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Types of personnel policies

Bazarov T. Yu. identifies the following types of personnel policy:

1. Depending on the level of awareness of the rules and regulations, that underlie human activities, and the level of influence of management on the personnel situation at the company distinguish the following types of personnel policy:

1.1. Passive personnel policy: the company's management does not have a program of action concerning staff, and personnel work is to eliminate the negative effects.

For such enterprises are characterized by the absence of projected staffing requirements, assessment tools of labor and personnel, diagnosis the staffing situation in General. Leadership in this situation, personnel policy operates in quick response to conflict situations, emerging, and seeks to settle conflicts by any means, as a rule, without identifying their causes and possible consequences.

1.2. Reactive HR policy: the company's management monitors the negative aspects of work with personnel, causes and situation development crisis, and applies measures to localize the crisis.

The company's management is focused on understanding the causes, that resulted in personnel problems. Personnel services of such enterprises, as a rule, have at its disposal the means of diagnosis of the existing situation and appropriate emergency.

1.3. Proactive HR policy: in development programmes the company provides short-term and medium-term forecasts of staffing requirements, set the tasks for development of staff.

 It should be noted, that policy arises only, when the company's management has based forecasts of the situation development. However, the company, characterized by the presence of proactive HR policies, has no means of influence previously. Personnel service of such enterprises owns not only the means of diagnostics staff, but forecasting the staffing situation in the medium term. The main problem of such enterprises is the development target of human resources programs.

1.4. Active personnel policy: the company's management has not only forecast, but also the means to influence the situation; the personnel Department is able to develop anti-crisis program personnel, to continuously monitor the situation and to adjust the programme performance in accordance with the parameters of the external and internal environment.

But the mechanisms, which may use a guide in the analysis of the situation, result, what is the basis for the forecast and programs can be both rational (usave), and irrational (little amenable to algorithmization and the description).

According to this there are two subspecies of active personnel policy:

• good personnel policy: the company's management has as a qualitative diagnosis, and reasoned assessment of the situation and has the means to influence it. Personnel service company owns not only the means of diagnostics staff, but forecasting the staffing situation in the medium and long term periods.

In development programmes the company provides short-term, medium-and long-term forecasts of staffing requirements (qualitative and quantitative). In addition, part of the plan is the program personnel work with variants of its implementation;

• adventurous personnel policy: the company's management does not have the quality of diagnosis, reasonable forecast of situation development, but seeks to influence it. Personnel service company, as a rule, has no means of forecasting the staffing situation and diagnostics staff, however, in the program of company's development plans included personnel work, often goal-oriented, important for the development of the enterprise, but not analysed from the point of view of changing the situation. The plan of work with personnel in this case is based on emotional rather, little argumentovano, but, can be, and the right understanding of the aims of work with personnel.

Problems in the implementation of this personnel policy may occur, if strengthen the influence of the factors, not previously considered, that will lead to a sharp change in the situation (for example, when the market changes, the emergence of a new product, which can displace available now at the enterprise). From the point of view of HR will need to re-train the staff, however, rapid and effective re-training can be successfully conducted, for example, the company, what masses young staff, than the company, that is very qualified, well specialized staff in older age.

2. Depending on the degree of openness to the external environment in the formation of personnel structure (the fundamental orientation of the enterprise's own staff or external staff) identify the following types of personnel policy:

2.1. Open personnel policy: the enterprise is ready to employ any specialist, if he has the appropriate qualifications, without experience in this or related enterprise.

Open personnel policy is characterized by the fact, that the enterprise is transparent for potential employees at any level; it is possible to start with the lower positions, and with positions at the senior management level. This type of personnel policy characterized by modern telecommunications companies and automotive corporations, ready “to buy” people on any official levels, regardless of, worked previously in similar enterprises. This type of personnel policy may be adequate for new businesses, that are aggressive to win, focused on rapid growth and rapid access to advanced positions in the industry.

2.2. Closed staff policy: the company is focused on enabling new staff only lower job level, while replacement is taking place among employees.

This type of personnel policy specific to the business, focused on creating a certain corporate atmosphere, the formation of a special spirit of belonging, and also for businesses, working in human resources deficit.

By opening an office in a new city, the company “The console” (the real estate market, construction) adheres to the principle: to hold key positions, and even more to lead the regional structure needs people, not one year worked for the company, even for this, they even would have to be relocated in other regions. That is, the company held a closed personnel policy. “For, to arrange something in the new territory, you need not just a high-class specialist is the right person, that embraced the philosophy of the company, – says Nikolay Ilyashenko, CEO “The console”. – We had the experience of hiring in the regional offices of the leaders from the outside, however, most of these people, even with good data And experience, do not survive”. Leaders, working in branches, are responsible not only for technical issues of construction, but also for obtaining various licensing and consensus documents, and the economy’CTU. They should sell the square, to promote the product, hold the position on the market. Heads of such level it is necessary to grow in the company.

Comparing open and closed staff policy on key aspects of HR work is illustrated table. 5.1.

Another typology of personnel policy is based on setting the values, which underlie it. So, D. McGregor formulated the signs of autocratic management style in the form of the theory “X”, and democratic theory “In”. The first involves, that human beings are by nature irresponsible, trying to work as little as possible.

Table 1. Comparative characteristics of open and closed personnel policy

 

Therefore, personnel management, or personnel policy, should be based on external motivation, direct regulation and control. Theory “In” provides, that person is hardworking, tend to success, seeks responsibility, internally motivated to work. Therefore, the management staff should be based on the principle of shared responsibility and trust.

From these positions, a personnel policy can have as a democratic, and authoritarian orientation. However, the changes in growth of qualification of workers and the complication of manufacturing processes, occurred in the last decade, demand democratic management style.

In the process of formation of personnel policy should be agreed following aspects:

• development of a common principles of personnel policy, prioritizing goals;

• organizational policy – planning staff requirements, the formation of the structure and state, appointment, the creation of a reserve, moving;

• information policy – the creation of, and support for movement of personnel information;

• financial policy – defining the principles of distribution of funds, ensuring an effective system of labor stimulation;

• policy staff development – ensuring the development programme, career guidance and adaptation of employees, planning of individual advancement, forming teams, training and professional development;

• assessment results – analysis of conformity of personnel policy and strategy of the company, identifying problems in personnel work, assessment of personnel potential.

If an entity is created and its leaders are interested in, that personnel policy was carried out deliberately, it is necessary to implement a number of stages in designing personnel policy.

Bazarov T. Yu. identifies the following stages of design of the personnel policy of the enterprise:

1. Rationing

The purpose of this stage is harmonization of the principles and objectives of staff with the principles and purposes of the whole enterprise, strategy and stage of development. It is necessary to analyze corporate culture, strategies and stage of development of the enterprise, to predict possible changes, to concretize the image of the desirable employee, the way of its formation and purpose of the work with personnel. For example, it is appropriate to describe requirements for the employee, how it works in the enterprise, growth opportunities, requirements for the development of certain skills, etc.

2. Programming

The purpose of this stage is the development of programs, ways of achieving the objectives of personnel work, specified taking into account current conditions and possible changes in the situation. It is necessary to construct a system of procedures and measures to achieve the goals to the current status, and capabilities changes.

An important parameter, what affects the development of such programmes, – the idea of acceptable tools and methods of influence, their agreement with the company's values. For example, in the situation of a closed personnel policy illogical to develop and implement programs of intensive recruitment through recruitment agencies, media. In this case, when the set is important to pay attention to who you and your employees, students in corporate educational institutions. For corporate culture with elements of organic organizational culture, that cultivates the spirit “single family”, impractical when set to use strict and cruel psychological tests, more attention should be paid to the interview process, group activities, modeling real production situations, etc.

3. Monitoring staff

The purpose of this stage is the development of procedures of diagnostics and forecasting the staffing situation. You must identify the status indicators of personnel potential, to develop a program of ongoing diagnosis and the mechanism to develop specific measures for the development and use of knowledge, skills of staff.

Thus appropriate assessment of the effectiveness of personnel programs and development of assessment methods. For businesses, conducting ongoing monitoring of staff, many individual programs personnel work (assessment and certification, planning Kar’trollers, maintaining an effective working environment, planning, etc.) included in a single system internally Wops’related tasks, methods of diagnosis and exposure, ways of making and implementing decisions. In this case we can speak about the existence of the personnel policy as a tool of enterprise management.

English specialist in the field of personnel management D. The sixth season finds, personnel policy of the enterprise should provide:

• organizational integration – senior management and line managers accept developed and well-coordinated strategy of human resource management as “your own” and implement it in their operational work, working closely with functional services;

• high level of responsibility of all employees, under which is understood as identification with the basic values of the company, and persistent realization of certain objectives in practical work;

• functionality – variability of functional tasks, that involves giving up traditional, strict separation of different types of work, and the use of various forms of labor contracts (full, fractional and hourly employment);

• structural properties – adaptation to continuous learning, organizational changes, flexibility capacity, the high quality of the work and its results, working conditions (working environment, the content of the work, satisfaction of the employees).

Thus, to implement modern personnel policy needs a new cohort of managers in the sphere of personnel.

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