In order for the personnel management service to be able to effectively perform its functions, it must be headed by an outstanding leader. He must be familiar with the essence of the organization's business and must be ready to work closely with line managers in order to achieve overall result. Based on a vision of the future personnel services and based on the experience of successful corporations, it is possible to determine the key roles for the profession of personnel manager.

1. HR strategist - a member of the management team responsible for the development and implementation of the personnel strategy, as well as the organizational mechanisms for its provision; he develops a project for a management and management system for services that perform the functions personnel management(VP of Human Resources).

2. Head of Human Resources - organizer of the work of personnel departments.

3. HR technologist - developer and implementer of creative approaches in specific fields of activity for the personnel manager. In this role, he acts as a specialist and member of the management team, competent in technical and technological knowledge, able to attract a variety of internal and external resources and effectively use them, taking into account the business prospects of the organization (head of organizational development or personnel development).

4. HR innovator - the leader, the leader-developer of experimental, initiative or pilot projects that require great attention and careful study before they become widespread in the practice of the organization's personnel management.

5. Executor - a specialist who performs operational personnel work.

6. HR consultant (external or internal) - a professional who uses a panoramic vision of the corporation's prospects, practical knowledge in the field of human resource management and expert skills to identify needs, opportunities and ways to solve problems related to the development of organizational and human resources.

In fact, these six professional roles are minimum role set for an effectively working management team in the personnel management system of a single organization.

The researchers, based on expert assessments, identified eleven key areas of competence of the HR manager, which were combined into three groups: personal integrity, commitment and productivity, teamwork skills .

1. Personal Integrity:

ethics

good faith

Discretion.

2. Purposefulness and productivity:

Efficiency

persistence

Commitment to the organization and business orientation

Self confidence.

3. Teamwork Skills:

Team Orientation

contact

Sociability

Listening skills.

An expert assessment of the significance of these key areas of competence for the successful work of an HR manager made it possible to rank them in the following order (in descending order of importance):

1. Ethical

2. Sociability

3. Ability to listen

4. Contact

5. Team Orientation

6. Conscientiousness

7. Judgment

8. Performance

9. Persistence

10. Self-confidence

11. Dedication to the organization and business orientation.

Thus, the organization's personnel management system is the most important subsystem of organization management. The division that is directly involved in human resource management is the personnel management service, which in Russian organizations commonly referred to as Human Resources. The head and specialists of the personnel management service must have a number of competencies, the main of which experts consider ethics, communication skills, teamwork skills. These and other competencies make it possible to effectively implement such areas of activity of personnel services as personnel planning, attracting the necessary employees, professional education and retraining of personnel, management of service and qualification advancement, optimization of the number of personnel, etc.

Human resource management is a very young field of management. Management and personnel management are two inseparable terms. Management includes the management of the organization, personnel and other areas. As a direct independent activity, personnel management appeared after the 1970s. The allocation of HR specialists has become a real revolution in the work of personnel. If before that personnel were controlled by managers of different levels, now these functions have been assigned to personnel managers. With the help of the effective work of personnel management, it is possible to significantly increase the degree of the company's personnel potential, which could not be done before.

The concept of "personnel management" refers to activities aimed at the human resources of the company. With the help of such activities, the capabilities of employees and the goals, strategies, and features of the development of the enterprise are brought into balance. Human resources management has as its main goal the financial improvement of the enterprise by increasing the productivity of human resources.

Organization personnel management elements:

search and adaptation;
operational work with personnel (the process of training, development, operational assessment, motivation, management business communications and wages)
strategic work with personnel.

Figure 1. Levels of personnel management of the organization.

Personnel management at the enterprise defines the tasks for itself:

Staff in accordance with the organization's development strategy, taking into account the multi-temporal development perspectives. When recruiting staff, the manager focuses on production execution plan, various financial indicators.
Create a pool of upcoming leaders to ensure succession, as well as reduce the risk of losing staff.
Make smart decisions in relation to managers who cannot cope with their professional tasks.
Focus HR managers on the implementation of the production plan.
Engage in personnel development of personnel, constantly improving their knowledge base, developing personal qualities that are necessary to perform job tasks worker.

Extremely operational use labor resources at the enterprise is achieved through the competent activity of personnel managers.

Modern personnel management

Personnel management in modern organization is one of the leading directions of its development. Now leaders prefer to invest their main forces not in production or stimulation of the material base, but in the human component. Employees are the leading source of funding. Hiring, training and maintaining their operations all require significant costs. When evaluating modern companies one of the criteria was to maintain a high level corporate culture. In comparison with the past, caring for people who bring income through their work is becoming the main area. Managers draw a direct relationship between caring for their employees and increasing their productivity. One of the main conditions for such an attitude to personnel is the preparation of a clear and regulated personnel policy.

From the personnel policy, all personnel management in the organization is formed. Managers start from it, making specific decisions in relation to the employee. On the basis of personnel policy, it is customary to consider various aspects of personnel management.

Aspects are divided into:

technical and technological (the main elements are the expansion of a specific production, features of technology and equipment, the situation in production);
organizational and economic (the composition and number of employees, incentive methods, working hours, etc. are considered);
legal (the side of compliance with labor legislation in the employer-employee system);
socio-psychological (introduction of various social and psychological trainings into the direct labor process);
pedagogical (training of personnel).

Management has its own laws and patterns of personnel management, which form the basis of work. They need to be studied, because they are interpreted as a framework for the requirements for HR managers:

The set of elements of personnel management must correspond to the tasks, features and expansion of the organization.
Systematic personnel management - it is important to take into account all the interconnections of the personnel management system.
Centralization and decentralization must be optimally combined.
Proportional comparison of the elements of the UE system and the complex of subsystems. It is impossible to improve only one subsystem, then an imbalance will appear in the second, which will need to be eliminated. Improvement and expansion requires an integrated approach.
Diversity of the personnel management system (complex production - complex management).
Changing the functions of management. With the expansion of production, the role of some functions increases and the importance of others decreases.

Personnel management process

To describe the process of personnel management in an enterprise, consider a management scheme. Compliance with this scheme gives an understanding of the processes. It defines the levels of personnel management (Fig. 1):

The highest level is the management branch of the company. At this level, priorities in working with the staff and management tactics, its principles are highlighted. Programs, regulations, instructions for personnel department.
The middle level is functional. These are the direct experts personnel management. Their functionality is reduced to the creation of personnel procedures and methodological work with staff.
Lower level - immediate supervisors structural divisions working directly with subordinates.

Effective management of the employees of the organization is achieved only with the continuous interaction of all elements of this scheme.

In market conditions, competition is growing, and the requirements for the labor market are becoming more stringent. The manager has to react very quickly to all surrounding changes. Human resource management in an organization is never monotonous. It is becoming increasingly difficult to stimulate and motivate employees, especially involving them in short-term work. These and other features of personnel management require the manager to be highly qualified and mobile in order to be able to take into account all possible factors affecting personnel management.

Personnel planning, selection

The mechanism of personnel management begins with the planning of labor resources. Information about the composition of the workforce is needed by the manager to set the goals of the organization. A scorecard helps the HR department plan.

Planning takes place in three stages:

Valuation of available resources.
Forecast of future needs.
Planning measures to meet future needs.

An analysis is made of such indicators as the category of employees, age category, educational grouping, work experience, gender structure, turnover, internal mobility, absence rate, labor productivity, and so on. These data allow you to consistently plan personnel, the amount of funding in the field of personnel. Workforce planning provides information about which workers are required.

The results of the analysis are compared with the situation at the enterprise. From what is and is necessary, are determined vacancies, which HR managers (personnel department specialists) strive to fill with the most suitable people.

The process of filling vacancies occurs according to the scheme: detailing the requirements for an open position and a direct workplace - selection of candidates - their selection - employment.

An important sign of a serious selection is a set of formalized requirements for candidates. They are usually in the form job description where all the duties of the future employee are clearly indicated.

After the requirements are determined, the manager proceeds to the selection of candidates. You can attract them by searching within the organization, using the media, the Internet, or going to educational establishments. There is no single way - the HR manager uses different variations, depending on the goal.

The selection of candidates for a vacant position involves:

interview (initial acquaintance);
collection of information on a specific system, further processing;
drawing up the correct “portraits” and assessing the qualities of the applicant;
comparison of existing qualities and required ones;
comparison of several applicants within vacant position and then choosing the right one;
approval of the candidate for the position with the conclusion of an employment contract.

At the initial stage of selection, candidates are identified who are able to perform the required functions, then the circle narrows to the limit, a reserve is formed for further selection. Candidates are analyzed on the basis of resumes sent to the employer. If the resume meets the requirements for the candidate that the company makes, it is concluded that the candidate is invited to a personal meeting, that is, an interview is conducted.

Interview as a stage in the selection of candidates

The objectives of the interview are:

it is necessary to correctly determine the competence of the candidate, personal qualities, as well as to identify the degree of interest in the work;
the manager must convey to the candidate information about the enterprise, the benefits of working on it, talk about the content of the work, the adaptation process and the timing;
it is necessary to identify the expectations of each of the parties, their coincidence or discrepancy and then find the optimal solution;
to enable the applicant to independently make a decision and assess how much he wants to take a vacant position.

80-90% of applicants are eliminated immediately after the first interview. The rest undergo psychological and professional analysis to determine the degree of suitability for work in an open position.

Testing is a fairly reliable way to select candidates. It is more effective than others in identifying the best candidates and weeding out the weak ones. The test helps to identify the speed of work of future employees, accuracy, attention and visual memory. However, the final choice is made not on the basis of testing, but on the basis of less formalized methods, because the test is not effective enough in identifying positive personality traits, in contrast to negative ones.

psychologist-analyst,
"Optima-Project"

Fulfilling your professional tasks, any specialist must clearly understand what is included in the scope of his duties. When we talk about the structural organization of a company, we usually mean that the company has a personnel department, a personnel service, an HR department, or a personnel development department. From the name of the unit, the essence changes slightly. However, in different companies, this division performs different functions: from recruiting to coaching, from solving day-to-day management tasks to certification. In the presence of real professionals, it is rather difficult to overestimate the role of the personnel service. Consulting studies show that business success indicators largely depend on the management style and internal resources of the company, that is, on the human factor.

Characteristics of the activities of the personnel manager

The main duty of the personnel service is to assist the company's management, line managers, employees, in general - all the company's personnel. Based on this, we will formulate the key characteristics of the activity of the personnel manager.
1. Focus on the needs of management and staff. The defining moment in the activity of the manager is the focus on the requests and needs of management and employees. In one case, the emphasis may be on hiring temporary staff, in the other, on motivating certain groups of workers or developing an intra-company system of remuneration and individual incentives. It is also the responsibility of the HR manager to develop and adapt the methods of personnel management and development to meet the needs of the organization.
2. Following the principles of joint creative activity. According to T.Yu. Bazarov and B.L. Eremina, in order to effectively manage personnel and solve complex problems, "a personnel manager must master the techniques of creating and reproducing forms of joint creative activity"<*>. Among the main principles of joint creative activity are the following:

-	the principle of individual creativity - the constant development of the abilities of each individual (through learning by doing, inclusion in the systems of continuous education and self-education);
	the principle of social creativity is the development and institutionalization of the necessary social structures;
	principle of cultural creativity - orientation in joint activities on the highest cultural achievements, on innovation processes and invention;
	the principle of moral creativity is the willingness of a person to serve as a moral model to others and to himself.

<*>Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. and additional - M.: UNITI, 2002. - S. 17.

3. Following ethical standards. HR managers must adhere to two ethical principles: their professional ethics and internal ethics of the company. For example, here are the main provisions of the Code of Professional Ethics of the Privileged Institute for Personnel and Development (CIPD). The standards to be followed by HR managers are as follows:

Compliance with the value system of the organization does not mean unquestioning adherence to all the rules and traditions. Smoking in the workplace or tacit boycott of newly arrived employees can also be part of corporate culture. It is in the power of the HR manager to promote the development of ethical and moral principles of employees, cultivating positive forms of action, reinforcing them not only with the help of certain measures (training, accompanying work aimed at developing corporate culture, building trust, cohesion), but also by their own behavior. In addition, he must not only meet certain moral requirements himself, but also consciously use the mechanisms of moral regulation in the management of human resources.
4. The ability to manage changes (crisis management), as well as to act in the conditions of innovation. Arsenal of activities, duration, distribution of impact to overcome resistance to innovation depends on many factors. However, it is possible to single out the main tasks for the formation of conditions for readiness to accept changes. This is the formation of confidence in the upcoming changes (in particular, informing and clarifying the situation, a visual demonstration by the loan officer of the advantages and benefits of adopting innovations, etc.) and increasing the legal competence of employees to gain confidence in the positive results of the upcoming changes.
5. Continuous personal and professional development. The work of the personnel manager is carried out directly in interaction with people and is associated with changing circumstances. Therefore, in order to be a professional, continuous improvement is required. The HR manager should not only have a higher and specialized education and analytical mind. He must still possess personal qualities. Such, in particular, as stress resistance, high adaptability, developed communication skills, non-conflict, tolerance and others. We will talk about this in more detail in our next article.

HR manager roles

According to Michael Armstrong<*>, depending on the extent to which HR employees are involved in the development management decisions, the manager can take on various roles , which must be implemented in their specific ratio.

<*>Armstrong M. The practice of human resource management. 8th edition / Transl. from English. ed. S.K. Mordovin. - St. Petersburg: Peter, 2004. - S. 99 - 104.

According to Tyson and D. Ulrich<*>, the role of the HR manager as business partner Ideally, it is in line with management's line of action, which is aimed at achieving the company's long-term business goals. Here, the main characteristics of a manager are the ability to predict, crisis management, risk analysis, strengths and weaknesses companies, the ability to interact and put forward proposals in the face of economic and structural changes.

<*>Ulrich D. (1998) A new mandate for human resources, Harvard Business Review, January-February, pp. 124 - 134.

The role of the strategist involves the orientation of the activities of the personnel manager for long-term goals. With this approach, employees are considered as a strategic resource for achieving a competitive advantage.
The manager resorts to the role of interventionist when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of introducing innovations, as mentioned above, it requires high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to convince.

Key Responsibilities of a Human Resources Manager

1. Organization of work with personnel in accordance with the general goals of the company's development and specific areas of personnel policy in order to achieve effective corporate results and professional development of employees. The activity of the personnel manager should correspond to the long-term goals of the organization and form a favorable basis, the necessary conditions for achieving these goals.
2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches for and selects personnel, conducts interviews with candidates, their initial diagnostics. Improper distribution of responsibilities and use of human resources can lead to incompetent execution labor functions, inefficient labor indicators, financial problems company, unfavorable psychological climate. Therefore, timely determination of the need for replenishment or replacement of an employee will avoid many difficulties in the future.
The recruitment process takes place in several stages:

In our opinion, the most important thing in the personnel selection procedure is an adequate assessment of the compliance of the requirements for the candidate with the real necessary characteristics for the performance of work, and at the next level - the compliance of the candidate's capabilities and abilities with the requirements for the position.
3. Conducting an assessment of the results of the labor activity of employees, certification, competitions for filling vacant positions. Regular appraisals allow you to determine the degree of efficiency in the use and quality of the company's human resources, clarify the company's requirements for employees and their compliance with the results of their work, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development of the company's personnel, as well as to increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.
4. Organization of staff training, coordination of work to improve the skills of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the main resource of the company - its employees. Therefore, competent investment in training allows you to increase the professional competence of employees and achieve better performance.
5. Professional development of employees- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in new situations for an employee, developing personal qualities through corporate training.
6. Organization of an effective communication system, bringing information on personnel matters to all employees. A balanced information exchange in the organization assumes that employees will be aware of the main decisions of management, structural, strategic changes in the company, and management should be aware of the arrival of new employees, about the main events taking place in the middle management of employees.
7. Evaluation of business and personal qualities of employees, labor motivation. To develop a system of staff motivation, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain a psychological portrait of each employee and evaluate him, the manager must be proficient in diagnostic methods and conduct it depending on the goal.
8. Development of an effective motivation system. It is one thing to find a competent employee, another to keep him. Therefore, one of the important responsibilities of the HR manager is to diagnose and develop an effective motivation system. In addition to material incentives that immediately come to mind, do not forget about intangible methods motivation.
9. Advising managers of different levels on the organization of personnel management, planning for advanced training of managers. High competence contributes to the improvement of the performance of managers, gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which, more reasonable and effective proposals can be brought up for discussion. Thus, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.
10. Participation in planning the social development of the team, resolving labor disputes and conflicts, creating a favorable socio-psychological climate and developing corporate culture.
The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with work colleagues, management style in the company, the level of tension and conflict, professional development, and the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic moments, the manager becomes clear in which direction to work in order to achieve favorable psychological conditions for activity.
Developed corporate culture high loyalty of personnel and unity of purpose, adherence to the core values of the company, following the rules and compliance by employees with the norms established in the company. The implementation of activities that contribute to the formation of a corporate culture increases the cohesion of the team, allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: "Code of the company's employee", "Best project of the year", "Person of the company", etc.
11. Drafting and execution employment contracts maintaining the personal files of employees and other documents. The personnel manager must organize proper documented records of personnel, allowing you to quickly and efficiently make the necessary management decisions.

Leadership expectations

Speaking about the role of specialists in the field of personnel management, the question arises - how do the requirements and expectations of management from HR specialists correlate with the activities of HR managers themselves? Conducted studies (in particular, based on the results of Anna Nesmeeva<*>) indicate that the management's vision of the range of tasks for the activities of the personnel service and the representations of the personnel managers themselves about their professional duties do not quite coincide. If we talk about the self-identification of personnel managers (according to research), then the selection of personnel and the construction of an effective motivation system come to the fore in terms of the importance of their tasks, and here we mean material incentives. As for the expectations of the management, for him the main tasks of the HR officer are recruitment, development of corporate culture, formation of a favorable psychological climate for the team, and employee training.

<*>http://nesmeeva.narod.ru

HR managers themselves believe that training employees is not part of their main responsibilities. Perhaps this is due to a clear division of powers, since, in theory, the training manager, coacher is directly involved in the training of employees. However, employee training is not a one-step process and cannot go beyond the attention of the HR manager. If the company does not have a corporate training manager, then there is no one to diagnose the situation for planning training events, except for the personnel manager.
But in fairness, it should be noted that, by and large, the compliance of management's expectations with the ideas of HR employees depends on how accurately and clearly the goals and objectives of the HR service were defined and how HR managers themselves meet the requirements for this position. Finding this balance is another task of the HR manager.

Also on this topic.

According to the heads of Western companies, the HR manager, as a rule, has three main roles: administrator, internal consultant and business partner.

The more expectations that management associates with the activities of an HR manager, the greater the set of knowledge and competencies he must possess.

An HR manager is a person who manages the human resources of a company. It expresses the interests of the company and management, and not the team, as many now believe.

In this article, I decided to write controversial issues related to the duties and competencies of an HR manager, namely:

What are the responsibilities of an HR manager?
Is a psychologist an effective HR manager?

To answer these questions, let's turn to practice, as it is customary to consider a manager in Russian organizations.

Coming to work as an HR manager, a specialist receives a list of his professional duties. As a rule, they include:

personnel management,
staffing, recruiting,
staff motivation,
staff adaptation,
staff development,
trainings,
development of corporate culture,
maintaining a psychological microclimate, etc.

The question arises: is one person capable of performing all these functions with a sufficient degree of productivity?

In a good way, these duties should be performed by people of different professions: personnel records management - lawyers and accountants, staff development and training - trainers, the psychological component - a production psychologist, recruitment - a recruiter.

In fact, these professions bring different results of labor, and the requirements for the competence of specialists are completely different. And most importantly, the inclinations, abilities and psychological characteristics of specialists in these professions differ radically.

Let me explain. HR records management a person with the following competencies can be engaged with a high degree of productivity: attention to detail, meticulous work, a tendency to monotony (the ability to work with monotonous information, process a large flow of information). It is quite clear that a person with a choleric and sanguine type of temperament is unlikely to enjoy the performance of these functions. Practice shows that these are the people who come to work at the rate of a manager - a person who needs to work quickly, change his field of activity hourly, based on the rapidly changing conditions in the company, the requirements of management and the changing environment in the team.

A person is capable of recruiting, as opposed to a personnel officer, energetic, striving for a quick result, understanding that his percentage of payment depends on the number of employees, and he also needs to quickly make decisions that are needed by the management, and not by the team. He needs to sometimes forget about morality and ethics. However, HRs are mostly psychologists - people whose code of honor includes the first rule - do no harm! Personnel officers, on the other hand, work more with papers, with documents, with information, and recruiters work with people, both by phone and in person. They quickly need to weed out unnecessary information, process what is necessary that suits management and quickly (almost instantly) make the right decision to enroll (or refuse) to the state.

Training and staff development can be done by a person who looks at human potential, develops it, and contributes to the development of qualities and skills. However, while developing a person, the coach may not look at the fact that a certain degree of development can hinder the development of the entire company. For example, by developing initiative, he can develop the awareness that a person can choose. And sometimes the company does not need it! The company needs a result, the coach can lead away from this result. An HR manager is not an associate of people, but an associate of a company. He is designed to work for a corporate result, and a coach works for a person's result.

The psychological component is provided by an industrial psychologist - here I answer the second question that I posed at the beginning of the article. A psychologist is a process person, an HR manager is a result person. The psychologist often constantly interprets the results of tests, observations, and the manager makes decisions. The psychologist is aimed at ensuring the comfort of people, the HR manager is an associate of the management and the executor of its tasks. The psychologist does not put the categories “fit” / “not fit”, the manager is obliged to say exactly whether the person should continue to work in the company or should say goodbye to him, not taking into account the fact that he has seven children and a disabled father. The psychologist always looks at the moral side of the decision.

Let's answer two important questions:

So who is NOT an HR manager?

Psychologist!
HR officer!
Coach!
Recruiter!

So who is an HR manager?

Executor

First of all, he must be an expert in his field, it is good to know necessary tools and personnel management technologies.
A very important competence for an HR specialist is focusing on an internal client (head, line manager, ordinary employee) and striving to respond to his needs as efficiently as possible.
He needs to have a developed “performance management” competence, in which organizational skills are manifested: planning, delegation, and the like.
The competencies of “working on projects” and “the ability to establish and manage business relations with partners" - recruiters, training companies, organizers of corporate events and so on.

Adviser

An HR manager performs the role of an internal consultant in his company. He, together with the leader, resolves issues of internal conflicts sometimes non-standard methods. At the same time, an HR manager cannot do without excellent communication skills, the ability to express one's thoughts in writing and orally, and the ability to conduct group discussions.
Consulting competencies are also needed: for example, identifying the needs of internal customers or the ability to ask the “right” questions.
As a consultant, an HR manager must possess certain personal qualities, which can also be attributed to such competencies as a sense of tact, ethics, a positive attitude towards people, openness, and others.

Equal partner

The role of an HR manager at the present stage of business development has been supplemented by the role of a strategic partnership. The manager has the ability to position himself as a member of the management team and have an effective impact on the company's business through the implementation of timely HR tools.
David Ulrich, HR Guru, notes in his book Human Resource Champions that the goal of HR today is to create added value as opposed to the traditional "work with costs" approach. However this function HR managers do not perform, but descend to the performance of training and development functions.
As a strategic partner, an HR manager must have the knowledge and skills inherent in every top manager: to perfectly understand the company's business and understand the essence of the main problems that line managers face - in order to help them solve operational issues.
The role of a business partner requires teamwork and communication skills, good analytical skills and strategic thinking to see the connection between the company's business goals and his tools, so that he speaks the same language with the management team, owning the necessary concepts.
As a business partner, an HR manager needs to have a set of leadership qualities and competencies: perseverance, self-confidence, the ability to take risks and take responsibility for the introduction of any new technologies, be an expert in their field and understand how the HR they offer the toolkit will work for the company's business, be a creative person who can go beyond standard solutions, and effectively use a variety of internal and external resources.
An important competency for an HR partner is to be proficient in change management technologies, to be able to prevent these problems associated with the implementation of changes.
The necessary competence of an HR partner is the ability to position himself in the management team so that it takes his recommendations seriously: to have an impeccable reputation as an expert in his field, to develop marketing competencies in order to be able to present and promote new solutions and approaches to the manager in the field of human resource management.

I want to note that current HR managers lack the following knowledge:

economic, necessary for the implementation of the "creation of added value" function, as well as for the promotion of new technologies in the field of human resources, designed to make a profit, and not just develop potential;
legal - not only knowledge labor code but also administrative, criminal, family, civil, in order to make decisions correctly and quickly;
strategic, in order to understand the significance of the tasks set for the company, correctly express their thoughts focused on the economic result for the company, clearly sets tasks and goals, and also formulate them in economic indicators, future profit.

INTRODUCTION

Management in general view can be defined as a system economic management production, which includes a set of principles, methods, forms and techniques of management. Management includes management theory and practical examples of effective leadership, which is understood as the art of management.

The strategy of functioning and development of any enterprise (organization) is unthinkable without referring to the staff. In order to ensure the effective functioning of the enterprise, a strong team must be formed on it, capable of maintaining its high professional authority.

Until recently, the very concept of "personnel management" was absent in our management practice. True, the management system of each organization had functional subsystem personnel management and social development team, but most of the work on personnel management was performed by line managers of departments.

The foregoing determines the relevance of the topic.

Purpose of the work: improvement of personnel management in the organization of PUE "Vlanik-Stroy".

Job Objective: To study theoretical aspects personnel management, analyze the activities of the personnel manager; identify ways to improve personnel management on the example of a particular enterprise.

The object of the study is the production and trade enterprise "Vlanik-Stroy".

The subject of the study is personnel management at the enterprise under study.

The work consists of three chapters.

The first chapter discusses the role of the personnel manager and the functions of the manager.

The second chapter analyzes the management technologies at the enterprise PUE "Vlanik-Stroy".

The third chapter discusses the improvement of the personnel policy of the organization PUE "Vlanik-Stroy".

ROLE AND FUNCTIONS OF THE HR MANAGER

The role of the manager in personnel management

Any organization is a set of stable social groups. The formation of these groups is carried out both on the basis of the structural and functional features of the organization, and on the basis of the common features and interests of individuals who gather in groups to jointly solve common problems. Formal and informal groups intertwine in an intricate way, forming a living and unified organism of a particular organization.

The energy of these groups can be both creative and destructive. It can be focused in a single direction, but it can also be aimed at conflicting goals, resulting in a dispersion of organizational resources, which ultimately reduces the degree of effectiveness of collective activity.

A competent manager is able to organize efficient operation formal groups and manage it. The informal leader can create and manage an informal group. And only a formal leader who knows the art of effective leadership can optimally manage both formal and informal groups.

Each group has a set of problems associated with group dynamics. Group dynamics is a very complex and multifaceted process of group development, changes in the relationship between its members, as well as the motivation, moods, attitudes and position of all members. Group dynamics determines the energy of the development of group behavior and the degree of effectiveness of the group's solution of the tasks facing it.

The processes of group dynamics are natural for any group and organization, regardless of its size, nature and characteristics of leadership. The leader can carry out his activities taking into account the characteristics of group processes or ignore them. In the latter case, he naturally refuses the most effective way solutions to the challenges ahead. Only by managing the processes of group dynamics at all levels does a formal leader provide opportunities for effective group activity and the effectiveness of their leadership.

Group dynamics is directly related to the stages of group development. Specialists distinguish four stages of group development, each of which has its own characteristics, determining the ability of the group to solve the problems facing it. These are:

Formation stage

Stage of explosion of discontent

Stage of development of group norms

The stage of the task

Each stage is characterized by a feature of the factors that cause a dominant influence on the behavior of individuals and the development of the group. These factors include individual needs, group expectations, and task-specific needs.

In the first stage of group development, individuals who are still scattered exchange ideas and other information about what they have to do. The group formation stage is characterized by the dominance of individual behavioral motives. Revealing the essence of the task, their role in its implementation and place in the group, group members are focused on personal needs, they are interested in clarifying the system of positive and negative reinforcement of their upcoming activities.

At this stage, the group is a conglomeration of individuals who have different attitudes towards the fact of the need to participate in group activities. Some understand its expediency, but experience negative emotions. Others do not fully understand the goals and content of group activities, but show positive emotions and a willingness to participate in the group. Still others do not indicate their attitude in any way and do not experience any emotions about this.

Nevertheless, despite all the variety of attitudes towards the group and their membership in it, all individuals feel the need to specify the task, their role in its implementation, coordinate activities with other members of the group and formalize leadership relationships.

The need for leadership and leadership becomes common to all members of the group at the first stage of its creation. Therefore, the managerial leader at this stage should:

Provide leadership;

Clarify group goals and objectives, roles of group members, conditions;

Provide positive and negative reinforcement;

Provide informal communication, exchange of information.

The stage of the explosion of discontent, unfortunately, is obligatory element group development. The degree of dissatisfaction and the duration of this stage can vary. The process of exchanging information between group members regarding their expectations and ideas about group activities is objectively characterized by a certain disagreement with each other. This disagreement is due to differences in the level of professionalism, personal ambition, individual power and influence, as well as differences in ideas about the purpose of the task and how it is carried out.

Individual ideas of group members regarding their role and influence, as well as the nature of group activities do not come true. Moreover, the efforts of the group are focused on the struggle for power and influence in the group, and not on the task. The discrepancy between individual expectations and reality is expressed in the growth of disappointment and dissatisfaction of group members with the effectiveness of its activities and the effectiveness of leadership. This dissatisfaction spills out in claims against the official leader, organizer of the group, its members and is accompanied by mutual accusations. The unconscious desire of everyone to rid themselves of personal responsibility for the lack of satisfaction with group interaction and the effectiveness of activities leads to the search for a guilty person, the so-called "scapegoat". In the eyes of the majority of the members of the group, this is what the group leader becomes.

His behavior and activity in setting goals and objectives, as well as in managing the group, are criticized. In this situation, if the leader shows uncertainty and, recognizing the legitimacy of criticism, accepts the accusations against him, changing the tactics or tasks of the group to complete the task, then he will inevitably lose authority and influence in the group. At the same time, the group returns to the first stage of its development.

If the manager continues to control the situation, consistently exercising influence on the members of the group (in order to clarify their individual roles and tasks, as well as to coordinate group activities), then gradually the atmosphere in the team begins to change as opinions converge and the group members are ready to compromise.

Conflicts and manifestations of individual motives lead group members to understand the importance of agreement and group cohesion as factors in the effectiveness of group activity. In the group, the personal responsibility of members for final result group activity. In this situation, the group proceeds to the third stage of development - the development of group rules of interaction and norms of activity. The existing balance of power and influence of group members, their social roles and status in the group are fixed.

Even a little work experience allows the manager to notice the differences in subordinates in showing a tendency to a certain type of task and responding to the manager's efforts to control and ensure feedback. Specialists distinguish two different types of subordinates:

Goal oriented subordinates;

Task oriented subordinates.

An employee belonging to the first type of subordinate prefers, together with the leader, to clarify the ultimate goal, his resources and capabilities (authorities and responsibilities) and reserves the right to independently finalize the action plan for completing the task. He enthusiastically accepts the challenge of a constantly changing environment and perceives himself as an agent of change.

The second type subordinate prefers to receive detailed instructions from the managerial leader on how to complete the task, including deadlines, a description of resources, etc. He feels comfortable in a stable environment, with established rules and procedures.

Each type of subordinate requires a specific approach from the manager in order to maximize the effective use of the individual potential of any employee.

If the manager did not special measures for the selection of personnel who meet certain requirements, then, most likely, the group will include representatives of both types of subordinates. IN this case The effectiveness of a manager and group work will be determined by the extent to which he is able to provide leadership to all types of subordinates. After all, the main problem of the manager is to maintain consensus and unity of the group based on a common goal and group values.