Principles of formation and direction of personnel policy. Personnel policy of the organization

As they say, personnel is everything. This saying is still relevant today, since qualified personnel are the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not turn out that the professionals leave for competitors, a carefully thought-out personnel policy is necessary. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell you in the article.

The concept of personnel policy and its types

One of the decisive factors ensuring efficiency and competitiveness for any company is high human resources potential. It should be remembered that working with personnel does not end with hiring - the process of working with personnel must be structured in such a way as to achieve the desired result in the shortest possible way in relation to any issue, including in the personnel field. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are realized, therefore it is considered the core of the personnel management system.

Personnel policy is formed by the company's management and implemented by the personnel service in the process of its employees performing their functions. The principles, methods, rules and regulations in the field of work with personnel must be formulated in a certain way; personnel policies must be recorded in local and other regulatory legal acts of the company, for example, internal rules labor regulations, collective agreement. Of course, it is not always clearly indicated in documents, but regardless of the degree of expression “on paper,” every organization has its own personnel policy.

The object of personnel policy, as we have already understood, is the organization’s personnel. But the subject is a personnel management system, consisting of personnel management services, independent structural units, united according to the principle of functional and methodological subordination.

Note.Personnel policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policies.

Active. With such a policy, company management can not only predict the development of crisis situations, but also allocate funds to influence them. The HR service is capable of developing anti-crisis programs, analyzing the situation and making adjustments in accordance with changes in external and internal factors.

There are two subtypes of this type of personnel policy:

- rational (when the personnel service has the means of both diagnosing personnel and forecasting the personnel situation for the medium and long term. Organizational development programs contain short-term, medium-term and long-term forecasts of personnel requirements (qualitative and quantitative). In addition, integral part plan is a program personnel work with options for its implementation);

- opportunistic (when management does not have a forecast for the development of the situation, but seeks to influence it. The personnel service of an enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, while the plan for working with personnel is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of the goals of this activity).

Passive. With this type of policy, the management of the organization does not have a program of action in relation to employees, and personnel work is reduced to the elimination negative consequences external influences. Such organizations are characterized by the lack of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.

Personnel policy is carried out at all levels of management: senior management, line managers, human resource management service.

Preventive. It is carried out in cases where management has reason to assume the possibility of crisis situations, there are some forecasts, but the organization’s personnel service does not have the means to influence a negative situation.

Reactive. The leadership of the organization that elected this type personnel policy, strives to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of sufficiently qualified labor to solve the assigned tasks, lack of motivation for highly productive work). HR departments in such companies usually have the means to identify such situations and take emergency measures.

Depending on the orientation towards its own or external personnel, the degree of openness in relation to the external environment, an open personnel policy is distinguished (an organization turns to external sources to meet the need for employees, that is, one can start working in the organization both from a lower position and from level of senior management; this most often happens in new companies seeking to quickly conquer the market, reach the forefront in the industry) and closed (carried out when the company is focused on incorporating new personnel with lower level, and vacant positions are filled only from among employees, that is, in fact, one’s own personnel potential is used).

Development of personnel policy

Some long-established companies, especially if they work closely with foreign partners, have a documented understanding of personnel policies, personnel processes and activities for their implementation. For some, the idea of how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with identifying potential opportunities in the field of management and identifying those areas of work with personnel that must be strengthened for the successful implementation of the company's strategy.

The formation of personnel policy is influenced by external and internal factors. An organization cannot change external environmental factors, but must take it into account to correctly determine the need for personnel and the optimal sources of covering this need. These include:

— the situation on the labor market (demographic factors, education policy, interaction with trade unions);

- trends economic development;

— scientific and technological progress (impacts on the nature and content of work, the need for certain specialists, the possibility of retraining personnel);

— regulatory environment ( labor legislation, legislation in employment and labor protection, social guarantees, etc.).

Internal environmental factors are amenable to control by the organization. These include:

- the goals of the organization, their time perspective and degree of elaboration (for example, a company aimed at quickly making a profit and then closing it requires completely different professionals than a company focused on gradual development);

- management style (strictly centralized approach or the principle of decentralization - depending on this, required various specialists);

— human resources potential of the organization (related to the assessment of the capabilities of the organization’s employees, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);

— working conditions (the degree of harmfulness of work to health, the location of workplaces, the degree of freedom in solving problems, interaction with other people in the process of work, etc. If there are at least a few unattractive jobs in terms of conditions, the personnel service will have to develop programs to attract and retain employees on them);

— leadership style (it will largely influence the nature of personnel policy).

The formation of personnel policy can be divided into several stages.

At the first stage, the goals and objectives of the personnel policy are formed. It is necessary to coordinate the principles and goals of working with personnel with the principles and goals of the company, developing programs and ways to achieve the goals of personnel work. Let us note that the goals and objectives of personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives of ensuring the effective functioning of the organization as a whole.

For your information.The main goal of personnel policy is full use qualification potential of workers. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out. For this purpose, procedures for diagnosing and forecasting the personnel situation are being developed. In particular, at this stage it is necessary to determine:

— quality requirements for employees based on job requirements;

- number of employees by position, qualification characteristics etc.;

— the main directions of personnel policy for the selection and placement of workers, the formation of a reserve, assessment of personnel development, remuneration, use of human resources etc.

Well, at the final stage, a plan of personnel activities, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.

For your information.The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; activities for professional development, advanced training of employees, solutions social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in specific organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be implemented in the following areas:

— forecasting the need to create new jobs, taking into account the introduction of new technologies;

— development of a personnel development program in order to solve both current and future problems of the organization based on improving the training system and job transfer of employees;

— development of motivational mechanisms to ensure increased interest and satisfaction of employees with work;

- Creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, formation of the concept of remuneration and moral incentives for employees;

— ensuring equal opportunities efficient work, its safety and normal conditions;

— determination of basic requirements for personnel within the enterprise development forecast, formation of new personnel structures and development of procedures and mechanisms for personnel management;

— improving the moral and psychological climate in the team, involving ordinary workers in management.

Let us remember that every employee matters, since ultimately the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of personnel policies pursued in organizations. The payment of bonuses and the system of employee participation in profit distribution will ensure a high level of their interest in the final results of the organization’s activities.

Assessing the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be adjusted. In practice, personnel policy is assessed based on the following indicators:

— labor productivity;

— compliance with legislation;

— degree of job satisfaction;

— presence/absence of absenteeism and complaints;

— staff turnover;

— presence/absence labor conflicts;

— frequency of industrial injuries.

A properly formed personnel policy ensures not only timely and high-quality staffing, but also the rational use of labor according to qualifications and in accordance with special training, as well as support for a high level of quality of life for employees, which makes working in a particular organization desirable.

Finally

So, in the article we very briefly talked about the organization’s personnel policy. What is the main purpose of the HR function? Providing the organization with personnel capable of effectively solving current problems in market conditions, efficient use these personnel, professional and social development. And the requirements for personnel policy boil down to the following.

Firstly, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company’s strategy, production and economic situation.

Secondly, personnel policy must be economically justified, that is, based on the real financial capabilities of the organization, and must also provide for an individual approach to employees.

The introduction of personnel policy involves restructuring the work of the organization's personnel management service. It will be necessary to develop a concept for personnel management, update the regulations on the divisions of the personnel service, and possibly make changes in the management team of the organization, based on the data of the extraordinary certification; introduce new methods of recruiting, selecting and evaluating employees, as well as a system for their professional promotion. In addition, it will be necessary to develop career guidance and personnel adaptation programs, new incentive systems and work motivation and labor discipline management.

Through personnel policy, the goals and objectives of personnel management are implemented, therefore it is considered the core of the personnel management system. Personnel policy is formed by the management of the organization and is implemented by the personnel service in the process of its employees performing their functions. It is reflected in the following regulatory documents:

internal regulations
collective agreement.

The term “personnel policy” has broad and narrow interpretations:

a system of rules and norms (which must be understood and formulated in a certain way) that bring human resources into line with the company’s strategy (it follows that all activities related to working with personnel: selection, drafting staffing table, certification, training, promotion - are planned in advance and coordinated with a general understanding of the goals and objectives of the organization);
a set of specific rules, wishes and restrictions in the relationship between people and an organization. In this sense, for example, the words: “The personnel policy of our company is to hire people only with higher education" - can be used as an argument when resolving a specific personnel issue.

Types of personnel policy

First base may be associated with the level of awareness of the rules and norms that underlie personnel activities and, associated with this level, the direct influence of the management apparatus on the personnel situation in the organization. On this basis it is possible to distinguish following types personnel policy:

Passive personnel policy. Management does not have an action program for personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the lack of a forecast of personnel needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.
Reactive personnel policy. The management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflicts, lack of qualified labor, lack of motivation to work. Personnel services are developed, but there is no comprehensive program for forecasting personnel development.
Preventive personnel policy. Management has reasonable forecasts for the development of the personnel situation. However, the organization does not have the means to influence it. The organization's development programs contain short-term and medium-term forecasts of personnel requirements and formulate tasks for personnel development. The main problem is the development of targeted personnel programs.
Active personnel policy. Divided into rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel service of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. Organizational development programs contain short-term, medium-term and long-term forecasts of personnel requirements (qualitative and quantitative). In addition, an integral part of the plan is a personnel program with options for its implementation.

With an adventuristic personnel policy, the management of the enterprise does not have a high-quality diagnosis or a reasonable forecast of the development of the situation, but strives to influence it. The personnel service of an enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, however, enterprise development programs include plans for personnel work, often focused on achieving goals important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the personnel management plan is based on a rather emotional, little reasoned, but perhaps correct idea of the goals of working with personnel.

The second reason for the formation of personnel policy is a fundamental focus on internal personnel or external personnel, the degree of openness in relation to the external environment when forming personnel.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level; the organization is ready to hire any specialist with appropriate qualifications without taking into account work experience in other organizations. Such a personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid access to the leading positions in their industry.
A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the organization’s employees. This personnel policy is typical for companies focused on creating a certain corporate atmosphere and creating a special spirit of involvement.

The relationship between the concepts of “personnel policy” and “personnel management”

Speaking about personnel policy, it cannot be identified with personnel management. The concepts of “personnel management” and “politics” themselves are far from identical. “Management” is a much broader term, one of the components of which is policy, in this case personnel policy.

The main content of the personnel policy

security labor force High Quality, including planning, selection and hiring, release (retirement, layoffs), analysis of staff turnover, etc.;
employee development, career guidance and retraining, certification and assessment of skill levels, organization of career advancement;
improving the organization and stimulation of labor, ensuring safety regulations, social benefits. Personnel management units actively participate in negotiations with trade unions when concluding collective agreements, in the analysis of complaints and claims, and monitor labor discipline.

HR policy goals

unconditional fulfillment of the rights and obligations of citizens in the labor field provided for by the Constitution; compliance by all organizations and individual citizens with the provisions of labor and trade union laws, Labor Code, standard internal regulations and other documents adopted higher authorities about this question;
subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of basic economic activity the required number of employees with the required professional qualifications;
rational use of human resources available to the enterprise, organization, association;
formation and maintenance of efficient, friendly production teams, development of organizational principles labor process; development of intra-industrial democracy;
development of criteria and methods for selection, selection, training and placement of qualified personnel;
training and advanced training of the rest of the workforce;
development of the theory of personnel management, principles for determining the social and economic effect of the activities included in this complex.

Fundamental principles for the formation of personnel policy

scientific character, the use of all modern scientific developments in this area, which could provide maximum economic and social effect;
complexity, when all areas of personnel activities must be covered;
systematicity, i.e. taking into account the interdependence and interconnection of the individual components of this work;
the need to take into account both economic and social effects, both positive and negative influence of one or another event for the final result;
efficiency: any costs for activities in this area should be recouped through the results of economic activity.

Main characteristics of the company's personnel policy

Link to strategy.

Focus on long-term planning.

The importance of the role of personnel.

The company's philosophy regarding employees.

A range of interrelated functions and procedures for working with personnel.

All of these five characteristics of an “ideal” personnel policy are unlikely to be found in any particular company.

Stages of personnel policy

Stage 1. Rationing. The goal is to coordinate the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and stage of its development. Analysis needed corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of an organization, the principles of his existence in the organization, opportunities for growth, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs and ways to achieve the goals of personnel work, specified taking into account the conditions of current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and always taking into account both the current state and the possibilities of change. An essential parameter that influences the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization.
Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and forecasting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is advisable to evaluate the effectiveness of personnel programs and develop methods for their evaluation. For enterprises that constantly monitor personnel, many separate personnel programs (assessment and certification, career planning, maintaining an effective work climate, planning, etc.) are included in unified system internally related tasks, methods of diagnosis and influence, methods of making and implementing decisions. In this case, we can talk about the existence of personnel policy as an enterprise management tool.

Criteria for assessing personnel policy

Quantitative and qualitative composition of personnel. For ease of analysis, the quantitative composition of an organization is usually divided into three categories: management, management and service, men and women, pensioners and persons under 18 years of age, working and on leave (for example, for child care, without pay). etc.), as well as for those working in the central office or branches, etc. In turn, the qualitative composition of an organization is usually divided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, advanced training by employees, and other factors.
The level of staff turnover is one of the most indicative criteria of an enterprise's personnel policy. Of course, staff turnover can be viewed as both a positive and a negative phenomenon. Firstly, the employee’s capabilities expand and his ability to adapt increases. Secondly, the enterprise team is “refreshed”; there is an influx of new people, and, consequently, new ideas.
The flexibility of the policy being pursued is assessed based on its characteristics: stability or dynamism. Personnel policy must be dynamically restructured under the influence of changing conditions and circumstances.
The degree of consideration of the interests of the employee / production, etc. The degree to which the interests of the employee are taken into account is considered in comparison with the degree to which the interests of production are taken into account. The presence or absence of an individual approach to the employees of the enterprise is investigated.

Literature

Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremina. - 2nd ed., revised. and additional - M: UNITY, 2002. -560 p. ISBN 5-238-00290-4

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Principles of formation and direction of personnel policy

If we proceed from the need to match individual and organizational goals, then we can formulate the basic principle of personnel policy. The basic principle of personnel policy is that achieving individual and organizational goals is equally necessary. This means that when conflicts arise, fair compromises must be sought rather than favoring the goals of the organization. A correct understanding of the essence of personnel policy is possible only if this circumstance is fully taken into account. Practice recent years shows that this principle is being observed to an increasing extent in organizations. The most important principles for developing the organization’s personnel policy and their characteristics are given in Table 2.1. An example of the formulation of the main provisions of the personnel policy of one of the Russian organizations.

The main provisions of the personnel policy are:

Organization of planning of personnel requirements and their management, taking into account the influence of external and internal factors that determine the qualitative and quantitative state of the labor resources of the region (state) and its own personnel necessary to implement the organization’s strategy at a specific stage;

Selection of the most optimal and effective methods organizing work with personnel, determined by the current situation of the organization’s development based on forecasting and taking into account socio-demographic, political, economic, legal and other changes in the external environment and their impact on the organization’s personnel;

Creation and operation of a personnel management system that ensures effective and flexible management of the organization’s human resources based on the implementation of modern scientific approaches to managing this type of resource;

Achieving a deep understanding among managers at all levels of the decisive role of personnel in ensuring the prosperity of the organization, understanding social essence and social responsibility of human resource management actions;

Implementation of the social orientation of the organization’s personnel management based on taking into account the influence of external social factors, meeting the social needs of employees at a level that ensures their real social status, orientation towards them life cycle;

Formation of a unified organizational culture of the organization, shared by the staff and providing a collective approach to the implementation of the tasks at hand both within the organization and within its individual structural divisions;

Achieving high efficiency of funds allocated by the organization for the development of personnel as a resource. Reducing costs caused by ineffective use of existing human resources and redundant labor resources organizations;

A gradual change in substantive priorities in personnel management: from simple operational problem resolution to determining the future needs of people and developing their potential. So-called proactive management, based on innovative leadership and integration of HR functions.

The main directions of the organization’s personnel policy, developed on the basis of the personnel management strategy, are:

Carrying out marketing activities in the field of personnel;

Planning the organization's personnel needs;

Forecasting the creation of new jobs taking into account the introduction of new technologies;

Organization of attraction, selection, assessment and certification of personnel, career guidance and labor adaptation of personnel;

Selection and placement of personnel;

Development of incentive systems and motivational mechanisms to increase interest and satisfaction with work, remuneration;

Rationalization of the organization's personnel costs;

Development of personnel development programs in order to solve not only today’s but also future problems of the organization based on improving training systems, career advancement of employees and preparing a reserve for promotion to leadership positions;

Organization of labor and workplaces;

Development of employment and social programs;

Effective distribution and use of employees employed in the organization, optimization of their number;

Management of innovations in personnel work;

Ensuring the safety and health of personnel;

Analysis of the reasons for the release of personnel and selection of the most rational options;

Security high level quality of work, work life and work results;

Development of projects to improve the organization's personnel management and assessment of social and economic efficiency.

The implementation of such a personnel policy involves restructuring the work of the organization's personnel management service. The main goal HR management services are to provide the organization with personnel, their effective use, professional and social development. Moreover, personnel capable of effectively solving the organization’s problems in market conditions. The personnel management strategy depends on the personnel policy strategy. Moreover, the personnel policy strategy determines the organization's personnel management strategy. Currently, there are three concepts of personnel policy strategy.

The first concept assumes that HR strategy is determined by the organization's strategy. Personnel management performs a service function, which is to provide and maintain the performance of the personnel necessary for the organization. The second concept is based on the fact that the personnel management strategy is central, independent and independent of the organization's strategy. Employees employed in the organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in the conditions market economy. In this case, HR policy strategies depend on existing or potential human resources. The third concept is a synthesis of the previous two. The organization's strategy is compared with existing and potential human resources, and compliance with the directions of the personnel policy strategy is determined. As a result of such a comparison, the strategy of the entire organization and its personnel policy can be changed.

The term “personnel policy” can have a broad and narrow interpretation.

In a broad sense, it is a system of conscious and in a certain way formulated and enshrined rules and norms that bring human resources in accordance with the long-term strategy of the company.

In a narrow sense, it is a set of specific rules, wishes and restrictions (often unconscious), implemented both in the process of direct interactions between employees and in the relationship between employees and the company as a whole.

An organization's policy, as a rule, refers to a system of rules according to which people within the organization act.

The most important component strategically oriented policy of the organization - its personnel policy, which determines the philosophy and principles implemented by management in relation to human resources.

The purpose of personnel policy is to ensure an optimal balance between the processes of updating and maintaining numerical and quality composition personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.

According to the level of awareness of the rules and regulations underlying personnel activities:

Ш Passive - Such an organization is characterized by the lack of a forecast of personnel needs, means of assessing work and personnel, and diagnosing the personnel situation as a whole. Management in a situation of such personnel policy works in emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without attempting to understand the causes and possible consequences.
Ш Active (rational and opportunistic) - If management has not only a forecast, but also means of influencing the situation, and the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we we can talk about a truly active policy.
Ш Reactive - in line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence conflict situations, lack of a sufficiently qualified workforce to solve the problems at hand, lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis and is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means to diagnose the existing situation and provide adequate emergency assistance.
Ш Preventive - policy arises only when the management of the company (enterprise) has reasonable forecasts of the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel service of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. Organizational development programs contain short-term and medium-term forecasts of personnel requirements, both qualitative and quantitative, and formulate tasks for personnel development. The main problem of such organizations is the development of targeted personnel programs.

By degree of openness:

Ш Open - characterized by the fact that the organization is transparent to potential employees at any level; you can come and start working both from the lowest position and from a position at the senior management level. The organization is ready to hire any specialist if he has the appropriate qualifications, without taking into account work experience in this organization.
Ш Closed - characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the organization’s employees. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, creating a special spirit of involvement, and also, possibly, operating in conditions of a shortage of human resources.
Ш With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel service of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. Organizational development programs contain short-term, medium-term and long-term forecasts of personnel requirements (qualitative and quantitative). In addition, an integral part of the plan is a personnel program with options for its implementation.
Ш With an adventuristic personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast of the development of the situation, but strives to influence it. The personnel service of an enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, however, enterprise development programs include plans for personnel work, often focused on achieving goals important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the personnel management plan is based on a rather emotional, little reasoned, but perhaps correct idea of the goals of working with personnel.

The most important principles of individual areas of the organization’s personnel policy and their characteristics are given in Table 1.

Table 1. Characteristics essential principles individual areas of the organization's personnel policy

Directions	Principles	Characteristic
1. Organizational personnel management	The principle of the need to achieve individual and organizational goals.	The need to seek fair compromises between management and employees, rather than giving preference to the interests of the organization.
2. Selection and placement of personnel	Principle of correspondence The principle of professional competence The principle of practical achievements The principle of individuality	Compliance of the scope of tasks, powers and responsibilities with the capabilities of the person Level of knowledge corresponding to the requirements of the position Required experience and leadership skills. Appearance, level of intelligence development, character, intentions.
3. Personnel assessment and certification	Principle of selection of evaluation indicators Principle of qualification assessment The principle of assessing the implementation of tasks	A system of indicators that takes into account the purpose of assessments, assessment criteria, frequency of assessments Suitability, definition of knowledge necessary to perform this type of activity Grade performance results
4. Formation and preparation of a reserve for promotion to leadership positions	The principle of competition Rotation principle The principle of individual training The principle of verification by action Principle of suitability for position The principle of regular assessment of individual qualities.	Selection of candidates for competitive Systematic change of positions vertically and horizontally Preparation of a reserve for a specific position according to an individual program Effective internship in management positions The candidate's current suitability for the position Performance evaluation, interviews, identification of aptitudes, etc.
5. Personnel development	Principle of advanced training The principle of self-expression The principle of self-development	The need for periodic review job descriptions for continuous staff development Independence, self-control, influence on the formation of performance methods. Ability and opportunity for self-development
6. Motivation and stimulation of personnel, remuneration	The principle of matching wages to the volume and complexity of the work performed. The principle of uniform combination of stimuli Principle of motivation	Efficient system wages Specific description of tasks, responsibilities and indicators Incentive factors influencing increased labor efficiency

In particular, when studying the components of personnel policy A.P. Egorshin in his textbook highlights such points as: types of power in society, leadership style, conceptual personnel documents, principles of working with personnel. This approach is based on the fact that personnel policy is the basis of all personnel work and is conceptual in nature, which indicates a “broad” view of personnel policy. Some authors identify personnel policy and HR strategy, also highlighting as elements: goals, principles of working with personnel.

According to G.G. Melikyan, constituent elements The company's personnel policies are as follows:

1. Employment policy - providing highly qualified personnel and creating attractive working conditions and ensuring their safety, as well as opportunities for advancement of workers in order to increase their degree of job satisfaction.
2. Training policy - the formation of an appropriate training base so that employees can improve their qualification level and thereby gain the opportunity for their professional advancement.
3. Remuneration policy - providing higher wages than in other companies, in accordance with the abilities, experience, and responsibility of the employee.
4. Welfare policy - providing a wider range of services and benefits than other employers; social conditions must be attractive to workers and mutually beneficial for them and the company.
5. Labor relations policy - establishing certain procedures for resolving labor conflicts.

The same elements are considered regarding the implementation of state personnel policy. So, for example, Barabashev A.G., Bekov H.A., propose to consider separately such essential elements personnel policies, such as hiring, placement, evaluation and training of personnel.

When training enterprise managers and HR managers in practical work, such elements of personnel policy are mentioned as: personnel accounting and labor Relations; personnel management; training; motivation system; personel assessment; organizational development; corporate culture.

The organization's personnel policy is the general direction of personnel work, a set of principles, methods, forms, organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, at creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market demands taking into account the organization's development strategy.

Personnel policy is closely related to all areas of the organization's economic policy. From the main goal of personnel policy, subgoals for personnel management can be derived, for example, to provide labor resources of a certain quality and quantity to deadline, for a specified period, for certain jobs. Based on such targets, it is possible to determine the content of personnel policy in the organization.

The basic principle of personnel policy is that achieving individual and organizational goals is equally necessary.

The main principles of individual areas of the organization’s personnel policy can be called the following.

Directions	Principles	Characteristic
1. Organizational personnel management	equal need to achieve individual and organizational goals (core)	The need to seek fair compromises between management and employees, rather than giving preference to the interests of the organization
2. Selection and placement of personnel	compliance professional competence practical achievements individuality	Compliance of the scope of tasks, powers and responsibilities with the capabilities of the person Level of knowledge corresponding to the requirements of the position Required experience, leadership abilities (organization of own work and subordinates) Appearance, intellectual traits, character, intentions, style" of leadership
3. Formation and preparation of a reserve for promotion to leadership positions	competitiveness individual training case checks suitability for the position regularity of assessment of individual qualities and capabilities	Selection of candidates on a competitive basis Systematic change of positions vertically and horizontally Preparation of a reserve for a specific position according to an individual program Effective internship in management positions The candidate's current suitability for the position Performance evaluation, interviews, identification of aptitudes, etc.
4. Personnel assessment and certification	selection of evaluation indicators qualification assessments assignment assessments	A system of indicators that takes into account the purpose of assessments, assessment criteria, frequency of assessments Suitability, determination of the knowledge required to perform a given activity Performance evaluation
5. Personnel development	advanced training self-expression self-development	The need for periodic review of job descriptions for continuous staff development Independence, self-control, influence on the formation of performance methods Ability and opportunity for self-development
6. Motivation and stimulation of personnel, remuneration	Compliance of remuneration with the volume and complexity of the work performed an even combination of incentives and sanctions motivation	Effective remuneration system Specific description of tasks, responsibilities and indicators Incentive factors influencing increased labor efficiency

Personnel policy is developed taking into account internal resources, traditions of the organization and external environmental factors. Personnel policy is part of the organization's policy and must fully comply with the concept of its development.

The formation of personnel policy can be divided into stages.

At the first stage The goals and objectives of the personnel policy are being formed. Standardization and programming - coordination of the principles and goals of work with personnel with the principles and goals of the organization, development of programs, ways to achieve the goals of personnel work established at the first stage.

The goals and objectives of personnel policy are determined based on the basic provisions of regulatory documents, from the set of goals and objectives to ensure the effective functioning of the organization and its divisions. The main goal of personnel policy is to fully utilize the qualification potential of personnel. This goal is achievable by providing everyone with work according to their abilities and qualifications.

Onsecond m stage held personnel monitoring- procedures for diagnosing and forecasting the personnel situation are being developed.

This stage consists of three blocks:

1) quality requirements for employees, which are determined based on the description of the workplace and the requirements for the applicant for the position;

2) quantitative requirements that are associated with determining the need for personnel by position, qualification characteristics, etc.;

3) the basic principles of personnel policy in the most important areas: selection and placement of personnel, formation and preparation of a reserve for positions, assessment of the degree of personnel development, remuneration, use of personnel potential, etc.

At the third stage the choice of basic forms and methods of personnel management is determined, and personnel planning tools are developed.

At the fourth stage A plan for personnel activities is developed, the timing and responsible executors of these activities are determined.

The development and state of the organization's personnel policy is influenced by internal and external factors.

Internal factors these are the goals and structure of the organization, the moral and psychological climate in the team.

External factors- this is labor legislation, prospects for the development of the labor market, relations with the trade union, etc.

Taking these factors into account, the organization's personnel policy develops within the limits established by external influences on the organization and is determined by the state of internal factors. This circumstance leads to different types of personnel policies of organizations.