Features of personnel management of the organization. Introduction Personnel management in an institution

Concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which includes the processes of planning, evaluation, project implementation and control.

Management theory as a science arose at the end of the last century and has since undergone significant changes.

The very concept of “scientific management” was first introduced into use not by Frederick W. Taylor, rightfully considered the founder of management theory, but by Louis Brandeis, a representative of American freight companies, in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that “management is a genuine a science based on precisely defined laws, rules and principles.”

For the past 50 years, the term human resource management has been used to describe the management function devoted to hiring, developing, training, rotating, securing, and terminating personnel.

- a type of activity for managing people, aimed at achieving the goals of a company or enterprise by using the labor, experience, and talent of these people, taking into account their satisfaction with work.

The modern approach to definition emphasizes the contribution of satisfied employees to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of “personnel management” in the last decade of the twentieth century. In place of the contradictory relationships between employers and employees, in which the work environment of the organization was dominated by strict regulation of procedures for interaction with employees, an atmosphere of cooperation has arrived, which has the following features:

collaboration within small working groups;
focus on customer satisfaction;
significant attention is paid to business goals and staff involvement to achieve these goals;
stratification of organizational hierarchical structures and delegation of responsibility to work group leaders.

Based on this, we can highlight the following differences between the concepts of “personnel management” and “human resource management” (Table 1):

Table 1 Main distinctive features of the concepts “personnel management” and “human resource management”

Reactive, supporting role
Emphasis on execution of procedures
Special Department
Focus on staff needs and rights
Personnel are seen as costs that need to be controlled
Conflict situations are regulated at the top manager level
Agreement on pay and working conditions occurs during collective bargaining
Remuneration is determined depending on internal factors of the organization
Support function for other departments
Promoting change
Setting business objectives in light of HR implications
Inflexible approach to personnel development

Proactive, innovative role
Focus on strategy
Activities of all management
Focus on people requirements in light of business objectives
Personnel are seen as investments that need to be developed
Conflicts are regulated by work group leaders
Planning of human resources and employment conditions occurs at the management level
Competitive wages and employment conditions are established in order to stay ahead of competitors
Contribution to added value of business
Driving change
Full commitment to business goals
Flexible approach to

In terms of meaning, the concept of “Human Resources” is closely related and correlates with such concepts as “personnel potential”, “labor potential”, “intellectual potential”, exceeding in scope each of them taken separately.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - indicates that there is no fundamental difference between “personnel” and “human resources” specialists.

In a modern approach, personnel management includes:

planning the need for qualified employees;
drawing up staffing schedules and preparing job descriptions;
and formation of a team of employees;
work quality analysis and control;
development of professional training and advanced training programs;
employee certification: criteria, methods, assessments;
motivation: salary, bonuses, benefits, promotions.

Personnel management models

In modern conditions, in global management practice, various personnel technologies and personnel management models are used, aimed at more fully realizing labor and creative potential to achieve overall economic success and satisfy the personal needs of employees.

In general, modern models of personnel management can be divided into technocratic, economic, and modern.

Experts and researchers from developed countries identify the following models of personnel management:

management through motivation;
framework management;
management based on delegation;
entrepreneurial management.

Management through motivation relies on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with production requirements and goals of the organization. Personnel policy under this model is focused on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

is the construction of a management system based on motivation priorities, based on the choice of an effective motivational model.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

Management by delegation. A more advanced system of human resource management is management through delegation, in which employees are given competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which received its name from two words: “entrepreneurship” - entrepreneurship and “intra” - internal. The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

In modern management science and practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into the organizational management system.

Modern management models

Human resource management concept

Human resource management concept— theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many people recognize the concept of personnel management of the famous Russian management scientist L.I. Evenko, which identifies four concepts that have developed within three main approaches to personnel management:

economic;
organic;
humanistic.

	Concepts
20-40s XX century	Usage(labor resources use)	Economic(the worker is the bearer of the labor function, “a living appendage of the machine”)
50-70s XX century	(personnel management)	Organic(employee - subject of labor relations, personality)
80-90s XX century	Human Resource Management(human resource management)	Organic(an employee is a key strategic resource of the organization)
	Human control(human being management)	Humanistic(not people for the organization, but organization for the people)

The economic approach gave rise to the concept of using labor resources. Within this approach the leading place is occupied by technical rather than managerial training of people at the enterprise. At the beginning of the 20th century. Instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relations, and it should act like a mechanism: algorithmically, efficiently, reliably and predictably. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.

Within the organic paradigm, the second concept of personnel management and the third concept of human resource management consistently emerged.

The scientific basis of the concept of personnel management, which developed since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structure element), but as a non-renewable resource- an element of social organization in the unity of three main components - labor function, social relations, and the state of the employee. In Russian practice, this concept has been used in fragments for more than 30 years and during the years of perestroika it became widespread in the “activation of the human factor.”

It was the organic approach that outlined a new perspective for personnel management, taking this type of management activity beyond the traditional functions of organizing labor and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a human management system was formed, where people represent the main resource and social value of the organization.

Analyzing the presented concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

man as a resource of the production system (labor, human, human) is an important element of the production and management process;
a person as an individual with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the perspective of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all of the listed approaches to analyzing the role of a person in production, we can classify known concepts in the form of a square as follows (Fig. 2).

The ordinate axis shows the division of concepts according to their attraction to economic or social systems, and the abscissa axis shows how a person is considered as a resource and as an individual in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain groups. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of comprehensive personal development and the theory of human relations.

Comprehensive HR Management(human resources) is a new problem in many Russian companies, the content of which may not yet be fully understood by the majority of practitioners working at various management levels.

Personnel Management- one of the most important components of modern management.

Like science HR management has its origins at the end of the 19th century in USA. At first, this area of knowledge developed within the framework of other sciences ( psychology And sociology, economy, enterprise economics, organizational behavior, conflictology, labor economics). In the USA, the development of this science took place in line with the behavioral approach, and the separation into an independent field of knowledge was completed by the 1960s.

In Russia until the beginning of the 90s special science personnel management didn't exist, because the most important basis of its subject was missing - the market environment. Nevertheless, labor relations management was also studied within economic, sociological And psychological sciences. Science is closest to personnel management "Enterprise economy".

Modern HR Management is a system of ideas and techniques for effectively building and managing organizations and projects. HR activities— targeted impact on the organization’s employees, focused on bringing the staff’s capabilities closer to the maximum and the goals, strategies, and conditions for the development of the organization.

Personnel management includes:

finding the necessary employees,
adaptation of new personnel in the workplace,
personnel training and development,
operational assessment of personnel,
business communications management,
staff motivation and remuneration,
labor organization,
corporate culture management.

These goals are achieved through various methods, among which:

Economic methods- these are techniques and methods of influencing employees through specific comparison of costs and results. These include material incentives and sanctions, financing and lending, salaries, bonuses and others.
Organizational and administrative methods- These are methods of direct influence that are directive and mandatory in nature. They are based on discipline, responsibility, power, coercion and normative and documentary consolidation of functions.
Social-psychological methods. These are motivation, moral encouragement, social planning, etc.

Specialist who is engaged in personnel management activities is called HR manager(HR manager). This is often the first thing you have to deal with when applying for a job in a large company. It is true that enterprises sometimes transfer routine HR functions to specialized recruitment agencies. For example, functions related to hiring employees may be transferred to recruitment agencies.

This indicates that the field of personnel management in our country is in demand and is rapidly developing.

In an environment of intense competition and constant change, the future belongs to those managers who are better able to manage in the face of change, and at the same time are able to create a team environment where employees do their work as if it were their own company. Knowledge from the field of personnel management can help with this.

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The success of any organization always directly depends on its employees. Or rather, from a good mutual understanding between management and subordinates. Managers have a difficult task: managing staff in such a way as to motivate them to achieve a common goal and ensure a friendly, working environment in the team. So, how should the management process be structured so that all employees, from the cleaner to the main manager, work for the benefit of the company?

The main rules of the leader

Personnel management is a whole science. 90% of an organization's success depends on its leadership. Correct motivation and clear definition of goals are the basis for high-quality work. For effective personnel management, a manager first needs to remember a number of rules:

Company principles. They must be understood by every employee, regardless of their position. And the manager should listen to the opinions of employees, especially in problematic situations. No, this does not mean that global decisions need to be made by the entire team at a round table! The fact is that every employee resolves certain issues every day, regardless of whether he makes copies of documents or conducts important negotiations with clients. If everyone clearly knows the principles of the company and understands the purpose of their actions, then the manager can be sure that the right decisions will be made at all levels.
Teamwork. The team needs to be motivated to cooperate cooperatively. Employee management must be structured in such a way that each employee of the company is not focused on their own achievements, but that everyone together achieves one goal.
Sharing of responsibilities. The head of a large company is simply physically unable to control every process. It is necessary to appoint responsible persons for various issues.
Initiative is not punishable. Any growing business requires the emergence of new ideas. It is necessary to give employees the opportunity to express their thoughts and participate in the implementation of a new business. And remember that everyone has the right to make mistakes.
Awareness. If the manager does not want rumors to arise or his instructions to be ignored, then it is worth bringing to the attention of the team information about the real state of affairs of the company. Then the team will make more effective decisions.
There are no irreplaceables. When managing personnel, you need to remember this. There is no need to single out specific subordinates and inform the entire team that work will “stand still” without them. Appreciate all employees, do not focus on just one.
Proven technique. Human resource management requires stability. There is no need to make guinea pigs out of subordinates, testing the latest management trends on them. They work well where it is comfortable to work.
Discipline. Despite the previous rule, there must be strict discipline and rules of conduct in the organization.

Good example. They often say: “Like the manager, so are the employees.” And they say it for good reason. The manager must set a positive example for the entire team through his behavior and work.

Understand the employee

It was already said above that the team should be aware of current affairs. This is necessary to achieve a single result. A manager must not only issue orders, but also communicate with staff. We need to make it clear to the team that every employee is important to the company. And so that these are not empty words, the manager will have to learn to understand each employee. If problems arise at work, you should not immediately call your subordinate “on the carpet” and accuse him of something. First, you need to understand the situation as a whole, find the root cause of the problem and calmly eliminate it.

Each person has his own life principles, priorities and goals. This doesn’t go away when you get a job. The manager will have to work with an already formed personality and, to some extent, adapt to it. All employee goals are usually subordinated to one of three needs:

Material reward. A person joins a company to earn money.
Social status. The employee wants respect for himself as an individual and is committed to career growth.
Self-expression. The desire to express your opinion on every issue, to work independently on some area.

Based on the goals of the subordinate, the manager must find a personal approach to him. If this goal is achieved, there will be no problems in working with personnel.

Teamwork

Any team that works together has a certain team spirit. More often than not, it all depends on the personal goals of team members and, of course, management. For mutual understanding between employees and the manager, the latter will have to learn to state the essence of his requirements, the tasks of his subordinates in accordance with their goals. That is, personnel management is a kind of psychology. A manager will have to analyze the behavior of subordinates and understand their doubts and fears.

Understanding by staff of the goal and accessibility of the general plan is the basis of properly organized teamwork. It is necessary to let the team understand that it is in a team that they can cope with any tasks.

There are also a number of factors that can significantly reduce the ability to work in a team:

the purpose of the project is not defined;
insufficient provision of workers with resources;
conflict situations among subordinates;
management's poor attitude towards team performance of the task;
unstable goal, frequently changing tasks and requirements.

The right motivation

To achieve the best results when completing a project, the most important thing is to properly motivate employees. As a rule, motivation can be material and non-material.

With the first one everything is more or less clear. Most of the team goes to work to earn money. There are two main ways to financially motivate employees:

Incentives. All kinds of bonuses and bonuses for quality work. This will force a person to work quickly and efficiently.
Fines. In general, everything is simple. If you work well, you get a salary increase. If you work poorly, you lose bonuses and receive fines.

With non-material motivation, everything is somewhat more complicated and interesting. Let's consider methods of such motivation:

Promotion. Rarely does anyone refuse to take a higher position. The employee must understand that good work is rewarded with career growth.
Friendly team. Most voluntary dismissals occur precisely because of conflict situations in the service or misunderstanding. The leader must do everything to prevent this.
Stability. The employee must be confident in the future. The work must be official, wages must be paid on time, sick leave and vacation pay.
Collective recreation. If the manager wants the team to have a good atmosphere and a positive mood, it is necessary to organize various types of entertainment events that give employees the opportunity to get to know each other better. These could be corporate evenings, outings, sporting competitions. But it is more effective to do this not on weekends and not by order.
Training. Periodic retraining of employees is necessary. People need new knowledge to work more effectively. If various types of courses are paid for by the organization, this will also be a kind of reward.

These are the basic methods. In each company, the manager will find his own non-material ways of rewarding. It all depends on the capabilities of the organization and the needs of the team. The main thing is that there are no understatements between employees and that the system of rewards or punishments is clear.

High-quality and fast work of the entire team depends directly on the personnel manager. The secrets of effective work are simple. If a manager simply demands unquestioning execution of orders from employees, he will likely end up with sloppy work done and a tense environment among his subordinates. And with a specific statement of goals and objectives, proper motivation, human attitude - excellent work done in a short time, friendly relationships between employees and a trusting attitude towards oneself.

Human resource management is a very young area of management. Management and personnel management are two inseparable terms. Management includes management of the organization, personnel and other areas. Personnel management emerged as a direct independent activity after the 1970s. The allocation of HR specialists has become a real revolution in the work of personnel. If previously personnel were controlled through managers at different levels, now these functions have been assumed by human resources managers. With the help of effective work of personnel management, it is possible to significantly increase the degree of human resources potential of the company, which could not be done previously.

The concept of “personnel management” refers to activities aimed at the company’s human resources. 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. Personnel management has as its main goal the financial improvement of the enterprise by increasing the productivity of human resources.

Elements of personnel management of an organization:

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

Figure 1. Levels of personnel management in an organization.

Personnel management at an enterprise determines the following tasks:

Staff according to the organization's development strategy, taking into account different development prospects. When staffing, the manager focuses on the production implementation of the plan and various financial indicators.
Create a reserve of upcoming managers to ensure continuity, as well as reduce the risk of loss of personnel.
Make intelligent decisions in relation to managers who cannot cope with their professional tasks.
Orient HR managers to fulfill the production plan.
Engage in personnel development of personnel, constantly improving their knowledge base, developing personal qualities that are necessary to fulfill the employee’s job tasks.

The extremely efficient use of labor resources in an enterprise is achieved through the competent activities of personnel managers.

Modern HR management

Personnel management in a modern organization is one of the leading areas of its development. Nowadays, managers prefer to invest their main efforts 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 them all require significant costs. When assessing modern companies, one of the criteria was maintaining a high level of corporate culture. Compared to the past, caring for people who generate income through their work is becoming the main area. Managers draw a direct correlation between caring for their employees and increasing their productivity levels. One of the main conditions for such an attitude towards personnel is the preparation of a clear and regulated personnel policy.

Personnel policy forms the basis of all personnel management in an organization. Managers rely on it when making specific decisions regarding the employee. Based on personnel policy, it is customary to consider various aspects of personnel management.

Aspects are divided into:

technical and technological (main elements - expansion of a specific production, features of technology and equipment, production situation);
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 (increasing staff qualifications).

Management has its own laws and patterns of personnel management, which form the basis of the 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, characteristics and expansion of the organization.
Systematic personnel management - it is important to take into account all the interrelations of the personnel management system.
Centralization and decentralization must be optimally combined.
Proportional comparison of the elements of the management system and the complex of subsystems. You cannot improve only one subsystem, then an imbalance will appear in the second one, which will need to be eliminated. Improvement and expansion require an integrated approach.
Diversity of personnel management system (complex production – complex management).
Changes in management functions. With the expansion of production, the role of some functions increases and the importance of others decreases.

HR process

To describe the process of personnel management at an enterprise, consider a management diagram. Following this diagram 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 staff and management tactics and principles are highlighted. Programs, regulations, and instructions for the personnel department are approved here.
The middle level is functional. These are direct HR specialists. Their functionality comes down to the creation of personnel procedures and methodological work with personnel.
The lower level is the immediate managers of structural units who are engaged in direct work with subordinates.

Effective management of an organization's employees 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. Managing an organization's personnel 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 influencing personnel management.

Personnel planning, selection

The mechanism of personnel management begins with labor resource planning. The manager needs information about the composition of the workforce to set the organization’s goals. A system of indicators helps the HR department plan.

Planning takes place in three stages:

Assessment of available resources.
Forecasting future needs.
Planning measures to meet future needs.

An analysis is made of indicators such as category of employees, age category, educational group, length of service, gender structure, turnover, internal mobility, absence rate, labor productivity, and so on. This data allows you to consistently plan personnel and the amount of funding in the personnel area. Personnel planning provides information about what kind of workers are required.

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

The process of filling vacancies follows the following scheme: detailing the requirements for the open position and the immediate workplace - selection of candidates - their selection - employment.

An important sign of serious selection is a set of formalized requirements for candidates. Usually they are drawn up in the form of a job description, which clearly indicates all the responsibilities of the future employee.

Once the requirements are determined, the manager proceeds to selecting candidates. You can attract them through searching within the organization, using the media, the Internet, or visiting educational institutions. There is no single method - an HR manager uses various 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 correct “portraits” and assessing the qualities of the applicant;
comparison of existing qualities and required ones;
comparison of several applicants for a vacant position, and then selection of the suitable one;
approval of the candidate for the position with the conclusion of an employment contract.

At the initial stage of selection, candidates who are capable of performing the required functions are identified, then the circle is extremely narrowed, and a reserve is formed for further selection. Candidates are analyzed based on resumes sent to the employer. If the resume meets the requirements for the candidate that the company sets, it is concluded that the candidate is invited to a personal meeting, that is, an interview is held.

Interview as a stage of candidate selection

The interview aims to achieve the following goals:

it is necessary to correctly determine the candidate’s competence, personal qualities, and also identify the degree of interest in the work;
the manager must convey to the candidate information about the enterprise, the advantages of working there, talk about the content of the work, the adaptation process and deadlines;
it is necessary to identify the expectations of each party, their coincidence or discrepancy, and then find the optimal solution;
give the applicant the opportunity to make his own decision and assess how much he wants to fill the vacant position.

80-90% of applicants are immediately eliminated 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, as opposed to negative ones.

It’s hard to imagine the work of any large enterprise or organization without a personnel department, because every person’s career begins with communication with the personnel department employees. Today, positive changes continue to occur in the field of personnel management, and personnel officers are becoming people who not only monitor the proper registration of personal files of enterprise employees, but also have the opportunity to influence the workforce by applying various methods to increase labor efficiency and achieve a high level of staff productivity for the benefit of the organization.

The popular scientist and management consultant Edward Deming noted that the main element in the business system is people, and how effectively these people give their efforts for the benefit of the organization absolutely depends on the work of the personnel management service. But in order to understand what function the personnel management system performs and what is needed in order to become a manager in this area, one should take a closer look at the very specifics of practical activity.

Definition and essence of personnel management

Personnel management, or HR management, is an area of activity that is aimed at creating high-quality personnel in an organization. Personnel management workers are assigned the following main responsibilities:

selection and hiring of personnel;
optimization of personnel utilization;
control over the proper performance by employees of the organization of their functional responsibilities.

Development of the HR practice area

In the field of human resource management over the past five years, many new directions, professions and specialties have emerged that differ in their focus. In addition to the main professions in personnel management, such as HR officer, HR inspector or HR manager, sales trainers, training managers, corporate culture managers, personnel assessment specialists, and couch consultants are gaining popularity. It is worth noting that specialists in this field remain in demand, and their activities bring a stable and fairly high income. This is due to the fact that many organizations, in order to achieve their goals, strive to create a workforce that would be able to cope with their responsibilities in a high-quality and highly professional manner, but, accordingly, this requires professionals in the selection and hiring of personnel.

Education in Human Resources Management

The profession of personnel management requires special education and certain internal qualities, which determine whether a person’s work activity in this field will be successful. Today, many higher educational institutions with an economic focus provide the opportunity to receive a proper education in this area. During training, you can study areas such as psychology, economics at various levels, office management, sociology, political science, management, as well as legal support for personnel management and many other disciplines that will help the future specialist master the necessary knowledge and skills to work with people. It is worth noting that education in this field can be obtained both full-time and part-time. The most sought-after employees in this field are those people who have completed a master's degree in this specialty.

What are the responsibilities of a HR specialist?

The main responsibilities of an HR manager (HR specialist) include:

organizing work to provide personnel in accordance with the tasks and goals of the enterprise;
staffing the enterprise;
assistance in the adaptation of personnel in the organization;
studying the labor market to identify sources of supplying the organization with personnel;
forecasting staffing needs;
resolving various labor disputes;
assessment of employee performance;
development of proposals to improve working conditions for employees;
conducting employee certification;
organization of work aimed at improving the skills of employees and opportunities for their training;
development of staffing schedules;
participation in the development of a collective agreement and other primary documents regulating the labor activities of the organization;
motivation and stimulation of employees of the organization.

Types of specialists in human resources management work

Based on the fact that many changes have taken place in the field of human resource management in recent years and this area has gained widespread demand, it has become more difficult for specialists to develop and work in all areas of personnel management. This factor led to their division into conditional types.

HR managers can be divided into the following types:

diagnosticians;
trainer-managers;
consultants;
administrators.

The peculiarity of each of these types is in the options for realizing a person’s professional aspirations in the field of human resource management from an enterprise or organization where a personnel specialist is involved.

It is worthwhile to dwell in more detail on each of the above types.

Diagnostics

As a rule, recruiting agencies or large enterprises that have a need for new personnel need diagnosticians. The task of an HR diagnostician is, first of all, personnel assessment, and in other words, a comprehensive diagnosis of the employee and his personal file.

In their activities, such specialists use psychological techniques to test candidates and employees of the organization. Thanks to this approach, the organization has the opportunity to hire only highly professional personnel who can cope with the assigned tasks and ensure the realization of the company's goals.

In the case of recruitment agencies, whose activities are aimed at selecting employees for various organizations, diagnosticians pay special attention to the study of personal files, resumes, profiles and biographies of candidates for positions. Their main goal is to protect the customer company from unprofessional personnel. Very often, recruitment agencies employ head-hunters (head hunters) - specialists who focus exclusively on experienced and professional personnel. It often happens that in order to satisfy the need of a certain organization for employees, a “headhunter” lures away already employed professionals from companies and firms. Head-hunter specialists are distinguished by high skills in the field of psychology and have extensive connections with many companies.

Coach-managers

Trainer-managers are involved in various companies providing training for organizations on various programs. Specialists in the field of personnel management conduct seminars and trainings on sales, personnel adaptation in the organization, team building and leadership, creating a personnel reserve, and time management. It is important that training managers must be able not only to correctly present information during trainings, but also to develop training programs.

Becoming a trainer-manager is quite difficult, since only someone who has sufficient experience in the area in which they conduct their training can teach.

Consultants

The main task of a consultant is to correctly present knowledge to a person and transfer his experience in the field of personnel management to another person. One of the features that an HR consultant must have is versatility of thinking. Consultants, being psychologists, must also be good economists. This is required in order to make correct calculations of economic risks, various costs, benefits, and also to master the specifics of marketing. The career of a consultant is multi-stage; such specialists must have the skills and abilities of the human resources management profession.

Administrators

The administrative type in the profession of personnel management is the most multifaceted, since it combines all the previous ones. Reaching the so-called highest administrative level is extremely difficult and requires a lot of time, theoretical and practical experience. This type includes heads of personnel management services. Heads of a service or department in the field of HR interact with all structural divisions of the organization and their immediate superiors and bear personal responsibility not only for the activities of their department, but also for the selection, hiring and organization of work activities within the organization.

In addition to the above, administrators are required to organize staffing for personnel management within the framework of the entire enterprise system. Such an extremely important task can be handled by specialists with appropriate education and their own experience in human resource management. It is worth noting that in higher educational institutions with a legal and economic focus, you can get an education in the specialty “personnel management”, which already implies the opportunity to achieve success in administration.