ОСОБЕННОСТИ ПРОЦЕССА УПРАВЛЕНИЯ ТРУДОВЫМИ РЕСУРСАМИ И ЕГО ЭЛЕМЕНТАМИ НА ПРЕДПРИЯТИИ

Мемном М.М.

Магистрант, Казахстанско-Британский технический университет

ОСОБЕННОСТИ ПРОЦЕССА УПРАВЛЕНИЯ ТРУДОВЫМИ РЕСУРСАМИ И ЕГО ЭЛЕМЕНТАМИ НА ПРЕДПРИЯТИИ

Аннотация

В статье рассмотрены особенности и состояние процесса управления трудовыми ресурсами необходимые для эффективного воздействия на конечный результат деятельности предприятия и на ее процесс.

Ключевые слова: управление, персонал, ресурс.

Memnom M.M.

Master student, Kazakh British Technical University

FEATURES OF HUMAN RESOURCE MANAGEMENT AND ITS ELEMENTS IN THE ENTERPRISE

Abstract

The article consider features and a condition of human resource management needed to effectively impact on the final result of the enterprise and its process.

Keywords: management, staff, resource.

Managing staff means to plan, organize and motivate, exercise control over the formation, distribution, redistribution and use of personnel in the organization.

Basic functions of personnel management:

1. Planning staff (including its strategic planning), i.e. determination of the number and quality of staff, as well as the time of their use;
2. Identifying ways to attract staff, i.e. where to find the right workers, how to attract them to the organization, how many people will be hired from the outside, and how many promoted from within the organization;
3. Marketing or ensuring that organization hires the best prepared, highly skilled workers in the country;
4. Selection, evaluation, selection and hiring of employees - the importance of this function is determined by growing labor costs and increase staff requirements;
5. Adaptation, learning, training and development of employees - a trend today. Function must be continuous throughout the work;
6. Career planning, providing professional career growth - this function is important , both for individual workers as meets their expectations and interests , and for the organization as it allows full and effective use of the potential of existing workers ;
7. Staff motivation - motivation to work is the most effective at the coincidence of personal and organizational goals;
8. Expenditure management staff report suggests that how much a worker stay in the organization , as well as the correlation of costs with profit, fruit of the labors of the employee;
9. Workplace organization designed to take into account all the factors affecting the social and economic efficiency of labor;
10. Ensuring optimum work schedule (scheduling work, leave, etc.);
11. Exemption staff - includes various forms of adaptation and the number of employees using them for different needs;
12. Personnel Records - collection, storage, records various data;
13. Performance evaluation and employment potential;
14. Control over personnel - providing long and institutional order;
15. Conflict Management - the creation of the social organization of a healthy psychological climate and the elimination of destructive conflicts;
16. Legal regulation of the employment relationship - the formation of personnel management system, which is based on the use of labor laws and organizational rules governing statute;
17. Security, health and safety;
18. Welfare of workers;

Planning and development of organizational culture - the creation and maintenance of various events (corporate parties, field trips, etc.).

One of the important activities in human resources management are the selection and recruitment of staff. The task of attracting staff to provide cover staffing needs in qualitative and quantitative terms.

So, one of the most important sectors of the formation of labor resources is recruitment. And as any process that flows in the company, it requires effective management and systematic approach.

The main purpose of the recruitment process is timely grade organization to effectively staff working in the right quantity to achieve strategic and tactical goals of the enterprise [1].

Main stages of personnel selection can be summarized as follows:

1. Determining staffing needs, the discovery of relevant vacancies.
2. Analysis of the documents by candidates.
3. Preliminary conversation ( by phone or in a meeting ) to get acquainted with the candidate. At this point, you can learn more about his education, work experience, an idea of communication skills.
4. Familiarization with the candidate's resume and / or fill in the form. Usually in the form included questions of a personal nature (date and place of birth, address, education, etc.) related to their former places of work, education, hobbies. Often there are questions aimed at determining the level of self-esteem, relationship to various phenomena of social life, etc.
5. Interview. Interviewing the candidate, in one way or another structured and formalized, may be conducted orally or in writing.
6. Testing (psychological, psychophysiological, professional, intellectual) test. In each case, developed a special testing program (so-called “battery of tests “), corresponding to a particular job. Testing can be an individual or as a group, held on the same day or within a few.
7. Checking references. Often from a previous supervisor or fellow candidate can not only find out any information about the candidate, but also to obtain useful information about what this person is strong with him or what may be the problem. However, the previous manager or any of his former colleagues of the candidate may be biased in his assessment, especially if the " not met him in the views ."
8. Analysis of the results.
9. Deciding on the candidate's suitability for employment and representation of its head .
10. Preparation of a draft employment contract. In the case of a positive decision on hiring employees to report a list of required documents, the date agreed with him discussing the draft labor contract. By this time, based on a model employment contract, a draft with all the features of a concrete post which receives the approval of the head unit.
11. An employment contract and registration of necessary documents.

Specialist, manager selection candidate for a specific position must be clear essence workflow duties of the employee, the degree of responsibility, working conditions, as well as the goals and objectives that are put in front of the post. To do this, an analysis of the workplace. Technology to collect and analyze information about the workplace are very different, however, at the end of this process is necessary to obtain information on:

1. Field specialist activity, its objectives and tasks and responsibilities.
2. Essence and nature of the workflow.
3. List of manufacturing operations and the time for their implementation specialist.
4. In the context of the organization of the workplace.
5. Qualifications and personal requirements for a specialist.

In practice, the analysis workstation, as a rule, use the following methods (Methods arranged by frequency of use):

1. Documentary - job descriptions, questionnaires, regulations on structural units, etc.;
2. Interviews with line managers, professionals engaged in similar positions and other categories of employees;
3. Observations carried out by specialist recruitment.

The result of the work of this stage is a list of psychological qualifications and organizational requirements to the appropriate specialist.

There are many sources to attract staff. Therefore, at this stage, Recruitment Specialist approach to the issue of analysis and evaluation of sources of attraction . Analysis and assessment is based on a number of criteria set forth below :

1. Strategic and operational objectives of the organization to form a labor organization. An example is the situation where the strategy pre-determined way of attracting professionals by moving within the organization. Accordingly, external power is not considered at all;
2. Economic evaluation of sources. Preparing a number of alternative combinations of source selection, which can solve the problem of recruiting the staff with the same level of quality. An assessment is made on the basis of the criteria of the expensive options, terms of selection, etc. This analysis is very complex, since not all types of resources used in the selection of personnel, subject to registration. In addition, the monetary valuation of certain types of resources, such as time specialist recruitment organization, is difficult due to the lack of accurate evaluation methods.
3. Select the sources to attract staff. Based on the above steps, selects sources provide expertise or a combination thereof. The basic rule, which is guided in this choice is usually to minimize the costs. Thus, the choice of stops on the version that gives the maximum effect at the same cost for selection.
4. Planning sources attracting staff. Each of them has a particular attraction of personnel actions, as in the temporal aspect, and organizationally. Therefore, it is important to plan for their use. For each source is determined by a list of specific actions by linking them with deadlines, in order to attract the required number of candidates for a given level of quality.

During the use of sources of attracting staff organization begins to receive information about potential candidates . This step is very important, as even the most serious and systematic actions up to this point will be wasted if not properly plan and implement a procedure for attracting professionals.

The organization must decide for themselves questions forms of treatment professionals in the organization , accounting procedures and organization of data on candidates who applied notice of the results of treatment. The system is working efficiently attract candidates under conditions streamlined procedures for obtaining , processing, evaluation and decision-making with respect to the information received about the candidate [2].

Important goal of this stage is to create a pool of candidates to meet the future needs of the organization staff.

Selection of candidates . This step describes the widest range of the organization's activities for choosing the right specialist . There are a variety of descriptions of the stages of this process, however, a universal classification can not be, because the stages of selection determined by the specific positions, particularly the organization of the labor market and many other factors.

The main thing that must be remembered Recruitment Specialist - in the selection of a kind of familiarity occurs a number of persons of the external environment to the organization . With proper organization of this process is achieved another objective knowledge of the labor market on the level of the employer .

Guided by their own ideas about the selection , each company uses either a full set of selection methods, or some of them [3].

Selection process may include personnel and search the desired specialty and qualification .

Recruitment - a system of targeted actions to attract professionals to work , possessing the qualifications necessary to achieve the goals of the organization.

When creating a search engine candidates for vacant positions in order to improve the efficiency of search and recruitment may require the services of specialists ( recruiters ) .

Recruitment and currently is " acquisition system " modern enterprise staff sufficiently rigid mutual requirements . Very often a number of reasons for economic and ethical firms often can not themselves engage in this activity . In this regard, they have to seek the help of experts on the side, ie recruitment agencies .

In the opinion of  T. Baskina , recruitment should be allocated in a broad sense and narrow . In the first case recruiting - activity in the second - technology personnel selection, which is used as agencies and organizations [4].

Classic Recruitment - view recruitment service middle managers and skilled workers, the hallmark of which is a mass search and selection of a formal nature , short term relief application.

Direct search (executive search) - the kind of service in which the agency is involved in the selection of specialists and middle and senior managers who have a permanent job and not seeking jobs . It should be noted that it has the least exposed to the crisis , as the need for exclusive , rare and highly qualified specialists retained.

Direct search of temporary staff at all costs and the apparent atypical of this activity for the head actually is his area of responsibility and in many ways more effective than search through an agency.

This is achieved by excluding unnecessary distorting level of " broken telephone " between decision-makers and hiring , and managers, giving maximum distortion.

Headhunting ( headhunting ) - guidance for the recruitment agency , engaged in search and selection of senior executives, specialists, " luring " a particular person for the client company . Currently there is no single point of view, whether it's one of the methods of direct search or an independent direction . Abroad it is considered a separate area. It is not particularly advertise and methods used in this case , may not always be ethically spotless

In our country, headhunting was a slightly different interpretation. According to some experts , is the essence of headhunting " .. the ability to detect the attractive side in the company of the customer and the corresponding motifs of a potential candidate to join the two sides ."

In recent years, quite rapidly developing area such as graduate recruitment - recruitment of university graduates , the organization of their internship [5].

Thus , the selection of a new employee in the company is often a long and laborious process . As a rule , the applicant goes through several stages interview , often - professional tests . However, even the most meticulous selection is not without risk for the employer that the new employee is not enough qualified or will simply neglects his duties.

So now questions are the first selection of staff for both commercial organizations and governmental structures. This is due to the fact that the staff has a direct impact not only on the final result of the organization, but also in its process .

Investigation of the recruitment process has shown that in addition to the problems associated with insufficient development of key concepts in this area, there are problems associated with the lack of purely technical skills in the selection of personnel managers and HR managers.

Too simplistic attitude toward recruiting leads to excessive formalization of the process and ultimately to significant losses in the potential efficiency of the staff and, consequently, the competitiveness of enterprises.

References

1. Золотарева Г.М. Методы найма, оценки и отбора персонала – М., 2011.
2. Кибанов А.Я., Дуракова И.Б. Управление персоналом организации: отбор и оценка при найме, аттестация – М, 2010.
3. Егоршин, А.П. Управление персоналом.Н. Новгород: НИМБ, 2007.
4. Баскина Т. Техники успешного рекрутмента [Текст] - М.: Альпина Бизнес Букс, 2008.
5. Зайцев, Н.Л. Экономика, организация и управление предприятием / Н.Л. Зайцев. - М. : Инфра-М., 2009.