An integrated approach to work with personnel. The procedure for working with personnel at the enterprise

In conditions of limited resources and competition, enterprises are increasingly opening up new position- HR Director. Each modern organization Is a complex socio-technical system in which material, technological and human factors development of the company. The HR director is responsible for the factors of human influence on the work process, and the administration, headed by the CEO, is responsible for the material and technological component.

Today the labor collective of any enterprise is dynamically developing. This is manifested in the accelerated process of increasing knowledge, skills and abilities. All qualitative characteristics of personnel must be maintained at a high level to ensure the competitiveness of the organization. Therefore, in order to increase human resources, well-coordinated and timely work of the personnel management service is important.

Human Resources Basics

To provide effective performance HR services, it is important to define the priority tasks. These tasks are:

Determination of the scope of activity.
Selection of the necessary personnel.
Organization of the work of the selected personnel with maximum efficiency.

In this case, the management of the enterprise determines the scope of work of the personnel service and its powers, appoints people to regular positions and organizes labor process... The HR function is of immense importance because, if it is mistaken in recruiting, it directly affects the entire organization.

The organizational structure of the HR department may differ among enterprises, depending on the size of the organization and the specifics of the activity. The recruiting service may have the following structure and perform functions:

Director and Deputy Director for Human Resources. They are aware of all the affairs of the structural unit, monitor its activities and are responsible for the quality of work.
Human Resources Department. A standard unit that is entrusted with the responsibilities of personnel selection, development and certification. Also responsible for maintaining records, ranging from staffing table and contracts and ending with statistical reporting on personnel.
Department of Labor Organization and wages... Is engaged in the study of work processes, preparation job descriptions... Creates a system of wages and bonuses, benefits and social benefits. Plans expenses for the company's employees.
Personnel training sector. Performs functions of personnel training, training and advanced training, provides work with new personnel during the adaptation period.
Socio-psychological service. It is designed to investigate and control the moral and psychological state labor collective... Helps in solving labor disputes and provides psychological assistance.

Duties and rights of the head of the personnel department

The head of the personnel department will always be its head. He is involved in the creation process personnel policy, selection of highly qualified and efficient employees and ensuring their comfortable work morale. The HR manager has a wide range of rights and responsibilities.

The main job duties and rights:

Lead the recruiting team professional staff for vacancies.
Lead the development of long-term and annual plans for the staffing of the enterprise with employees who meet the requirements in connection with changes in technology, automation, expansion, etc.
Resolve questions of acceptance for a new position, transfer or dismissal of an employee. Monitor the conformity of education, knowledge and qualifications to the position held.
To systematically study the individual qualities of employees, which will make it possible to replenish the personnel reserve.
Take care of timely and high-quality training, advanced training.
Participate in the development of the certification procedure and facilitate its implementation.
Organize the well-coordinated work of the entire recruiting department, monitor its timely document flow and save work books.
Provide time keeping of employees, development of vacation schedules and their implementation.
Control the timely execution of orders, orders of the administration of the enterprise.
Contribute to the improvement of forms and methods of working with personnel. Analyze the behavior of employees and offer the company's management suggestions for eliminating deficiencies that will ensure the well-coordinated work of staff.

The image of the ideal HR manager

Every year the requirements for potential employees for vacancies are increasing. The position of the head of the personnel department was no exception. There is the European Association of Personnel Management, which outlined the model of such an employee. She prescribed the main qualities of such an employee, these include: punctuality, perseverance, communication skills, the ability to listen, convince and inspire confidence, fairness, rigor and humanity. It is important to have analytical skills, to be a diplomat, psychologist and advisor.

All of these characteristics are very important in the work of almost every employee. As for the head of the personnel department, first of all, he must be a highly qualified specialist in the field of personnel management, have the necessary higher education and work experience.

The director should be responsible for the basic principles of personnel policy, forms and methods of working with personnel.

It is important for him to know labor and civil law, to be guided by modern methods of motivating and stimulating the work of employees. He must understand the mechanism of HR administration and work processes. Know the basics of psychology, pedagogy and sociology of labor. Have the skills of recruiting and evaluating personnel, public speaking.

The effective and stable functioning of an organization in a competitive environment is directly related to the dynamic use of various resources. First of all, these are labor resources, for which the head of the personnel department is responsible and controlled.

The second article from the Series of articles on the internal social policy of the company. The first text can be read here:. Four differences between the personnel department and the personnel management department, how the personnel block in the company can be arranged (options). What place should a “social worker” occupy in the structure?

Novikova Marina Lvovna , business consultant and career coach. Site:www.ipmru.ru. Education: economist, MBA "Human Resource Management", internships: Germany, Switzerland, France. Work experience: head of the payroll division, head of the social policy division (EAST LINE Group), deputy chairman of the PPO JSC Russian Railways (more than 1 million employees), advisor general director(ANK Corporate University of JSC Russian Railways), coach.

Having spent more than 10 years in management positions dealing with staff motivation issues, I can say that the great misconception of company leaders is that they consider social policy only in terms of spending. Money on personnel, whereas it can become the anchor that keeps the "ship" of high labor productivity afloat. That is why there was a methodology: "Integration of the individual social package and methods of remuneration of the company in order to save payroll without reducing labor productivity", which is the basis of the motivational policy.

In this article I would like to say the following: there is a stable stereotype of the profession of a personnel officer and the head of the personnel department. The stereotype is called “they have nothing to do there and they don’t need to know anything special”. That is why the personnel block is often headed by a non-specialist with the education of an economist, lawyer, in the field of personnel management and with work experience in human resources, but an acquaintance of the director or someone who will soon retire, while this may be a former military man, Chief Engineer, payroll specialist, etc. Naturally, the work of this personnel department leaves much to be desired, and the director - after visiting labor inspectorate and the imposition of appropriate penalties - it just makes sure that personnel officers are not very, say, smart specialists.

You can be indignant and say that the HR direction is developing in Russia, and many directors put employees with the necessary education in the position of the head of the personnel department. But this will be the first difference between the personnel management service and the personnel department. So:

The first difference - The head of the personnel department has experience in the field of personnel management, is well versed in the formation of budgetary funds and their management.

The second difference - the functional of the unit.

In the personnel department, as a rule, this is personnel document flow, recruitment and dismissal, and also often includes labor protection. In the HR department, you will also find psychologists, motivators, trainers, social workers and, oddly enough, “veiled economists” involved in budget planning.

Third difference - attitude towards staff.

The HR department can look at the entire staff of the company from the position of "what you forgot here." I think every reader in his life has come across such an attitude. The HR department cannot afford this. There is McDonald's hardening here: no matter what happens - always with a smile and "free cash register!" ;)

Fourth difference - operating mode.

In the human resources department after the official end of the working day, you will not find anyone. In the personnel management service, as practice shows, at this moment there is only the staff that provides services for the reception - dismissal and maintenance of personnel documents. The rest go about their business for at least another hour.

Nevertheless, I want to note that if your personnel department sits after eight o'clock in the evening and works, then - or they are not doing anything in work time, or they don't have enough staff. This is one of the alarming calls to the head !!! It is necessary to pay attention to the work of the unit !!!

This is how the above differences look in the table:

Human Resources Department	Human Resources Department
The manager does not have specialized education and work experience in the field of personnel management (or experience less than 3 years).	The manager has one or more higher education in the field of economics, personnel management, law (most often specializes in labor law), as well as relevant experience in the field of personnel management (experience over 5 years).
Functionality: HR workflow, functions of admission and dismissal, labor protection.	Functionality: training, development, adaptation, personnel reserve, placement of personnel, personnel workflow, remuneration, provision of benefits and guarantees at a professional level, budgeting of personnel and social cost items, psychological assessment, etc.
The attitude to the staff is based on the principle “what have you forgotten here, or - I don’t care, I’m just doing my job!”	Attitude towards the staff: "We need you."
Working hours: “at 17-30 - everyone went out, until tomorrow, at 17-45 - we are already dressed, at 18-00 - for the start, attention, march. Life - wait for me, I'm coming! "	Working hours: “at 18-00, of course, we will finish everything today, at 18-30 - we will sum up the day, at 19-00 -“ Farewell to work! Hello life! "

The main functionality of the personnel management department:

Personnel block (hiring, dismissal, keeping records of personnel, movement of personnel, HR administration, training, professional development, placement of personnel, personnel reserve).

Social block (staff support, adaptation, retention).

Motivational block (staffing, remuneration, development of motivational techniques, budgeting of personnel and social activities).

Psychological block (personnel assessment).

In the personnel management department there is always a place for a social block and a motivational block. I will note right away, in order to avoid questions and indignation of those who are engaged in remuneration of labor in the economic block. At the time of this writing (perhaps an experienced "payroll" in the future will be able to convince me and prove the opposite), the author is sincerely convinced that the pay department should be in the personnel block, with all the ensuing consequences, namely, planning functions, spending analysis, management as a whole by the wage fund.

A salary specialist conducts methodological work on the development of salary methods, plans a salary fund, uses financial analysis provided by the financial service, and conducts individual planning of payroll payments. (Based on the developed methods for remuneration, the approved staffing table and timesheets, the financial block carries out payroll. Who will be given such an honor - financiers or accountants, the head decides. In large organizations, the function is divided, in medium and small organizations it is carried out by an accountant).

Specialist in social work develops local regulations in terms of non-material and material motivation of personnel, while understanding what an organization's budget is, having the skills of planning and accounting (therefore there are so few competent specialists) and can be responsible for social payments. When developing benefits, the social work specialist works closely with the personnel block and the payroll block. The provided benefits and guarantees should be based on the development strategy of the enterprise, the importance of positions for the company, the personnel reserve, and methods of remuneration.

Considering the above, the "payroll workers" and "social workers" can be combined into one motivational block, which, in fact, is reflected in the flowcharts below for building a personnel block.

Structure options:

The first option is preferable, because under such a scheme, the head of the HR department has complete information on the personnel block, or rather, on the personnel block.

Over the past decades, specialists in the field of human resource management have noticed a qualitative change work force... At the moment, these are educated and better-off and mobile people whose interests include, among other things, participation in decision-making in the company. People who can take risks are much less loyal to organizations or companies, more independent and entrepreneurial. To effectively manage the modern generation of workers, a new, more flexible and perfect policy is needed than before, and this, in turn, puts ever-increasing demands on the management of the organization in general.
In modern conditions, such qualities as: experience, knowledge, initiative and entrepreneurial spirit of employees are very important strategic resources of companies. At the same time, the most frequently asked question among the overwhelming majority of organizations is: “How to cope with the gap that separates the development of market strategies, new organizational structures and ways of personnel management? " To be successful, businesses need to be guided by the fact that human resources are at the heart of improving management practices and systems when developing management concepts.
Under the influence of the dynamic development of current enterprises, as well as the internationalization of their activities and the emergence suitable conditions on the labor market in Russia, the attitude to work with personnel has changed quite significantly. A combination of such significant factors as: new developments in the field labor legislation, complication of the work performed, changes labor relations towards industrial ethics and social values, increased requirements for the level of qualifications of the employee - all this has become the reason for the relevance of the entrepreneurial-market approach, which is based on the merger of economic and personnel goals.
Today, many organizations have felt the need to transform human resources management into a single effective and well-functioning system, subordinated to the appropriate strategy and consisting of various measures for working with people, which are associated in time and content.

Work with personnel and personnel policy.

It is a wide range of events, one-time or permanently carried out by the leaders or employees of the organization's personnel services. These activities, as a rule, are associated with the formation and development of personnel to achieve the strategic objectives set for the company.
Usually, the personnel policy of a company depends on plans and programs and includes such activities as: searching for competent and highly qualified specialists, recruiting, recruiting, placing, training or retraining, career guidance, promotion and work with a reserve for appointment, along with the necessary measures to enter the employee in the position and its further adaptation, staff motivation, remuneration system and much more.
The operational plan for working with personnel is a detailed plan, broken down by time, object, structural features, which sets out a detailed study of actions, supported by justifications and necessary calculations. The content of the operational plan includes:
- planning the need for employees;
- planning methods of attracting personnel;
- planning of labor adaptation of new employees;
- planning the reduction or release of personnel;
- training planning, etc.

Personnel management in a market economy.

An effective HR strategy for a company is needed to integrate the many aspects of HR management. She is able to stimulate and optimize their impact on the employees of the organization, in particular, on their qualifications, work and other qualities. Able to create a holistic combination of elements of personnel management policy, which corresponds to a specific target group. If at least one of the elements, for example, the system of remuneration or, is poorly calculated, the risk that other tools used will also be unsuccessful. Therefore, the inconsistent, isolated use of personnel management tools can lead to negative consequences for the company and its activities. Simply put, the interconnection of individual elements in a system combination is possible only through the use of specific parts and is perceived by workers as a component unified system management of the organization in which they work.

What is HR strategy?

In fact, an unambiguous answer to the question "What is a personnel management strategy?" does not exist, since the numerous results of scientific discussions are rather contradictory to each other. This can also explain the inconsistency of the terminology existing today. Nevertheless, despite the disagreements among the researchers, there are some common features of the strategy, according to which experts are quite unanimous:
1. Strategies for personnel management, as a rule, are long-term, since they are aimed at developing and changing psychological motivations, attitudes and structure of the work collective, and such changes occur only after some time.
2. Strategies for personnel management are drawn up taking into account a large number of factors and are inextricably linked with the overall strategy of the company.
The use of organizational tools only works properly if the employees of the company are individuals. With regard to qualifications and motivation, we can say that here organizational tools are necessary to guide the behavior of employees in the mainstream of the interests of the company. In parallel with employees, the objects of management in relation to personnel can also be working conditions, personnel structure, and so on.
For long-term management of the personnel structure, it is necessary, first of all, to identify the optimal structure. So, when structuring personnel, qualifications, age, gender, and even sometimes, nationality of employees are important criteria. Taking these criteria as a basis, it is possible, with a high degree of probability, to determine the segments (groups) of personnel that can maximally influence the achievement of the company's goals.
For example, if the company employs a relatively large number of employees who belong to the category from 60 to 65 years old, then this means that in the near future it is necessary to begin the process of attracting new (young) specialists. Or, if the majority of employees in the company belong to the category from 35 to 45 years old, this means that the growing shift will not be able to borrow for a long time. leadership positions etc.

Organization of work with personnel.

Organization of work with personnel, as a phenomenon, is a more voluminous concept than just “ with staff". The new conditions of modern realities have changed the philosophy, while retaining the standard classical tasks of administration, but modifying them in accordance with the strategic concept for the management of the enterprise. At the same time, personnel management is not only one of the parts of the company's development strategy, but is organically combined with it. Such a policy should be focused on the plans and trends of economic development, as well as on the achievement of the set objectives of the organization and must take into account: maintaining the market independence of the company; its long-term development; the necessary growth of the organization and its self-financing; receiving the corresponding dividends; financial balance; consolidation of the achieved profit.
Today, the basis of the concept of personnel management are:
- the merger of personnel management and business strategy;
- the ever-increasing role of the employee's personality in determining his development;
- the ability to form and direct the motivational attitudes of both one employee and a group, in accordance with the general development strategy of the enterprise, and more;
In short, the strategic role of personnel management is defined as follows: personnel management must be present at the highest level of company management; line management should be involved in the implementation of personnel management; the HR function should be considered when creating a business strategy.
Directions HR strategy are created using:
- organizing links and relations with the labor market and labor resources firms;
- policies for the use of workers;
- creation and implementation of a style of human resource management;
- organization of horizontal cooperation;
- organization of working conditions and workplace in particular;
- a policy of recognition and reward for personal success of employees;
- the choice of the remuneration system;
- policy of staff development;
- communication policy.

New functions of human resource management.

Today, there is a certain amount of inconsistency between the new harsh business environment and the practice of personnel management in Russia. Undoubtedly, the role of the HR function has increased significantly, but at the same time, HR specialists practically do not manage in accordance with the company's strategy, but rather “put out the fire”. Line managers do not interact with HR specialists and cannot use such motivation tools as hiring and firing, salaries, etc. Professional development is seen as a secondary task.
On the other hand, the importance of such factors as: competition, the need to reduce costs has sharply increased. Here it should be noted that the influence of trade unions has decreased, organizational structures have changed, and modern business has begun to be built around consumers and products.
All these trends and processes have led to the emergence of the human resource management function, which is gradually replacing the practice of the HR department. It views people as one of the company's values that needs to be developed, located and motivated, along with other resources, in order to fulfill the strategic objectives of the organization.
In order to fully understand the evolution of management and human resource development, it would not be superfluous to get acquainted with the opinion of managers of large American and Japanese corporations, who believe that:
1. For future needs, human resource planning will become part of corporate strategy formation.
2. The leader will become one of the senior members and will be fully aware of the business plans, technology, product and market segments.
3. The function of human resource management (HRM) is transformed into a key activator in the process of selection and use of human resources.
4. The main criteria will be: the breadth and variety of qualifications, the ability to achieve the assigned tasks, the ability to work in a team.
5. The predominant function of HRM will be the harmonious fusion of corporate values, culture and goals.
Also, among other functions of HRM they call: recruitment and placement of personnel, participation in the development of the organization's business strategy, remuneration and motivation, performance assessment and certification, pension policy, training and human resource development, and regulation of the company's climate and much more.
As practice shows, HRM policy, in general, in private companies is much more correct and perfect than in government institutions... This state of affairs is primarily due to the fact that the task of personnel practice state enterprises is the distribution of work among people at the right time and maintaining a balance between social and economic goals. At the same time, HRM of private enterprises is called upon to combine existing human resources with corporate goals, as well as to develop a strong and holistic corporate culture.
Thus, significant technological and structural changes, along with an increase in flexibility, the level of competition and many other factors, have become the reason for the transformation of personnel management (personnel policy) into human resource management.

Differences between human resource management and personnel policy.

Today, more and more companies are implementing the concept of human resources, using in such moments as:
- planning of human resources;
- active methods of recruiting and selecting personnel;
- expanding the scale of in-house personnel training;
- the use of a formalized assessment of labor results to obtain the opportunity to use the potential of employees in the interests of the organization more fully, etc.
At the same time, in many companies there is a development of in-house social infrastructure, which can include from medical and physical education dispensaries, kindergartens, etc., to cafeterias. Quite often, programs are implemented to improve working conditions, which, together with the above, indicates that the functions of personnel management have changed significantly.
Modern approaches in working with people, they are complex, using more planning elements and using individual working methods. Human resource management elements are increasingly focused on the quality of selection and recruitment, employee training, group work methods. At the same time, an increase in funds allocated for work with personnel is considered an essential condition for the full-fledged activity of an organization.

The trends, the development of which can be observed today, are as follows:
1. Human resource management is being replaced by human resource management. Often, HR officials are not informed about the strategies of the company, and there is practically no connection between planning and production. The function of human resource management is distinguished by an integrating nature, and is itself considered an element of the strategy.
2. The instrumentalism of the HR function is being transformed into HRM with a strategic role. At the same time, the emphasis of personnel policy is gradually shifting from the selection and distribution of personnel towards the formation and implementation of the company's strategy.
If, at the same time, the company's strategy is aimed at the quality of the product, and the need for "personnel" is easy to satisfy with the help of the labor market, then the strategy of recruiting and motivating employees may become the optimal solution.
If the company's goal is price competition for a product of low quality and is not able to satisfy the need for workers, then the best option will use a strategy for the development of human resources, with a focus on training.
If the goal of the strategy is to create new markets for a product with high prices, it would be advisable to use the internal labor market. Here, HRM acts as a mechanism that will ensure the necessary quality of the workforce, thanks to its development and motivation, as well as achieving a balance between the goals of employees and the goals of the company.
At a time when many companies are transitioning to innovative business development strategies, attracting, motivating and supporting people who can do the job better than others is quite important, because today, often, an intelligent, creative and motivated workforce is a yardstick, thanks to which one a company is different from another.
3. The implementation of fragmented personnel functions is being supplanted by the use of linear HRM management. Together with the previous personnel functions, HRM has been replenished with a new one - providing assistance to line management in its development and effective use of organizational potential, namely, subordinate human resources.
4. Using such HRM function as professionalization. The integrative and strategic nature of this function, coupled with the intense direct participation of the line management in its implementation, become the main reason for the need to professionalize HRM. So, if not long ago, any person with increased discipline who would be able to manage employees of low qualifications could be appointed the head of the personnel department, today the situation has changed radically. The proactive and growing role of HRM, together with the increase in its status, the complication of the technology of selection, recruitment, development, promotion, motivation and much more, make this profession significant for existence and effective work companies.
5. Significant emphasis on change management. It is no secret that the key characteristics modern business flexibility and the ability to change, and people are considered one of the barriers. That is why one of the main functions of HRM is organizational development and change management. It is noticed that a higher level of education, broader qualifications, the ability to retrain, the level of creativity of staff - all these factors significantly affect the ability to change. And all this in the aggregate becomes the reason that every year the company faces tasks that are more complex in terms of methods of assessment and selection, development and training of personnel.
6. Deepening and expanding social partnership and labor relations is becoming an increasingly important function of HRM. In economics, partnership is seen as an organizational principle. Here, it is an indicator of solidarity and acceptance in a social context. Also, it can be presented as the recognition of various social interests of different social groups, from which the granting of the right to participate in political or economic processes and adoption rights management decisions... Partnerships play an important role in creating a suitable psychological climate in the company and improving labor relations. As a result of this strategy, employees tend to show more understanding of the company's problems and are more active in increasing productivity.
The role of social partnership is becoming more relevant and in this regard, the shift from the usual collective bargaining between entrepreneurs and trade unions towards a system of joint consultations, in which the emphasis is on the efficient use of resources, the creation of wealth and increased profits through productivity growth, is becoming more noticeable.
7. Significant change systems and principles of motivation. From the principles of egalitarianism, in which payment for the position prevails, the motivation system evolves into the principle of payment for the result and a specific contribution to the achievement of the goals set by the organization. Here, there are several of the most important principles of motivation:
- Feedback, creating an atmosphere of mutual trust, convincing decisions; - preservation of employment;
- depending on the results achieved, equal employment opportunities, higher wages and promotion;
- training;
- fair distribution of income.
At the same time, the variable part of the remuneration becomes more important and flexible. The company gets the opportunity to reward the employee even for a short-term result.
8. Continuing education is being transformed into human resource development. Today, the development of human resources is an essential component affecting the efficiency of an organization, therefore, traditional trainings and professional development can no longer cope with solving new problems within HRM.
The list of the above tendencies that are manifested in the practice of personnel management, of course, is not exhaustive and, nevertheless, it is thanks to him that the HRM function in domestic companies has risen today to a qualitatively new level.
The main idea of the theory of human resources is based on the opinion of the need for certain investments for the full exploitation of these very human resources, as well as their use and active development. Of course, with the professional development of the employee's abilities, the need for a more complete and multi-vector use of new knowledge and skills gained at the end of professional development increases, and in some situations - to use the employee's personal capabilities: his creative potential, psychological characteristics etc.
So, we can say that the concept of human resources differs from the concept of personnel management by recognizing the feasibility of investments, which are associated with attracting a better-quality workforce, maintaining it in an able-bodied state, as well as creating the most convenient conditions for identifying the abilities and capabilities inherent in the individual.
Thus, progress in human resources management is as inevitable as economic evolution itself. We are confident that companies that do not ignore modern tendencies in the labor market, will always be in leading positions.

Human Resources Manager (HR Manager)- a specialist responsible for the formation of human resources in the organization. The profession is suitable for those who are interested in psychology and social studies (see choosing a profession by interest in school subjects).

The profession of an HR manager (HR stands forHuman Resources- human resources) is relatively young, came to our country from the West in the 1990s and replaced the so-called “personnel officers”. Recruiting and record keeping are just a few of the responsibilities of a HR manager. A modern HR manager is a strategic manager, his responsibilities include the formation of the personnel policy of the enterprise, which includes the development of a personnel training system, maintaining a healthy psychological climate in the team, and motivating employees. The HR manager belongs to the category of managers. Its main task is to ensure the efficiency of the work of the human resource. The success of the enterprise largely depends on the activities of the HR manager. Cadres are everything. The old slogan is still relevant to this day. And it is the HR manager that determines the number of required personnel, their development and motivation.

V large companies there are entire departments or departments for personnel management, in which several employees work. Each specialist has his own specific tasks: recruiting, office work, training, etc. Usually headed by personnel service HR Director or Director of Human Resources. In small companies, HR issues are usually handled by one specialist, whose tasks include the same issues as HR managers of large companies, only on a smaller scale.

HR manager training

The Moscow center of education "PRESTIGE" conducts. Intra-company personnel management, technologies of selection, placement, career growth, staff motivation, as well as modern management concepts, the basics of conflict management, management psychology, economic theory, right, modern Information Technology, office work, etc. Monthly payment.

Responsibilities of the HR manager:

organization of work with personnel;
working with candidates, interviewing, deciding whether a candidate is fit or not;
ensuring the staffing of the organization with workers of the necessary professions;
determining the need for staff;
organization of personnel training (conducting trainings, training seminars, refresher courses);
communication of information on personnel matters and the most important personnel decisions to the employees of the organization;
participation in decision-making on issues of recruitment, transfer, promotion, demotion, imposition of administrative penalties, dismissal of employees of the enterprise;
preparation and execution of labor contracts;
maintaining personal files of employees and other personnel documentation;
management of employees subordinate to him;
monitoring the labor market, informing the management about the current situation with personnel, average wages;
creation personnel reserve, creation of a labor motivation system.

Required professional skills and knowledge

knowledge of labor legislation;
knowledge of the basics of sociology;
skills of working with personnel documentation, knowledge of the basics of office work, labor protection standards;
skills business communication and knowledge in the field of psychology;
literate Russian;
knowledge of the basics of a market economy;
possession modern methods personnel assessment and regulation of its functions;
the ability to read the resume correctly, knowledge of existing tests for testing candidates and which ones are effective, the ability to assess the competence of the candidate;
knowledge of modern concepts of personnel management;
knowledge of the general development goals of the organization and the direction of personnel policy;
availability of organizational skills;
ability to plan time.

Personal qualities

sociability;
self-control;
impartiality;
attentiveness;
conscientiousness;
ethics;
self confidence;
active life position;
stress resistance;
adaptability;
strategic thinking;
creativity.

Place of work

recruitment agencies;
personnel departments.

Salary and career

Salary on 04/24/2019

Russia 20,000-70000 rubles

Moscow 40,000—90,000 ₽

There are practically no problems with finding a job for graduates. Almost any organization with more than 150 employees has HR positions. At the same time, in large companies, the HR department may have more than 10 employees.

A young specialist can develop his career in one of two directions. In the first option, the career of an HR manager begins with the position of a recruiter. It is best to choose a place of work recruiting agency, in which, having shown hard work and efficiency, you can become a good HR manager in about a year. The second option is to get a job as an assistant HR manager. With experience, income will also increase. The salary of a HR manager depends on the level of the company, the number of employees and the degree of responsibility.