the management of the enterprise, but a preliminary analysis of the situation is necessary.

There is another problem related to personnel management, which is often found in Russian companies. We are talking about the lack of a unified system for working with personnel. Such a system involves studying the abilities of specialists working in the organization, offering options for their professional development and career growth.

Management team of the enterprise

Not all managers can properly organize the work of the HR department. An entrepreneur must know the current problems of personnel management, this will allow him to avoid the most common mistakes. The problem is that work with employees is often initiated by management precisely in order to improve the situation, but it keeps getting worse and the company is losing its position in the industry.

Reviewing employee management practices can significantly improve the health of your team. But here it is necessary to take into account the fact that not all workers will accept the new methods. If a conflict arises between management and part of the staff, the situation within the company may worsen.

Many HR management problems in an organization can be avoided if timely measures are taken. The most frequently encountered problems include the following:

• dismissal of qualified specialists;
• lack of labor discipline, low performance discipline of employees;
• low qualifications of workers and some managers;
• conflicts and negative atmosphere in the team;
• low level of motivation;
• low level of staff initiative;
• conflict between management and employees.

Every manager must make an analysis of the current situation and then make a decision.

Personnel development programs

The successful development of a company depends on the level of qualifications of its employees. The skills of specialists can be improved by paying attention to training and strategic planning. Retraining of specialists and advanced training are crucial for the effective operation of a company, but not all company managers understand this. But the issue of personnel training is very important. We are talking about both large organizations and small firms. It is necessary to make employee training a priority; then the company will be provided with qualified specialists.

It is imperative to improve the qualifications of enterprise management. We are talking about managers heading the HR, marketing, etc. departments. The set of programs must correspond to modern realities. It’s good if the organization’s line managers complete programs that teach how to evaluate management effectiveness. Such training helps managers learn to use labor resources to the fullest extent possible in their work. This is very beneficial for the organization, because the competitiveness of the company increases not due to additional injections of capital, but due to the effective organization of the labor process.

Personnel development needs to be planned. It is necessary to take into account the natural movement of personnel that occurs due to the dismissal of employees, retirement of specialists, and conscription into the army. The HR department must prepare an equivalent replacement in advance, increase the level of training, unite the team and increase the team's potential.

Much attention has recently been paid to improving labor efficiency. This problem affects ordinary employees, managers and technical workers. It is worth considering the problems of the lower level separately - they have their own characteristics.

Today, there are many practical methods to help effectively manage personnel. Progress in management can be achieved by constantly monitoring existing problems.

The most common HR problems

The main problems of personnel management may be the following:

1. "Best student" The problem is that the best specialist becomes the head of the department. But he only knows his job, having excellent knowledge of his field, and has a general idea of ​​other areas. This can cause errors when managing people in an enterprise.
2. "My guy." Managers often have to overcome employee resistance. And workers may get tired of conflict situations at work.
3. Positive projection. The problem is that managers put themselves in the employees' shoes and then think about what they would do in the person's shoes. This cannot be done, because each person has his own view of the situation. In addition, each employee has individual character traits.
4. "Circus Star" Many company owners believe that an employee must work hard to earn a salary.
5. Big difference in salary. We are talking about a significant gap between the income of the management and staff of the company. The gap can be significant, in which case the income differs significantly.
6. "Waiting for a Hero" A number of managers, interacting with personnel, seem to be waiting for a hero to appear in the department who will solve all the problems in an instant. This ideal employee never gets sick, he is ready to work until night and does not demand better working conditions. But in practice, such employees cannot be found, and the manager expresses dissatisfaction with the current employees. All this only exacerbates conflicts in the enterprise.
7. A number of managers do their best to maintain a distance between themselves and the specialists working in the department. Personnel management is based on strict requirements; the manager often makes claims. This leadership style is not conducive to creating a comfortable atmosphere. The staff is moving away from the manager.
8. Personnel turnover. The reasons may vary. Specialists quit due to low pay. In addition, dismissal is driven by the manager’s inability to manage people and ineffective organization of the work of specialists. Organizations may avoid hiring young professionals, and when they are hired, the atmosphere in the team may be so negative that the newcomer quits. This is how the company loses promising specialists.

These personnel management problems are relevant for many companies. A competent leader, using theoretical knowledge and applying modern practical skills, will cope with all unpleasant situations that arise in the team.

The most pressing problems include the following: the departure of qualified specialists, low performance and labor discipline of personnel, insufficient qualifications of personnel and individual managers, unsatisfactory moral and psychological climate, low level of motivation of employees, and as a consequence, insufficient initiative of employees, confrontation between administration and personnel.

It is known that the successful development of organizations in modern conditions largely depends on from competitiveness personnel, which is achieved through constant personnel training, advanced training, and strategic planning and professional orientation. In Russia, the educational services market turned out to be unbalanced with the real needs of the skilled labor market; the quality level of workers is significantly inferior to the requirements internationally labor market.

This gives grounds to assert that now is the time when it is necessary to pay closer attention to the systematic training and, especially, retraining of qualified specialists. However, there are still very few Russian companies that place training and continuous improvement of personnel qualifications as a priority. In most cases, in this matter, enterprises continue to live one day at a time, focusing all their attention on solving current problems. Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.

It is necessary to train and significantly improve the qualifications of the management corps of Russian companies in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation in Russia. The formation of the business services industry must become one of the most important problems of structural investment policy.

The set of programs used in the process of training and retraining managers must meet the changed and increased requirements to the leaders. Programs should guide managers to assess management effectiveness and, as a result, increase competitiveness through maximum use of human resources in their work as opposed to economic growth achieved through additional capital investment.

Personnel development planning is necessary. There are several ways to do this, including: careful selection of personnel, systematic promotion their qualifications, creating conditions for the most effective manifestation of their abilities and developing a methodology for assessing the actual effectiveness of the team’s work.

It should be noted that recently in our country work has been carried out to fill the gap in the training of high-class management personnel: business schools are being organized and special literature is being published. However, as a rule, educational publications predominate and educational and methodological nature, considering mainly the history and fundamentals of personnel management, and there is clearly a lack of practical materials for HR specialists and senior managers.

Good results in personnel management can only be achieved through constant monitoring of existing problems. If you use Only the knowledge that is given to a person by nature or only intuition, then you can make mistakes that cannot be corrected; It is necessary to constantly learn the skills of personnel management in order to avoid the occurrence of a variety of problems.

According to analysts, there are a number of problems that need to be highlighted:

 the problem of the best student. Usually the best employee is appointed as the manager. And such employees most often know only a limited area of ​​work, by and large only their own, and other areas only superficially, so they can make mistakes in personnel management.

 your boyfriend's problem. The role of HR management is initially confrontational towards employees. Not all subordinates like the fact that they are given additional work and create problems. The leader has to deal with the resistance that arises; management goes hand in hand with emerging negativity and hidden resistance.

 positive projection. This problem includes the desire to attribute one’s own character traits to other employees. It is not right, since each employee is an individual who has his own view of the situation.

 elder syndrome. Employees observe frequently and closely for guidance. Sometimes, many bosses consciously emphasize the distance between themselves and the staff. As a result, if the boss maintains controllability, then only at the level of strict requirements.

 hero expectation syndrome. The employee guesses what work needs to be done from the boss’s face and appears before him on time with the task correctly completed; if there are no tasks, the subordinate finds the job himself and does it, does not ask unnecessary questions, is always ready to stay late at work and does not even talk about a promotion. This is the ideal.

 circus stars. The manager believes that the employee receives a salary, therefore he is obliged to work tirelessly, exhaustingly.

 large difference in salary between the boss and the employee. In Russia, this difference is quite noticeable and can be more than two or even three times, in contrast to a third in the West.

 staff turnover. Very often, enterprises cannot control staff turnover due to wrong formation of personnel policy or ineffective use of personnel.

If you properly manage personnel with knowledge of the social and psychological aspects of personnel, you can change the quality of employee work, increase profits, and significantly improve the atmosphere in the organization. Not every person is given the gift of leadership and leadership by nature, so this is undoubtedly worth learning.

In the modern world, the main challenges facing organizations are new ones. The main ones are: stimulating the work of hired personnel, preventing “brain drain”, indexing wages in conditions of inflation, ensuring that the level of qualifications of personnel meets the strict requirements of the modern economy and, finally, strengthening the sense of belonging to the company among staff, etc.

But even now there are contradictions between the declared goals and functions of personnel management departments, so the list of responsibilities includes actions for accounting, control, motivation of personnel, regulation of relations between management and personnel, but in reality the functions of personnel management services, judging by the facts, turn out to be rolled up. The heads of these services assess their role in managing social personnel processes as secondary, believing that everything depends on the management of the enterprise.

It is known that the successful development of production in modern conditions largely depends on the competitiveness of personnel. And it is achieved by constant training of personnel, improvement of their qualifications and strategic determination of their number and professional guidance at a given moment and in a given production. The narrow skills of the management corps, especially its senior management, negatively affected the transition to market relations from the very beginning of the reforms. It turned out that “many managers failed to organize the work of the institutions under their control in general and orient it towards studying and meeting consumer demand in particular. A great difficulty for them was determining the directions for using resources, first of all, this applies to such important resources as personnel , fixed assets, financial resources."

This gives grounds to assert that the key problem for the vast majority of Russian enterprises is the problem of ineffective personnel management. Now is the time when it is necessary to pay closer attention to systematic training and, especially, retraining of qualified specialists. This will make it possible to respond more quickly and effectively to changes in the country, to strengthen the elements of stability, solidity, representativeness, sober calculation, and rejection of excessively risky speculative play in market activities.

The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of enterprise employees is significantly inferior to the requirements imposed on the international labor market. The personnel management system at most enterprises does not correspond to the strategy of market reforms, which significantly hinders the possibility of implementing programs of sustainable stabilization, revitalization of production and structural restructuring of the economy, improving the quality and competitiveness of Russian products.

It is necessary to train and significantly improve the qualifications of the management corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation and the Russian market. The formation of a business services industry should become one of the primary problems of structural investment policy.

Among the most pressing problems, the following should also be noted: the departure of qualified specialists, low performance and labor discipline of personnel, insufficient qualifications of personnel and individual managers, unsatisfactory moral and psychological climate, low level of motivation of employees, and, as a consequence, insufficient initiative of employees in solving production problems. problems, confrontation between administration and staff.

It should also be noted that there is an erosion of traditional values, which leads to serious disturbances in personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. This has significantly complicated the system of motivation and incentives for employees, primarily in connection with hiring on short-term contracts, setting various preconditions (including a probationary period), strictly linking material incentives to profits and other factors.

When revising personnel management methods that do not meet the state of the external environment, management may encounter a conflict generated by the rejection of new methods by the organizational culture of the company due to the conservatism and inertia of some of the team. Such a conflict can be quite painful and destructive in its consequences.

Thus, K. Davis identified three groups of reasons for resistance to innovation. The basis of all economic reasons is the fear of loss of earnings, which creates an anti-innovation attitude in the employee. hired personnel qualifications incentives

Regarding the personal reasons that encourage people to resist the innovation process, we can say that the main one is the individual’s resistance to devaluation, which the innovation process very often brings with it.

In the group of anti-innovation barriers that are socio-psychological in nature, most of the reasons are based on a person’s reaction to the innovative processes that accompany many organizations, a kind of encroachment on his psychological comfort.

These and some other problems raise the question of improving the personnel management system for managers. However, we often have to deal with the fact that, trying to put the work with personnel in the company at the proper level, managers make a number of mistakes that do not allow them to achieve the goals for which, in fact, the work with personnel was started.

To eliminate these types of shortcomings, personnel development planning is necessary. First of all, this is planning the natural movement of personnel - retirement, dismissal due to illness, due to study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. What is more difficult is to strengthen the potential of the team and increase its competitiveness.

There are several ways to do this, including: careful selection of personnel, systematic improvement of their qualifications, creation of conditions for the most effective manifestation of their abilities and development of a methodology for assessing the actual effectiveness of the team.

Many commercial structures in Russia are now taking a different path. Instead of intensifying the work of adapting teams to the conditions of economic reforms, taking care of ensuring a painless psychological restructuring of each person, especially experienced specialists, workers are sometimes mercilessly fired as they have not adapted to the new requirements. This approach is a manifestation of short-sighted policy. After all, any replacement of an employee is an economically expensive undertaking. This damages the company's reputation.

The problem of “obsolescence” occupies a special place in the process of professionalization of management. "Obsolescence" occurs when an individual uses viewpoints, theories, concepts and methods that are less effective in solving a problem than others currently existing. Of course, not every example of a firm's HR inefficiency is due to "obsolescence." Laziness, lack of understanding, and overload with other responsibilities can also lead to ineffectiveness. But the cost to a firm of developing and adopting second-rate solutions to emerging problems is likely much greater than the costs required to overcome the obsolescence of its workforce.

Management practice also shows that in any company, as a result of a combination of different reasons, the presence of conflicts is inevitable. Conflicts often arise due to staff dissatisfaction with the manager’s assessment of their work. In cases of very serious conflicts, there may even be a shift in organizational goals.

It is significant that in the activities of the leader himself, as the main subject of management, there are various contradictions associated with undesirable trends in people’s behavior. The difficulty in assessing these phenomena lies in their heterogeneity.

It should be noted that recently in our country some work has been carried out to train high-class managerial personnel, various business schools have been organized, and a lot of special literature, although of varying quality, by domestic and foreign authors has been published.

However, in the literature on management topics, as a rule, publications of an educational and educational-methodological nature predominate, considering mainly the history and fundamentals of management, special management issues (financial management, personnel management, situational and systemic approaches to management, sociology of organizations, marketing). In this sea of ​​publications on management problems, there is clearly not enough literature for specialist managers and senior management.

There are also problems at the lower level of personnel management, which have their own aspects and characteristics. “An important point in their assessment is that in their mentality and roles, lower managers belong to managers, and vice versa, the situation contributes to the fact that their psychology is closer to that of workers. Such duality of position in the company often leads such managers to a state of stress.”

Lately there has been a lot of talk about the fact that the roots of the problems of most Russian enterprises lie in ineffective management. What effective management is, each of the enterprises that managed to adapt to new conditions understands in its own way. Everyone finds their own levers of control and implements their own management principles. But until now, the valuable experience developed by each of the enterprises remained only its experience.

At the same time, there is also positive experience that needs to be studied, refined and recommended for implementation. The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams and ensuring high quality personnel potential are decisive factors in production efficiency and product competitiveness.

Problems in the field of personnel management and daily work with personnel, according to experts, will be constantly in the focus of management's attention in the near future. In the future, with the development of scientific and technological progress, the content and working conditions will become more important than material interest.

Creating a personnel management system that is not built “as it happens” or as was previously established, but on the principles of manufacturability, can be considered an important, certainly attractive task for any company concerned not only with survival, but also with development and prosperity in market conditions. The business development strategy developed by top management always needs support from the organization’s employees. Management can count on this support and success in achieving their goals only if the personnel management system provides the necessary quality of human resources.

Personnel technologies, unlike production technologies, are not transferred in finished form; they are introduced and grown locally. This is due to the existence of significant differences between different organizations. Different companies have not only their own specifics related to the area of ​​activity, but also their managers with their own attitudes, knowledge, prejudices, motivation, their own personnel with certain qualifications, experience in the organization, the degree of trust in management, motivation, etc. “Growing” personnel technology in the context of a particular organization requires a careful analysis of how work is being carried out in the relevant area at the moment. This is important so that the technology being created includes, in as large blocks as possible, already well-developed and familiar methods and procedures for a given organization, so that existing regulations and instructions are used as fully as possible (provided they are of satisfactory quality).

The main stages of creating a personnel management system using modern personnel technologies can be presented in the form of a diagram: (Fig. 13)

Rice. 13. The main stages of creating a personnel management system.

An analysis of the current situation was carried out in Chapter 2. Based on the results of this analysis, the following problems can be identified:

Problem 1. Lack of personnel policy.

Solving the problem: determining when, where, how many and what (what qualifications) employees the organization will need. Develop clear plans that will serve as the basis for recruiting and firing personnel.

The procedure for selecting new employees includes a number of relatively independent blocks arranged in a strict sequence, each of which has its own goal, objectives, action plan, methods and tools, and a specific performer. Reception is carried out through the interaction of the human resources department, security service, doctor, and head of departments of companies interested in filling a specific vacancy. Each person is responsible for a certain stage of the admission procedure within the scope of his competence. General control and responsibility for compliance with the prescribed procedures for searching, selecting and hiring a new employee rests with the HR manager.

The main blocks (stages) of the procedure for selecting an employee for a vacant position are:

Assessment of staffing needs;

Development of a set of requirements for a candidate for a position;

Announcing a competition to fill a position, searching for candidates;

Selection of candidates;

Recruitment;

Adaptation of a new employee.

A necessary condition for continuing the selection process is the complete completion of the previous stage, subject to satisfactory results, while the company management or the candidate himself may refuse further actions at any stage (before issuing an order for admission).

Problem 2. Insufficiently efficient use of personnel.

1. No recruitment policy

Solution to the problem: planning the departments' needs for employees provides the personnel service with the necessary information for the recruitment program. The main executors should be the heads of departments, who will provide HR departments with information about vacancies existing in the departments subordinate to them (vacancies can be either planned at the beginning of the year or “last minute”). HR staff check the availability of the specified vacancies with the company’s staffing table.

Problem 3. Personnel certification is underdeveloped.

Solution to the problem: certification is an event that stimulates employees and managers to professional development. Although, according to modern personnel technologies, recently such a personnel assessment procedure as certification is not recommended. Conducting an assessment in the form of a certification exam was a stressful event for employees. Therefore, it is recommended to replace certification with an assessment procedure.

The assessment procedure includes the following steps:

employee self-esteem;

assessment of the immediate supervisor;

peer assessment.

In general, the number of evaluators is usually no more than five people, and the relationship between the data obtained can be easily traced. A strong discrepancy between an employee's self-esteem and others' assessment of him helps people understand the shortcomings of their work.

It is also recommended that the results of the assessment procedure be directly linked to the functional indicators of the bonus part of the salary. This will stimulate employee interest in the results of their work.

Problem 4. There is no policy for advanced training (staff training)

There was no coherent education system as such. It was carried out locally, out of necessity: safety precautions, quality system, boiler room operators, etc. Financing of the training process, accordingly, occurred on a residual basis.

The basic approach on which the training system is now based consists of the following organizational stages:

A corporate personnel development program has been created for 6 years, within which there are also separate annual training programs. Based on the latter, the amount of training costs is assessed annually and costs are planned for the next year. First, the program includes the maximum training programs that are needed by the company’s personnel. It is estimated that, say, 5 million rubles are needed to complete such a volume.

The financial service evaluates the enterprise's budget and other cost items and reports that the enterprise has the opportunity to allocate not 5, but 3 million rubles.

The personnel service proceeds from the funds designated by the financiers, but does not curtail or reduce the training program. Find other options within the available amount. For example, instead of sending one person to study in Moscow for 500 US dollars, you can spend 1000 US dollars to invite a teacher from Moscow and train 50 people in Chelyabinsk directly at the enterprise.

Problem solution: the organization is implementing individual growth programs for the current interests of the organization and the need to prepare for the launch of promising programs.

Problem 5. Ineffective financial incentive system.

Solution to the problem: it is better to determine the performance of employees when a proprietary incentive system is introduced, tied to indicators reflecting these results.

Problem 6. There is no control over the work performed.

Solution to the problem: the work performed is prescribed in the “Workplace Description” documents (job descriptions), which provide for control over implementation.

Problem 7. There is no specialized department for social development of personnel.

Solving the problem: an introduction to the organizational structure of the social development department.

Analyzing an organization's personnel management system is an extremely complex task, for which external consultants are usually invited. The main results of the analysis can be discussed at a meeting of the organization's management team. After discussing the results obtained, the stage of developing a personnel management system that meets the goals of KEMMA LLC begins.

An organization's personnel management system, as a rule, includes the following areas:

Personnel selection system

Adaptation of employees in the organization

Training

Evaluation of personnel performance

Information support for employees of the organization

Periodic monitoring of staff satisfaction with their work, analysis of the reasons for staff turnover

Employee social protection system

System of official and social growth

Labor incentive system

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4.1. Personnel of scientific and technical (innovative) organizations and management features

scientific and technical personnel,

scientific staff,

Personnel Management

The personnel component of the innovation mechanism (scientific potential), i.e. scientific and technical personnel, is a socio-professional group consisting of scientific, engineering and other categories of workers carrying out the process of “research - production - consumption”. They are connected by a single ultimate goal, common features in the content, nature and conditions of work, and the incentive system. Scientific and technical personnel include workers constantly engaged in research, design, technological, organizational and methodological developments and their practical implementation (mastery and implementation). Scientific and technical personnel involved in the innovation process are part of the total workforce and participate in the creation of national income.

The scientific and technical personnel include scientists, designers, technologists, planners, economists and other categories of specialists from research institutes and design bureaus, as well as workers from pilot enterprises and workshops. This should also include employees of scientific and technical departments of associations and enterprises, taking into account the degree of their participation in research and development. Note that in accordance with the “Canberra Guidelines for Measuring Human Resources in Science and Technology”, adopted by the OECD in 1995 in Canberra (Australia), scientific and technical personnel are classified according to skill levels (education), fields of science, profession, employment category ( including the unemployed and not employed in the economy), industries, regions, gender, age, national origin. In addition, their inflow from various sources and outflow in various directions, including abroad, are taken into account.

The personnel of scientific and technical organizations is divided into the following groups: scientific staff, scientific and technical personnel, scientific support personnel, administrative and economic personnel, production personnel (if there are experimental and production units). The main link in the structure of scientific and technical personnel is scientific staff, who play a special role by coming up with new ideas, making discoveries and offering innovative solutions. Scientific and technical personnel include designers, technologists, experimenters and other categories of workers involved in scientific services and implementation of research results. Scientific support staff includes employees of patent services, departments of scientific, technical and financial and commercial information, financial and economic departments, laboratory assistants, as well as workers in experimental production, adjusters and repairmen of scientific equipment and instruments, and computer maintenance specialists. IN administrative staff includes secretaries, clerks, assistants, typists, document reproduction service workers (photocopies, etc.).

Personnel Management in scientific and technical organizations (including scientific departments of enterprises and associations) - this is the performance of the function of personnel planning, selection and transfer of workers, formation of an optimal (rational) structure of relationships in the team, regulation of the motivational behavior of employees, creation of a favorable moral and psychological climate in the team, permission conflict situations, organization and stimulation of work. The functions and methods of personnel management in innovative organizations largely depend on the specific features and content of innovative work. These features include: the uniqueness and originality of the work performed, a high level of qualifications and erudition of employees, insufficient information support for the innovation process (especially in the first stages), the risk of functioning of many organizations (for example, venture capital), the diversity of social groups among specialists performing innovative work . Taking this specificity into account, some aspects of personnel management are outlined below.

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