Development of a strategy for managing personnel motivation in an organization. Development of a personnel management strategy

When forming a personnel management strategy at an enterprise, it is recommended to take into account the provisions of the enterprise strategy adopted by its management, which presupposes:

determining the goals of personnel management, i.e. when making decisions in the field of personnel management, both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employees’ abilities, etc.) must be taken into account;

formation of ideology and principles of personnel work, i.e. The ideology of personnel work must be reflected in the form of a document and implemented in everyday work by all heads of structural divisions of the enterprise, starting with the head of the enterprise. This document should represent a set of ethical standards that cannot be violated in working with the personnel of the enterprise. As the enterprise develops and external conditions change, the ideology of the enterprise’s personnel work can be clarified;

determination of conditions for ensuring a balance between economic and social efficiency of the use of labor resources at the enterprise. Ensuring economic efficiency in the field of personnel management means using personnel to achieve the goals of the enterprise's business activities (for example, increasing production volumes) with limited labor resources corresponding to the enterprise. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the enterprise’s employees.

Elements of personnel policy.

Basic elements of personnel policy: strategic personnel planning, formation of a personnel reserve, personnel marketing

Main elements of the organization's personnel policy:

personnel accounting and labor relations;

personnel management;

staff training;

motivation system;

personnel assessment;

organizational development;

corporate culture

Creating your own pension fund

Recruitment

employee career planning

Employee health insurance

Personnel costs and their efficiency. Approximate structure of personnel costs.

CP Costs: Labor costs can be direct or indirect.

Direct – for time worked and volume of work or management functions performed

Indirect – costs due to the need for compensation (insurance premiums and payments; for food; wages for unworked time; for medical insurance)

Main costs:

basic salary at tariff rates based on contracts and agreements;

2) variable salary (account payment, commission payments, payments for overtime, bonus payments, a whole system of additional payments and allowances)

Quantitative assessment of the effectiveness of human resource management services involves the mandatory determination of costs accompanying the implementation of the organization’s personnel policy. In this case, it is necessary to take into account the costs of both maintaining personnel and replenishing their number and training. Another indicator characterizing the activities of personnel management services is the cost of personnel activities per employee, for example:

average cost per “newbie” = personnel selection costs / number of selected candidates;

average cost per employee = total cost of training / number of people trained.

When assessing the effectiveness of individual personnel programs, the impact of each of them on the performance of employees and the organization as a whole is determined. For example, the effectiveness of the impact of a worker training program on increasing labor productivity and product quality, according to the methodology of the American company Honeywell, can be determined by the following formula:

E=PNVK–NZ, Where:

P is the duration of the program’s impact on labor productivity and other performance factors; N – number of trained workers; V – cost estimate of the difference in labor productivity between the best and average workers performing the same work;

K – coefficient characterizing the effectiveness of employee training (increase in performance, expressed in shares); Z – costs of training one employee.

The speed of return on investment depends on: 1) the rational use of labor potential, i.e. using the working time fund, using an employee according to his qualifications, ensuring the appropriate level of labor intensity. The connection here is quite simple: the higher the level of use, the higher the results of work, the shorter the payback period; 2) the length of a person’s work at the enterprise: the longer the work experience, the greater the opportunity to quickly recoup the investment. It follows that stabilization of the team and full use of labor create real opportunities for recoupment of funds and profit.

Human resource management strategy is a hand-developedmanagement of the organization is a priority, qualitatively determined onmanagement of actions necessary to achieve long-termgoals to create a highly professional, responsible and cohesiveteam and taking into account the strategic objectives of the organizationnization and its resource capabilities.

The strategy allows us to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their work motivation and qualifications.

The main features of the HR strategy are:

its long-term nature, which is explained by the focus on developing and changing psychological attitudes, motivation, personnel 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 or adjustment of the organization’s strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, management style and methods.

Human resource management strategy as a functional strategy can be developed at two levels:

for the organization as a whole in accordance with its overall strategy - as a functional strategy at the corporate, organization-wide level;

for individual areas of activity (business) of a multi-profile, diversified company - as a functional strategy for each area of business, corresponding to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting devices, then a personnel management strategy is developed for each area of production, since they have differences in personnel structure, qualification and professional training requirements, training methods and other issues).

In the context of strategic management, qualitative changes are taking place in the field of work with personnel. They lie in the fact that within the framework of traditional areas of personnel work, strategic aspects are becoming increasingly important.

Components of a personnel management strategy are:::

labor conditions and protection, personnel safety precautions;

forms and methods of regulating labor relations;

methods for resolving industrial and social conflicts;

establishing norms and principles of ethical relationships in the team, developing a code of business ethics;

employment policy in the organization, including analysis of the labor market, system of recruitment and use of personnel, establishment of work and rest schedules;

career guidance and adaptation of personnel;

measures to increase human resources capacity and make better use of it;

improving methods for forecasting and planning personnel requirements based on studying new requirements for employees and jobs;

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

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

development of a concept for personnel development, including new forms and methods of training, business career planning and professional advancement, 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;

improving the mechanism for managing staff labor motivation;

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

measures to improve the resolution of legal issues of labor relations and economic activities;

development of new and use of existing measures for the social development of the organization;

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

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

In each specific case, the personnel management strategy may not cover everything, 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.

A personnel management strategy can be either subordinate to the strategy of the organization as a whole, or combined with it, representing a single whole. But in both cases, the HR strategy is focused on a specific type of corporate or business strategy (business strategy). The relationship between the organization's strategy and personnel management strategy (with its components) is shown in Table.

The relationship between organizational strategy and personnel management strategy

Type of organization strategy

HR strategy

Components of HR strategy

Entrepreneurial strategy

They accept projects with a high degree of financial risk and 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

Searching for and attracting innovative workers, proactive, cooperative, long-term oriented, willing to take risks, and not afraid of responsibility. It is important that key employees do not change.

Selection and placement of personnel: finding people who can take risks and get things done

Remuneration: on a competitive basis, impartial, as far as possible, satisfying the employee’s tastes.

Assessment: Results-based, not too harsh.

Personal development: informal, mentor-oriented.

movement planning: employee interest is at the center.

Selecting a workplace that suits the employee’s interests

Dynamic growth strategy

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

Employees must be organizationally embedded, flexible in changing environments, problem-oriented, and work closely with others.

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

Rewards: fair and impartial.

Evaluation: Based on clearly defined criteria.

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

Transfer planning: takes into account today's real opportunities and various forms of career advancement.

Profitability strategy

The focus is on maintaining existing profit levels. The financial effort involved is modest, and even termination of employment is possible. The management system is well developed, and there is an extensive system of various types of procedural rules.

Focuses on quantity and efficiency criteria in the area of personnel; terms – short-term; results – with a relatively low level of risk and a minimal level of organizational commitment of employees.

Selection and placement of personnel: extremely strict

Rewards: Based on merit, seniority and internal perceptions of fairness

Assessment: narrow, results-oriented, carefully thought out

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

Liquidation strategy

Selling assets, eliminating the possibility of losses, laying off employees in the future - as far as possible. Little or no attention is being paid to trying to save the business as profits are expected to fall further.

Focused on the need for workers for a short time, narrow orientation, without great commitment to the organization

Recruitment is unlikely due to staff reductions

Pay: Merit-based, slowly increasing, no additional incentives.

Evaluation: strict, formal, based on management criteria.

Development, training: limited, based on business needs.

Promotions: Those who have the required skills have the opportunity to advance.

Circulation 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 achieving stability in the long term. The morale of the staff is quite depressing.

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

Diversely developed employees are required.

Payment: system of incentives and merit testing.

Rating: based on results.

Training: great opportunities, but careful selection of applicants.

Promotion: various forms.

The process of developing and implementing a strategy is continuous, which is reflected in the close relationship between solving strategic problems both for the long term and for the medium and short term, i.e. their solutions in the conditions of strategic, tactical and operational management. Such specification of the personnel management strategy and bringing it to strategic objectives and individual actions is embodied in strategic plan- a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of necessary resources (financial, material, information, etc.).

The tasks of some components of the personnel management strategy in the conditions of strategic, tactical and operational management are presented in Table.

Objectives of the main components of the personnel management strategy in the conditions of strategic, tactical and operational management

Period and type of management	Components of HR strategy
Period and type of management	Selection and placement of personnel	Remuneration (salary and bonuses)	Personnel assessment	Personnel development	Planning for career advancement
Strategic (long term)	Determine the characteristics of workers required by the organization for the long term. Predict changes in internal and external conditions	Determine how labor will be paid during the period under review, taking into account expected external conditions. Link these decisions to your business's long-term strategy opportunities.	Determine what exactly needs to be assessed for the long term. Use various means of assessing the future. Give a preliminary assessment of your potential and its dynamics.	Assess the ability of existing personnel to undergo the necessary restructuring and work in new conditions in the future. Create a system for forecasting changes in the organization.	Build a long-term system that provides the necessary combination of flexibility and stability. Link it to your overall business strategy.
Tactical (medium term)	Select personnel selection criteria. Develop an action plan on the labor market.	Develop a five-year plan for the development of the employee compensation system. Work on the issues of creating a system of benefits and bonuses.	Create a reasonable system for assessing current conditions and their future development.	Develop a general personnel development management program. Develop measures to encourage employees’ self-development. Work on issues of organizational development	Determine the stages of employee promotion. Link individual aspirations of employees with the goals of the organization.
Operational (short term)	Create a staffing schedule. Develop a recruitment plan. Develop a scheme for the movement of workers.	Develop a remuneration system. Develop a bonus system.	Create an annual employee evaluation system. Create a daily control system.	Develop a system of advanced training and training for employees.	Ensure the selection of suitable employees for individual jobs. Plan upcoming personnel moves.

The personnel strategy should help strengthen the organization’s capabilities (in the personnel field) to resist competitors in the relevant market, to effectively use its strengths in the external environment; expanding the organization’s competitive advantages by creating conditions for the development and effective use of labor potential, the formation of qualified, competent personnel; full disclosure of staff’s abilities for creative, innovative development, to achieve both the goals of the organization and the personal goals of employees.

The development of a personnel management strategy is carried out on the basis of a deep systematic analysis of external factorsit and the internal environment, as a result, a holistic concept for the development of personnel and the organization as a whole can be presented in accordance with its strategy. The external environment includes the macro environment and the immediate environment of the organization, which have a directed impact and contacts with the personnel management system. The factors by which the external and internal environment is analyzed to develop a personnel management strategy are presented in Table.

External and internal environmental factors influencing the development of a personnel management strategy


External environment: macro environment	Factors of an international nature (military tension, scientific activity, etc.). Political factors (political stability, activity of social and trade union movements, criminal situation in the country). Economic factors (trends in changes in economic relations, average annual inflation rates, structure of distribution of income of the population, tax indicators). Socio-demographic factors (life expectancy of the population, standard of living, fertility and mortality, infant mortality as a percentage of the birth rate, population structure by indicators, migration, etc.). Legal (regulation in the field of labor and social security). Ecological. Natural and climatic. Scientific and technical. Cultural
immediate environment	Local labor market, its structure and dynamics, Personnel policies of competitors. Market infrastructure (the degree to which the organization's resource needs are met and the state of market structures). Environmental monitoring (external environmental quality). Healthcare (capital-labor ratio, qualifications, etc.) Science and education (level of education of the population, novelty of scientific developments, etc.). Culture (the degree to which the population’s needs for cultural and similar objects are met). Trade. Catering. Transport and communications. Suburban and agriculture. Construction and housing and communal services. Household supplies
Internal environment	Principles, methods, management style. Human resources potential of the organization. Personnel structure. Staff turnover and absenteeism. Level of personnel rotation. Structure of personnel knowledge and skills. Workload of workers. Labor productivity. Social protection measures. Organization finances. Level of organization of production and labor. Prospects for the development of technology and technology in the organization. Organizational culture. Level of development of the personnel management system, etc.

As a result of analyzing the external and internal environment using the method SWOT(CBOT) The strengths and weaknesses of the organization in the field of personnel management are identified, as well as the opportunities it has and the threats that should be avoided.

Revealing strengths and weaknesses reflects the organization’s self-esteem and allows it to compare itself with its main competitors in the labor market and, possibly, in the sales market. The assessment can be carried out on individual indicators and functions of personnel management using the so-called competitive profile. The assessment of individual indicators is carried out by the method of comparative analysis, and of management functions - by the expert method.

The strengths and weaknesses of the organization in the area of personnel are as much as threats and opportunities, determine the conditions for the successful existence of an organization. Therefore, within the framework of strategic personnel management, when analyzing the internal environment, it is important to identify the strengths and weaknesses of individual areas of personnel management and the personnel management system as a whole.

Thus, a personnel management strategy can cover various aspects of an organization’s personnel management: improving the personnel structure (by age, categories, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; increasing the efficiency of personnel costs, including wages, benefits, training costs and other cash expenses; personnel development (adaptation, training, career advancement); measures of social protection, guarantees, social security (pension, medical, social insurance, social compensation, socio-cultural and welfare support, etc.); development of organizational culture (norms, traditions, rules of behavior in a team, etc.); improvement of the organization’s personnel management system (composition and content of functions, organizational structure, personnel, information support, etc.), etc.

When developing a personnel management strategy, the achieved, existing level in all of these areas should be taken into account and, taking into account the analysis of the external and internal environment of the organization and the factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level the achievement of which will allow the implementation of organization strategy.

At the same time, the task of developing the necessary personnel management strategy can be so difficult due to the lack of financial, material, intellectual resources, and the level of professionalism of managers and specialists that there will be a need to set priorities for selecting the necessary areas and components of the personnel management strategy. Therefore, the criteria for choosing a strategy may be the volume of resources allocated for its implementation, time restrictions, the availability of sufficient professional qualifications of personnel, and some others. In general, the choice of strategy is based on strengths and the development of activities that enhance the organization's capabilities in a competitive environment through personnel advantages.

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DIPLOMA THESIS

DEVELOPMENT OF A PERSONNEL MANAGEMENT STRATEGY USING THE EXAMPLE OF GALLERY-ALEX LLC

Introduction

Theoretical foundations of personnel management

Analysis of the personnel management system of LLC "Gallery-ALEX"

2.2 Analysis of the state of the system of recruitment, assessment and selection of personnel in the organization

2.3 Problems of personnel management in the organization

Development of a personnel management strategy for LLC "Gallery-ALEX"

3.1 Improving the personnel selection system

3.2 Improving the procedure for assessing personnel performance

3.3 Improving methods of motivating and stimulating personnel

3.4 Improving training and advanced training procedures

3.5 Improving personnel career planning

3.6 Calculation of the socio-economic effect from the implementation of the developed HR strategy

4. Ensuring fire safety at Gallery-ALEX LLC

4.1 General fire safety requirements

4.2 Measures to ensure fire safety at Gallery-ALEX LLC

Conclusion

List of sources used

Applications

INTRODUCTION

A restaurant is an enterprise with a wide range of complex dishes, a high level of service and leisure activities. There are millions of large, medium and small restaurants operating all over the world, ranging from fast food to haute cuisine.

The restaurant business today occupies one of the leading places in the service sector and is not only one of the most profitable types of economic activity, but also one of the riskiest.

In the struggle for the viability of the restaurant business, restaurateurs have to overcome a number of problems. One of the most pressing is the problem of managing restaurant staff, since the presence of qualified and well-trained staff is one of the most important components of the success of the restaurant business. This determines the relevance of the topic of the final qualifying work.

Personnel management is an important area of life of any enterprise that can greatly increase its efficiency. The personnel management system ensures continuous improvement of methods of working with personnel using the achievements of domestic and foreign science and the best production experience.

The essence of personnel management lies in the establishment of organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relationships are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.

Any company will always be faced with the question - “What to do next? How to develop? - this is the question of the strategic development of the company. This means that at any stage of development of economics as a science and at any stage of development of the state’s economic system, the issues of strategic development of the company will always remain relevant.

Human resource management strategy is part of the enterprise management strategy. The same principles apply to the development of a personnel management strategy as to the development of a management strategy for the enterprise as a whole.

Consequently, the relevance of the chosen topic of the thesis research - “Development of a personnel management strategy using the example of Gallery-ALEX LLC” - is due to the importance of issues of strategic development of the enterprise; in turn, personnel is the resource of the enterprise that implements the development strategy of the enterprise and achieves the goals of the enterprise.

The relevance of the problem of developing a personnel management system is due to the growing interest in personnel management of modern Russian enterprises. The factor of effective functioning of an enterprise's personnel management system becomes decisive in competition.

The theoretical and informational basis for the final qualifying work was the work of various authors in the field of management, theory of organization and personnel management, statistical data, Internet resources, as well as periodicals.

The relevance of the topic of the diploma project "Development of a personnel management strategy" determined the subject and object of the study.

The object of the study is LLC "Gallery-ALEX", one of the largest and most dynamically developing companies in the restaurant business in Moscow, regions of Russia and the CIS countries.

The subject of the study is the organization's personnel management strategy.

The goal of the diploma project is to develop a personnel management strategy for the LLC Gallery-ALEX enterprise.

The objectives of the diploma project are:

1) review of scientific and educational literature on the research topic;

2) analysis of the existing personnel management system at the LLC Gallery-ALEX enterprise;

3) development of recommendations for improving the personnel management strategy at Gallery-ALEX LLC;

4) determining the socio-economic effectiveness of recommendations;

5) analysis of the state of fire safety in LLC "Gallery-ALEX".

Structure of the work: the thesis project consists of an introduction, 4 chapters, a conclusion, a list of sources used and applications.

The introduction substantiates the relevance of the topic of the diploma project, defines the purpose and objectives, the object and subject of the research.

The first chapter of the diploma project examines theoretical approaches to the development of an organization's personnel management system.

In the second chapter of the diploma project, the personnel management system of Gallery-ALEX LLC was examined and its main advantages and disadvantages were identified.

In the third chapter of the diploma project, based on the results of a study of the personnel management system, recommendations are proposed for improving the personnel management strategy at Gallery-ALEX LLC, based on modern personnel management technologies.

The fourth chapter of the diploma project examines fire safety issues at Gallery-ALEX LLC.

In conclusion, the results of the study are summarized and conclusions based on the results of analysis and design are given.

CHAPTER 1. THEORETICAL FOUNDATIONS OF PERSONNEL MANAGEMENT

1.1 Essence and principles of the organization’s personnel management system

Personnel management is a specific function of management activity, the main object of which is people who belong to certain social groups and work collectives.

At the same time, the control system represents the unity of two subsystems: the control one (the subject of control) and the controlled one (the object of control), which allows the subject to consciously influence the object to achieve a certain goal (Fig. 1).

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Rice. 1. Main subsystems of personnel management in the organization

The subjects of management are managers and specialists who perform management functions in relation to their subordinates.

According to J. Harrington, the control and controlled subsystems are in constant interaction, in which the leading place belongs to the control object, since its content, structure and purpose of operation, changes occurring in the object determine the content of the control subject and its development, which is expressed in the improvement of forms and personnel management methods.

Consequently, personnel management is a purposeful activity of the organization's management to develop concepts, personnel policy strategies and methods of human resource management. This is a systematically, systematically organized influence through a system of interconnected, organizationally economic and social measures aimed at creating conditions for normal development and use of the potential of the workforce at the enterprise level.

Planning, formation, redistribution and rational use of human resources is the main content of personnel management. Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on comprehensive problem solving and reconstruction.

The systems approach involves taking into account the relationships between individual aspects of the problem in order to achieve final goals, determine ways to solve them, and create an appropriate management mechanism that ensures comprehensive planning and organization of the system.

Therefore, a management system is an ordered set of interconnected elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.

The system organizationally assigns certain functions to structural units and employees, and also regulates the flow of information in the management system.

The study of the theoretical foundations of personnel management showed that in the domestic literature there is no consensus on the definition of personnel management, but several approaches can be distinguished:

1. Institutional approach. From the standpoint of this approach, personnel management is considered as “a variety of activities of various entities (among which specialized personnel management services, line and senior managers who perform the management function in relation to their subordinates) are most often identified, aimed at realizing the goals of the strategic development of the organization and fulfilling tactical tasks for the most effective use of workers employed at the enterprise."

2. Content-based (functional) approach. This approach “is based on identifying the functions of personnel management, its goals and objectives of functioning within the organization,” it shows “what actions and processes must be carried out in order to achieve these goals,” in contrast to the institutional approach, which focuses on “ what human resource management should provide for an organization.

This allows us to talk about personnel management as a special type of activity, as an integral system that has its own specific content." The composition of the functional subsystems of the personnel management system and their main functions are presented in Appendix 1.

3. Organizational approach. From the point of view of this approach, personnel management can be defined as “a set of interrelated economic, organizational and socio-psychological methods that ensure the efficiency of labor activity and the competitiveness of enterprises. Here we are talking about the interaction of an object and a subject; mechanisms, technologies, tools and procedures for implementing personnel management functions are considered.”

4. An interesting approach is that the object of the personnel management system is the process of targeted interaction and mutual influence in the joint productive activities of managers and staff. This approach defines the management system as the unity of the subject and the object of management, which is achieved as a result of not only self-regulation in complex social systems, but also the targeted influence of the object of management on the subject. In this case, the object of management is social relations, processes, groups, as well as social resources and the person himself, who inevitably enters into social relations, participates in social processes and groups, and in the implementation of resources.

Based on this, we can talk about personnel management as a system that has an object and a subject of management, between which there are organizational and managerial relationships, as well as management functions that are implemented through a system of certain methods.

Personnel management system is a system in which the organization’s personnel management functions are implemented; it includes the subsystems presented in Figure 2.

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Rice. 2. Structure of the personnel management system

In large organizations, the functions of these subsystems are performed by various HR departments of the organization. According to the developments of the scientific school led by A.Ya. Kibanova, each subsystem of the personnel management system is represented by a set of functions of the management system. Thus, the personnel planning and marketing subsystem includes the development of personnel policies and personnel management strategies, analysis of personnel potential, etc.; the subsystem for the development of the organizational structure of management includes analysis of the organizational structure of management, design of a new one, development of staffing, development and implementation of recommendations for the development of management style and methods, etc. .

All of the above functions are the main directions of analysis of the personnel management system for its further development.

Among the reasons for the lag in domestic production, in the opinion of N.N. Sivalneva and A.V. Shvekov, the leading place is occupied by the human factor, problems of personnel management. Without detracting from the importance of other competitive advantages of an industrial enterprise, they emphasize the increasing role of the subjective factor - this is the ability and determination of industry leaders, companies, leading entrepreneurs to introduce and implement a new course related to the implementation of improving the system of competitive advantages at the enterprise, namely:

staff readiness for innovation;

interest of managers and specialists at the level of enterprises and their divisions;

creative activity of the broad masses of workers, ordinary performers.

The core of the entire personnel management system is the organization’s personnel policy, which includes a set of principles, basic models, goals and ideas that determine the direction and content of work with personnel for the long term.

There are two groups of principles for constructing a personnel management system in an organization:

1) principles characterizing the requirements for the formation of the system;

2) principles that determine the directions of development of the system.

The principles characterizing the requirements for the formation of a personnel management system and determining the directions of development of the personnel management system are presented in Table. 1 and 2 of Appendix 2 respectively.

As part of the development of a personnel management system and its improvement as an element of the system of competitive advantages of an enterprise, the authors identified principles that must be followed.

1. Principle of relevance - the components of the personnel management system will represent the most significant factors for personnel. The motivational power of such factors should be confirmed by research and feedback from staff members.

2. The principle of efficiency - this principle takes into account that:

firstly, the impact of personnel management must be provided promptly, in accordance with the intended goals;

secondly, the reward must be realized as quickly as possible after the provision and evaluation of the performance result.

3. The principle of efficiency - this principle assumes that the construction and operation of a personnel management system will be determined by the fact that the effect achieved by it will be assessed as quite significant in comparison with the costs that are necessary for the formation and maintenance of personnel management as an element of the system of competitive advantages of the enterprise.

4. The principle of consistency - this principle establishes that the model of personnel management as an element of the system of competitive advantages of an enterprise should have maximum coverage of employees in the area it is focused on, and also include the full number of those elements that are recognized by experts or practice as the most significant and valuable.

All principles of constructing a personnel management system are implemented in interaction. Their combination depends on the specific operating conditions.

Personnel management, being social, contains several aspects. In particular, the following aspects of personnel management are highlighted:

1. Technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.

2. Organizational and economic - contains issues related to planning the number and composition of workers, moral and material incentives, use of working time, etc.

3. Legal - includes issues of compliance with labor legislation in working with personnel.

3. Socio-psychological - reflects issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures into work practice.

4. Pedagogical - involves resolving issues related to personnel training, mentoring, etc.

In addition to the fact that personnel management has many aspects, it can be based on different conceptual positions.

The concepts reflect the philosophy and initial principles in personnel management on which the coordination of the interests of the organization and employees is based. They exist objectively, can be realized and organized organizationally, or can be implemented intuitively, without a specific organizational design.

1.2 Conceptual approach to developing a personnel management system

The concept of personnel management is a system of theoretical and methodological views on understanding and defining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of organizations. It includes:

development of personnel management methodology,

formation of a personnel management system,

development of personnel management technology.

The methodology of personnel management involves consideration of the essence of the organization’s 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, vertical and horizontal functional relationships of managers and specialists in the process of justification, development, adoption and implementation of management decisions.

A personnel management system is a set of related and interacting elements that form a single whole and perform the functions of personnel management. It is implemented in regulatory documents: the charter of the enterprise, its philosophy, business plan, internal labor regulations, collective agreement, regulations on remuneration, regulations on personnel services, etc.

A personnel management system is a set of technologies developed, implemented and used in a company that determine all basic HR processes (for example, hiring, training and development, adaptation, remuneration, procedures for making personnel decisions).

Personnel management technology involves organizing the recruitment, selection, reception of personnel, their business assessment, career guidance and adaptation, training, managing their business career and professional advancement, motivation and organization of work, managing conflicts and stress, ensuring the social development of the organization, releasing personnel and etc. This should also include issues of interaction between organizational leaders and trade unions and employment services, and personnel safety management.

Under the above term “technology” D.Yu. Volodin and A.A. Snegirev understands technology regulated by the relevant corporate standard (regulations).

It is the implementation of this approach that allows you to create an effective company personnel management system in a short time and with minimal investments and risks.

In a highly competitive market, the company is required to be adaptable, which means increased demands on the personnel management system. In this regard, S.I. Yartseva proposes to present the personnel management system in the form of a hierarchical system, which includes regulations of the upper and subsequent levels.

“Top-level regulations” define the general requirements for the company’s personnel management system and establish the norms of relations between the company and employees. They are formulated in the Personnel Management Policy and the Personnel Regulations.

Regulations are a set of rules that determine the procedure for the activities of an enterprise.

According to M.V. Melnik, the personnel management policy is a kind of “declaration of human rights,” a document that defines the basic principles of relations between employees and the company.

The company's top officials are involved in the development of the HR Policy - after all, only they can guarantee the implementation of the declared principles. Such a document may contain a number of declarations:

a) “the company strives to build long-term relationships with employees”,

b) “the company provides employees with a competitive salary level.”

After determining the personnel management policy (that is, the basic principles that should be reflected in lower-level regulations), the Personnel Regulations are developed. To develop this provision it is necessary:

identify the main (most relevant) processes of personnel management;

determine the main categories of personnel;

resolve issues of informing employees;

determine the powers and responsibilities of officials when making personnel decisions;

establish procedures and rules for documenting personnel and structural decisions;

identify issues related to managing the working conditions of employees;

resolve issues of regulating labor relations with employees;

establish requirements for personnel document flow.

The HR Policy and the HR Regulations contain all the requirements that must be taken into account when regulating individual processes.

Thus, the Personnel Regulations define a number of the most relevant personnel management processes that require immediate regulation. As practice shows, most often these are issues of hiring, evaluating and rewarding employees.

The processes of recruiting, evaluating and rewarding employees can vary significantly depending on the category of personnel. For example:

1. Management (for example, marketing director, deputy director for economics, head of human resources department).

2. Heads of commercial personnel (head of sales department).

3. Administrative staff (drivers, office managers, secretaries).

When developing regulations, it is necessary to take into account the specifics of processes for each category.

First, it is necessary to regulate the process of hiring key employees, since they form the basis of the company’s personnel, and the hiring process is the beginning of the employee’s work cycle. The hiring process for key workers is significantly different from the hiring processes for other categories of employees, so it requires the development of separate regulations.

In practice, when developing regulations, managers strive to solve everything in one document, but this is difficult and incorrect for a number of reasons.

In addition, a number of reference books and templates for documents used during recruitment should be developed (for example, a template for a job description, an application to fill a vacancy that the manager transfers to the personnel department, etc.). Since personnel categories are sets of positions that differ significantly in the goals of their activities, their results and conditions, the remuneration system for each of the categories must be developed separately.

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Rice. 4. Set of corporate regulations

As for employee evaluation, the authors of the article recommend regulating two processes: the evaluation process of key employees and the evaluation process of other categories of personnel.

As a result, the organization's management has a set of corporate regulations, which includes the Human Resources Policy, the Personnel Regulations, the Regulations on Remuneration and Compensation, the Regulations on Personnel Evaluation and the Regulations on the Hiring of Key Personnel.

It is advisable to further develop or improve human resource management processes in the order of the employee life cycle, that is, start with hiring, then determine a program for adaptation, training, remuneration, etc.

If the organization has already developed and implemented internal labor regulations (as a rule, HR managers use standard standard rules), then it is recommended to rework them taking into account the above requirements for the personnel management system. Ideally, such a document should cover the following issues:

1) on establishing work schedules for all categories of personnel;

2) on the limits of permissible deviations from the schedule for different categories of personnel;

3) on the duration of annual and short-term vacations;

4) on the provision of time off, payment of overtime;

5) on payment and rules for providing sick days (both with and without sick leave);

6) on the procedure and rules for generating a time sheet.

Thus, the basis of the company's personnel management system has been created. After this, only regular monitoring of the implementation of the provisions and periodic modification of the developed regulations will be required.

As a result, there is a set of corporate regulations, which includes the Personnel Management Policy, the Personnel Regulations and 10-12 provisions and instructions regulating the processes of personnel management.

According to D.Yu. Volodin and A.A. Snegirev, this is the necessary minimum that lays the foundation for an integrated personnel management system.

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Rice. 5. Integrated personnel management system

Such a set of corporate regulations is hierarchically organized, easy to use and solves almost all personnel management issues. At the same time, the necessary information is communicated to the relevant category of employees in a timely manner and in full.

The specified list of documents is not final and requires periodic modification and revision due to changes in market conditions, legislation, company development, etc.

The advantages obtained by implementing such a system of corporate standards are that it:

allows you to save from 10 to 20% of total personnel costs;

allows you to reduce irreparable losses associated with personnel activities by up to 50% (due to the regulation of all basic personnel management processes);

allows you to significantly reduce the company’s “reputational” risks;

contributes to increasing the company's attractiveness as an employer.

According to the results of the study, for a company with a staff of 100 to 150 people, savings can range from 1.5 to 2 million rubles. during the first year after the implementation of this system.

The concept of personnel management contains the basic principles of management and its general orientation; its provisions are unique in a single organization, but, nevertheless, the content of personnel management includes elements that are common.

1.3 Human resource management strategy and its role in enterprise management

Personnel policy primarily involves the formation of an organization’s personnel management strategy, which takes into account the organization’s development strategy.

A personnel management strategy is plans, directions of action, the sequence of decisions made and methods that allow for assessment, analysis and development of an effective system of influencing personnel to implement the organization's development strategy.

The personnel management strategy is developed taking into account both the interests of the organization’s management and the interests of its personnel. The HR strategy involves:

formation of ideology and principles of personnel work, i.e. the ideology of personnel work must be reflected in the form of a document and implemented in everyday work by all heads of structural divisions of the organization, starting with the head of the organization. This document should represent a set of ethical standards that are not subject to violation in working with the organization’s personnel. As the organization develops and the external conditions of the organization’s personnel work change, it can be clarified;

determination of conditions for ensuring a balance between economic and social efficiency of the use of labor resources in the organization.

Ensuring economic efficiency in the field of personnel management means the optimal use of personnel to achieve the goals of the organization's business activities (for example, increasing production volumes) with limited labor resources appropriate to the organization. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the organization's employees. The personnel management strategy depends on the personnel policy strategy. Moreover, the personnel policy strategy determines the organization's personnel management strategy.

It is well known how important people management is to organizations - large and small, commercial and non-profit, industrial and service industries. Without people there is no organization. Without the right people, no organization can achieve its goals and survive. There is no doubt that human resource management is one of the most important aspects of management theory and practice.

Specific responsibility for the overall management of human resources in organizations is usually assigned to professionally trained personnel department employees, usually within the headquarters services. In order for professionals to actively contribute to the achievement of organizational goals, they need not only knowledge and competence in their specific field, but also awareness of the needs of lower-level managers. At the same time, if lower-level managers do not understand the specifics of human resource management, opportunities and shortcomings, then they cannot fully take advantage of the services of HR specialists. Therefore, it is important that all managers and specialists understand the ways and methods of managing people.

Human resources management includes the following stages (Fig. 6):

1. Resource Planning: Developing a plan to meet future human resource needs.

2. Recruitment: creating a reserve of potential candidates for all positions.

3. Selection: assessment of candidates for jobs and selection of the best from the reserve created during recruitment.

4. Determining Salaries and Benefits: Developing a salary and benefits structure to attract, recruit and retain employees.

5. Career guidance and adaptation: introduction of hired workers into the organization and its divisions, development in workers’ understanding of what the organization expects from him and what kind of work in it receives a well-deserved assessment.

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Rice. 6. Human resource management process

6. Training: developing programs to teach the job skills required to perform a job effectively.

7. Assessment of work activity: development of methods for assessing work activity and communicating it to the employee.

8. Promotion, demotion, transfer, dismissal, development of methods for moving employees to positions with greater or less responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating the employment contract.

9. Training of management personnel, management of career advancement: development of programs aimed at developing the abilities and increasing the efficiency of management personnel.

10. Formation of an organizational culture that determines interpersonal relationships between employees, administration and public organizations.

When managing the people side of their business, leaders often focus on one or two “dimensions” and lose sight of the rest. A typical example: a company reorganizes its structure to free managers from bureaucratic work and give more scope to their entrepreneurial activity, but at the same time forgets to rebuild the training or reward system. When the desired entrepreneurial spirit is not awakened, managers often become confused, not understanding why the measures taken did not produce results. The point is that you can’t limit yourself to just one area. A forward-looking strategy is needed that focuses on the interaction of all “dimensions.”

If a manager wants an organization that truly values quality and the customer, he must not only retrain the staff, but also review the organizational structure, communication, evaluation and reward systems. The salary and reward system is a classic problem in this area. Often companies use wage systems tied to the volume of production. If a manager wants to transform such a company into an organization that emphasizes product quality, the payment system must be changed. Otherwise, there will be a contradiction between what the CEO says about product quality and what the compensation system encourages workers to do.

The development of a personnel strategy consists of seven steps (Table 1), and in each of them the active participation of senior managers is desirable. This ensures that the balance between HR practitioners and company strategists is maintained, which is so necessary to achieve effective results.

Table 1

HR strategy development process:


	Understand your business strategy. Analyze information about the company’s personnel and their qualifications. Clearly highlight the main driving forces of your business, for example: technology, sales, costs, innovations, market development.
	Create a company mission or statement of intent that addresses the people side of your business. Explain how you are going to interest the staff, what company value system you offer. Following the example of other companies, try to take into account the “human factor” when drawing up a strategy plan.
	Conduct a simple but comprehensive assessment of your organization. Use a SWOT analysis of the company (Strengths - strengths, Weaknesses - weaknesses, Opportunities - favorable opportunities, Threats - dangers). This is a simple but effective method. Be sure to check the accuracy of the conclusions drawn from the SWOT analysis. Focus on the strengths and weaknesses of the company's personnel. Consider existing problems with the qualifications and potential capabilities of workers. Conduct a thorough study of your business's external environment and market situation. Clearly highlight opportunities and hazards relevant to personnel. Then, based on this analysis, you need to assess the potential of the company's HR department. Conduct a SWOT analysis of this division: consider in detail the current directions of its activities, the quality of work and the competence of employees.
	After a detailed analysis of the personnel and activities of the HR department, conduct a COPS analysis: Culture - culture, Organization - organization, People - people Systems - personnel management systems. Analyze: the current state of affairs, the desired state of affairs.
	Go back to your business strategy and look at it from the perspective of SWOT and COPS analyses. Try to understand how realistic it is to achieve your strategic goals with the personnel at your disposal. By comparing the results of SWOT and COPS analyzes with the business strategy, identify the most important personnel problems, i.e. those problems that have a major impact on the implementation of business strategy. Rank priority staff issues by importance.
	For each priority issue, clearly outline management's options for action. Create, think, create - don’t be satisfied with the obvious. This is an important step because people often cling to the familiar instead of challenging stereotypes. Think about the consequences of certain actions. Once you have gone all this way, you can develop an overall plan and set goals for each area of the HR department. Develop an action plan to address priority issues. Remember, strategy is about choice and focus. Set clear goals and deadlines for solving key tasks.
	Monitor the implementation of developed plans and evaluation of results. The ultimate goal of developing a people strategy is to ensure that the goals are consistent with each other within the overall business plan. In addition, care must be taken to ensure that the core functions of the HR department complement each other, for example, salary and reward systems should be integrated with training and career development plans. There is very little benefit in training people if they are later disappointed when they discover that the company is unable to provide them with career growth and development.

The HR strategy of enterprises has been most fully developed in the United States. American experience is successfully used and modernized in other countries. In Russia, the practice of strategic planning of work with personnel is just becoming widespread. As in other areas of HR management, representative offices of foreign companies were the first to begin creating a personnel strategy. Gradually, Russian organizations began to show more and more attention to this area of planning.

Personnel strategy is of increased interest not only from the point of view of a practical approach to business management, but also from a theoretical perspective. Thus, in Europe, approximately since the mid-80s of the last century, the relationship between business strategies and personnel management has been vigorously discussed. In particular, the question of whether HR strategy should be a projection of business strategy or vice versa comes to the fore. Thus, there are four concepts for planning work with personnel at an enterprise:

A) HR strategy depends on business strategy;

B) business strategy depends on personnel strategy;

C) personnel strategy and business strategy are independent of each other;

D) HR strategy and business strategy are determined interactively.

Type A. HR strategy and business strategy are interdependent.

Currently, three theories describing this type of personnel strategy are recognized. These are Pfeffer's "best practices", Walton's "consensus strategy" and von Eckardstein's "integrated HR strategy". Pfeffer's concept of “best theories” suggests seven methods that ensure the relationship between HR and business strategy:

guarantee of long-term employment of employees,

strict selection of personnel,

using a team method of work,

dependence of remuneration on its results,

developed training system,

minor status differences,

intensity of providing information to the team.

Von Eckardstein's theory is based on the fact that there is a certain unified view on personnel issues in an organization, expressed by those “responsible for personnel.” Such a strategy is created for a long period and requires consistency at many levels: personnel and business strategy, various human resource management tools, the interests of decision-makers and personnel. Within its framework, a person is considered as a resource that must not only be correctly used, but also developed. Von Eckardstein's theory presupposes strict selection of employees, encouragement of their initiative, non-material motivation, teamwork, and a well-functioning training system.

Walton's “strategy of consent” considers the person as a tool, and therefore his work needs to be optimized. The style of organizations using it is determined by the motto “hire and fire.” In this regard, the requirements for personnel are low, and the approach to their selection is superficial. Lack of qualifications is compensated by a strict disciplinary system and supervision. This strategy does not imply the manifestation of initiative, but is rather aimed at the automatic implementation by staff of pre-prescribed rules. The low level of requirements for employees does not imply an increase in their professional level. The most important motivating tool is money.

Type B. HR strategy dependent on business strategy (market based view).

Many practitioners are of the opinion that this is the most effective form of organizing work with personnel. Thus, they highlight HR strategy as a means of achieving business goals, taking into account the needs of each department separately and the company as a whole. This is explained by the fact that the requirements of different departments for employees can vary significantly. In 1987, Ackermann conducted a study of large enterprises, as a result of which four types of strategy were identified in relation to personnel:

development;

control;

study;

grade.

Other researchers have looked at the relationship between organizational development phases, business strategy, and human resource management planning. So, T.Yu. Bazarov identifies the following types of organizational strategy: entrepreneurial, dynamic growth, profitability, liquidation, circulation. At the same time, he introduces the concepts of long-term (strategic), medium-term (managerial) and short-term (operational) personnel planning.

For example, with an entrepreneurial type of strategy, an open personnel policy in the long term involves attracting young professionals, active information interaction and the formation of requirements for candidates. At the level of medium-term planning, this includes searching for promising people and projects, creating a database of candidates, holding competitions, maintaining contacts with recruitment agencies. Short-term planning refers to the selection of managers for specific projects. It should be noted that the model of T.Yu. Bazarova describes exclusively personnel policy, without taking into account the corresponding strategy.

The concept of HR being dependent on business strategy has some drawbacks. First of all, it assumes the need to quickly adapt HR practices to changes in business. However, it often happens that you have to not only manage existing resources differently, but also turn to new opportunities. If the necessary potential cannot be found within the company itself, then its external sources are used, that is, the labor market. Therefore, experts believe that “...this method turns out to be unrealistic in practice and often serves as one of the reasons for the collapse of bold strategies. It is resources such as human resources that require long-term monitoring...” Another negative side of such an organization of processes is the high probability of employees moving into opposition to the new course of management.

Type B. Business strategy dependent on personnel (resource based view).

The use of this strategy is explained by the fact that the employer does not always have the opportunity to find motivated personnel with the required qualifications on the labor market, and their development within the organization takes time. Therefore, new areas of business are limited by the potential of current employees. This limitation is especially important in cases where management considers the sum of employee knowledge to be the main resource. The positive point here is that strategic plans built on actually available human resources are more feasible than those involving the involvement of external sources. The main disadvantage of the strategy is that the company's business plans are limited and tied to the company's human resources management.

Type D. Interactive definition of personnel strategy.

Many authors consider the possibility of integrating business strategy and employee management planning. Thus, Henry Mintzberg introduced the concept of “umbrella strategy.” In his opinion, an entrepreneurial strategy as an “umbrella” limits the area of activity of the organization’s employees. It also develops a personnel strategy. At the same time, personnel management policy also influences the conduct of business, not limited to the function of providing the necessary human resources. The American School of Personnel Management suggests basing strategic planning on the following factors:

strengths and weaknesses of the enterprise,

opportunities (chances) and risks of the market.

This approach avoids being limited only by market factors or company resources. This interactive approach has the following advantages:

The company's plans are timely correlated with activities in the field of personnel policy (training, recruitment, etc.).

All persons involved in specific activities are informed in advance about strategic personnel events.

All divisions of the company can make proposals for new strategies.

Personnel and their qualities are regarded not as a means of solving problems, but as the potential of the company.

Such a system assumes flexibility in personnel policy, identification of employees with the company, and wide participation of personnel in the development of its strategy.

So, every organization has several opportunities for strategic HR planning. The discussion about the advantages of one model or another is interesting, first of all, from a theoretical point of view. In practice, it is often observed that management uses individual elements of several systems to adapt the personnel strategy to the requirements of the enterprise. One of these systems, as a rule, is taken as a basis.

management personnel selection motivation

CHAPTER 2. ANALYSIS OF THE PERSONNEL MANAGEMENT SYSTEM OF GALLERY-ALEX LLC

2.1 General characteristics of the organization

The Gallery-ALEX company, which unites the Shokoladnitsa coffee shop chain, Wabi Sabi Japanese restaurants and Burger King fast food restaurants, has been a leader in the restaurant business since 2001. At this stage of development, there are more than 250 coffee shops and restaurants across Russia, the number of which continues to increase. LLC "Gallery-ALEX" - Limited Liability Company conducts its activities in accordance with the Legislation of the Russian Federation and the Charter of the Company. Form of ownership - private.

LLC "Gallery-ALEX" is a legal entity and, on its own behalf, acquires and exercises property and non-property rights, bears responsibilities, acts as a plaintiff and defendant in court, has separate property, an independent balance sheet, and bank accounts.

The main purpose of creating LLC "Gallery-ALEX" is to carry out commercial activities to make a profit. The company is engaged in providing services in the field of public catering.

The company "Gallery-ALEX" in its activities is guided by the laws and regulations of the Russian Federation, regulations of local governments, and its own regulations.

The company has a seal and stamp with its name, a bank account for settlements with customers, suppliers, creditors, and the budget. The procedure for conducting financial and economic activities of Gallery-ALEX LLC is determined by the Regulations on the company. LLC "Gallery-ALEX" maintains accounting records and submits accounting reports and balance sheets, as well as statistical reporting, to higher government bodies in the prescribed manner.

The company "Gallery-ALEX" LLC is managed by the General Director, who is the sole manager. Currently, this post is occupied by Andrei Nikolaevich Timonin.

The director organizes the work of the company in the prescribed manner, manages its property, issues powers of attorney, opens current and other bank accounts, approves the staffing table, within his competence, issues orders and other acts, takes disciplinary measures and incentives against them.

The company independently determines the procedure for hiring and firing employees, the forms, systems and amount of remuneration, working hours, work shifts, the procedure for granting days off and vacations. These issues are resolved by the director of the company in accordance with his competence and, if necessary, approved at a general meeting of the labor collective.

The name Gallery-ALEX LLC is found almost nowhere, information about this company is closed, there is no own website, only a link is given to the Shokoladnitsa coffee shop chain. In all media, the name of the company “Gallery-ALEX” mainly refers only to the Shokoladnitsa coffee shop chain. Even the website of the Shokoladnitsa chain talks about the chain of coffee shops as a company. Therefore, further in the thesis, when speaking about the company “Gallery-Alex”, we will mean the activities of only the chain of coffee shops “Shokoladnitsa”.

Today, the Shokoladnitsa coffee shop chain is one of the largest and most dynamically developing companies in the restaurant business in Moscow, regions of Russia and the CIS countries.

The history of Shokoladnitsa coffee houses goes back to the legendary Shokoladnitsa cafe near the Oktyabrskaya metro station - the only place in the capital where for several decades guests were offered delicious delicacies and drinks: hot chocolate and legendary pancakes filled with chocolate, raisins and nuts. From the moment the cafe opened in 1964 to the present day, when the cafe has grown into a network of cozy coffee shops, Shokoladnitsa has been and remains a trendsetter in the “coffee fashion” in Moscow.

The coffee shop received new life in 2001. The revived “Shokoladnitsa” began to work according to European standards, which involve a significant expansion and constant updating of the assortment, maintaining a high level of service and quality cuisine.

Currently, about 200 coffee shops are already operating in Moscow and the Moscow region, which are located in the historical center of Moscow, busy shopping and business centers, and airports.

In 2006, active development of the network in the regions began. Today “Shokoladnitsa” successfully operates in the largest cities of Russia: St. Petersburg, Yekaterinburg, Kazan, Kaliningrad, Nizhny Novgorod, Novosibirsk, Rostov-on-Don and Ufa.

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Thesis

Development of a personnel management strategy

Introduction

Chapter 1. Theoretical aspects of strategic personnel management of an organization as an enterprise management strategy

1.1 Concept and functions of strategic personnel management of an organization

1.2 Systematized view of strategic management

1.3 Various methods and approaches of the personnel management process

Introduction

At the present stage, rapidly developing technologies, personnel development is vital for an organization.

There are many reasons why a company simply must pay attention to the training and education of its employees.

For example, the competitiveness and adaptation of an enterprise to the environment are derived from the level of personnel qualifications. While most of an organization's resources are represented by physical objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years.

Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work to fully improve the potential of its personnel.

The object of the study is the development of strategic personnel management. strategic personnel management

The subject of the study is the features of strategic personnel management.

The topic of this work is especially relevant, because the development of strategic personnel management makes it possible to improve the process of attracting employees, which helps solve the employment issue.

The purpose of the work is to develop a personnel management strategy.

Job objectives:

Explore the stages and system of strategic personnel management;

Study the features of strategic personnel management;

Strategic personnel management as a component of enterprise management strategy;

Analyze the current stage of development of personnel management.

This work consists of an introduction, three chapters, a conclusion, a list of used sources and literature.

Chapter 1. Theoretical aspects of strategic personnel management of an organization as an enterprise management strategy

1.1 Concept and functions of strategic personnel management of an organization

The term management is applicable to any type of organization, but if we are talking about the public sector, then the expression “public administration (regulation)”, “municipal management” is used, and the concept of “administration” is used to denote a more abstract level of management. Currently, management science has given rise to a number of specializations - financial management, innovation management, social management, strategic management, innovation management and, most recently, regional management. This trend toward “budding off” will apparently become more consolidated. Therefore, unless specifically stated, we will use the term management - management as synonymous (converging concepts) and not take a position of orthodoxy (there are, supposedly, only classics - management of an enterprise - organization).

Strategic management originated approximately seven thousand years ago, but only from the end of the 19th century and especially in the 20th century. with the development of the social market economy, management emerged as an independent field of knowledge, i.e. into science. Western management is, first of all, a special subculture with its own values, norms and laws. On the other hand, it is a set of technical procedures and methods, the sum of certain practical actions for planning, organizing, motivating and controlling necessary to achieve set goals. In this regard, the scope and content of the concepts of management and management do not coincide somewhat, since management can be interpreted as “successful management”, as achieving a goal taking into account resource limitations.

The first managerial revolution occurred 4-5 thousand years ago during the formation of the civilizations of the Ancient East (Egypt, Sumerians).

The caste of priests (priests) gradually transformed into a class of religious functionaries who organized sacrifices (not only human, but also in the form of money, livestock, handicrafts, etc.). The priests collected taxes, supervised irrigation work on the scale of entire regions, and organized the construction of pyramids.

The achievements of large organizations in ancient times clearly indicate that they had a formal structure in which levels of management could be distinguished. The Hanging Gardens of Babylon, the Inca city of Machu Picchu, and the pyramids of Egypt could only have come into being through a coordinated, organized effort. Long before the birth of Christ, there were large political organizations. Macedonia under Alexander the Great, Persia, and later Rome stretched from Asia to Europe. The leaders of these organizations were kings and generals. Of course, there were lieutenants, there were granary keepers, there were drovers and work supervisors, territorial governors and treasurers who helped ensure the activities of existing organizations.

As the years passed, the management of some organizations became more precise and more complex, and the organizations themselves became stronger and more resilient. A good example of this is the Roman Empire, which lasted for hundreds of years. The Roman legions, with a clear command structure consisting of generals and officers, the division of armies into divisions, planning and discipline, marched victoriously through poorly organized European countries, through the states of the Middle East. The conquered territories were placed under the control of governors subordinate to Rome, and roads were built to speed up communication with Rome. Communication, as we have yet to see, is a very important component of organizational success. The famous roads, which are still in use in some places, helped to collect taxes and tribute in favor of the emperor. And, more importantly, good roads allowed legions stationed inland to quickly communicate with outlying provinces if the local people or local administration rebelled against Roman rule.

The forms of almost every manifestation of modern management can be traced in these huge, prosperous organizations of antiquity, but in general, the nature and structure of management in those days was different from what it is today. For example, the proportion between managers and non-managers was much smaller, and there were fewer middle managers. Previous organizations tended to have a small group of senior executives who made almost all the important decisions themselves. Very often the leadership was carried out by one person, it was like a one-man show. If the person at the top level of government (and this was almost always a man) was a good leader and ruler, like Julius Caesar, or Hadrian, then everything went more or less smoothly. When such an inept leader as Nero came to power, life could plunge into darkness.

The managers of those distant centuries were entrusted with the need to coordinate the actions of tens of thousands of slaves, peasants and other segments of the population. The military art of management stood apart.

The priests soon became a rich and influential class. In addition to observing ritual honors (“for God”), they managed the affairs of the state, were in charge of the treasury, and conducted property and other disputes. This was the prototype of the current bureaucracy.

The ancient Greeks, in addition to general civil functions, paid great attention to the management of households and latifundia. Thus, Plato distinguishes such supervision as titanic (based on force) and political.

In those days, such terms related to the art of management as “demagoguery” (demos - people, ago - lead) were born, i.e. - “leadership of the people” and “despotism” - first of all, the power of a master over slaves, the desire for unlimited domination (the root “des” means “to fetter”).

Ancient Rome advanced management thought. Thus, the administration of the provinces from Rome was decentralized over time, which improved tax collection, general administration, and took into account local characteristics. It was a system of procurators who had certain powers and rights in resolving civil cases. The reform of territorial administration was carried out by Emperor Diocletian and is still considered a masterpiece of territorial administration. Much attention was paid to the management of the latifundia (large farm); the work that was planned on an annual basis was regulated in detail. In Latin there is a word mancepts - entrepreneur.

A major contribution to governance was a set of laws - the Code of the Babylonian ruler Hammurabi. The 285 laws contained in the Code regulated the diversity of relations between social groups of the population. This was the first formal system of administration, the emergence of a purely secular manner of government.

A thousand years after Hammurabi, King Nebuchadnezzar would revive in Babylon the development and construction of technically complex projects (the Tower of Babel, the Hanging Gardens, etc.), as well as effective methods for organizing the work of textile factories and monitoring product quality.

So the stage of religious-commercial management was replaced by secular-administrative, and then by construction-production.

In the Middle Ages, the most perfect was the administrative hierarchy of the Roman Catholic Church, built on the principle of functionalism.

There have been examples in history of organizations that were managed in the same way as organizations are managed in our time. A striking example of this is the Roman Catholic Church. The simple structure: pope, cardinal, archbishop, bishop and parish priest, defined by the founders of Christianity, functions successfully today and is more “modern” than the structure of many organizations that have appeared only today. This may be a significant reason why the Roman Catholic Church has flourished for many centuries, while individual business organizations and entire nations have come and gone. Modern military organizations are also in many ways remarkably similar to those of ancient Rome.

A notable contribution to the development of management theory was made by the Italian statesman and politician Niccolo Machiavelli (1469-1527). He revealed the principles of relationships between managers and subordinates, the manager’s work style, and gave advice on organizing his work (sometimes cynical; there is a common term for insidious management - “Machiavellianism”).

Moving the historical excursion to Europe, which, according to Toynbee, stood on the “historical axis of time”, that is, which began to outstrip other continents in its development, we should note the outstanding role of the industrial revolution of the 18th-19th centuries, which stimulated, starting with England, the development of European capitalism. If before him, certain innovations that moved management forward occurred occasionally, now they have become almost regular.

The system of share capital matured, the owner-manager was gradually replaced by a hired manager, and management became an independent area of life.

In general, as shown in Table 1.1, management and organizations in ancient times were significantly different from modern organizations.

A small number of large organizations, no giant organizations. A large number of extremely powerful large organizations, both commercial and non-profit.

A relatively small number of managers, a virtual absence of middle managers. A large number of managers, a large number of middle managers.

Managerial work is often not distinguished or separated from non-managerial activities. Management groups are clearly delineated, management work is clearly perceived and separated from non-managerial activities.

Occupying leadership positions in an organization and most often by birthright or by force. Occupying leadership positions in an organization most often by right of competence in compliance with law and order.

A small number of people capable of making important decisions for the organization. A large number of people capable of making important decisions for the organization.

Emphasis on orders and intuition. Emphasis on teamwork and rationality.

1.2 Systematized view of strategic management

Although organizations have existed almost as long as the world has existed, until the 20th century hardly anyone thought about how to manage them systematically. People were interested in how to use organizations to make more money and gain more political power, but not how to manage them.

Even the pragmatic manifestation of the benefits arising from the effective management of an organization hardly aroused true interest in the ways and means of management. At the beginning of the 19th century, Robert Owen devoted a lot of time to the problems of achieving organizational goals with the help of other people. He provided workers with decent housing, improved working conditions, developed systems for open and fair evaluation of workers, and developed financial incentives through additional payments for good work. These reforms, phenomenally innovative for their time, were a unique breakthrough into the essence of human perception of reality and the role of a leader.

The first explosion of interest in management was noted in 1911. It was Frederick W. Taylor who published his book “Principles of Scientific Management,” traditionally considered the beginning of the recognition of management as a science and an independent field of study.

This concept developed over a long period of time, from the mid-19th century to the 20s of the present century. The main force that initially spurred interest in management was the Industrial Revolution, which began in England. But the idea that management itself can make a significant contribution to the development and success of an organization first originated in America. Several factors help explain why America is the birthplace of modern management. Even at the beginning of the twentieth century, the United States was practically the only country where a person could overcome the difficulties associated with his origin, nationality, by demonstrating personal competence. Millions of Europeans, seeking to improve their lot, immigrated to America in the 19th century, creating a huge labor market of hardworking people. The United States, almost from its inception, has seriously supported the idea of education for all who wish to receive it. Education has contributed to the growth in the number of people who are intellectually capable of performing various roles in business, including management. The transcontinental railroad lines, completed at the end of the 19th century, turned America into the largest single market in the world. Interestingly, at that time there was virtually no government regulation in business. Laissez-faire allowed entrepreneurs who were successful at the very beginning of their business to become monopolists. These and other factors made it possible for the formation of large industries, large enterprises, so large that they required formalized methods of management.

The emergence and establishment of management as a science, as a field of scientific research, was partly a response to the needs of big business, and partly an attempt to take advantage of the technology created during the Industrial Revolution, and partly the achievement of a small group, a handful of inquisitive people with a burning desire to discover the most effective ways of doing work.

The development of management as a scientific discipline did not represent a series of successive steps forward. Rather, it was several approaches that often overlapped. Objects of control are both technology and people. Consequently, advances in management theory have always been dependent on advances in other management-related fields such as mathematics, engineering, psychology, sociology, and anthropology. As these fields of knowledge have developed, management researchers, theorists and practitioners, have learned more and more about the factors influencing organizational success. This knowledge helped specialists understand why some earlier theories sometimes did not stand up to the test of practice, and find new approaches to management. Scientific and technological innovations became more frequent and significant, and governments began to become more decisive in their attitude towards business. These and other factors made representatives of management thought more deeply aware of the existence of forces external to the organization. New approaches have been developed for this purpose.

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Stage	Contents of the stage
1. Conducting an initial analysis	Initially, you should analyze the needs of the organization, corporate culture and external and internal environmental factors. The basis can be SWOT analysis (analysis of the strengths and weaknesses, opportunities and threats faced by the organization) or PESTLE analysis (political, economic, social, technological, legal environment and environment in which the organization operates).
2.Formulation of strategy	The formulation should logically justify the strategy and reveal its goals, costs and benefits.
3.Getting support	Particular attention should be paid to obtaining support from senior management, department heads and employees in general.
4. Obstacle assessment	Potential barriers to strategy implementation need to be assessed, especially those related to indifference, hostile perceptions, and lack of supporting processes or resources. If you cannot be sure that the initiative will be sufficiently supported, it is better to wait to implement it.
5. Preparing action plans	These plans should clearly show what needs to be done, who should do it and when it should be completed. It is desirable that there be some kind of preliminary plan that would show these stages of implementation, the resources required for each of them and the timing of the implementation of each stage and the entire program as a whole. The action plan should set out specifically the programs that may be required: consultation, participation, information dissemination and training. It should outline how progress will be monitored and provide criteria for changing progress.
6.Implementation management	This step must be carried out by following a preliminary plan or action plan. It includes monitoring progress and resolving problems that arise.
7.Follow-up and evaluation	Nothing can be taken for granted. The results of each initiative need to be monitored and evaluated. This can be done using a balanced scorecard. At this stage, it is necessary to indicate the path forward by correcting the initial proposals, provide additional support to department heads, improve communications and training, and meet the need for additional resources.

Threats(T)	Opportunities (O)
T1. High competition in the hairdressing services market T2. It is difficult to reach target audiences through the media T3. There is no targeted activity of the organization in the field of marketing and financial and economic areas. T4. Duplication of managerial functions, blurring of connections in the organizational management structure. T5. Controllability is lost in territorially isolated units. T6.The organizational management structure and motivation system do not ensure the effectiveness of achieving strategic goals. T7. There is no regulatory and methodological basis for regulating management activities, which leads to a discrepancy between management methods and the life cycle of the organization. T8. Management does not pay attention to the effectiveness of interaction between managers T9. Organizational leaders do not have management skills, are not motivated to work effectively and are not “key” personnel T10. Management activities are not supported by software tools. T11. There is no system for introducing and managing innovations. Т12. Lack of qualified personnel Т13. Management does not consider organizational culture as a powerful strategic tool	O1. Availability of own funds for carrying out strategic transformations in the organization O2. Good transport accessibility of the organization O3. Proximity of Moscow educational institutions O4. Low competition in the medical services market O5. Rational distribution of functional connections in the organizational management structure. O7.Quick response to changes in the external environment. O8.Flexible operational management. O9. Low level of bureaucracy O10. Centralization of power, unity of command. O11. Possibility of attracting and retaining out-of-town specialists of high professional level and young specialists from Moscow. O12. Even distribution of personnel by age: 31% - under the age of 30, 31% - between the ages of 31 and 40. O13. Most managers have been working in the organization since the “early days” and are a team. O14. Intra-organizational interpersonal communications are well established. O15.High potential of the domestic labor market.
Weaknesses(W)	Strengths (S)
W1.The position of the head of the personnel service (head of the human resources department) does not correspond to the set strategic goals and objectives. W2. Functions important for strategic management have not been implemented: · Strategic planning; · Personnel planning and budgeting; · Personnel control; · Personnel audit; · Business assessment of personnel; · Motivation management; · Development of organizational management structure; · Providing software support for personnel management. W3. Poor funding of the EMS. W4. Lack of intra-organizational information communications and software.	S1.Prompt response to changes in the external environment and rapid decision-making are ensured. S2. An informal approach is taken to stimulating and monitoring the activities of personnel. S3.Rational distribution of management system functions among line and functional managers. S4.The head of the HR service has sufficient experience, qualifications, competence and personal qualities to achieve strategic goals.

Development of a strategy for managing personnel motivation in an organization. Development of a personnel management strategy

Elements of personnel policy.

Personnel costs and their efficiency. Approximate structure of personnel costs.

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INTRODUCTION

A restaurant is an enterprise with a wide range of complex dishes, a high level of service and leisure activities. There are millions of large, medium and small restaurants operating all over the world, ranging from fast food to haute cuisine.

The restaurant business today occupies one of the leading places in the service sector and is not only one of the most profitable types of economic activity, but also one of the riskiest.

Human resource management strategy is part of the enterprise management strategy. The same principles apply to the development of a personnel management strategy as to the development of a management strategy for the enterprise as a whole.

The relevance of the problem of developing a personnel management system is due to the growing interest in personnel management of modern Russian enterprises. The factor of effective functioning of an enterprise's personnel management system becomes decisive in competition.

The theoretical and informational basis for the final qualifying work was the work of various authors in the field of management, theory of organization and personnel management, statistical data, Internet resources, as well as periodicals.

The relevance of the topic of the diploma project "Development of a personnel management strategy" determined the subject and object of the study.

The object of the study is LLC "Gallery-ALEX", one of the largest and most dynamically developing companies in the restaurant business in Moscow, regions of Russia and the CIS countries.

The subject of the study is the organization's personnel management strategy.

The goal of the diploma project is to develop a personnel management strategy for the LLC Gallery-ALEX enterprise.

The objectives of the diploma project are:

1) review of scientific and educational literature on the research topic;

2) analysis of the existing personnel management system at the LLC Gallery-ALEX enterprise;

3) development of recommendations for improving the personnel management strategy at Gallery-ALEX LLC;

4) determining the socio-economic effectiveness of recommendations;

5) analysis of the state of fire safety in LLC "Gallery-ALEX".

Structure of the work: the thesis project consists of an introduction, 4 chapters, a conclusion, a list of sources used and applications.

The introduction substantiates the relevance of the topic of the diploma project, defines the purpose and objectives, the object and subject of the research.

The first chapter of the diploma project examines theoretical approaches to the development of an organization's personnel management system.

In the second chapter of the diploma project, the personnel management system of Gallery-ALEX LLC was examined and its main advantages and disadvantages were identified.

In the third chapter of the diploma project, based on the results of a study of the personnel management system, recommendations are proposed for improving the personnel management strategy at Gallery-ALEX LLC, based on modern personnel management technologies.

The fourth chapter of the diploma project examines fire safety issues at Gallery-ALEX LLC.

In conclusion, the results of the study are summarized and conclusions based on the results of analysis and design are given.

CHAPTER 1. THEORETICAL FOUNDATIONS OF PERSONNEL MANAGEMENT

1.1 Essence and principles of the organization’s personnel management system

Personnel management is a specific function of management activity, the main object of which is people who belong to certain social groups and work collectives.

At the same time, the control system represents the unity of two subsystems: the control one (the subject of control) and the controlled one (the object of control), which allows the subject to consciously influence the object to achieve a certain goal (Fig. 1).

Rice. 1. Main subsystems of personnel management in the organization

The subjects of management are managers and specialists who perform management functions in relation to their subordinates.

The systems approach involves taking into account the relationships between individual aspects of the problem in order to achieve final goals, determine ways to solve them, and create an appropriate management mechanism that ensures comprehensive planning and organization of the system.

Therefore, a management system is an ordered set of interconnected elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.

The system organizationally assigns certain functions to structural units and employees, and also regulates the flow of information in the management system.

The study of the theoretical foundations of personnel management showed that in the domestic literature there is no consensus on the definition of personnel management, but several approaches can be distinguished:

This allows us to talk about personnel management as a special type of activity, as an integral system that has its own specific content." The composition of the functional subsystems of the personnel management system and their main functions are presented in Appendix 1.

Based on this, we can talk about personnel management as a system that has an object and a subject of management, between which there are organizational and managerial relationships, as well as management functions that are implemented through a system of certain methods.

Personnel management system is a system in which the organization’s personnel management functions are implemented; it includes the subsystems presented in Figure 2.

Rice. 2. Structure of the personnel management system

All of the above functions are the main directions of analysis of the personnel management system for its further development.

staff readiness for innovation;

interest of managers and specialists at the level of enterprises and their divisions;

creative activity of the broad masses of workers, ordinary performers.

The core of the entire personnel management system is the organization’s personnel policy, which includes a set of principles, basic models, goals and ideas that determine the direction and content of work with personnel for the long term.

There are two groups of principles for constructing a personnel management system in an organization:

1) principles characterizing the requirements for the formation of the system;

2) principles that determine the directions of development of the system.

The principles characterizing the requirements for the formation of a personnel management system and determining the directions of development of the personnel management system are presented in Table. 1 and 2 of Appendix 2 respectively.

As part of the development of a personnel management system and its improvement as an element of the system of competitive advantages of an enterprise, the authors identified principles that must be followed.

1. Principle of relevance - the components of the personnel management system will represent the most significant factors for personnel. The motivational power of such factors should be confirmed by research and feedback from staff members.

2. The principle of efficiency - this principle takes into account that:

firstly, the impact of personnel management must be provided promptly, in accordance with the intended goals;

secondly, the reward must be realized as quickly as possible after the provision and evaluation of the performance result.

All principles of constructing a personnel management system are implemented in interaction. Their combination depends on the specific operating conditions.

Personnel management, being social, contains several aspects. In particular, the following aspects of personnel management are highlighted:

1. Technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.

2. Organizational and economic - contains issues related to planning the number and composition of workers, moral and material incentives, use of working time, etc.

3. Legal - includes issues of compliance with labor legislation in working with personnel.

3. Socio-psychological - reflects issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures into work practice.

4. Pedagogical - involves resolving issues related to personnel training, mentoring, etc.

In addition to the fact that personnel management has many aspects, it can be based on different conceptual positions.

1.2 Conceptual approach to developing a personnel management system

development of personnel management methodology,

formation of a personnel management system,

development of personnel management technology.

A personnel management system is a set of technologies developed, implemented and used in a company that determine all basic HR processes (for example, hiring, training and development, adaptation, remuneration, procedures for making personnel decisions).

Under the above term “technology” D.Yu. Volodin and A.A. Snegirev understands technology regulated by the relevant corporate standard (regulations).

It is the implementation of this approach that allows you to create an effective company personnel management system in a short time and with minimal investments and risks.

“Top-level regulations” define the general requirements for the company’s personnel management system and establish the norms of relations between the company and employees. They are formulated in the Personnel Management Policy and the Personnel Regulations.

Regulations are a set of rules that determine the procedure for the activities of an enterprise.

According to M.V. Melnik, the personnel management policy is a kind of “declaration of human rights,” a document that defines the basic principles of relations between employees and the company.

The company's top officials are involved in the development of the HR Policy - after all, only they can guarantee the implementation of the declared principles. Such a document may contain a number of declarations:

a) “the company strives to build long-term relationships with employees”,

b) “the company provides employees with a competitive salary level.”

After determining the personnel management policy (that is, the basic principles that should be reflected in lower-level regulations), the Personnel Regulations are developed. To develop this provision it is necessary:

identify the main (most relevant) processes of personnel management;

determine the main categories of personnel;

resolve issues of informing employees;