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Why do you need workforce planning? Development of specific plans

COURSE WORK

Theme "Planning the personnel of the enterprise"

Introduction

Chapter 1. Theoretical aspects of enterprise personnel planning

1.1. Essence, goals and objectives of requirements planning

in personnel at the enterprise

1.2 Stages of personnel planning

Chapter 2. Features of personnel planning at the enterprise OJSC "Astrakhan Network Knitting Factory"

2.1.Historical background

2.2. Analysis of technical and economic indicators of OJSC "Astrakhan Network Knitting Factory"

2.3. Analysis of the effectiveness of planning the need for personnel of JSC "Astrakhan Network Knitting Factory"

Chapter 3. Conclusions and suggestions

Conclusion

Bibliography

Annex 1

Introduction

Many managers subscribe to the statements: “Our strength is in the high qualification of our employees”, “Our employees are our main resource”, but few people actually follow them in practice. Often, the understanding of this comes to managers when the problems associated with personnel management grow like a snowball. People are easily recruited, it is even easier to part with them. Personnel management is reduced to formalized recruitment and dismissal procedures. However, a true understanding of the processes of personnel management opens up opportunities for the enterprise to create and maintain competitive advantages.

The situation that has arisen in our country, associated with changes in the economic and political systems, at the same time brings both great opportunities and serious threats to each individual, the stability of his existence, introduces a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation is of particular importance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.

Therefore, it is necessary both to ensure transformation at the macro level, and to prepare managers to work in a new way. The main task that the management personnel of enterprises solves is to ensure that each ruble invested in production not only pays off in full, but also brings additional income.

In the context of the formation of a market economy in our country, issues of practical application modern methods of personnel management, allowing to increase the socio-economic efficiency of any organization. One of the components of this process is personnel planning, an important part of which, in turn, becomes planning and forecasting the need for personnel. Effective workforce planning has a positive impact on the performance of the organization by optimizing the use of personnel, identifying and productively using the professional potential of employees, creating the basis for systematic recruitment and selection of personnel, reducing total costs on the labor force through a well-thought-out, consistent and active labor market policy. Therefore, a comprehensive study of the theoretical and practical foundations of personnel planning and forecasting the need for personnel is important foundation our future activities. This is the relevance of the chosen topic.

The purpose of this course work is to carefully study one of the most important aspects of the theory and practice of management - planning the need for personnel of the enterprise, as well as to consider the practical application of planning the need for personnel on the example of Astrakhan Network Knitting Factory. To achieve the set goals, it is necessary to solve the following tasks:

1) consider the theoretical aspects of planning the need for personnel;

2) to conduct a general analysis of the enterprise;

3) to analyze, on the example of a particular enterprise, the effectiveness of planning the need for personnel;

The subject of this course work are issues related to planning the need for personnel, the methodology for accounting for the necessary personnel, the effectiveness of planning measures, etc.

Chapter 1. Theoretical aspects of enterprise personnel planning

1.1 The essence, goals and objectives of planning the need for personnel in the enterprise

Personnel is an integral part of any organization, because any organization is an interaction of people united by common goals. Personnel management, however, as well as the organization as a whole, is a necessary element of this interaction, because. "every directly social or collaborative labor carried out on a comparatively large scale needs, to a greater or lesser extent, a government that establishes coherence between individual works and performs general functions arising from the movement of individual organs. The individual violinist controls himself, the orchestra needs a conductor."

In the domestic literature there is no consensus on the definition of personnel management, but several approaches can be distinguished:

1. Institutional approach. From the standpoint of this approach, personnel management is considered as "a diverse activity of various subjects (among which most often there are specialized personnel management services, line and top managers who perform the function of management in relation to their subordinates), aimed at achieving the goals strategic development organization and implementation of tactical tasks for the most efficient use of employees employed at the enterprise"

2. Content (functional) approach. This approach "is based on the allocation of the functions of personnel management, its goals and objectives of functioning within the organization", it shows "what actions, processes must be carried out in order to achieve these goals", in contrast to the institutional approach, which focuses on " about what personnel management should give to the organization ... This allows us to talk about personnel management as a special type of activity, as an integral system that has its own specific content. The composition of the functional subsystems of the personnel management system and their main functions are presented in Annex 1.

3. Organizational approach. From the point of view of this approach, personnel management can be defined as "a complex of interrelated economic, organizational and socio-psychological methods that ensure the efficiency of labor activity and the competitiveness of enterprises. Here we are talking about about the interaction of the object and the subject, mechanisms, technologies, tools and procedures for the implementation of personnel management functions are considered "

4. An interesting approach is that the object of the personnel management system is the process of purposeful interaction and mutual influence in the joint productive activity of managers and staff. This approach defines the management system as the unity of the subject and the object of management, which is achieved as a result of not only self-regulation in complex social systems, but also the targeted impact of the management object on the subject. In this case, the control object is social relations, processes, groups, as well as social resources and the person himself, inevitably entering into social relations, participating in social processes and groups, in the implementation of resources. Based on this, we can talk about personnel management as a system that has an object and subject of management, between which there are organizational and managerial relations, as well as management functions that are implemented through a system of certain methods.

Personnel management, being social, contains several aspects. In particular, the following aspects of personnel management are distinguished:

Technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.;

Organizational and economic - contains issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc.;

Legal - includes issues of compliance with labor laws in working with personnel;

Socio-psychological - reflects the issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures in work practice;

Pedagogical - involves the solution of issues related to the education of staff, mentoring, etc.

"In addition to the fact that personnel management has many aspects, it can be based on various conceptual provisions. Concepts reflect the philosophy and basic principles in personnel management on which the coordination of the interests of the organization and employees is based. They exist objectively, can be understood and organizationally formalized, but can be implemented intuitively, without a specific organizational design"

The concept of personnel management contains the basic principles of management and its general focus, its provisions are unique in a single organization, but, nevertheless, the content of personnel management includes elements that are common. So, the content of personnel management includes:

Determining the need for personnel, taking into account the development strategy of the enterprise;

The main purpose of planning the need for personnel is to provide the enterprise with the necessary workforce while minimizing costs. That is, when planning, it is determined when, where, how much, what qualifications and at what cost workers will be required in a given organization. At the same time, we can talk about strategic (long-term) planning and tactical (situational) planning.

Essentially, strategic planning for staffing consists in drawing up the potential of the specialists needed for implementation, the development strategy and the actual state of the organization's human resources, as well as determining the need for these resources in the future. At the same time, the relationship with the overall development strategy of the organization is mandatory.

Tactical planning involves the analysis and satisfaction of the specific needs of the organization for the planning period (quarter, six months). It is based on the production plan for the development of the organization during this period, on predicting career growth, reaching retirement age, and on indicators of staff turnover.

When planning human resources, the following internal and external factors are usually taken into account:

The state of the economy and the industry in the period under review; -state policy (legislation, tax regime, rational insurance, etc.);

Competition with other companies, market dynamics;

Strategic objectives and business plans of the company;

The financial condition of the organization, the level of remuneration;

Corporate culture, employee loyalty;

Staff movement (dismissal, maternity leave, retirements, layoffs, etc.).

The stages of personnel planning in a company may look like this:

1) assessment of cash reserves, their quantity and structure;

2) assessment of future needs; tracking changes in the professional and qualification structure of personnel, identifying the need for labor force, indicating quantitative and qualitative indicators;

3) development of a program for future needs.

At the first stage, the following is carried out: analysis of the use of the organization's labor resources; clarification of tasks for individual groups of performers; formation of adequate qualification requirements; identification of reserves of labor productivity in each specific area of work.

At the second stage, the need for personnel for the planned period is determined. The initial data for determining the required number, their professional and qualification composition are: the production program, production standards, the planned increase in labor productivity, the structure of work.

All of the above information is collected as a result of personnel records. Personnel accounting is a system of methods for observing quantitative measurements and recording the status and use of all categories of employees in an organization. Usually the need for personnel is determined at the stage of preparation and development of a business plan.

At the preparatory stage, the prospects for the organizational, economic and production development of the company are coordinated; collection of applications from managers for the formation of their divisions. At the stage of developing a business plan, its sections are linked to each other and balancing in terms of deadlines, performers, resources, sources of their retreat. Among others, sections that are directly related to personnel are being developed. These are the sections "Personnel" and "Management".

Based on the assessment of the state of factors affecting the company's need for personnel, the company's personnel policy for the planned period is being developed: upcoming reductions, recruitment, including key specialists; relocation, advanced training, changes in the system of motivation and evaluation of results, increasing the level of labor safety, etc.

To determine the required number of managers, there are averaged norms of manageability. The developers of the "Personnel" section of the business plan are most interested in key specialists and their level of professional preparedness. At the same time, a list of areas and areas of activity of the enterprise is first compiled and the names of specialists providing activities in these areas are indicated. For specialists in open, vacant areas, a list of areas of knowledge that the applicant must master is compiled, and then the optimal applicant is determined from the available ones.

At the third stage of personnel planning, the development of personnel measures aimed at the implementation of personnel goals, objectives, personnel strategy, personnel plans is carried out.

Personnel activities are a set of measures aimed at solving personnel problems, implementing the developed personnel plans. Personnel planning is designed to solve the problems of professional and job growth of employees, to create conditions for career growth. The real possibilities of the human resource planning system are determined mainly by the nature of the information base, the content of the data bank. Where a wide range of personnel tasks is solved with the help of planning, an extensive data bank should be created that characterize in detail each employee, primarily his professional qualifications. Therefore, it is assumed that the enterprise has a reliable system for collecting and constantly updating information. Career planning. The fundamental issue of personnel planning is the participation of the employee himself in this process. Career planning for each employee is an important part of human resource management.

When planning personnel, the following methods are used. Extrapolation is the transfer of the situation existing in the organization to the future (planned) period, taking into account certain coefficients. This method is more suitable for stable organizations and for a fairly short period. In Russian unstable conditions, the adjusted extrapolation method is more often used. It takes into account changes in the ratio of many factors, such as changes in the labor market, price changes, etc.

Method of expert assessments. Based on the opinion of experts - heads of departments or enterprises. It is the experience and intuition of experts that compensates for the lack of reliable information.

computer models. Based on the information provided by line managers, HR specialists build a computer forecast of staffing needs.

In order to assess the need for personnel for each structural unit, and for the enterprise as a whole, the technological process of planning labor and the number of employees is analyzed, because it is directly related to planning the needs of the enterprise in personnel.

The technological process of labor and headcount planning is a sequence of interrelated procedures that have a certain set of initial data, an algorithm for calculating indicators and a final result; the following planned calculations are performed in the planning process:

the fulfillment of the plan for labor and number for the previous period is analyzed;

planned indicators of labor productivity are calculated;

the normative labor intensity of manufacturing a unit of production, work and commercial output is determined;

the planned balance of working time of one worker is calculated;

the need for personnel, its planned structure and movement are calculated;

personnel development is planned.

Introduction

For all organizations - large and small, commercial and non-profit, for any enterprise, managing people is essential. Without people, there is no organization. Without the right people, without specialists, no organization can achieve its goals and survive. There is no doubt that the management of people, i.e. human resources is one of the most important aspects of the theory and practice of management.

In the conditions of the formation of a market economy in our country, the issues of practical application of modern methods of personnel management, which make it possible to increase the socio-economic efficiency of any organization, are of particular importance. One of the components of this process is personnel planning, an important part of which, in turn, becomes planning and forecasting the need for personnel. Effective workforce planning has a positive impact on the performance of the organization by optimizing the use of personnel, identifying and productively applying the professional potential of employees, creating the basis for systematic recruitment and selection of personnel, reducing overall labor costs through a thoughtful, consistent and active labor market policy. Therefore, the study theoretical foundations personnel planning and forecasting of the need for personnel is an important basis for our future activities. This is the relevance of the topic of control work.

The purpose of this test is to carefully study one of the most important aspects of the theory - the planning of the need for personnel of the enterprise.

1. Personnel planning

Personnel planning is a system for selecting qualified employees, using two types of sources - internal (employees available in the organization), and external (found or attracted from external environment). The goal is to meet the needs of the organization in the required number of specialists in a specific time frame. Planning for the selection and dismissal of employees is one of the most problematic and, at the same time, the most necessary processes in the life of any organization. An important task of the director, with the support of the HR manager or immediate supervisor, is to optimize this process, make it as efficient and low-cost as possible without losing quality.

It is wrong to assume that planning is reduced only to drawing up a personnel plan with predetermined dates by which it is necessary to fill certain vacancies. A deeper analysis of actual staffing needs is required. Often, a new position is created simply because they can afford it.

The recruitment process must begin with labor rationing, analysis of labor costs and efficiency in the use of working time. These are complex processes, but only they allow you to determine whether this position is really needed and at what point it really should be filled.

Forecasting the staffing needs of an organization can be done using a number of methods. It is clear that, regardless of the method used, forecasts are certain approximations and should not be considered as an absolutely correct result, a sort of "ultimate truth". Methods for predicting staffing needs can be based either on, let's say, judgment (Delphi method) or on the use of mathematics (extrapolation method: transferring the current position of the company into the future).

After the management of the enterprise made sure that it workplace it will really be necessary, we have decided on the terms, we can draw up a personnel plan. The personnel plan allows you to describe the optimal, real and maximum allowable terms for closing a particular vacancy, as well as compare the workload for recruiting at different points in time. For example, you can plan the selection in such a way that you do not have to “fill” five vacancies at the same time.

1.1 Essence, goals and objectives of personnel planning in the enterprise

Personnel is an integral part of any organization, because any organization is an interaction of people united by common goals. Personnel management, however, as well as the organization as a whole, is a necessary element of this interaction, because. “All directly social or collaborative labor carried out on a comparatively large scale needs, to a greater or lesser extent, a government that establishes coherence between individual works and performs the general functions arising from the movement of individual organs. The individual violinist manages himself, the orchestra needs a conductor."

In the domestic literature there is no consensus on the definition of personnel management, but several approaches can be distinguished:

a) Institutional approach. From the standpoint of this approach, personnel management is considered as a diverse activity of various subjects (among which most often there are specialized personnel management services, line and top managers who perform the function of management in relation to their subordinates), aimed at realizing the goals of the organization's strategic development and performing tactical tasks for the most efficient use of employees employed at the enterprise.

b) Content (functional) approach. This approach "is based on the allocation of personnel management functions, its goals and objectives of functioning within the organization", it shows "what actions, processes should be carried out in order to achieve these goals", in contrast to the institutional approach, which focuses on " what human resources management should bring to the organization. This allows us to speak of personnel management as a special type of activity, as an integral system that has its own specific content. The composition of the functional subsystems of the personnel management system and their main functions are presented in Appendix 1.

c) Organizational approach. From the point of view of this approach, personnel management can be defined as a complex of interrelated economic, organizational and socio-psychological methods that ensure the efficiency of labor activity and the competitiveness of enterprises. Here we are talking about the interaction of the object and the subject, mechanisms, technologies, tools and procedures for the implementation of personnel management functions are considered.

d) An interesting approach is that the object of the personnel management system is the process of purposeful interaction and mutual influence in the joint productive activity of managers and staff. This approach defines the management system as the unity of the subject and the object of management, which is achieved as a result of not only self-regulation in complex social systems, but also the targeted impact of the management object on the subject. At the same time, the object of control is social relations, processes, groups, as well as social resources and the person himself, inevitably entering into social relations, participating in social processes and groups, in the implementation of resources. Based on this, we can talk about personnel management as a system that has an object and subject of management, between which there are organizational and managerial relations, as well as management functions that are implemented through a system of certain methods.

Personnel management, being social, contains several aspects. In particular, the following aspects of personnel management are distinguished:

Technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.;

Organizational and economic - contains issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc.;

Legal - includes issues of compliance with labor laws in work with personnel;

Socio-psychological - reflects the issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures in work practice;

Pedagogical - involves the solution of issues related to the education of staff, mentoring, etc.

In addition to the fact that personnel management has many aspects, it can be based on various conceptual provisions. The concepts reflect the philosophy and initial principles in personnel management, on which the coordination of the interests of the organization and employees is based. They exist objectively, they can be recognized and institutionalized, or they can be implemented intuitively, without a specific organizational design.

Determining the need for personnel, taking into account the development strategy of the enterprise;

Formation of the numerical and qualitative composition of personnel (recruitment, selection and placement of personnel);

Personnel policy (principles for the selection and placement of personnel, conditions for hiring and firing, training and advanced training, assessment of personnel and their activities);

The system of general and professional training of personnel;

Adaptation of employees at the enterprise;

Payment and stimulation of labor (forms of remuneration, ways to increase labor productivity, etc.);

Assessment of activities and certification of personnel;

Personnel development system (training, career planning, etc.);

Formation of a personnel reserve;

The organizational culture of the firm, as well as interpersonal relationships between employees, management and public organizations The personnel management system is an indispensable component of the management and development of any organization, it is objective, because arises with the emergence of the organization itself and is independent of someone else's will. Being, in fact, one of the most important subsystems of the organization, the personnel management system determines the success of its development.

In order to better understand what the personnel management system is and how to achieve its most effective functioning, it is necessary to consider it in the consistent unity of all approaches to personnel management.

For effective functioning, the personnel management system must be built on scientifically based principles, must use the best methods and technologies that correspond to the principles underlying it, and also not contradict the general concept of the organization's development.

Changing, improving the personnel management system is a complex process that requires taking into account many variables. At the same time, it is advisable to consider the change in the personnel management system from the point of view of innovation. For this, it seems reasonable to consider innovation in general and the features of innovation.

One of the main tasks of personnel planning is to determine the need for personnel. The need of an enterprise for personnel is understood as the necessary quantitative and qualitative composition, determined in accordance with the chosen development strategy of the company. This planning is carried out in order to determine the number of employees by categories of personnel who are involved in performing specific tasks. At the same time, their professional composition is indicated, the states are approved.

As can be seen from the foregoing, one should distinguish between qualitative and quantitative need for personnel. Both of these types of needs in the practice of headcount planning are calculated in unity and interconnection.

The planning of the company's need for personnel necessary to fulfill the plan for production and sales of products is carried out in the plan for labor and personnel.

The purpose of developing a plan for labor and personnel is to determine the rational (economically justified) needs of the company in personnel and ensure its effective use in the planned period of time.

1.2 Planning steps

When planning human resources, the following internal and external factors are usually taken into account:

the state of the economy and the industry in the period under review; - public policy (legislation, tax regime, rational insurance, etc.);

competition with other companies, market dynamics;

strategic objectives and business plans of the company;

financial condition organizations, the level of remuneration;

corporate culture, employee loyalty;

personnel movement (layoffs, maternity leave, retirements, reductions, etc.).

The stages of personnel planning in a company may look like this:

) assessment of cash reserves, their quantity and structure;

) assessment of future needs; tracking changes in the professional and qualification structure of personnel, identifying the need for labor force, indicating quantitative and qualitative indicators;

) development of a program for future needs.

At the third stage of personnel planning, the development of personnel measures aimed at the implementation of personnel goals, objectives, personnel strategy, personnel plans is carried out.

1.3 Personnel planning methods

Extrapolation is the transfer of the situation existing in the organization to the future (planned) period, taking into account certain coefficients. This method is more suitable for stable organizations and for a fairly short period. In Russian unstable conditions, the adjusted extrapolation method is more often used. It takes into account changes in the ratio of many factors, such as changes in the labor market, price changes, etc.

Method of expert assessments. It is based on the opinion of experts - heads of departments or enterprises. It is the experience and intuition of experts that compensates for the lack of reliable information.

computer models. Based on the information provided by line managers, HR specialists build a computer forecast of staffing needs.

the fulfillment of the plan for labor and number for the previous period is analyzed;
planned indicators of labor productivity are calculated;
the normative labor intensity of manufacturing a unit of production, work and commercial output is determined;
the planned balance of working time of one worker is calculated;
the need for personnel, its planned structure and movement are calculated;
personnel development is planned.

.4 Principles of personnel planning

The personnel planning process is based on a number of principles that must be taken into account in the process of its implementation.

First of all, this involvement employees of the organization to work on the plan already at the earliest stages of its preparation.

Another principle of personnel planning is continuity , due to the appropriate nature of the economic activity of the organization and the fact that the staff itself is in constant motion. At the same time, planning is considered not as a single act, but as a constantly repeating process.

Principle flexibility implies the possibility of constantly making adjustments to previously made personnel decisions in accordance with changing circumstances. In order to ensure flexibility, the plans must allow for freedom of maneuver within certain limits.

The unity and interconnection of the activities of individual parts of the organization requires compliance with such a planning principle as agreement personnel plans in the form of coordination and integration. Coordination is carried out "horizontally" - between units of the same level, and integration - "vertically", between higher and lower ones.

Principle economy means that the cost of drawing up a plan should be less than the effect brought by its implementation. As a principle of planning can also be considered creating the necessary conditions for the implementation of the plan .

The considered principles are universal, suitable for various levels management; however, specific principles may apply at each level.

For example, when planning in a department, the principle plays an important role bottleneck : the overall performance will be determined by the worker with the lowest productivity. At the same time, at the level of an organization, this principle is usually not applied, but perhaps the most important specific principle here is scientific planning.

Despite the fact that personnel planning has much in common with other areas of planning, a number of specific problems may arise in its process due to:

the difficulty of the personnel planning process associated with the complexity of predicting labor behavior, the possibility of conflicts, etc. The possibilities of using personnel in the future and their future attitude to work are predicted from a high degree uncertainty. In addition, members of the organization resist being "objects" of planning, may not agree with the results of planning and respond to this with a conflict;

the duality of the system of economic goals in personnel policy. If planning in the field of marketing, finance, planning goals affect economic aspects, then when planning personnel, components of social efficiency are added. If in other areas it is possible to operate with quantitative values, then the data in personnel planning are largely of a qualitative nature (abilities, assessment of the work done, etc.).

2. Basic elements of personnel planning

.1 Staff analysis

First of all, an analysis is made of the actual compliance of the qualitative and quantitative composition of the personnel with the tasks facing the organization and the requirements for performers. At the same time, the assessment takes the form of continuous monitoring, rather than periodic events (i.e., the answer to the question is always ready: “What is available?”).

The main task of a qualitative analysis is to determine and evaluate the knowledge and skills of employees by a well-defined planning time.

The task of quantitative analysis of the composition of personnel is to determine the number of employees for each category of personnel (for example, an employee or worker, trained or unskilled personnel, men and women, youth, etc.).

Here the answer to the question should be given: what is and in what discrepancy with what is necessary? That is, there is an assessment of the human resources of the company.

The essence of planning is that the evaluation takes the form of continuous monitoring, rather than periodic events.

At this stage, work should be carried out in three directions:

· assessment, analysis of the state of available resources (their quantity, fluidity, quality, labor productivity, merit, competence, optimal loading, etc.);

· assessment of external sources. These include employees of other enterprises, graduates educational institutions, students;

· assessment of the potential of these sources (qualitative reserves of resource development).

In accordance with the evolution of personnel policy (from the function of supplying a ready workforce to the function of all-round development and maximum use of already employed workers), there is a transition from assessing external sources to a more thorough analysis of the state and potential of internal resources. At the same time, the assessment itself is becoming more active: from taking into account quantitative and qualitative parameters to studying the potential.

The resource block acquires particular importance in the conditions of the innovation process, since personnel constitute the most important element of the scientific and technical potential of the company, and working in the active mode. feedback(generation of innovations). In this block, those who are able to develop in uncertain conditions (innovators) are identified, their suitability for creative work. Often the unit of assessment also changes, it becomes a group of employees.

The next step is to assess the compliance of requirements and resources (currently and in the future). Identification of the gap finally corrects the quantitative and qualitative need for personnel. It is very important to establish the nature of the discrepancy between what is required and what is available, since this determines the range of measures to eliminate it.

2.2 Identifying future needs

It is important to establish the nature of the discrepancy between the required and available personnel, since this determines the range of measures aimed at eliminating such a discrepancy.

After the organizational, divisional and departmental goals have been established, it is necessary to actually formulate the personnel problem. Here, as it were, the question is concluded: what is necessary for production in terms of its staffing? The parameters of a given production program and the organizational structure of the firm determine the required amount of labor. And its quality (level of knowledge, experience, skills).

Both the general need for labor force and the needs for individual positions and specialties are being developed. In order not to determine the need specifically for each narrow specialization, grouping according to various parameters is actively used. The main thing here is not to consider the qualifications and abilities of the employees represented, but to determine the qualifications and abilities that are required to achieve the goal.

Here, managers come to the aid of a number of techniques for analyzing job content. This is a photograph of the workplace and interviewing those workers who are currently doing this (or similar) work. Let's take a closer look at these methods.

In the course of using the first of the above methods (photographs of working hours), the tasks and actions performed by the employee are determined and recorded in time. Based on the results of such a study, the degree of expediency and the rank of significance of individual labor actions can be fairly accurately determined.

Another method involves collecting the necessary information by interviewing employees or their immediate supervisors. It is also possible to use a questionnaire when they fill out a standard questionnaire or give a free-form written description of the content of their work.

Last step in this phase, translate qualifications and abilities into types and numbers of employees.

2.3 Development of concrete plans

Once the staffing requirements have been determined, action plans should be developed to achieve the desired results. If network requirements indicate a need for additions, plans must be made to recruit, select, target, and train the specific numbers and types of personnel needed. If a reduction in workforce is necessary, plans should be made to implement the necessary adjustments. If time is of the essence, natural wear and tear can be used to reduce labor costs. However, if the organization cannot provide the luxury of natural attrition, then the number can be reduced either by reducing the total number of employees or by making other adjustments that do not result in the dismissal of employees.

There are four basic ways to cut total number employees:

A) production cuts

B) Expiration, completion;

C) incentives for early retirement;

D) incentives for voluntary resignation from office.

Reducing production, as opposed to expiration, assumes that it is likely that employees will be re-recruited in some numbers, but after a certain date. Most early retirement plans and leaving office provide some financial incentive for these retirements.

Approaches that do not result in the resignation of employees include:

reclassification;

forwarding;

distribution of work.

The reclassification includes either a demotion of an employee, a demotion of job opportunities, or a combination of the two. Usually, the reclassification is accompanied by a reduction in pay. Transfer involves the movement of an employee to another part of the organization.

The distribution of work is a setting to limit the reduction in production and completion through a proportional decrease in hours among employees. Action plans should be planned progressively with workforce planning in progress. Individual managers determine the human resources needed to achieve goals. The personnel planning department connects and determines the total demand for personnel for a given organization. Similarly, the network of staffing requirements is based on information submitted for review by the various departments of the organization in light of available staff and expected changes. If the network requirements are positive, the organizational tools are recruitment, selection, training, and development. If the requirement is negative, appropriate adjustments must be made through production cuts, expiration, early retirement, or voluntary withdrawal.

3. Personnel planning

.1 Personnel planning

planning staff need release

The main goal is to determine the quantitative and qualitative need for personnel to ensure the current and future performance of the enterprise.

A specific definition of the need for personnel is a calculation of the required number of employees according to their qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and is an information basis for making managerial decisions in the field of personnel recruitment, training and retraining.

Includes:

assessment of the available potential of labor resources;

assessment of future needs;

development of personnel development programs.

The specific definition of the need for personnel is the calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and is an information basis for making managerial decisions in the field of personnel recruitment, training and retraining.

Table 1. Current Relationships in Personnel Requirements Planning

FactorsTheir influenceMethods of determination1. Factors existing outside the enterprise.1.1. Changing market conditions Sales opportunities of the enterpriseTrend analysis, evaluation1.2. Change in market structure Market analysis1.3. Competitive relationsAnalysis of the market position1.4. Policy driven data Cost priceAnalysis of economic data and processes1.5. Tariff agreementForecast of consequences, analysis of adopted agreements2. Factors existing on the enterprise (internal) 2.1. Planned sales volumeQuantitative and qualitative needs for personnel (new demand or reduced demand) Making entrepreneurial decisions in accordance with the assessment of the factors listed in paragraph 1.2.2. Technique, technology, organization of production and labor Number of required personnel Volume and quality of finished products Indicators based on empirical data of an organizational nature and labor science 2.3. Staff turnoverAdditional need for workers to replace those who left Loss accounting2.4. DowntimeIrrational use of personnel Reducing the volume of productionDetermining the share of staff turnover and downtime2.5. Union strategy Personnel policyNegotiations

3.2 Staffing planning

It comes directly from the planning of personnel requirements and also takes into account both quantitative and qualitative aspects. It is divided into four components:

recruitment planning. Associated with the choice of sources for attracting candidates (external or internal), as well as familiarizing potential candidates with the proposed vacancies using the media (publications, the Internet, etc.);

selection planning. Associated with the choice of selection tools, as well as the structuring of individual stages of the selection of candidates for vacancies;

hiring planning. The norms of labor law and legislation are taken into account, including when concluding labor contracts;

employee adaptation planning, i.e. events that help new employees get to know the organization, the workplace and the team.

3.3 Personnel planning

Its purpose is to ensure that the distribution of employees to jobs is consistent, the basis of which is the compliance of qualifications with the requirements of a given job. Comparison of the qualification profile of employees and these requirements makes it possible to assess the coefficient of professional suitability of employees for the workplace.

In addition, when planning the use of personnel, one should strive to ensure the optimal degree of satisfaction of employees with their jobs, taking into account their abilities, skills, and motivation. Planning for the use of personnel is implemented in the development of a plan for filling regular positions.

Another area of this element of planning is employee time planning (development of work shift plans, plans for the use of non-permanent and partially employed labor and auxiliary employees, organization of the use of employees in an unstable work cycle associated, for example, with seasonal changes in trade). It is also necessary to pay attention to the planning of vacations, planning the provision of employees to participate in various educational programs.

3.4 Personnel development planning

The goal is to determine future requirements for workplaces and plan activities that contribute to the professional development of employees. Personnel development planning is designed to use internal resources, and not to look for personnel in the external labor market. It can be divided into education planning, employee development and career planning.

All personnel development activities should be aimed at eliminating the deficit in the knowledge and skills of employees. Many large enterprises to train their employees, they create their own educational centers, as close as possible to the specifics of the company's activities. Small and medium-sized organizations can use the services of external educational centers.

3.5 Staff release planning

The goal is the establishment and timely or anticipatory reduction of surplus personnel. The reasons for the release may be the termination of production due to the inexpediency of the further existence of the enterprise; decline in production; new technical development; changing job requirements; change in organizational structure, etc.

To prevent the splashing of qualified personnel on the external labor market and mitigate social tensions, organizations can use the advanced release of personnel: the development of forecasts for the release of personnel and planning ways for alternative use of employees. Unfortunately, this area of personnel management has not been developed in domestic organizations.

When planning the release of personnel, first of all, it is necessary to outline activities that do not require a reduction in personnel:

) termination of employment. This measure makes it possible to employ the laid-off workers at the expense of their own loss of workers;

) moving surplus labor to other vacant places;

) reduction of working hours. In this case, the excess number will be eliminated due to the fact that more workers will be required. There are several options for such a reduction: the abolition of overtime, the transfer of part of the workers to part-time work, etc.;

) cancellation of the transfer of orders to other organizations, if these orders can be completed on their own, without losing the connections necessary for the organization;

) the introduction of a shorter work week.

Then measures are planned aimed at reducing employees. Preference is given to those events in which employees leave the enterprise voluntarily. At the same time, monetary compensation may be paid upon dismissal (in Western enterprises, up to 7-10 monthly salaries, depending on the length of service and a number of other indicators); early retirement; assistance to the employee in the selection of a new job, etc.

3.6 Personnel cost planning

The goal is to establish changes in personnel costs within a certain planned period of time. At the same time, a comparison is made with the expected degree of success of the enterprise, its ability to withstand such a change in costs. This element of personnel planning is closely related to financial planning and business analysis.

In industrialized countries, the importance of cost planning is due to the trend of increasing the weight of personnel costs in the costs of the enterprise, which can be explained by the following factors:

imbalance in worker productivity and personnel costs;

the use of new technologies that require more qualified and, accordingly, more “expensive” personnel;

the impact of legislation and tariff agreements.

When planning personnel costs, the following cost items should be borne in mind first of all: basic and additional wages; social security contributions; travel and business travel expenses; expenses for training, retraining and advanced training of personnel; expenses related to surcharges for public catering, housing and cultural services, physical education, health care and recreation, provision of child care facilities, purchase of overalls. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and labor ergonomics, technical aesthetics), a healthy psychological climate in the organization, and the creation of jobs.

If the organization has a high turnover of personnel, there are additional costs associated with finding a new workforce, instructing it and mastering the work. With high staff turnover, the amount of overtime pay, the level of marriage and the number of downtimes increase, the level of morbidity and industrial injuries increases, and early disability occurs. All this leads to an increase in personnel costs, an increase in the cost of production and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

Conclusion

Personnel planning is an important and simply necessary factor in the stable functioning of an enterprise and its dynamic development. Moreover, personnel planning consists not only in planning the hiring of the right employees, but also in planning their training and their career growth. If necessary, personnel planning should also address the issues of dismissal of unnecessary personnel from the enterprise. In general, personnel planning, associated with the planning of the production and commercial activities of the company, can maximize the productivity of the company's employees, and thereby bring the company additional advantages over competitors, give impetus to new gains in the market.

Determining the need for labor is First stage personnel planning. Without knowing what number will be needed (including by category), it is impossible to find the most effective way of staffing.

During the transition to a market economy, the situation at enterprises has changed radically. First of all, the stability of production has decreased due to:

with the need to restructure production, linking the volume of production with the demand for it;

With a greater focus on innovation, on the release of new products;

with the need for parallel existence at the enterprise of the production of already mastered products and the process of mastering new types of products, with the organization of new industries;

with changes in the organizational structure of the enterprise itself due to integration and disintegration processes.

All this cannot but complicate the calculations of the need for labor, especially in the future.

By analogy with the basic planning process, the following time frames for personnel planning can be distinguished:

short-term (0-2 years);

medium-term (2-5 years);

long-term (more than 5 years).

Various difficulties may arise in the process of personnel planning, but there are a number of “stumbling blocks”, neglect of which can lead to fatal consequences.

Planning for the need for workers is based on data on available jobs, as well as on their number and structure in the future, taking into account the development of production and the implementation of a plan of organizational and technical measures, and the number of employees, specialists and managers is based on the current management structure and work on its improvement, staffing, plan for replacing vacant positions.

The plan for the number of employees should be linked to the sales plan, financial and investment plan, etc. Since the starting point in planning various indicators is not the production plan, but the sales forecast, the planning itself becomes probabilistic in nature and its result is a forecast of those or other indicators.

List of sources used

1.Durakov I.B. Personnel management: selection and hiring - M., 2008

2.Demchenkov V.S., Mileta V.I. System analysis of enterprises activity. - M.: Finance and statistics, 2008

.Litvintseva N.A. Political aspects of the selection and verification of personnel - M., 2009

4.Kibanov A.Ya., I.B. Durakova, Personnel management of the organization. Moscow, 2008

.Mordovin S.K. Modular program for managers Organization development management. Module 16. - M., 2009

.Maslov E.V. Enterprise personnel management. - M., 2009

.Odegov Yu.G., Zhuravlev P.V. Personnel Management. - M., 2007

8.Shekshen S.V. Personnel planning and hiring - M., 2008

.Tsvetaev V.M. Personnel Management. - St. Petersburg, 2010

10.Enterprise Economics: Textbook (Edited by Prof. O.I. Volkov) - M., 2009

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Personnel development planning

Personnel development is "a system of interrelated actions, including the development of a strategy, forecasting and planning of personnel needs, career and professional growth management, organization of the process of adaptation, education, training, formation organizational culture" .

Personnel development is a systematic process focused on the formation of employees who meet the needs of the enterprise, and at the same time on the study and development of the productive and educational potential of the employees of the enterprise.

Personnel development includes the following set of measures:

professional education;
retraining and advanced training of personnel;
rotation;
delegation of authority;
personnel career planning in the organization.

Due to the availability of different types of training (training regulated by labor legislation by Rostekhnadzor, training due to a change in technology or carried out in order to increase competitiveness), at this stage it is recommended to plan training by dividing all planned training by months, types of training and training courses, plan the cost training of one employee on each specific course.

Social Security Planning

Social security includes such components as voluntary health insurance, payment for club cards of sports clubs, lunch payments, a corporate pension program, etc. At the stage of social security planning, it is necessary to determine for each of the components the number of people receiving this type of security, as well as the amount of costs per person.

Personnel safety planning and care

This process involves planning expenses for maintaining a good psychophysical state and professional qualities organization personnel.

Planning costs for the administration of personnel management

These include other expenses that do not belong to the previous groups, for example, expenses for automation of the personnel management system, expenses for outsourcing or leasing of personnel, for consulting services in the field of personnel management, etc. These expenses can be planned taking into account the analysis of expenses for these needs in the previous period and taking into account market prices.

Debriefing, analysis and feedback

After the plan is approved, it is necessary to monitor the progress of its implementation in order to identify deviations. All deviations, of course, must be taken into account when next process planning.

Personnel planning includes the following events.

1. Collection of statistical data and other information, their processing.
2. Analysis of the personnel situation, as well as possible options for its development in the future.
3. The study of alternative draft plans developed on the basis of the collected information, as well as their impact on the achievement of the organization's goals.
4. Approval of one of the plan options as a mandatory guideline for organizing the activities of personnel services.

Planning in personnel economics management can be divided into the following intermediate steps.

1. Analysis of the initial situation in the field of personnel, the general situation in the company and the situation on the labor market, as well as an analysis of the tools used and ongoing activities in the field of economics and personnel management.
2. Refinement of the system of goals, i.e. the level of compliance of the achieved results with the planned goals. In clarifying the goals, areas such as employment policy, education and training, social politics and company pay policy.
3. Planning a system of measures to ensure the achievement of planned goals.

The stages of personnel planning are shown in fig. 4.15.

The relationship between planning the need for personnel with the involvement of personnel is shown in fig. 4.16.

The greatest effect in personnel planning is achieved by organizations that involve consulting firms in this work, which give an external assessment of the developed personnel plans.

Summarizing what has been said, for the tactical and operational levels, it is possible to present the substantive part of personnel planning in the form of the following diagram (Fig. 4.17).

Rice. 4.15.

Rice. 4.16.

Rice. 4.17.

Strategic personnel planning (for 10–15 years ahead) consists in the development by the organization's management of priority areas of action necessary to achieve long-term goals and taking into account the strategic objectives of the organization's development and its resource capabilities (Fig. 4.18).

Rice. 4.18.

Its goal is to create conditions for ensuring the long-term viability and competitiveness of the organization, its growth (expressed in the increase in turnover and output) and development (for example, through diversification) by making the best use of the potential of existing employees. Strategic planning in the classical sense is carried out in the following way. sequences:

setting a strategic goal (investment thinking);
search for suitable strategies (paths);
determination of the necessary resources (funds).

Allocate six interrelated areas of strategic planning.

1. Demand Forecasting - Estimating future workforce needs based on corporate and functional plans and forecasts of future activity levels.
2. Supply forecasting - assessment of labor supply based on an analysis of labor resources and their availability in the future, taking into account losses due to turnover.
3. Demand Forecasting - analysis of demand and supply forecasts (future shortage or surplus) of labor through simulations where possible.
4. Analysis of labor productivity and costs in order to identify the need to increase productivity and reduce costs.
5. Activity planning - developing plans to prevent shortages or surpluses of labor in order to improve its use, increase productivity and reduce costs.
6. Budgeting and control - budgeting, norms of expenditure of human resources and monitoring the implementation of plans for them. The control system is the tool that allows you to evaluate not only the effectiveness of the implementation of the chosen strategy, but also its adequacy to the current situation. In addition, control allows you to identify strengths enterprises and best practices for performing certain tasks for reuse.

When forecasting the need for personnel, various forecasting models and methods are used (Table 4.3), taking into account existing and upcoming jobs, upcoming organizational changes, technical transformation programs, plans for filling regular positions, etc. At the same time, the need for new employees is taken into account separately . The possibilities of forecasting the need for personnel are given in Table. 4.4.

Table 4 3

Methods for forecasting the need for personnel


Simple Prediction	Expert assessments. Delphi method. Comparison of job characteristics (eg staff, employees). Regression analysis. Sequential temporal extrapolation
Organizational changes	Compilation of replacement schedules (extrapolation). Markov (stochastic) analysis
Optimization	Linear (nonlinear) programming (one-stage optimization). Dynamic forecasting (multi-stage optimization). Target Programming
Comprehensive modeling	Comprehensive peer review "top down" and "bottom up". Joint modeling of external and internal labor markets. Balanced Performance Score Method ("General Electric")

Table 4.4

Forecasting the need for personnel

Reason for the need for staff	Predictability
Retirement by age	In most cases exactly
Departure due to unforeseen circumstances	Not predictable
Moving to another or higher position	Well predictable with the right plan
Leaving due to inconsistency with the position held	Predictable for a short period in the presence of attestation data
Direction to study	Predictable for 2–5 years
Self care	Partially predictable based on questionnaires
Increase in the need for staff due to the expansion of activities	Predictable based on strategic plans and science and technology programs
Change in the need for staff in connection with the improvement of management	predictable

Demand forecasting consists in the ability to identify market trends and their impact on staffing needs ahead of competitors and take advantage of this advantage, for example, start recruiting qualified specialists in advance, anticipating an increase in demand for the organization's products. This task can be successfully solved through the close interaction of human resources and marketing specialists involved in market dynamics research, i.e. demand for the organization's goods and services.

Human resource planning covers forecasting the company's future needs for personnel, identifying the missing "human resources" and developing activities that should ensure their implementation (Fig. 4.19).

Rice. 4.19.

The result of strategic planning should be the development of targeted activity programs for each area - selection, evaluation, development and stimulation of personnel - indicating specific goals, objectives, activities, performers, deadlines, resources, etc. It is these programs that serve as a long-term plan of action for employees of the personnel management service (Fig. 4.20).

Rice. 4.20.

As part of strategic planning personnel, it is advisable to focus on the training of highly qualified and talented specialists and managers, since the key competitive advantage of a modern organization is people with unique knowledge and experience - talents. In long-term personnel planning, it is important for the employer company to focus on building long-term relationships with employees by creating conditions for career growth and development. Planning a reserve for the promotion and rotation of personnel in connection with various projects confirms the feasibility of such an approach in the long term due to the fact that the risk of loss of competencies in the event of employee departure is reduced.

Under tactical planning should be understood as a medium-oriented (for 1–3 years) transfer of personnel strategies to specific problems of personnel management. It should be strictly guided by the goals provided for by the strategic planning of personnel.

Operational (current, short term) planning personnel (up to 1 year) is focused on achieving individual operational goals.

Operational plan of work with personnel- a set of interrelated personnel activities aimed at realizing the specific goals of the organization and each employee and covering the planning of all types of work with the organization's personnel. The structure of a typical operational plan for working with the organization's personnel is shown in fig. 4.21.

Rice. 4.21.

The following information is used to develop an operational plan:

permanent composition of the staff (name, age, place of residence, etc.);
personnel structure (qualification, sex and age, etc.);
staff turnover rate;
loss of time due to downtime and illness;
working hours;
staff salaries (structure, allowances, etc.);
social services provided by the state (social spending, etc.).

Distinctive features of strategic, tactical and operational personnel planning are presented in Table. 4.5.

Table 4.5

Distinctive features of types of personnel planning

	Types of planning
	strategic	tactical	operational
Solution parameters and cost assumptions	Significant		Minor
Degree of planning structuring
The level of detail of the considered magnitude of influence	Global		detailed
planning horizon	Over 5 years	From 1 year to 5 years	Less than 1 year
Planning competence	Mostly senior management	Predominantly middle management	Lower management
Purpose of planning	Development of conditions corresponding to future success factors	Regulatory system based on today's success factors	Regulation results
Typical methods (examples)	Balance, scenario	Method of setting plans, trend analysis	Long-term dispositions based on up-to-date data, personal budget
Examples of planning results (plan, documents)	Strengths (weaknesses) of the employee quality structure	Personnel development plan, personnel accumulation plan	Personnel application plan for the current week

If the strategic plan defines the main goals of the enterprise for 10–15 years ahead, the long-term plan is aimed at solving individual problems of the company's strategy over the next 3–5 years, then the current planning links all areas of the enterprise (firm) and the work of the functional services of the enterprise, including including personnel management. The current plans are detailed.

Short-term personnel planning is focused mainly on the use of personnel, while medium- and long-term ones are more concerned with determining the need for personnel: the volume of recruitment, its development and release, and the future professional and qualification structure.

The purpose of medium- and long-term planning of personnel is the timely solution of the problems of qualitative renewal of personnel. To do this, the future need for personnel should be established, obtained on the basis of available data on changes in the need for manufactured products, possible diversification of production. As the planning horizon lengthens, the role of uncertainty factors increases, negatively affecting the accuracy of personnel planning. Organizations engaged in strategic planning, in some cases, even refuse outwardly attractive plans that are not justified in terms of providing human resources, otherwise they risk incurring large losses.

The organization of the planning process is influenced by the approaches used by the organization in the management process. Currently, there are up to 40 possible approaches to human resource management. The most common of these are functional ( late XIX- the beginning of the 20th century) and process (late 1950s) (Table 4.6).

Table 4.6

Approaches to personnel management: a comparative analysis of the possibilities and limitations of application

Approach name	Applications (benefits)	Limitations of use (disadvantages)
	It contributes to the improvement of the object under study based on the allocation (description) of specific functions, as well as the search for and elimination of inappropriate functions and a reduction in overall management costs. Allows, based on real needs and functionality, to improve the object of management, its target orientation, to find new management solutions	It has methodological limitations in the division of activities by functions and does not take into account the interdependence of the allocated functions. Requires a significant investment of time. However, recently the application of this approach has been unjustifiably limited, primarily due to the development of the process approach.
process	High versatility of use, as well as the availability of sufficiently developed methodological tools. Thanks to logically interconnected management actions, it ensures the achievement of the set goals.	Requires highly qualified senior management. Failure of one of the functions can lead to a failure in the activities of the others and the entire process. The bottleneck is the search and formulation of reengineering tasks business processes

functional approach involves doing business on the basis of a mechanism consisting of a set of functions, i.e. The organization is divided into functional units, which are assigned their duties, powers and responsibilities. Thus, the organization is a collection of some static structures that perform certain functions, with a complex multi-level hierarchy of departments and strict centralization of management. The theoretical foundations of the functional approach were laid down in the works of F. Taylor, A. Fayol, M. Weber.

Functional organizations are characterized by the following features:

the logical correlation of functional areas and management levels is not always supported;
there is no reliable communication between departments and transparency of activities is not ensured;
interaction between departments is carried out through managers;
there is a principle of detailed horizontal division of labor in order to increase its efficiency in a separate area.

The disadvantages of the functional approach include the following;

a functional hierarchy in which power is concentrated at the top level, and the lower level is deprived of decision-making power;
shifting priority to process cost instead of value added;
excessive vertical information flows (orders, orders, memos), which leads to loss of time;
total control and a system of punishments, which leads to a decrease in the quality of goods and services produced;
weak interest of performers in the final result, since their results are evaluated on the basis of the achievements of the unit, and not taking into account the overall effectiveness of the organization;
internal competition between departments, which creates difficulties in the transfer of information and leads to an increase in decision-making time, increasing overhead costs;
low efficiency in making urgent management decisions;
shifting responsibility from one department to another.

An increase in the efficiency of a functional organization is due to a reduction in the hierarchical structure, and as a result, a reduction in costs.

Process approach considers management as a system of interrelated management functions, i.e. processes. A process is a set of interrelated activities that transform resources into results. The term "business process" is used in relation to the processes that take place in an organization. Accordingly, the process approach considers management as a system of business processes. The business processes include:

input - resources to be processed;
output - the result of the process, i.e. finished product or service;
management - information used for management;
mechanism of regulation - regulation of work.

The main feature of this approach is that decision-making powers are transferred to subordinates involved in the implementation of processes, who are also responsible for achieving certain results.

Process management is a way of managing an organization, in which, based on business goals, a set of processes is determined to achieve them. This approach combines centralization and decentralization: the staff is delegated authority to perform specific functions (decentralization of power takes place), and information is provided to resources centrally (centralized management).

Process management organization contains the following stages.

allocation of processes necessary for the management organization system:
determining the sequence of these processes and their relationship;
definition of performance criteria in the implementation and management of these processes;
ensuring sufficient resources and information to support these processes;
monitoring, measuring and analyzing these processes;
taking measures to achieve planned results and continuously improve these processes.

In the case of effective implementation and use of the principles of the process approach to personnel management, the organization receives the following advantages:

increase the level of product quality and production efficiency;
increased business activity;
the transfer of information from the bottom up and from the top down is improved;
employees contribute to the establishment of affairs in the organization;
relations between ordinary workers and managers are improving;
a system of criteria for evaluating the main types of activities within the divisions is being created;
the individual goals of employees, the goals of departments and organizations are interconnected;
a unified corporate culture is ensured;
the work of finding personnel for each division is facilitated due to a good understanding of the activities of each division.

The main advantages of the process approach in terms of working with personnel are the following:

great opportunities for growth;
involvement in a common cause;
greater job satisfaction;
the possibility of professional and qualification advancement;
increasing job security as a result of improving the efficiency of the organization;
new opportunities for their own intellectual development.

Thus, the process approach allows you to increase the efficiency of personnel work by optimizing the following personnel expense items:

unproductive expenses (downtime, absenteeism, communication in social networks in work time and etc.);
costs for measures to improve the psychological climate in the organization;
the cost of providing labor resources (recruitment, training, document management, etc.).

Basic principles for the effective use of employees are the following:

ensuring rational employment of workers;
ensuring a stable and uniform workload of employees during the working period;
ensuring the compliance of the employee's labor potential, his qualifications, psychophysiological data with the requirements of jobs, production in general;
periodic rotation of the employee, providing a variety of work performed;
ensuring the maximum possibility of performing various operations at the workplace, the implementation of which would include the work of various muscle groups and human senses.

Considering the issues of personnel planning within the framework of the process approach, it is advisable to raise the issue of planning work. Speaking about the planning of labor activity, it should be noted that such terms as "behavior", "activity", "activity", "action" are not yet sufficiently differentiated and are often used as synonyms. Meanwhile, the process of studying the economic behavior of a person, including the planning of his activities, is quite complicated, therefore, for its implementation it is necessary to have a strictly defined conceptual apparatus.

If initially the study of human behavior was reduced to the study of a simple standard "stimulus-response" scheme, then ideas shifted towards vigorous activity aimed at transforming the external environment. The evolution of views on behavior in various concepts with an assessment of their achievements is presented in Table. 4.7.

Modern science seeks to draw boundaries between the concepts of "activity" and "behavior". At the same time, the concept of "activity" is wider than the concept of "behavior" and includes the latter as an integral part.

Table 4.7

Classification of views on behavior

	Defining Behavior	Negative aspects of the concept
behavioral concept	System of reactions to stimuli coming from the environment and mediated by internal variables	Those links of the system of behavior that lie between the stimulus and the response and which, in fact, form behavior were not taken into account. The difference between human behavior and animal behavior has disappeared. The specificity of human behavior, which is determined by its social nature and conscious participation in socially useful work, began to be ignored.	From the concept came the idea of the possibility of controlling behavior through the creation of conditions that will lead the individual in a certain direction.
neobehaviorism	Behavior, on the one hand, is defined in terms of its constituent physical and physiological elements (the "molecular" definition of behavior); on the other hand, behavior as such is more than physical and physiological elements and differs from the sum of its physiological components (the "molar" definition of behavior)	The approach was called mechanistic because it used functional concepts that were objective, measurable, and experimental. However, from a mechanistic point of view, the nature of life, mind, society, and value cannot be adequately explained.	This theory led to the conclusion that it is conceptually more useful to move from functionally represented wholes to structurally represented parts, and not vice versa.
Concept	Defining Behavior	Negative aspects of the concept	Positive aspects of the concept
Gestalt psychology	Behavior is a certain form of organization of individual parts that creates integrity. Behavior acquires its specificity due to this specific organization.	The social reality of a person is considered only as an external condition of behavior	The concept tries to reveal the mechanism of mutual influence of the organism and the environment
Freudianism	The driving force of behavior was considered instincts and drives, which are of a biological nature.	The idea of human behavior was losing its social determination	The concept substantiated the possibility of predicting human behavior
Humanistic psychology	The behavior of an individual is determined by a hierarchical system of needs that develop according to their own internal laws.	The influence of society is manifested in terms of satisfying or not satisfying the needs of the individual, as well as ensuring or restraining the transition from one level of needs to another.	The theory of determination of needs was substantiated
Concept individual social being (Soviet	Human behavior was interpreted as an active activity aimed at transforming the environment	There has been a shift: the concepts of "activity" and "behavior" have become used as synonyms	Psychological functions, processes, states and properties of an individual were studied in the context of his activity

IN English language the concept of "activity" corresponds to the word "activity", which refers to any kind of practical or cognitive activity. However, not all manifestations of human vital activity can be classified as "activity".

Activity is movement, dynamics, development and change, i.e. activity can be viewed as a process. And the more complex a living system, the higher its organization, the more developed the internal mechanisms and relationships between elements, the higher the level of activity and the more diverse the forms of its manifestation.

The category "activity" in its specific meaning was introduced into scientific circulation much later than the category "activity". The category "activity", born in the depths of Soviet science, entered the scientific circulation in the meaning of the activity of the subject in his interaction with the outside world.

In fact, activity cannot be considered outside activity, and activity outside activity: these two categories reflect the same empirical reality. Their differences are determined by the aspects and accents that have been assigned to these categories in the process of the historical movement of their content within the framework of the humanities. So, in the most general meaning the category "activity" captures the dynamics of a living system, which is more connected with the processes of self-change, self-development, self-regulation and self-movement. Other forms of manifestation of activity (reflexes, instincts, etc.), which are also a set of movements, despite their occurrence in the concept of "activity", in fact, are not activities. Thus, the definition of the concept of "activity" can be formulated as follows.

Firstly, activity is internal (psychological) and external (physical) activity, regulated by consciousness, i.e. the specificity of activity lies in the fact that it is conscious.

Secondly, it is a set of interrelated acts (actions) aimed at achieving the goal and motivated needs, i.e. activity is a form of interaction between a person and the world, in which a person sets conscious goals that provide a conscious future, and achieves them, which means that it is purposeful.

Third, activity has its own well-defined structure, and this structure, applicable to any activity, can be put into the following scheme: need - goal - conscious motivation for the goal (motive) - way - action - result.

A need is a state of a living being, expressing its dependence on what constitutes the conditions of its existence. A goal is a conscious direction of action. It is always personalized and determined by the needs of the given person. The correlation of the goal with the conditions of existence determines the task that is solved by the action. Action is a form of activity, which is a unit of activity and is a form of external manifestation of activity. Action is primarily an impact, a change in reality, and it differs from reaction in a different attitude to objects. For the reaction, the object is only an external stimulus, i.e. external cause or the push that causes it. The reaction is transformed into a conscious action as the objective consciousness is formed. Therefore, an action is a meaningful act of activity directed at an object, in which an elementary, conscious goal is achieved. When performing an action, an elementary, most simple conscious goal (solving a problem) is achieved. Achieving the result that is the goal of a particular action may, due to its complexity, require whole line acts related to each other in a certain way, i.e. operations that fall apart.

Smaller elements of action are movements (swinging a hammer, hitting a nail). Movements are simply mechanisms by which actions are carried out (Figure 4.22).

The requirements of a systematic approach to the organization of production activities require a structural analysis of the economic efficiency of all elements of labor activity, which largely depends on the level of organization of the labor process.

Cost-Effectiveness of Organizational Improvement Planning labor processes is determined by the magnitude of the reduction in the cost of living and materialized labor and, as a result, an increase in labor productivity in order to:

substantiation of the most effective forms of organization of labor processes;
determining the growth of labor productivity and the amount of the annual expected economic effect;
determining the impact of the rationalization of labor processes on the main technical and economic indicators of the organization.

The calculation of economic efficiency is carried out by comparing existing standards or actual labor, material and financial costs per unit of output (work) before and after the implementation of labor activity planning measures.

Main indicators the economic efficiency of measures to improve the organization of labor processes, which determine the feasibility of their implementation, are the following.

1. Growth in labor productivity.
2. Annual economic effect.

Along with these indicators, private indicators:

Reducing the complexity of products;

Rice. 4.22.

relative savings (release) of the number of employees;
increase in production volume;
saving working time;
savings on the elements of the cost of production;
increase in income (profit) per 1 rub. costs;
payback period of one-time costs.

Currently, most enterprises use a functional approach to management, which leads to the fact that there is no reliable communication between departments and transparency of activities is not ensured. The principle of a detailed horizontal division of labor (specialization) operates in order to increase its efficiency in a separate area, and as a result, there is a problem of docking operations at the boundaries of functional structures throughout production.

The modern market puts forward new requirements for companies, the implementation of which is impossible in functionally oriented structures. Increasing the efficiency and transparency of activities, satisfaction of stakeholders by meeting their requirements is possible with the help of a process approach to management, which has become universally recognized in the world and is one of the requirements for the effectiveness of organization management.

The process approach is the basis of process-oriented enterprise planning (POPP), which includes the following elements:

system of business processes of the enterprise and their interrelationships;
system of financial plans of the enterprise;
the financial structure of the enterprise;
enterprise management accounting analytics;
technical parameters of the functioning of the enterprise planning system that ensure the storage, processing and use of data.

This type of planning is effective for the rapid quantitative and qualitative growth of the organization, since the process approach allows large organizations to remain flexible without losing control and ensure a stable quality of work performed.

A process-oriented management structure will bring tangible benefits to large organizations that exist in a dynamic, actively developing market with healthy competition. It is advisable to implement such a management model in organizations that are characterized, for example, by mass transactions with individuals, a large flow of the same type of transactions. For organizations where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not bring benefits, but also significantly complicate the workflow.

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Evaluation of the effectiveness of work with personnel: a methodological approach.
Odegov Yu., Abdurakhmanov K., Kotova L. Evaluation of the effectiveness of work with personnel: a methodological approach.

Introduction

In the conditions of the formation of a market economy in our country, the issues of practical application of modern methods of personnel management, which make it possible to increase the socio-economic efficiency of any organization, are of particular importance. One of the components of this process is personnel planning, an important part of which, in turn, becomes planning and forecasting the need for personnel. Effective workforce planning has a positive impact on the performance of the organization by optimizing the use of personnel, identifying and productively applying the professional potential of employees, creating the basis for systematic recruitment and selection of personnel, reducing overall labor costs through a thoughtful, consistent and active labor market policy. Therefore, the study of the theoretical foundations of personnel planning and forecasting the need for personnel is an important basis for our future activities. This is the relevance of the topic of control work.

The purpose of this test is to carefully study one of the most important aspects of the theory - the planning of the need for personnel of the enterprise.

1. Personnel planning

Personnel planning is a system for selecting qualified employees using two types of sources - internal (employees available in the organization) and external (found or attracted from the external environment). The goal is to meet the needs of the organization in the required number of specialists in a specific time frame. Planning for the selection and dismissal of employees is one of the most problematic and, at the same time, the most necessary processes in the life of any organization. An important task of the director, with the support of the HR manager or immediate supervisor, is to optimize this process, make it as efficient and low-cost as possible without losing quality.

After the management of the enterprise is convinced that this workplace will really be needed, they have decided on the terms, it is possible to draw up a personnel plan. The personnel plan allows you to describe the optimal, real and maximum allowable terms for closing a particular vacancy, as well as compare the workload for recruiting at different points in time. For example, you can plan the selection in such a way that you do not have to “fill” five vacancies at the same time.