Create a good climate

provide appropriate nutrition

and let people grow on their own.

Then they will surprise you.

Mac Gregory

Human resources and business strategy of the company are closely related to each other.

Three main types of economic strategies of enterprises can be distinguished, depending on which personnel strategies are also implemented.

1. A strategy aimed at stable fixation of the business situation, retention of markets or their key segments.

Such a personnel strategy, as a rule, is focused on enterprises that existed in the Soviet era, privatized in such a way that the main block of shares is concentrated in the administration and third-party investors affiliated with it. Also, such a strategy is guided by those organizations that have already won enough most market, successful development requires a certain period of capital accumulation for the next breakthrough, and the main task is not to aggressively develop, but to hold positions.

2. A strategy aimed at maximizing profits in the short term (“market sprinter strategy”).

The personnel strategy is not holistic. We can talk about a situational response to the situation, with such a general development strategy, the main goal of the enterprise is a quick and aggressive leap forward, profit maximization, high-margin sales / production.

3. A strategy aimed at the development of production - the introduction of new technologies, the conquest of markets, the improvement of the business as a whole (“the market staer strategy”).

The personnel component of such a strategy has the character of searching for an adequate improvement in the personnel potential of the enterprise, which creates conditions for optimizing the numerical and qualitative composition of employees, appropriate investments in advanced training and retraining of the workforce, and providing conditions for its fullest use. Personnel policy with such a strategy is thoughtful, is in full interconnection with the overall development strategy. Personnel is considered as a key resource on which the development of the enterprise as a whole depends.

Table 3

HR practice and enterprise development strategy

Strategy type	Requirements for the characteristics of workers	Operational management decisions

Entrepreneurial strategy Goal: formation of the enterprise Conditions: high degree of financial risk, lack of resources	Key personnel: "creators" Required professional and personal qualities: - creative thinking (the ability to generate ideas); - initiative; - teamwork skills; - ability to take risks; - fast learner; - a responsibility.	1. Selection and placement of personnel: search for people with high professional and personal potential 2. Rewards: if possible, meet the tastes of the employee 3. Evaluation: based on results, but not too rigid 4. Development, training: informal, mentor-oriented 5 Personnel management: in the center - the interest of employees; selection of a workplace corresponding to the interests of the employee
Dynamic growth Goal: increase sales Conditions: company policies and procedures are recorded in writing (for stricter control and as a basis for further development)	Key personnel: "salesmen" Required professional and personal qualities: - ability to actively sell; - ability to work in a competitive environment; - flexibility and adaptability; - stress tolerance; - sociability	1. Selection and placement of personnel: search for people capable of selling 2. Remuneration: based on results 3. Evaluation: based on clearly defined criteria 4. Development, training: emphasis on the quality of professional activity 5. Personnel management: real opportunities and different forms are taken into account promotion
Profit strategy Purpose: increase (maintenance of the existing level) of profits. Conditions: the management system is well developed: there is an extensive set of various kinds of procedural rules	Key personnel: "technologists" Required professional and personal qualities: - high level of professionalism; - ability for routine work; - discipline	1. Selection and placement of personnel: strict requirements for the professional and personal qualities of candidates 2. Remuneration: based on merit, seniority and intra-company ideas of justice 3. Evaluation: result-oriented, carefully thought out 4. Development, training: a developed system of personnel development , emphasis on competence in the field of assigned tasks, use of experts in a narrow field 5. Personnel management: career planning, formation of a personnel reserve
Liquidation strategy Purpose: liquidation of the enterprise with minimal losses. Conditions: drop (lack) of profit, sale of assets, staff reduction.	Key personnel: "liquidators" Required professional and personal qualities: - high qualification in narrow areas (anti-crisis management, finance, jurisprudence, psychology); - reliability	1. Selection and placement of personnel: release of personnel 2. Remuneration: based on merit, no additional incentives 3. Evaluation: formal, based on managerial criteria 4. Development, training: limited, based on the need to work 5. Personnel movement management: those who have the required skills have the opportunity to advance
Circulation strategy (cyclic) Goal: exit from the crisis Conditions: development innovation processes	Key personnel: "innovators" Required professional and personal qualities: - innovative thinking; - ability to change; - initiative; - specialization general profile»	1. Selection and placement of personnel: diversified, “generalized” professionals are required 2. Remuneration: incentive system 3. Evaluation: based on results 4. Development, training: great opportunities, but careful selection of applicants 5. Personnel movement management: various forms

Implementation HR strategy in a certain period involves ensuring the availability of workers with competencies that exactly match the requirements of jobs. Therefore, according to the modern concept of enterprise personnel management, there are the following types of strategies.

1. Active strategy personnel management - the formation of the personnel potential of the enterprise at the expense of the enterprise.

2. Active-passive personnel management strategy - the formation of the personnel potential of the enterprise to a lesser extent at the expense of the enterprise's funds and to a greater extent - at the expense of other sources.

Rice. 13 - Typical model life cycle organizations

3. Passive strategy personnel management - the formation of the personnel potential of the enterprise only at the expense of other sources.

As a result of the implementation of one or another personnel management strategy, acquired knowledge is added to the innate abilities of employees, and human capital turns into labor capital.

In any case, the main strategic goal of the enterprise is to build up its own human resources potential in order to implement its business strategy.

To do this, it is necessary to solve two strategic tasks:

1) create competitive advantages of the enterprise by forming corporate culture. A strong corporate culture allows you to attract and retain talent, and the fruits of their labor create a high reputation for the company, attract new customers and highly qualified employees;

2) to ensure the competitive advantages of the enterprise by increasing its human potential, in every possible way contributing to the growth of the professional competence of employees.

The elements of an enterprise's personnel management strategy are:

Analysis of external and internal environment enterprises;

Formulation of the goals of the enterprise;

Determination of specific goals of personnel management activities;

Development of strategic options for the development of personnel management;

Creation of an appropriate organizational structure for personnel management services;

Development of criteria for the effectiveness of the personnel management system;

Determination of restrictions on the functioning of the system (financial, temporary, material, age, etc.).

The formation of these elements is achieved on the basis of the personnel policy of the enterprise.

As a result of mastering the material of the chapter, the student must:

know

the basics of developing and implementing the concept of personnel management, personnel policy of the organization and be able to apply them in practice;
the basics of strategic personnel management and is able to apply them in practice;
the basics of personnel planning and be able to apply them in practice;
the basics of developing and using innovations in the field of personnel management and using them in practice;

be able to

contribute to the planning, creation and implementation of projects in the field of personnel management;
participate in the implementation of the program of organizational changes (including in crisis situations) in terms of solving the problems of personnel management, overcome local resistance to change;

own

skills in collecting information for the analysis of internal and external factors affecting the efficiency of the personnel;
skills in analyzing the competitiveness of the organization's strategy in the field of recruitment and recruitment.

The concept of personnel management strategy

A strategy is an interconnected set of long-term measures or approaches in the name of strengthening the viability and strength of a given organization in relation to its competitors.

The goal of the strategy is to achieve long-term competitive advantages that will provide the company with high profitability and sustainable profits. In this way, strategy is a generalized model of the actions necessary to achieve the set goals by coordinating and allocating the resources of the organization. Comparison of the goal and strategy is shown in fig. 5.1.

Rice. 5.1. Compliance with the strategy of the goal

The organization's strategy provides a direct relationship between the overall purpose of the organization (mission), policies and specific activities that should be subordinated to the achievement of overall strategic goals. The ratio of these concepts is presented in Table. 5.1.

At its core, a strategy is a set of decision-making rules that guide an organization in its activities (Table 5.2).

Table 5.1

Correlation of concepts: "mission", "strategy", "policy" and "directions of activity"

	Definitions
	The reason for the existence of the organization, its core values and ideals	Providing High Quality products and services, compliance with world standards
Strategy	Long-term goals of the organization and conceptual approaches to achieve	Personnel management strategy. Production diversification strategy. Pricing strategy. Quality Management Strategy
Politics	More detailed approaches to the main components of the strategy and the most important principles and rules of doing business	Personnel policy. Policy for financing new projects. Marketing policy
Activities	Concrete steps and actions aimed at implementing the strategy and policy of the organization	Staff recruitment and training programs, organization of service advertising

An organization's strategy can be described by two main parameters: the duration of planning and the type of strategy.

Under duration of planning the level of viewed prospects is understood: strategic, managerial, practical. Strategy type sets the main goals of the organization: entrepreneurial, dynamic growth of profitability, liquidation, circulation (stability).

Taking into account the depth of planning and the type of goals, the head of the enterprise must develop specific scenarios for working with personnel, choose the type of leadership that is most effective, taking into account the situation in the organization, the level of planning and the specifics of the organization's strategy.

Table 5.2

HR strategies related to the main strategic directions of the organization

Organization strategy	Human Resources Strategy
Cost reduction	Reduction of staff, reduction of wages, increase in labor productivity, rescheduling of positions, negotiations to change the terms of collective agreements
Extension	Aggressive hiring and selection policies, wage increases, job creation, increased training and staff development
Update	Turnover management, selective layoffs, organizational development, staff relocation and replacement. Involvement of personnel in work
Radical shifts in emphasis and responsibility	Special creation of posts, reduction of posts. Specialized training and development
Acquisition or absorption of services (functions)	Selective layoffs, employee movement, job combinations, orientation and training to manage cultural differences

Organization strategies can be grouped based on one of the specific strategies (according to M. Porter).

Cost control strategy is based on reducing own costs compared to those of competitors through mandatory cost control or by regulating the size of the enterprise and the volume of production, thereby achieving more high efficiency production. It is low prices that can serve as a kind of barrier to the emergence of new competitors.

Differentiation strategy is aimed at putting on the market goods (services) that are more attractive in the eyes of the consumer than competing products. These additional special qualities may contain the following elements: image, service, an extensive network of branches to provide services. This strategy is a reliable and long-term way to generate above-average profits for the industry, as customers who prefer the same brand are less price sensitive.

Focusing is a strategy in which an enterprise purposefully focuses on a certain group of consumers, or on a limited part of the product range, or on a specific geographic market.

Determining the type of market strategy - breakthrough, evolutionary development or survival - is based on the results of forecasting and prioritization. Depending on the phase of the cycle and the state of the economy, the market strategy can focus on the development of an emerging market, a fundamentally new product that implements basic innovations. This promises the possibility of a rapid expansion of the market, but is associated with great risk, significant investments. A breakthrough strategy usually requires direct or indirect government support (subsidies, tax, credit, customs benefits, etc.); development and strengthening of positions in the already mastered market on the basis of product modernization, differentiation and flexible change of the range of goods, improvement of customer service.

The evolutionary strategy is based on improving innovations and, as a rule, is not associated with state support; it should only ensure a level playing field for competition by implementing antitrust measures.

Often used in crisis situations survival strategy , the purpose of which is to adapt to the deteriorating market conditions, while maintaining the main potential of the enterprise, the industry of the region. At the same time, obsolete products that are not in demand are removed from production, the scale of innovation and investment activity is reduced, reorientation to new markets, retraining of personnel and its partial reduction take place. The state should support promising technologies, freed-up workers, but should not conserve outdated production. The survival strategy should be combined with the breakthrough strategy as the basis for recovery and future recovery.

Having studied the external environment and internal reserves of the organization, the management of the enterprise faces the problem of choosing a strategic alternative. The following types of strategic alternatives are known: limited growth, growth, reduction, and a combination of these three strategies.

Limited Growth Strategy used in mature organizations that are firmly on their feet. Usually they are satisfied with the status quo. The management of such enterprises adheres to the old, once successful strategy: with minimal risk to themselves, they set goals from what has been achieved.

Growth strategy implies a constant increase in the level of indicators of the previous period. It is used in dynamically developing enterprises with rapidly changing technologies. Growth can be internal or external: internal growth occurs by expanding the range of goods or services; external growth lies in the merger of companies. Growth can lead to conglomerates (holdings).

When the pursued goals are set below the achieved, this means that the management of the enterprise resorts to a reduction strategy. The following options for the reduction strategy are known: liquidation of the enterprise (complete sale of inventories and assets of the organization); cutting off the excess (cessation of certain activities); reduction and reorientation (reduction of part of its activities).

Building a strategy for a small company is based on the available resources, the competence of the staff, their ideas, ambitions, initiative, and entrepreneurial spirit. The same situation is true for larger firms, but the main condition for solving these problems remains the medium-term forecast of strategic development. For a longer period, another dependence is observed, inverse to the above. Strategic ambitions and long-term goals of the management of firms for the long term determine the prospect of working with personnel, i.e. lay the possibility of strategic management of the development of basic competencies of personnel to those required for implementation.

The strategy of combining all alternatives is most often followed by large enterprises active in several industries.

The strategic choice must be definite and unambiguous. There are two ways to choose a strategy:

elimination of bottlenecks based on the identification of the main bottleneck, after the elimination of which all processes proceed more fully; an example is the spiral B. mebeca (Fig. 5.2);
unmissed chances, allowing you to choose and use the most favorable of the available opportunities.

According to experts, the most characteristic features of the activities of all rapidly developing enterprises, regardless of their size and specialization, include: orientation towards the fullest satisfaction of the customer's needs and flexibility of strategies that allow them to adapt to any conditions.

Rice. 5.2. SpiralB. meheca

The choice of a specific strategy is determined by the long-term goals of the organization, its internal resources, traditions.

Strategic management is understood as management that relies on human potential as the basis of the organization, orients production activities to consumer needs, implements flexible regulation and timely changes in the organization that meet the challenge of the environment and allow achieving competitive advantages, which together allows the company to survive and achieve its strategic goals. goals (Fig. 5.3). Thus, the strategy includes: identifying long-term goals for the development of the organization, methods and time to achieve them, as well as a system for assessing the degree of implementation of these goals, the general course of action of the organization for a specific period.

The traditional approach to the organization's strategy is based on the idea of it as one of the organization's management processes.

Since the late 1980s appeared new approach to the concept of strategy, which, without canceling the previous provisions, clarified certain accents:

Rice. 5.3.

all components are equally important in the strategy (both development and implementation), since at the implementation stage, unpredictable factors may arise that will significantly affect the final result;
strategy is not only about outside activities of the organization, but also to internal factors (organizational culture, staff expectations, structure, etc.);
human resources have a strong influence on the implementation of the developed strategy and have their own strategic status.

In modern conditions of global competition and acceleration of scientific and technical progress, organizations are under constant pressure from competitors, forcing them to improve their products or services, expand their range, optimize production and management processes. Therefore, modern companies are in a state of constant change, the speed of which largely depends on the success of the company. The key to mastering innovative management lies in the effective use of available human resources, and this can only be done if personnel management is part of the overall development strategy of the organization.

Table 5.3

The relationship between the strategy of the organization and the strategy of personnel management

Organization strategy types

HR strategy

Components of a personnel management strategy

Entrepreneurial strategy

They accept projects with a high degree of financial risk, a minimum number of actions. Resource satisfaction of all customer requirements. The focus is on the rapid implementation of immediate measures, even without appropriate elaboration

Search and attraction of work and co-innovators, initiative, contact, with a long-term orientation, not afraid of responsibility. It is important that key employees do not change

Selection and placement of personnel: the search for people who are able to take risks and see things through to the end. Remuneration: on a competitive basis, impartial, as far as possible satisfying the tastes of the employee.

Rating: based on results, not too harsh.

Personal development: informal, mentor-oriented.

Travel planning: in the center - the interest of workers. Selection of a workplace corresponding to the interests of the employee

Dynamic growth strategy

The degree of risk is less. Constant alignment of current goals and building a foundation for the future. The organization's policies and procedures are recorded in writing, as they are necessary here both for stricter control and as the basis for the further development of the organization.

Employees must be institutionalized, be flexible in a changing environment, be problem-oriented, and work closely with others.

Selection and placement of personnel: the search for flexible and loyal people who are able to take risks.

Remuneration: fair and impartial. Evaluation: based on clearly defined criteria.

Personal development: focus on the qualitative growth of the level and field of activity.

Travel planning: taking into account today's real opportunities and various forms of promotion

Profit strategy

The focus is on maintaining the current level of profits. Efforts requiring financial outlays are modest, perhaps even termination of employment. The management system is well developed, there is an extensive system of various kinds of procedural rules

Focuses on the criteria of quantity and efficiency in the field of personnel; terms are short-term; results - with a relatively low level of risk and a minimum level of employee attachment

Selection and placement of personnel: extremely rigid Remuneration: based on merit, seniority and intra-organizational perceptions of fairness.

Evaluation: narrow, result-oriented, carefully considered.

Personal development: emphasis on competence in the field of assigned tasks, experts in a narrow field

Liquidation strategy

Sale of assets, elimination of opportunities for losses, in the future - reduction of employees (as far as possible). Little or no attention paid to rescue efforts as profits are expected to fall further

Oriented to the need for short-term employees, narrow focus, without much commitment to the organization

Recruitment is unlikely due to downsizing. Pay: based on merit, slowly rising, no incentives.

Evaluation: strict, formal, based on managerial criteria.

Development, training: limited, need-to-know.

Promotions: those who have the necessary skills also have the opportunity to advance

Circular strategy (cyclical)

The main thing is to save the enterprise. Measures to reduce costs and personnel are carried out with the aim of surviving in the short term and gaining stability in the long term. Morale is depressed

Employees must be flexible in the face of change, focused on big goals and long-term prospects

Diversely developed workers are required. Pay: system of incentives and merit checks. Rating: by result.

Training: great opportunities, but with careful selection of applicants.

Various forms

downgrading. The relationship between business strategy and personnel management strategy is presented in Table. 5.3.

On practice various companies rarely settle on one option. More often, the overall strategy is a combination of different strategy options, based on the significance and expected result of each.

Alignment implies a tight link between HR and business strategies, but the latter has to be flexible while maintaining as close a match as possible. Strategic Flexibility the ability of the organization to respond to change competitive environment and adapt to these changes. It is believed that the concepts of flexibility and conformity are incompatible. The concepts of fit and flexibility complement each other: fit exists at a specific point in time, while flexibility must exist over a period of time. The compliance/flexibility model of strategic personnel management is shown in fig. 5.4. At the top of this model, the matching component is illustrated, i.e. the methods by which the firm seeks to match the practices of human resource management, the skills and abilities of employees and the types of their behavior with the direct competitive needs of the company, dictated by business strategy.

Ensuring compliance (linking) of organizational and personnel strategies is carried out at the level of judgment by building a matrix in which for each element of the business strategy a key element of the personnel management strategy is determined.

The connection between the entrepreneurial strategy and the various aspects of the personnel management strategy is shown in Table. 5.4.

Differences in environment organizations will influence the agility/fit strategy. In a stable predictable environment best strategy will develop a limited range of skills among staff (or maintain a constant number of skills in people) and cultivate through job requirements a narrow range of behavioral manifestations. In a dynamic, unpredictable environment, companies can develop organic human resource systems that create a human capital pool of people with a wide range of skills (Figure 5.5).

Rice. 5.4. Model flexibility/ conformity

Table 5.4

Linking HR and Entrepreneurial Strategies

Entrepreneurial strategy	HR strategy (HR strategy)
Entrepreneurial strategy	Providing resources	Human resource development	Reward
Achievement competitive advantage through innovation	Attracting and retaining highly qualified people with a penchant for innovative action and a good track record in innovation	Development of strategic capacity and provision of incentives and conditions for increasing innovative qualities	Providing financial incentives and rewarding successful innovations
Achieving competitive advantage through quality	Use of a complex selection process to accept people capable of providing quality and excellent customer service	Stimulate the development of a learning organization and support initiatives in the field of achieving overall quality and customer care with a specialized training course	Linking remuneration to the quality of results and the achievement of high standards of customer service
Achieving competitive advantage through cost leadership	Development of core and peripheral employment structures; attracting people who are able to create additional value; in case of downsizing, planning and managing this process from a humane position	Conducting training aimed at increasing labor productivity; delivering just-in-time job training that is closely aligned with the immediate needs of the business and can start a process of significant efficiency gains	Reviewing all pay systems to ensure optimal ratio price and quality and to avoid unnecessary costs
Achieving competitive advantage through the use of people who are qualitatively better than competitors	Use of a complex recruitment and selection process based on a thorough analysis of the special abilities required by the organization	Development of the process of organizational learning; encouraging self-directed learning through the use of personal development plans as part of the performance management process	Developing a performance management process to allow for both tangible and intangible rewards associated with competence and skills; achieving competitive wage levels

Rice. 5.5.

wright R . M ., Snell S.A. Towards a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review. 1998. No. 23(4). P. 756–772.

The theoretical study of the personnel management strategy of an enterprise in a transitional economy is an urgent scientific problem that plays an important role in the economy of a Russian enterprise.

AT modern science There are quite a lot of different models of personnel management of the company known about management. The choice of one or another of them is an independent and very important task for the success of the enterprise. However, not all decisions concerning the system and methods of personnel management in an enterprise are strategic. For example, specific personal appointments of middle managers, the establishment of official salaries, the size of the managerial apparatus are certainly important and sometimes have long-term consequences, but they can be adjusted or canceled without much expenditure of resources and, therefore, are not strategic.

The concept of personnel strategy

The condition of the personnel of the enterprise, the level of their qualifications and professionalism, the ability of hired employees to optimally solve the production tasks facing them and bring profit to the enterprise directly depend on those theoretical approaches and practical methods work with people who are used in their daily work by company managers. In other words, they are associated with the personnel strategy implemented by the enterprise.

The concept of "personnel strategy" is a particular, derived from the general concept of "strategy", therefore it is logical to start considering the issue of personnel strategies with the definition of the generic concept of "strategy", then turning to its particular case - "personnel strategy".

The term "strategy" (from the Greek stratos - an army, ago - I lead) has a military origin. Initially, strategy was understood as the art of warfare. Since wars were the most important events in the lives of people, peoples, countries, the concept of "strategic" in the sense of "the most important", "determining" has passed into the terminology of management as a whole.

Tooth A.T. considers strategy as a process of determining the relationship of an organization with its environment, consisting in the implementation of selected goals through the allocation of resources, which allows both the organization itself and its divisions to operate effectively and efficiently.

The opinion of Ansoff I. is interesting, who believes that a strategy is a set of rules that an organization follows when making decisions. management decisions. This author identifies four groups of such rules:

1) the rules by which the company's relations with the external environment are formed - business strategy;
2) the rules by which the firm builds relationships within the organization - the organizational concept;
3) the rules by which the company conducts daily activities - the main operational methods;
4) the rules used in assessing the performance of the company in the present and future. At the same time, a task is determined - a quantitative assessment of the results of activities, and a benchmark - a qualitative assessment of the results of activities.

Trenev N.N. considers strategy not as an isolated management process, but as a step in a logical sequence of steps that determines the organization's path from the top - the mission - to specific strategic tasks assigned to the performers. Mission - the main goal of the enterprise. An enterprise strategy is a way to achieve the goals of an enterprise. Planning is the process of developing the actions necessary to realize the mission of the enterprise with the help of the chosen strategy.

Among the various definitions of strategy, we can distinguish common features in the concept of strategy in the field of management theory:

The strategy in its development goes through two stages - development and implementation;
· the strategy consists of many decisions, including the analysis of resources and the formation of common goals and options for their possible implementation, but without taking into account the limitations that appear at the implementation stage;
The strategy is related both to the external activities of the company (government policy, sales markets, competition, etc.) and to the internal factors of the company's activity: human resources have a strong influence on the implementation of the developed strategy and have their own strategic status;
· strategy is a process that reflects the management philosophy of the company's management.

Thus, the strategy is the general line of development of the enterprise, which is formed in response to changes in the external environment, taking into account the characteristics of the internal environment of the organization and is, in fact, the organization's plan for its future.

To achieve the goals, certain resources must be involved. One of these resources is the personnel required by the enterprise. The implementation of the goals and objectives of personnel management is carried out through the personnel strategy. Bazarov T.Yu defines this concept as a specific set of basic principles, rules and goals of working with personnel, specified taking into account the types of organizational strategy, organizational and human resources.

Bizyukova I.V. notes the essence of personnel strategy as a general direction personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at both maintaining, strengthening and developing human resources and creating a highly productive, cohesive team capable of responding in a timely manner to changing market requirements. The personnel strategy is the embodiment of the main direction in the work with personnel, a set of fundamental principles that are implemented by the personnel department of the enterprise. The main object of the personnel strategy of the enterprise is personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

Personnel strategy, according to Drofa V.V., is a set of guidelines, directions, areas, methods and rules of activity in the field of management established "in accordance with the model for a certain (quite a long) period, this is a kind of" bridge "between theory and its practical implementation.

Izhbulatova O.V. notes the personnel strategy as a functional derivative of the corporate strategy. First of all, this is the concept of working with personnel, the concept of the formation, use and development of a human resource, derived from the business strategy of the organization. The personnel strategy, according to Izhbulatova O.V., is the general line in working with personnel, which involves the development of the composition and sequence of decisions made to achieve the goals set by the personnel management system, this is the idea of organizing your future in the field of personnel management. This means that the personnel strategy creates the conditions for making decisions that satisfy both the enterprise and the organization's personnel. With its help, it is determined how feasible the overall strategy of the organization is and what needs to be changed in working with personnel.

Maslov V. under the personnel strategy means a program way of thinking and management, ensuring the coordination of the goals, capabilities of the enterprise and the interests of employees. It involves not only determining the general course for organizing the activities of personnel, but also increasing the motivation and interest of all employees in its implementation. This is not only the development of a development program, but also the adoption and implementation of decisions designed for the future. The personnel strategy is also a set of processes, phenomena and characteristics that reflect the priority of goals and growth dynamics, the timeliness of actions, foresight, analysis of the consequences of management actions and innovations.

The essence of a HR strategy is to answer three critical questions:

* where is the organization and its staff now located;
* in what direction, in the opinion of senior management, the personnel should be involved in accordance with the company's strategy;
* how the staff should develop in order to fulfill the tasks of the company in the future.

Maslov V. argues that the strategy should not be known only to a narrow circle of top managers and should not be made public, today preference is given to an openly formulated policy. We agree with this author that in order to become a real and effective strategy, it should be a matter not only for the management of the company, but also for all its ordinary employees.

The most complete definition of personnel strategy, in our opinion, is given by Kibanov A.Ya. He presents it as a priority, qualitatively defined course of action developed by the organization's management, necessary to achieve long-term goals to create a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities. The main features of the personnel strategy Kibanov A.Ya. thinks:

· its long-term nature, which is explained by the focus on the development and change of psychological attitudes, motivation, staff structure, the entire personnel management system or its individual elements, and such changes, as a rule, require a long time;
connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change and adjustment of the organization's strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

Thus, the personnel strategy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.

The components of a personnel management strategy can be:

l working conditions and labor protection, personnel safety;

l forms and methods of regulation labor relations;

l methods for resolving industrial and social conflicts;

ь establishment of norms and principles of ethical relationships in the team, development of a code of business ethics;

ь employment policy in the organization, including analysis of the labor market, a system for hiring and using personnel, establishing a work and rest schedule;

l Career guidance and adaptation of personnel;

l Measures to build human resources and make better use of them;

ь improvement of methods for forecasting and planning the need for personnel based on the study of new requirements for employees and jobs;

ь development of new professional and qualification requirements for personnel based on a systematic analysis and design of work performed in various positions and workplaces;

ь new methods and forms of selection, business assessment and certification of personnel;

ь development of a personnel development concept, including new forms and methods of training, business career planning and professional promotion, the formation of a personnel reserve in order to carry out these activities ahead of time in relation to the timing of the need for them;

ь improvement of the mechanism for managing labor motivation of personnel;

ь development of new systems and forms of remuneration, material and non-material incentives for employees;

l measures to improve the solution legal issues labor relations and economic activity;

l development of new and use of existing measures social development organizations;

ь improvement of information support for all personnel work within the framework of the chosen strategy;

l measures to improve the entire personnel management system or its individual subsystems and elements (organizational structure, functions, management process, etc.), etc.

In each case, the personnel strategy may not cover all, but only its individual components, and the set of these components will be different depending on the goals and strategy of the organization, the goals and strategy of personnel management.

An example of strategic goals in the formation of a personnel strategy can be:

· Ensuring the organization's need for personnel for the next 5 years (both in quantitative terms and in relation to certain categories of personnel).
· Regulation of the level of remuneration sufficient for the selection, retention and motivation of personnel at all organizational levels.
Provision effective programs training and development to improve the skills of all staff and the formation of a high dynamics of internal rotation of personnel.
· Development of effective communication systems between management and other employees, between departments and divisions.
· Creation of mechanisms to deal with the consequences of the psychological perception of change.

Such strategic objectives can only be measured in qualitative terms. The choice of strategy is carried out on the basis of an analysis of all factors and the determination of the most promising option. To make a decision on the choice of a particular personnel strategy, it is necessary to understand their differences.

Seven components of success or what is an effective personnel strategy

Please tell me where should I go from here?
“It depends a lot on where you want to go,” said the Cat.
“I don’t really care,” Alice began.
“Then it doesn’t matter where you go,” said the Cat.
L. Carroll "Alice in Wonderland"

The function of personnel management today is gradually beginning to move to a fundamentally new qualitative level - from solving operational problems to building an integral independent orderly system that contributes to the achievement of long-term goals of the organization. Understanding and developing a personnel strategy is the most important component of this system.

What is a HR strategy? This is nothing more than a set of basic goals, principles and rules for working with personnel. At the same time, a full-fledged strategy clearly and unambiguously defines not only long-term HR goals, but also the main ways and directions for their implementation. Otherwise, she risks repeating the story of the well-known anecdote about the strategist owl, who advised mice to turn into hedgehogs in order to get rid of the annoying fox.

I invite fellow readers to consider seven simple recommendations, which will help to form an effective strategy for your enterprise.

Often, when it is formed, serious mistakes are made at the very beginning. And the first and most common is that they often begin to form a personnel strategy in isolation from the main corporate one. It is important to remember that the first is a functional strategy, which should be aimed primarily at supporting the implementation of the long-term goals and objectives of the company as a whole.

For example, if a company plans to actively develop and increase its market share, then as part of the personnel strategy, the main focus should be on the creation of a fast and effective technology for attracting and selecting personnel, its early adaptation, standardization of procedures for working with people, as well as on the development of corporate communications .

If a company has chosen a cost strategy for itself, one should think about optimizing the cost of business processes, finding inexpensive labor, creating an efficient and cost-effective personnel management system, etc.

On the contrary, with a focus on product quality, it is likely that additional investments will be required to hire highly qualified specialists, create a multi-stage system of continuous training, assess and monitor the quality of personnel work, and create an innovative environment.

Another common mistake is that many companies, when forming their long-term strategy, do not take into account the need to restructure the company's personnel strategy, or take it into account only in a truncated version. For example, having set themselves the task of restructuring the sales system from passive to active, they often begin with changes in the organizational structure, while losing sight of the need to restructure the system of selection, training and incentives.

Therefore, when developing a personnel strategy, it is necessary to take into account the mandatory interaction of all its “dimensions” and aspects. For example, if a company, when building its basic strategy, focuses on the quality of services and the maximum satisfaction of all customer needs, then it is necessary to revise not only the organizational structure and quality management system, but also the system of training, assessment, material and non-material motivation, the system of corporate communications. Otherwise, there will inevitably be a contradiction between what management says about the quality of service and what people are actually taught and stimulated for.

The involvement of senior managers in the process of developing a personnel strategy is necessary not only for the formation of a common understanding by the company's management of long-term goals and ways to achieve them. Such joint work also allows achieving the optimal balance between "practitioners" and "strategists" of the company, which is necessary for obtaining effective results. And the involvement of key highly specialized performers who know all the intricacies of a particular technology and the situation on the labor market will make the strategy more “lively” and accurate, foreseeing all possible risks in it in advance.

Now, on the basis of the corporate strategy of the company, it is necessary to start forming a strategic "portrait" of the company's personnel. To do this, you need to think about what the role of staff will be in solving new problems, what competencies and skills will be needed in order to effectively implement the plan.

Particular attention should be paid to the prospective organizational structure of the company and business processes. Here you should formulate for yourself the answers to the questions about which organizational structure is the most effective for achieving strategic objectives, which new business processes will need to be created, and which efficiency should be improved.

Before you begin to formulate the goals and objectives of the HR strategy, you should conduct a thorough audit of the existing human resource. It is appropriate here to quote from the famous work of Jerome K. Jerome: "The plan may be good ... but you just need to know where we are now." To begin with, analyze all available information about the company's personnel, their qualifications. Critically review existing procedures and policies. Ask yourself if they meet not only today's operational challenges, but also new strategic goals.

When forming a personnel strategy, it is necessary to take into account not only the situation with personnel within the company, but also trends in the external environment. This is the socio-economic, demographic situation in the country, tax legislation, technical and economic trends that allow changing the requirements for personnel. Competition in the labor market, the availability of qualified personnel and their cost, etc. are also important.

A simple but effective method - SWOT analysis (strengths - strengths, weaknesses - weaknesses, oppor-tunities - opportunities, Threats - dangers) will help to conduct a comprehensive and visual assessment of your organization. Focus on the strong and weaknesses company personnel. Consider the existing problems with the qualifications and potential opportunities of workers.

You should also answer frankly questions about whether your current organizational structure meets the strategic objectives? Does the organization of business processes ensure the achievement of the set goals? Is the company's business process map exhaustive or will new business processes need to be created?

Based on the analysis, the potential of the company's HR department should be assessed by carefully analyzing the current areas of its activities, the quality of work and the competence of employees. We need to think about in which areas of HR activities the unit has succeeded, and which areas of work need to be improved. To do this, you can also conduct COPS - analysis (culture - culture, organization-organization, people - people, systems - personnel management systems). Formulate the state of current and desired affairs. Analyze what will need to be changed in the personnel management system to ensure the achievement of strategic goals.

When the analysis of the current and desired situation has been carried out, special attention should be paid to the analysis of inconsistencies between them. By comparing the results of the SWOT and COPS analyzes with the business strategy, identify the most important personnel issues, i.e. those that have a major impact on the implementation of the business strategy. In other words, try to understand how realistic it is to achieve your goals with the personnel at your disposal. Make up detailed list such bottlenecks. Then rank the top staff issues in order of importance.

After the work on the analysis of the current one has been carried out and the desired state of the human resources resource has been determined, and the most priority “bottlenecks” have been identified, one can begin to formulate the goals and objectives of the personnel strategy.

Strategic goals and objectives are general directions, which are a kind of bridge connecting the present state of affairs with the future, real and desired. In other words, the goals and objectives formulate exactly what should be done to bring the current state of the human resource to the desired state necessary to implement the chosen strategy. We repeat: the formulation of the goals of the personnel strategy takes place in an open dialogue with top managers and key executives of the company.

As an example, I will cite the long-term goals of the personnel strategy of the Ekonika retail chain, which ensure the achievement of the overall strategy of the company.

2. Build a personnel management model based on increasing labor productivity at each workplace through effective organization business processes.

3. Provide effective selection and staff adaptation retail network"Ekonika" (taking into account the program of active regional development).

4. Ensure the development of the company's corporate culture in accordance with corporate values.

Once the goals are formulated, they can be decomposed into the level of tasks and specific activities. In other words, we need to formulate how it is planned to implement your strategy. Moreover, the decomposition should be carried out enlarged. More detailed development of programs should be carried out outside the framework of the strategic document. All activities should be broken down by years, and also have a preliminary cost estimate.

When the main part of the strategy is formulated, it is necessary to highlight the external and internal risks that may arise during the implementation process. At the same time, it is important not only to identify potential risks, but also to choose methods and tools for managing identified risks in order to reduce the likelihood of occurrence and minimize possible negative consequences.

The implementation of the personnel strategy includes two main stages: the implementation of the strategy and control over its implementation, followed by coordination of all actions based on the results of control. The implementation stage consists of the development of a plan for the implementation of the HR strategy, plans for detailed programs and activities within the framework of the set goals.

It should be remembered that the external environment around us is constantly changing. Therefore, the strategy cannot be stationary and unchanged. Therefore, it must be subject to constant monitoring and adjustment, and your HR management must be built precisely through the prism of a changing strategy.

A. Bednenko, HR Director of the Ekonika retail chain, candidate of psychological sciences. Source otiss.ru/

An effective HR strategy

Seven components of success or what is an effective personnel strategy

I invite fellow readers to consider seven simple recommendations that will help form an effective strategy for your enterprise.

A simple but effective method - SWOT analysis (strengths - strengths, weaknesses - weaknesses, oppor-tunities - opportunities, Threats - dangers) will help to conduct a comprehensive and visual assessment of your organization. Concentrate on the strengths and weaknesses of the company's personnel. Consider the existing problems with the qualifications and potential opportunities of workers.

When the analysis of the current and desired situation has been carried out, special attention should be paid to the analysis of inconsistencies between them. By comparing the results of the SWOT and COPS analyzes with the business strategy, identify the most important personnel issues, i.e. those that have a major impact on the implementation of the business strategy. In other words, try to understand how realistic it is to achieve your goals with the personnel at your disposal. Make a detailed list of such bottlenecks. Then rank the top staff issues in order of importance.

Strategic goals and objectives are general directions that are a kind of bridge connecting the present state of affairs with the future, real and desired. In other words, the goals and objectives formulate exactly what should be done to bring the current state of the human resource to the desired state necessary to implement the chosen strategy. We repeat: the formulation of the goals of the personnel strategy takes place in an open dialogue with top managers and key executives of the company.

As an example, I will cite the long-term goals of the personnel strategy of the Ekonika retail chain, which ensure the achievement of the overall strategy of the company.

2. Build a personnel management model based on increasing labor productivity at each workplace through the efficient organization of business processes.

3. Ensure effective recruitment and adaptation of personnel in the Ekonika retail chain (taking into account the program of active regional development).

4. Ensure the development of the company's corporate culture in accordance with corporate values.