In any organization and in the public service, personnel planning is carried out. This activity is exclusively engaged in professional service. But still, personnel planning in the organization is carried out only in close connection with the representative of the employer or directly with the manager himself.
Definition and Feature
Of course, only the management itself identifies and recognizes the strategic direction, but nevertheless, this happens on the basis of the calculations that personnel officers provided. And, accordingly, they then develop a set of measures to organize a well-developed policy and, in fact, the plans themselves, which are approved by the employer.
Personnel planning in an organization is a set of measures that are aimed at providing the enterprise or government body with employees who are able to solve all current and future tasks facing their institution. And here it is necessary to highlight a very important point.
When personnel planning takes place in an organization, it is necessary to keep in mind not only the tasks that the company now faces, but also possible prospects. You always need to answer the question, what will happen next?
For example, the same trend of downsizing of civil service. When managers suggest an HR planning event in an organization, they naturally need to keep in mind the possibility that the company will no longer have new vacancies or may have to reduce existing ones and, based on this, draw up an action plan.
Questions
Any staff planning in the organization allows you to solve five problems.
The first of these is the question: “How many employees and what qualifications are they, when and where will be needed?”. That is, in short, it means: how much, whom and where.
Second question
How to make the most rational use of the characteristics (abilities, knowledge and professional experience) that all staff already have?
And here you need to remember about an individual approach, that is, it all comes down to a specific specialist. How to get him to be in his place and bring the greatest possible benefit to the company in which he works. I repeat, personnel planning in the organization is a purely personal business, so to speak, not very pleasant. This is the exploitation of existing employees.
In this case, employers should get the most out of those people with whom they have to work, and this is normal.
Regulation of the number of employees
The third task is to solve the question: "How to attract the necessary and reduce redundant staff without causing social harm?".
This is also very important, because the planning of personnel work in the organization, of course, comes down to the reduction of staff and the workers themselves. Managers should think that the people they dismiss will, to some extent, end up on the street. Of course, someone will find himself in a new profession or in the same one, and someone will not be able to overcome such a barrier. And this entails social consequences, damage. Why do we need crowds of unemployed officials who can then go to provide, for example, consulting services. And it will be in such an organization, which, let’s say, is not entirely friends with the law.
It must be borne in mind that the most dangerous criminal is a former policeman. The same goes for all civil servants. The most dangerous lobbyists and the most experienced GR specialists are former civil servants.
Why would any structure create such a dangerous precedent, it is better to smooth this moment already at the stage of planning personnel work in the organization.
Staff development
Any company thinks over the fourth question: "What measures should be planned for the most effective professional development of all employees?"
These may be events related to the direction of additional education. As well as some training seminars at the place of service and training, not directly related to professional knowledge, but developing personal characteristics of specialists.
Recently, seminars of a psychological nature and team building have come into fashion. And with certain resources and political will, government agencies can plan these activities.
Final question
What are the costs of all planned activities?
Management can conceive as much as you like, but any enterprise has a budget. And here again the new goal of personnel planning in the organization is revealed. Management cannot go beyond the framework established by higher authorities. For example, for a federal authority, the limiter is the government itself.
This goal of staff planning in the organization comes from the fact that some enterprises do not have the opportunity to earn their money, because they are not a private office. Therefore, it is imperative to act only within the budgetary framework that has been approved from above. Therefore, if the company does not have the planned funds for, for example, additional education of employees, then it will be necessary to provide professional development in some other way.
Planning package
The tasks of personnel planning in an organization are reduced in many respects to designing the need for personnel, personnel and specific events. They are set for the company for the calendar year.
And finally, the most technical task in organizing personnel planning, in personnel management is the activity of services for the implementation of professional staff in an enterprise. If you pay attention to Federal Law No. 79 on the state and civil service, then in article 44 you can see all the directions of the state body.
First of all, this, of course, is the preparation of the relevant acts on the personnel issue by the representative of the employer: orders for admission, certification and dismissal, as well as referrals for further education and so on.
Secondly, it is, of course, the organization of relevant events. For example, the creation of competitions, certification and qualification exams, the work of the commission on official disputes and the settlement of conflicts of interest, as well as the current personnel records management, keeping work books, personal files and so on.
In addition, this service within its framework carries out serious methodological work. That is, it’s the personnel officers who determine the method, or rather, they only offer, and, of course, the employer claims, candidates for the service and evaluates the applicants. Naturally, within the framework established by law.
Planning a personnel policy in an organization also consists in creating a methodology for certification and evaluation of personnel, including current ones. And here the peculiarity of the civil service is that in different state bodies these procedures, on the one hand, should be unified, and this is a legal requirement, and on the other hand, in Russia there is practically no single body that would deal with this issue. Although the law provides for the creation of a single cell, it is not at the federal level and these functions are partly taken by the Ministry of Labor. And also many questions are left to personnel services, including the methodology for conducting competitive and certification procedures.
For comparison, a number of different European countries can be cited as an example: Italy, France, and so on. Such bodies are created in them. In France, the supreme structure is the Council of State, which also assumes the functions of administering and managing public service. In Italy, the Higher Council of the Magistracy is vested with similar responsibilities.
Such a structure is not always created in the status of a ministry or similar body, but in countries such as Great Britain, the United States of America, Germany, and in many other European states it exists.
HR planning system in the organization
This policy refers to the order of the rules in accordance with which the people who enter the enterprise act. This is the most general definition and the most important component of personnel planning in the organization.
The system defines philosophy and principles. And it is in accordance with them that management implements its decisions regarding human resources and builds the potential of personnel policy.
The goal is to ensure the optimal balance, the ratio of the processes of updating and maintaining the numerical potential of employees, as well as the formation of their qualitative composition and meeting the needs of organizations, which are determined in accordance with its strategic and tactical aspirations, as well as in accordance with the current legislation and the labor market.
That is why the process of personnel planning in an organization can have both a broad and a narrow interpretation.
First definition
In its broadest sense, the personnel strategy is the concept of conscious and concrete images, formulated and fastened with the appropriate documents, rules and norms that bring the universal human resource in accordance with the long-term strategy of the company.
Therefore, with this view, attention should be focused on the distinctive features of the implementation of power capabilities and management styles. This determines its own reflection, albeit rather indirectly, in the philosophy of the institution, its mission, and so on.
It follows that all events in the service with personnel, whether it is a search for personnel, the formation of a staff or regulatory schedule, certification, training, promotion, and so on, in any case, you need to plan ahead, of course. Moreover, all this should be coordinated in advance with the strategic goals of the organization’s development, such as, for example, entering other markets or solving current problems with various authorities and so on.
Second definition
Personnel policy in the narrow sense is a set of some specific rules, wishes and restrictions, often unrecognized, which are implemented both in the process of direct interaction between employees and in the relationship between employees and the organization as a whole. For example, in a company only people with higher education are recruited. This decision is not specifically discussed. Such an example shows which direction of personnel planning in an organization can be in the narrowest sense.
Based on these two definitions, the following types of policies can be distinguished:
1. The basis of which is the level of awareness of the rules and norms of personnel events:
- passive
- reactive
- preventive
- active.
2. By the degree of openness of the organization, with respect to the external environment in the formation of the working composition, its fundamental orientation to internal or external sources of acquisition:
So, now it is worth saying in more detail about these basic principles.
Features of personnel planning in the organization
Let's start with passive and reactive. What do they mean?
In the case of the first personnel policy, the phrase itself seems to be a contradiction in terms. However, there are often situations where the management of an organization, one way or another, is forced not to take excessive initiatives. If the personnel of the enterprise do not have a pronounced program of action regarding their own personnel, then the management policy in this area becomes passive. And employers in this case are forced to work in emergency response to emergency situations. And from here a second additional state arises.
Reactive personnel policy consists in the fact that management at the enterprise monitors the symptoms of a negative state in working with personnel. In this case, employers attempt to predict the causes of such situations. And also the management monitors the occurrence of conflicts and carries out some monitoring of skilled labor or staff motivation for highly efficient work.
Therefore, actions are being taken that are aimed at analyzing the causes leading to various personnel problems. In this case, professional services include monitoring, forecasting, and prevention in their list of tasks.
Thus, the stages of personnel planning in an organization significantly expand with a reactive policy.
Proactive and active
These are the types that are aimed at prevention and direct impact.
In the true sense of the term, there is a preventive and precautionary personnel policy when management is making an effective forecast for the development of a given situation. And when this state of affairs is developed at the enterprise and there is a professional policy, we can talk about the analysis of personnel planning in the organization.
In this situation, there may be such a situation when the leadership has absolutely no means for a personal specific situation. In this case, a difficult task arises for personnel officers. They need to predict the situation for the medium term, which is neither the subject of strategic planning nor tactical response.
This is one of the features of an active personnel policy, which can be described as follows.
The personnel service should be able to develop targeted programs based on real-time monitoring of a specific situation and on their adjustment in accordance with previous actions. It is necessary to develop such formulas that provide both forecasting and regulation of a specific standard situation.
Such is the characteristic of an active personnel position, which should be realistic.
Open and closed
An open personnel policy is characterized by the fact that each organization is transparent to employees at absolutely any structural level. It is open even to potential employees. New staff can begin working in the organization at both the lowest and highest levels. And in a certain, of course, ideal case, a given company with a fully open personnel policy should be able to hire any specialist to absolutely any level. Of course, only if he has the appropriate qualifications and, in general, the organization needs. This is precisely the feature of open politics.
Perhaps those readers who have experience in the personnel structure will say that all this sounds quite utopian. However, in modern companies, such an open policy is not such an exotic state of things.
Today, this is typical, for example, for many modern telecommunication, automobile or radio companies that have worked at a high level and continue to do so for several years. The peculiarity of the organization is that they want to buy people at any job level, regardless of whether they previously worked in companies of this kind or not. And experience as a whole, and sometimes even education, is not important either.
In such organizations, the openness of personnel policy has its own flexibility, which gives a significant economic effect. Of course, depending on the enterprise, the conditions for hiring may also change.
As noted above, there is a reverse closed policy. Many economists believe that this is a somewhat outgoing form. Nevertheless, it must be recognized that it is a closed personnel policy that is the most common in our country.
This form assumes that the organization focuses solely on including only employees from its own company from a previous level in its senior management team. That is, this is the career ladder widespread in Russia.
Replacement of vacancies at each next level occurs only from among the employees of the same organization, and new faces appear only at the lowest level.
You should not associate this format only with the conservatism of the domestic personnel environment, since such a closed policy is characteristic of many Western companies. , , , .