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Personnel policy

Personnel management and implementation of plansare inseparably linked with personnel policy. Personnel policy - the basic principles, a thought-out strategic line of conduct, the direction of work with personnel.

In the very recent times of the Union of this linethere was an inherent coloring ideological, subordinate to the decisions of the party and government. The market economy has changed the content of this policy by adjusting the underlying principles. Now personnel policy is at the goal of creating the ideal workforce for its enterprise, where the objectives of the enterprise and the priorities of employees are maximally combined. The target task, due to the choice of alternative options, can be solved in different ways:

- dismissal of the employee or his retention (transfer to other forms of employment or other facilities, referral for retraining);
- training of employees or the search for professionals already prepared;
- a set of additional workers or the rational use of the already available numbers, etc.

The state personnel policy in general does not differ from the personnel policy of an individual enterprise. The general requirements are as follows:

- a close connection with the strategy of survival, taking into account modern conditions;
- Elasticity (flexibility) - stability on the one hand and dynamism on the other;
- economic feasibility taking into account specific financial possibilities;
- individual approach to employees;
- ensuring the social protection of all employees;
- compliance with government decisions, regulations and current legislation.

In the base of personnel work - a system of rules and a set of measures for the selection and training (retraining) of personnel, their arrangement, use, promotion, etc.

The main types of personnel policy: active, passive, preventive, reactive.

In line with the reactive policycontrol of negative moments in the work with the staff, the causes of the emerging situations are clarified. Management localizes the crisis, being introduced into the details of the lack of motivation for highly productive work. Personnel services have the means to diagnose the situation and adequate emergency exit from it.

Preventive policies arise with justifiedforecasts of the situation. Personnel service has the means of diagnosing personnel and forecasting the personnel situation for the medium term. The main problem is the development of personnel target programs.

The mention of passive personnel policy is alreadyin itself it seems illogical. But there are situations in which the leadership does not have a specific program of actions in relation to personnel. The purpose of personnel work is the immediate elimination of negative manifestations (consequences). The personnel forecast in such organization is absent. The work consists in an emergency response to all conflict situations, often without clarifying the reasons for their occurrence and further predicting the consequences.

The most productive personnel policystatus "active". Management has both forecasts and means of influence. Personnel service develops personnel anti-crisis programs, monitors situations, corrects the execution of programs, based on the parameters of internal and external situations. And the analysis of the situation is possible both with rational programs, and with non-traditional, weakly describable and algorithmized. Personnel policy here is divided into adventurous (lack of a qualitative diagnosis, unpredictability of the development of the situation in conjunction with the striving for influence), with the availability of further plans for personnel work (on the principle of "there is a desire, but as yet there is no possibility") and rational (qualitative diagnosis, reasonable forecasts, means influence, all types of forecasting, all sorts of options for working with personnel).

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