/ / Due to what the personnel policy of the enterprise is formed

Due to what the personnel policy of the enterprise is formed

Each employee has a number of uniquequalities that somehow affect his work, how he represents your organization to clients, partners, competitors, potential employees. Personnel policy of the enterprise can stimulate the manifestation of the best professionally important qualities, or may, on the contrary, encourage negative behavior.

Personnel policy of the company is realized due to certain measures and measures, including:

  • personnel movement, promotion of personnel or reception of qualified specialists from outside;
  • satisfaction of the needs of personnel through the creation of normal working conditions, incentives, incentives (moral and material);
  • creating a favorable atmosphere, encouraging mutual assistance, mutual respect for the opinion of each employee;
  • a system for resolving conflict situations (develops and operates a human resources manager or a whole department);
  • plan for the development of personnel in accordance with the corporate strategy;
  • the forecast of requirements for personnel;
  • selection of qualified personnel and ways to improve skills.

If none of the above is at the enterpriseis done, this policy is called passive. If done, but in part - reactive (i.e., the reaction is only to negative factors already taking place). If the personnel policy at the enterprise is a developed system of measures, which is based on the forecast of the situation, and the corporate strategy of the company is preventive. Add to this the personnel development plan, and you will get an ideal picture - an active personnel policy.

Each of the listed items can be writtenbook, which was done by practical managers and theoreticians. There are so many details about many nuances that there is no point in repeating, every leader knows them. But there are moments worthy of special attention, without which the personnel policy of the enterprise is not possible at all.

An important qualitative characteristic of the personnelpolicies are the rules adopted in the organization for the admission of new employees. If management prefers to promote their employees by the posts - this helps to form the corporate spirit, stimulates the development of the organization as a single organism with its own characteristics, style of doing business in the market. If you take a serious person from outside, this brings a fresh stream to the way you do business. Sometimes both are useful.

The personnel policy of the enterprise is aimed atdisclosure of the potential of each individual employee. This task will not be possible if the team has a tense atmosphere. Hence the need for work on the cohesion of the collective. The highest level of collectivism is observed just in the companies where there is a possibility of career growth, there is a certain corporate ethics, the slogan of the firm, the motto and other specific features. If the company has a department for work with personnel and developed a system of personnel activities - this increases the chances of creating a team of like-minded people, each of them a highly motivated, professionally active and qualified "frame."

Undoubtedly, in order to achieve thisresult, years will pass. But in this business the main thing is to start and choose the right strategy, constantly work on it, implement your decisions, bring to each employee both the requirements and the benefits that the organization can give (for example, in the form of social support).

Do not underestimate the role of control, whichperforms due to the evaluation of the performance of each employee and measures to increase it (in addition to layoffs). For example, the development of clear job descriptions indicating labor standards.

The personnel policy of the enterprise will become morereal, if you describe it in a special internal document of the firm and familiarize with it all employees. Only in this way each employee is aware of responsibility and involvement in the common cause.

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