Problem with personnel in a well-known company. Problems of personnel management. Problems of enterprise personnel management

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Moscow Institute of Humanities and Economics

Kaluga branch

Test

Course: "Human Resources Management"

Prepared by: Tatarenkov A.V.

Checked by: Assoc. Letnik V.V.

Kaluga 2016

Introduction
1. Modern problems of personnel management
2. The essence of the subsystem and elements of the personnel management system, their relationship and interaction
3. Test
List of used literature

Introduction

Personnel management is a vital strategic function formed, under the influence of many factors, into an independent structure.

Trade union intervention led to the creation of national social insurance systems, the establishment of minimum wages, and restrictions and reductions in working hours. Compliance with these requirements fell on human resource management services.

The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform are more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.

The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are: instability of connections between enterprises and insufficient coordination of their activities; freedom of economic activity due to the existing legal system; instability of the regulatory sphere and economic policy.

Let's add to this the lack of information in almost all areas of economic life. As a result, a climate of uncertainty arose when the activities of enterprises were aimed mainly at everyday survival. Therefore, in these conditions, effective management of the enterprise and human resources in particular becomes especially important.

In order not to repeat the mistakes of the past, it is very important to make significant adjustments to the economic strategy and implement a number of organizational and structural decisions.

1. Modern problems of personnel management

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2. The essence of the subsystem and elements of the personnel management system, their relationship and interaction

The methodology of personnel management involves consideration of the essence of personnel as an object of management, the process of shaping the behavior of individuals that corresponds to the goals and objectives of the organization, methods and principles of personnel management.

The personnel management system involves the formation of goals, functions, organizational structure of personnel management, the establishment of vertical and horizontal functional relationships between managers and specialists in the process of justification, development, adoption and implementation of management decisions.

Personnel management technology includes: organizing recruitment, selection, reception of personnel; his business assessment, career guidance and adaptation; education; management of business career and professional advancement; motivation and work organization; conflict and stress management; ensuring the social development of the organization, releasing personnel, etc. This should also include issues of interaction between the organization’s leaders and trade unions and employment services, and personnel safety management.

The basis of the concept of personnel management currently consists of: the increasing role of the employee’s personality; knowledge of his motivational attitudes; the ability to form and direct them in accordance with the tasks facing the organization.

Changes in the economic and political systems in our country simultaneously bring both great opportunities and serious threats to every individual, testing the sustainability of its existence and introducing a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system. In summary, we can distinguish three factors that influence people in an organization.

1. The hierarchical structure of the organization, where the main means of influence are relations of power - subordination, pressure on a person from above through coercion, control over the distribution of material goods.

2. Culture, i.e., joint values, social norms, behavioral guidelines developed by a society, organization, group of people, which regulate the actions of an individual, force the individual to behave one way and not another without visible coercion.

3. The market is a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and the buyer.

These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority is the shape of the economic situation in the organization.

During the transition to a market, there is a slow move away from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations and property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values, “the main thing inside the organization is the employees, and outside it - the consumers of the products. It is necessary to turn the consciousness of the worker to the consumer, and not to the boss; to profit, and not to waste; to initiative, and not to thoughtless execution, move to social norms based on common economic sense, without forgetting about morality, Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the labor management and wages department, the labor protection and safety department, etc. The tasks of the new services are to implement personnel policies and coordinate labor management activities in the organization . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

Of course, the structure of the personnel management service is largely determined by the nature and size of the organization and the characteristics of the products produced. In small and medium-sized organizations, many personnel management functions are performed primarily by line managers, and in large ones, independent structural units are formed to implement the functions.

A number of organizations are creating personnel management systems that unite under the single leadership of the deputy director for personnel management all departments related to work with personnel. An organization's personnel management system is a system in which personnel management functions are implemented. It includes a line management subsystem, as well as a number of functional subsystems that specialize in performing homogeneous functions (Fig. 1).

The line management subsystem manages the organization as a whole and manages individual functional and production departments. The functions of this subsystem are performed by: the head of the organization, his deputies, heads of functional and production departments, their deputies, foremen, and foremen.

Rice. 1. "Composition of subsystems of the organization's personnel management system"

Functional subsystems combine homogeneous, similar in content functions in the most important areas of work with personnel. The bearers of the functions of these subsystems are individual functional units and officials: heads of these units, their deputies, specialists, and other employees. Depending on the size of organizations, the composition of divisions changes: in small organizations one division can perform the functions of several subsystems, and in large ones, as a rule, the functions of each subsystem are performed by a separate division.

The full list of HR functions covers a wide range of activities and is open to new forms of work. According to one survey, 95% of firms in the United States carried out personnel selection and hiring within the framework of the personnel department (the rest, mainly small ones, relied only on line managers in this matter), 88% performed the functions of organizing wages and 90% - other types of compensation , 72% were in charge of safety issues, 69% carried out planning and activities for social and personnel development, 74% were engaged in labor force forecasts, 65% were involved in sociological research at enterprises, 41% analyzed the dynamics of labor productivity, 70% of firms organized social and cultural life.

Today, personnel departments implement many functions that were previously dispersed among economic, production, technical and other departments. Their integration in one place indicates a real increase in the influence of human resources in the practice of intra-organizational leadership. This service structure allows the administration to actually manage this important resource and solve complex problems of increasing production efficiency.

A survey of specialists showed that currently the greatest efforts of personnel departments (in terms of time spent) are aimed at improving labor relations, selecting candidates for vacant positions, developing and implementing training programs and social development programs, as well as organizing wages. Moreover, not in all cases they can independently make appropriate decisions, but share this responsibility primarily with line managers and other services. Thus, today it is not accounting, but substantive analytical and organizational aspects of activity that are increasingly predominant. The professional level of HR specialists has increased sharply. They include psychologists, conflict experts, specialists in management, teaching methods (teachers) and labor relations, whose training is carried out on a large scale at universities. Out of 100 personnel management specialists, on average, 12 are specialists in training, professional development and social development, 37 are specialists in human resources and 38 are general managers in human resources.

In recent years, a number of new professions and specialties have emerged in intra-organizational management, including recruiters (recruiters) and interviewers (psychologists who interview job applicants). Methodists and instructors, career consultants, career guidance and organizational planning specialists.

Currently, in the United States, many HR functions for companies are performed by specialized consulting organizations, training centers, executive search firms and firms providing temporary workers, i.e., management infrastructure organizations. According to a survey of management consulting firms, 25% are involved in HR streamlining. In the USA, along with organizations providing a wide range of personnel services, specialized companies have acquired the greatest importance.

Thus, information Sciences acts as a leading developer of management information subsystems for working with personnel, at the same time providing various services for their implementation and conducting extensive consulting work. A large group of companies specializes in building payment systems and/or other types of remuneration (social benefits). Among them, we can distinguish companies that provide complex services and companies that provide consulting on certain types of remuneration (benefits) and on certain methods of calculating them (for example, on analytical assessment of work and tariffication). Along with consultants, research firms and information centers play an important role.

A new phenomenon in the field of personnel services is the separation of the function of selecting key personnel, managers and specialists into a special type of infrastructure organizations (execuftVe search firms). Some of them count hundreds of thousands of specialists recommended and hired by clients. And the number of firms themselves, for example, in the USA, is estimated at about 1.5 thousand. The most significant area of human resources services is the area of professional training and advanced training. It accounts for 20 to 40% of the total amount spent by organizations in this area. Moreover, an extensive market for educational materials, programs, and technical teaching aids has also been created.

3. Test

In what case does the labor motive form?

a) if work activity is the main condition for obtaining benefits;

b) if work experience is a criterion for distribution relations;

c) if high status provides an opportunity to receive benefits.

List of used literature

1. Organizational personnel management / ed. prof. AND I. Kibanova. - M., 2010.

2. Armstrong M. Practice of human resource management. - St. Petersburg. : Peter, 2009.

3. Bakirova G.Kh. Personnel management training. St. Petersburg, 2004.

4. Borisova E.A. Personnel assessment and certification. St. Petersburg, 2003.

5. Bossidy L., Charan R. Execution. System for achieving goals = Execution: The Discipline of Getting Things Done. - M.: "Alpina Publisher", 2012.

6. Glazov MLM. Personnel management: analysis and diagnostics:! personnel management. - St. Petersburg, 2007.

7. Dyatlov V.A., Kibanov A.Ya., Pikhalo V.T. Personnel management: textbook. - M.: Prior, 2004.

8. Egorshin A.P. Personnel Management. - N. Novgorod: NIMB, 2007.

9. Ivantsevich J.M., Lobanov A.A. Human resources management. - M., 1993.

10. Komkona O.S. Reorganization of the enterprise. Personnel management during the period of reorganization. - M., 2006.

11. Commentary on the Labor Code of the Russian Federation. - M., 2003.

12. Cornelius N. HR management. - M.: Balance Business Books, 2005.

13. Kibanov A.Ya., Durakova I.B. Organizational personnel management / ed. prof. AND I. Kibanova. - M., 2010.

14. Magura M.I., Kurbatov M.B. Personnel training as a competitive advantage. - M., 2004.

15. Mordvin S.K. Personnel Management. Modern Russian practice. - M., 2005.

16. Ulrich D. Effective personnel management: the new role of the HR manager in the organization = Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. - M.: "William", 2006.

17. Personnel management: textbook / ed. T.Yu. Bazarova, B.L. Eremina - M.: UNITY, 2005.

18. Shapiro S.A. Personnel management as a type of business activity. - M., 2006.

19. Shekshnya S., Ermoshkin N.N. Strategic HR management in the Internet era. - M., 2002.

20. Shinkarenko O.N. Organizational personnel management in the implementation of ISO 9000:2000 series standards. -M., 2007.

21. Hugheslid M.A., Ulrich D., Becker B.I. Measuring the performance of the HR department. People, Strategy, and Performance = The HR Scorecard: Linking People, Strategy, and Performance. - M.: "William", 2007.

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CJSC MZ "Petrostal"

To determine the satisfaction with the work of the organization’s personnel, a study was conducted at ZAO MZ Petrostal. Any research should begin with the formulation of goals. A vaguely formulated problem will not allow you to correctly determine the goals of the study.

Information can be divided into primary and secondary.

Primary information is information obtained for the first time for a specific problem.

Secondary information is information that has already been collected by someone for other purposes and which may be useful for solving a given problem.

Any research should begin with the selection of secondary information. But due to the fact that such studies have not been previously conducted in the organization in question, the research should begin immediately with the collection of primary information.

The primary information stage occurs when secondary information is insufficient or missing. There are four methods for obtaining primary information: observation, experiment, focusing and questioning.

Observation, one of the simplest and cheapest methods of research carried out in real conditions, consists of conducting direct observation of people and the environment in the area of the object of interest.

The experiment allows us to identify the real reaction of groups of people to certain factors or their changes.

Focusing consists of purposefully selecting special focus groups, usually from seven to fifteen people, and discussing among them a problem of interest to researchers under the guidance of a professional psychologist.

A survey is the most versatile and effective method of conducting research, especially when it comes to collecting primary information.

Having decided on the research methods, it is necessary to select the appropriate research tools, such as video cameras, and questionnaires.

We chose a questionnaire survey as the simplest and most effective.

Typically, compiling a questionnaire requires fairly high qualifications. The most common mistakes found in questionnaires are the formulation of questions that are difficult to answer or one does not want to answer, or the absence of questions that should definitely be answered. When compiling a questionnaire, you should use simple, unambiguous words that do not contain leading elements. It is very important to correctly sequence the questions. The first question should arouse the interest of the interviewee. Difficult and personal questions should be asked at the end of the questionnaire.

Analysis of collected information. The information obtained during this study is subject to comprehensive analysis.

Based on the data of the annual survey, in which employees of ZAO MZ Petrostal participated, the main conclusions are formulated, hypotheses are accepted or rejected, and recommendations are made.

Let's analyze the information received.

Salary amount.

68% of respondents noted average satisfaction with the level of wages. Material incentives for employees should be increased, and since raising wages to increase satisfaction will lead to high costs, a system of bonuses and bonuses should be established to increase the indicator.

Work without much tension and stress.

The low level of this indicator is most likely due to the characteristic features of the enterprise.

Prospects for professional and career growth.

The survey showed that more than half of employees do not see prospects for growth in this organization. Management should take a greater interest in the growth and progress of employees. This may be expressed in the fact that the employee will be assigned more complex work, or the employee can be delegated more responsibility for performing a certain job. I would like to recommend that the management of the enterprise encourage in every possible way the initiative of young workers under the age of 30. Since this may bring new ideas, do not be afraid to entrust young people with leadership positions.

Relationships with the immediate supervisor.

62% of respondents responded that they were satisfied with this indicator. This is a consequence of the individual approach to subordinates. As the organization develops and the number of personnel increases, it will become increasingly difficult to maintain this factor.

Awareness in the enterprise. 40% of employees noted a lack of information about the goals and objectives of the enterprise.

The importance and responsibility of the work performed.

74% of surveyed employees are satisfied with this satisfaction indicator.

Working conditions.

ZAO MZ Petrostal pays little attention to this indicator. The result of this was such a low survey result, 70%.

Reliability of operation, giving confidence in the future.

The low level of this indicator is more likely associated with the instability of the Russian market, rather than specifically with the organization in question.

The ability to do work that is respected by a wide range of people.

89% of respondents noted average satisfaction with this indicator. This is an indicator of how effectively the work as a whole is organized. The low rating of this indicator is due to the fact that the organization is developing intensively and, simultaneously with development, a reorganization of the work organization is required, which requires a lot of effort and time.

Relationships with workmates.

90% of respondents responded that they were completely satisfied with this indicator - the highest rating of all points in the questionnaire. However, this does not mean that you can forget about this indicator. In the future, the organization should also maintain good relationships between employees.

Opportunities to demonstrate independence and initiative at work.

45% of the surveyed personnel responded that they were satisfied with this indicator. And 55% is not satisfactory. Immediate supervisors of employees should identify people with a low level of satisfaction on this indicator and, if possible, provide more initiative in their duties.

Match the job to your abilities.

The survey showed very low satisfaction with this indicator. For this improvement, management should identify the abilities of employees and act in accordance with the information received.

Work as a means to achieve success in life.

More than half of the respondents noted average satisfaction with this indicator. This is due not only to the enterprise, but also to the low standard of living in Russia.

3.2. Practical ways to improve the efficiency of labor resource management at ZAO MZ Petrostal.

Let's consider possible ways to improve the efficiency of labor management applicable to a given enterprise. Based on the research conducted, they can be divided into five relatively independent areas:

1. Financial incentives.

2. Improving the quality of the workforce.

3. Improving labor organization.

4. Involvement of personnel in the management process.

5. Non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity.

The size of wages is now of the utmost importance for workers. At the surveyed enterprise, in 2005 it averaged 15 thousand rubles, which is twice the consumer basket of St. Petersburg. However, 68% of workers were satisfied with its size. Three years earlier, the “desired” amount of earnings for the work performed exceeded its actual amount by 3.4 times. Thus, the requirements for the amount of earnings have become less differentiated and have decreased relatively. It includes as elements the improvement of the wage system, providing staff with the opportunity to participate in the property and profits of the enterprise.

Among the significant factors that, according to workers, influence the amount of their wages include relationships with management. The basis for the emergence in the minds of workers of the phenomenon of a connection between the size of wages and relations with management may lie on:

shortcomings in the organization of labor and wages;
insufficient awareness of workers about the procedure for calculating wages;
rules for applying penalties for poor quality work.

All this leads to the perception of such measures as unfair, making the assessment of their work dependent on the arbitrariness of management. On the other hand, there is a lack of normatively structured relationships between management and subordination in the enterprise, which contributes to their instability and increased feelings of insecurity.

The first reason is supported by the higher degree of dissatisfaction of “dependent” workers compared to “independent” workers with the organization of remuneration. In favor of the second is a sharper rejection by workers of servility to bosses in the relationship between workers and managers (62%).

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. A lower level need must be satisfied before the next level need becomes a more significant factor determining a person's behavior.

Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.

The next direction for improving the efficiency of labor management is improving the organization of work. It contains: setting goals, expanding job functions, enriching work, production rotation, using flexible schedules, improving working conditions, studying the time spent by an employee on work, the pace of work, and increasing feedback.

Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for the employee.

Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in the case of low workload of workers and their own desire to expand the range of their activities, otherwise this can lead to sharp resistance from workers.

Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method is advisable to use in the field of work of engineering and technical workers.

For mass worker professions, it is best to use production rotation, which involves alternating types of work and production operations, when workers periodically exchange jobs over the course of a period, which is typical primarily for the brigade form of labor organization.

Improving working conditions is the most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity, and, consequently, the efficiency of its management.

One more aspect of this problem should be distinguished - the low work culture of the workers themselves. For a long time, working in unsatisfactory sanitary and hygienic conditions, a person does not know how, and does not want to properly organize his workplace. Recently, at our leading enterprises, Japanese methods of productivity management have begun to be introduced as an experiment, one of which is improving production culture. Compliance with the five principles of work is one of the elements of work morality:

Eliminate unnecessary items from work areas
Properly arrange and store necessary items
Maintain cleanliness and order in the workplace at all times
Constant readiness of the workplace for work
Learn discipline and adhere to the listed principles.

The condition of the workplace is assessed daily by checking the global assessment to ensure that its contents comply with the specified rules. Workers have a direct interest in constantly maintaining their place in good condition, since in this case the bonus part of their earnings increases. The use of such a system allows us to increase the level of production culture and contributes to an increase in labor productivity.

Time is an extremely important factor in all types of work. If a person does not have enough time to do a job well, he will believe that it is not worth the effort. Assigning work in advance gives workers significant autonomy in choosing when to work. He has the opportunity to set priorities, plan work taking into account his inclinations, and, consequently, receive greater satisfaction.

The pace of work also has a significant impact on motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes by giving workers freedom to choose their pace.

Strengthening feedback. Feedback can be internal - that is, coming from the work itself, and external - in the case when the consumer of the work results speaks about their quality, as well as in the case of public praise.

Internal feedback is more reliable because acts directly on the employee while performing the task. A sure way to stimulate this connection is to set clear and specific goals without specifying a path to achieve them. Another way is to introduce quality checks into the manufacturing process. This will allow the employee to immediately correct deficiencies and accordingly adjust the work process, bringing it closer to the most efficient. This means that such failures will not happen again in the future.

Very often there is a situation of exclusively negative feedback, that is, when employees only learn about the shortcomings of their work. Thus, they are deprived of rewards for good work. People are known to have little reaction to critical feedback. An employee will not accept negative assessments on more than two or three parameters. However, if a manager alternates between positive and negative criticism, then information about failures will be more fully accepted.

The other extreme is when the boss is unable to criticize his subordinates. In this case, failures are, as it were, recorded and the employee does not get the opportunity to correct his mistakes, and often does not even know whether to do this.

Often people resist introducing feedback because they were not prepared for it and do not know how to provide it. For external feedback to be effective, it must be truthful, accurate, detailed, and delivered immediately. Reporting poor performance only demotivates the employee. If you indicate exactly what was done wrong, why it happened, how to correct the situation, and at the same time do not forget to touch on the positive aspects of the work, the effectiveness of such feedback will undoubtedly increase. It can be even higher if the employee figures out these issues himself.

When determining what the ideal job should be for subordinates, one should not strive for excessive specificity and originality. Still, it is rarely possible to take into account the differences in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If a manager considers the below factors, he has a chance to get the confirmation of the maximum number of his subordinates.

An ideal job should:

Have a goal, i.e. lead to a certain result;

Be valued by co-workers as important and deserving of accomplishment;

Enable the employee to make decisions necessary to carry it out, i.e. there must be autonomy (within established limits);

Provide feedback to the employee and evaluate him depending on the effectiveness of his work;

Provide compensation that is fair from the employee’s point of view.

Work designed according to these principles provides inner satisfaction. This is a very powerful motivational factor that stimulates high-quality performance of work, and also, according to the law of increased needs, stimulates the performance of more complex work.

We analyzed data from 600 surveys we conducted between 2012 and 2014. We used information obtained from five million employees from more than 400 companies operating in different countries. After studying the data, four problems in personnel management, equally characteristic of all countries.

The article provides data only for Russia. Based on the results below, employees and CEOs hold opposing views. Managers are confident that the company is doing everything right, while their subordinates feel and see the opposite every day.

The best employees are enterprising employees. They are overwhelmed with new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. At best, they will simply leave and create their own business, at worst, they will grab your information, your pool of clients and become competitors.

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We called inconsistencies challenges because they indicate directions for business development. The described problems of personnel management, among other things, negatively affect its involvement. The level of profit growth in organizations with the highest indicators of employee engagement in work and conditions for success is 4.5 times higher than in companies where these indicators were the lowest. Successful companies have 54% lower employee turnover.

Problem #1. Cooperation

The overwhelming number of Russian managers (81%) believe that the strength of their teams is the ability to work harmoniously in a team. However, 38% of employees say their team does not receive support from other departments. Another 32% of respondents note that cooperation and the exchange of new ideas do not generate enthusiasm in the company. This HR challenge will only get worse in the coming years as the workforce becomes multi-generational and includes people who are used to working remotely.

An example of how to establish cooperation. Aujan Coca-Cola in Saudi Arabia launched a “Day in the Life” program. Employees work one day in a new role, and then share their observations and ideas with colleagues and the manager. Employees who completed the internship noted that it became easier for them to understand other teams and the tasks facing them.

A similar experience is being implemented by the Russian company “220 Volt”. Once a year, each employee finds himself in the role of performer in another department. Accountants, lawyers, and service department employees go on business trips to retail stores. The director of the company managed to work in the franchising, logistics and contact center departments. By the way, every newcomer is required to work in the contact center for a week.

8 weak management links that exist in any company

Problem #2. Honesty and openness

Only 46% of employees notice a clear connection between work results and the amount of pay; 47% are convinced that they receive unfair remuneration for their work. In addition, 41% complain of a lack of clarity about possible career paths, and 36% do not believe their employer communicates changes honestly to staff.

An example of how to become an honest and open company. The management of the American investment bank UBS sent its employees a report on the results, both positive and negative, of the latest staff survey. The team liked this frankness. Employees noted that they had never received such open and honest information from the director. The head of the bank decided not to limit himself to the report. He personally headed the “Working Together as a Team” project, appointed one top manager for each direction and set a deadline for solving each task - in one hundred days. The project includes six directions.

Big why. Why do employees want to work and stay long-term with a company?
A terribly smart approach to work. Actions in response to work-life balance issues identified through the survey.
Partnership culture. Bringing together disparate teams to build strong relationships with clients.
Forward-thinking leadership. Development of inspiring leaders in the team who know how to lead people.
Company for talents. How can a company differentiate itself from its competitors by offering employees outstanding development and career opportunities?
Simple process for clients. Elimination of bureaucracy in customer service.

In the Russian IT company SoftBalance, employees have access to any information, including financial information, from the profit of a specific transaction to the salary of managers and the General Director. The doors to all rooms are transparent and open; only the server rooms and ventilation rooms are locked. One of the most viewed documents by staff is the income and expense report. Employees see what the divisions' income is made up of, what the expenses are, operating and net profit. The employee understands how his work affects the success of the company.

Problem #3. Culture of innovation

More than a third (39%) of respondents note that their company does not encourage new ways and methods of working. In addition, 31% of employees say they lack the opportunity to put their ideas into practice.

An example of how to develop a culture of innovation. The American insurance company Aegon has launched the “Client License” program. Each employee must work a week in one of the customer service positions. Then employees talk about their experience and offer ideas on how to better satisfy customer needs.

At the Russian furniture factory "Maria", each new top manager is required to personally go through each stage of work with the client: take measurements, discuss the kitchen project with the customer in the studio, visit production, take part in the installation of the kitchen, communicate with the buyer in case of a complaint, call him after the sale. After completing each stage, the top manager fills out an online report within three working days, where he describes the problems found and offers ideas for solving them.

Informal leaders in a team: how to manage them

Problem #4. Performance

According to 47% of respondents, the number of personnel in their department is not optimal, and 43% are confident that the company’s structure is irrational.

An example of how to increase productivity. Luck Companies has issued iPads to warehouse workers and delivery drivers. Previously, warehouse employees did not know when or what needed to be loaded onto a truck until it pulled into the loading dock. Now truck drivers can contact warehouse workers in advance, and loaders have time to prepare materials for loading in time. Thanks to well-established automation, shop managers monitor the work of staff from their home computer. This has fundamentally changed the work-life balance and eliminated overtime, burnout and decreased productivity.

At the Russian company Dodo-Pizza, tablets are attached to the walls or on tables at key production points (the kitchen and the room where orders are received and issued). At each production site, an interface is displayed on a tablet with the information necessary at this stage. Only the actual completion of one operation (the “Finish” button is pressed) makes it possible to begin the next one. Thanks to this, employees do not take on several tasks at once, but efficiently solve one after another.

How to make the most of the probationary period for the benefit of the company

A “quiet” way to involve employees in work

The Australian company Navy switched its team to a four-day work week thanks to a daily “quiet hour” from lunch until the end of the working day. Without distractions, in silence, staff worked a quarter more efficiently. Does noise interfere with the work of employees of Russian companies? Do they want a period of time free from meetings and chatter? The HeadHunter portal helped find this out, surveying 3 thousand people. Employees admit that they are used to the noise, but dream of daily quiet hours for thoughtful work. At the same time, they do not believe that such an idea can be implemented in their company.

1. Feel free to enter “quiet hour.” 58% of respondents were in favor of a daily “quiet hour”. This idea is most popular among representatives of the food production and sales sector (66%), the media (65%), and the information technology sector (62%).

2. Have a quiet time in the afternoon. At this time, 42% of all employees and 50% of newcomers work concentratedly. People don't want to be distracted by meetings and calls. According to employees, the first morning hours are the most inconvenient time for a “quiet hour.”

3. Introduce “quiet hour” for newcomers and old-timers. The need for silence depends on length of service in the company. Silence is especially necessary for beginners. After working for a year, employees begin to feel comfortable in noisy offices. But as the length of service increases to three to six years, the need for silence becomes stronger than at the beginning of work in the company.

4. If you lead a women's team, then be sure to arrange a “quiet hour”. Noise bothers women more than men. Therefore, they want “quiet time” more than men (46% versus 35%). However, they may find daily quiet time a burden – an option that received greater support among men (60% vs. 57%). In order not to become a victim of female logic, experiment with the regularity of “quiet hours” and settle on the option that creates the most favorable atmosphere.

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Personnel Management. Problems and ways to solve them.

People are the main resource of any enterprise; the quality of products, the level of service, and the overall growth and development of the company depend on the personnel. Adjusting the work of staff is the first thing a company manager should do.

Personnel Management is a very complex and delicate matter and often the number of problems increases over time. After all, in order to lead, you need to have knowledge in a variety of fields (management, psychology, strategic planning, and so on). It is important to build a personnel management system at the enterprise that will help solve the company’s problems and get rid of some of the problems of personnel management. Human resource management of a company is a set of measures to create and develop qualified personnel capable of achieving the goals of your business.

Now, regardless of existing domestic and foreign methods of personnel management, each individual company builds its strategy individually. In some companies, already at the initial stage, a large HR department is formed and technologies are used, while in others, there may not be a specific management system or strategy for a long time.

An interesting fact is that in foreign companies personnel management is carried out with an emphasis on technological methods, and in Russian companies - mainly on the opinions and experience of managers. In other words, they determine priorities in the company's personnel policy. The most important thing is to find the optimal balance, when a competent social program supports employees, satisfies them and motivates them, and a system of subordination and punishment that sets limits and deadlines for achieving the company's goals.

To obtain results, you must adhere to the objectives of the enterprise and the interests of employees. But in reality it is very difficult. There are too many factors influencing the work of employees, and it is impossible to take them all into account; on the other hand, personnel management requires significant resources (HR department, outside consultations, and so on), so each company sets priorities in accordance with its own capabilities.

A manager, concerned about achieving effective management over his subordinates, faces the task of creating a working environment that will most effectively influence their work motivation.

A systematic consideration of the problem of labor motivation of an organization’s employees requires taking into account the following factors:

individual characteristics of employees;

features of the work performed;

characteristics of the work situation in which work takes place;

identifying job satisfaction.

To determine the job satisfaction of organizational personnel, it is necessary to conduct research. Any research should begin with the formulation of goals. A vaguely formulated problem will not allow you to correctly determine the goals of the study.

The simplest and most effective is the questionnaire method.

Most often, employees of organizations are dissatisfied for the following reasons:

Salary amount. On average, 68% of respondents indicate average satisfaction with the level of wages.

Prospects for professional and career growth. Surveys show that more than half of employees do not see prospects for growth in this organization.

Awareness in the enterprise. 40% of employees noted a lack of information about the goals and objectives of the enterprise.

Working conditions.

Reliability of operation, giving confidence in the future. The low level of this indicator is more likely associated with the instability of the Russian market, rather than specifically with organizations.

Work as a means to achieve success in life. More than half of the respondents noted average satisfaction with this indicator. This is due not only to the enterprise, but also to the low standard of living in Russia.

There are several ways to improve the effectiveness of labor management. Based on the research conducted, they can be divided into five relatively independent areas:

1. Financial incentives. The amount of wages is of utmost importance for workers. Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.

2. Improving working conditions. The most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity, and, consequently, the efficiency of its management

3. Improving labor organization. It contains: setting goals, expanding job functions, enriching work, production rotation, using flexible schedules, improving working conditions, studying the time spent by an employee on work, the pace of work, and increasing feedback.

4. Involvement of personnel in the management process. One of the options for using this method is Western companies using a form of so-called “partnership” participation. Any person who comes to the company knows that he has the opportunity to become its partner. But this opportunity is not given to him right away. First he must prove himself in business. However, the practice of career growth in this company stipulates that in order to achieve each next stage of job development, a person must work at the previous one for at least 4-6 years. Partners usually become those who go through 3-4 stages in their development, that is, they grow to the position of a fairly large manager. When a person receives an offer to become a partner, he already occupies a fairly high managerial position, which means he understands the seriousness of the company’s development issues, has a good understanding of the market requirements, the competitive environment, the conditions for survival and the like. Having become an owner, he is no longer inclined to extremist demands for maximizing dividends, if only because he expects that dividends will be a significant help for him even in the period when he retires. And for this it is necessary for the company to live and develop sustainably not only today, but also in the long term.

5. Non-monetary incentives. This type of incentive includes:
- moral stimulation;
- stimulation with free time;
- organizational stimulation.

An ideal job should:

Have a goal, i.e. lead to a certain result;

Be valued by co-workers as important and deserving of accomplishment;

Enable the employee to make decisions necessary to carry it out, i.e. there must be autonomy (within established limits);

Provide feedback to the employee and evaluate him depending on the effectiveness of his work;

Provide compensation that is fair from the employee’s point of view.

Literature

Current problems of personnel management and their possible solutions based on motivation. http://www.klubok.net/pageid504.html
Personnel Management. How to be and what to do? http://www.finansy.asia/node/132

http://www.glossary.ru/cgi-bin/gl_exs2.cgi?RRyoszrowuigtol!ywzkg

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

HR problems

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

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

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

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

Management team of the enterprise

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

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

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

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

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

Personnel development programs

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

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

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

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

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

The most common HR problems

The main problems of personnel management may be the following:

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

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