The personnel development subsystem (HRP) is an important component of the personnel management system. As the staffing units are now being formed, the PDP is receiving more and more attention, and this is logical.
Indeed, the modern revolutionary rhythm of the advancement of scientific and technical progress leads to the progressive obsolescence of professional skills and knowledge. As a result of the accelerated impact of objective factors, inevitably there is a decrease in the qualifications of employees and, accordingly, the effectiveness of the company is reduced. Strategic management today declares the possibility of professional and career growth for a person who is able to make a breakthrough in the company's position in the market. At the same time, an incentive is taken for the creative employee to participate in profits through organizational alignment of the chain from profit-making innovation to final consumption.
Today, the value of the PDP was duly appreciated by the leaders of the information business, companies that invest heavily in personnel development subsystems. The current level of development of the personnel of leading companies has a characteristic distinguishing feature - a departure from collectivist values to individualistic.
In particular, the leading Silicon Valley corporations (USA) today demonstrate truly promising and innovative examples of personnel development. For example, Hewlett-Packard, which unites a third of a million employees, automatically organizes training for all interested employees on their subscription to closed corporate training social networks and channels. In addition, anyone who feels a talent in themselves can escape from a place where he does not find progress by participating in the individual Hewlett-Packard: Talents don't belong you they belong to company program.
Facebook also demonstrates informal employee growth opportunities. It practiced team project days of brainstorming, the so-called Boot camp. Everyone has the opportunity to join the project team, and, depending on their talent, to stay in it to work already full-time for the real promotion of the project.
A wonderful and largely unique experience in creating employee loyalty is practiced by LinkedIn. Her offices really reign at home, and that’s it.
Obviously, behind the formation of the legendary collective intellect of Silicon Valley, which has gained worldwide fame, there are less visible, but effectively performed basic functions of the personnel development subsystem (HRP). The purpose of this article is to consider them.
Skills development as a sign of PDP
The modern subsystem of personnel development is determined by a pragmatic mission - a targeted and progressive increase in the use value of a resource labor force, which is externally expressed in the growth of employees' qualifications. Each element of this system (type of training, unit of PDP) is created as a tool for the implementation of this mission.
The role of separation of functions, feedback in the PDP
Within the personnel development subsystem itself, a functional division of responsibilities is provided between management links, as well as personnel involved in personnel. Work with staff in the organization is necessarily coordinated and should have feedback. The latter is extremely important for operational impact on production processes. The PDP should support and encourage appropriate, qualified staff actions. And vice versa: the errors of subordinates should be detected and stopped in time. It is important in the bud to prevent the possibility of the development of single precedents into harmful mechanically repeated stereotypical actions.
In the PDP itself, the planning and control activities should be clearly distributed among performers and by the timing.
PDP Functions
In form - the main functions of the personnel development subsystem are clearly planned and supervised by the management actions of the personnel service. In fact, all these actions are aimed both at increasing the cost of the resource manpower, and at further progressive development of the PDP. Ideally, for an efficient enterprise, a situation is achieved when employees perform their functions efficiently and on time, and the employer does not need to apply strict and rigid management methods.
In content - the main functions of the personnel development subsystem are quite diverse:
- Professional training (the level of students is primary).
- Further training (current staff is studying).
- Mastering related specialties (trained specialists who have fully mastered their area of work).
- Competitive admission (selection of the best personnel).
- Periodic certification of personnel (exemption from ineffective employees, promotion of active ones).
- Rationalization and inventive activity (increasing work efficiency).
The main functions of the personnel development subsystem are not chaotic events, but due to production. In other words, production goals are absolute and primary guidelines for staff development. The organization of the PDP clearly shows the priority of the development of functions aimed at improving and optimizing the work of production units over the functions of the units providing.
An informal approach is also important, it is necessary that within the PDP activities be selected adequately for the current specific production conditions.
Professional education
We turn to the consideration of the particular functions of the PDP. The first of these, the organization of professional training for personnel, involves the acquisition by newcomers to the profession or by people who are currently unemployed of the necessary knowledge and skills to work in a particular specialty. The main methods of teaching the profession are specialized courses, often organized by the employer himself, as well as training directly at the workplace.
Training
Continuing education involves as trained trainees in a specific profession. “People from outside” are not involved in this process. In essence, it is about updating practical skills and theoretical knowledge. Further training of employees is achieved through special training mainly in the organization itself, as well as in continuing education courses. Only employees with a vocational education diploma are invited there.
In addition, if necessary, the employer provides employees with the opportunity to study in specialized secondary specialized and higher educational institutions while combining studies with work. Note that the advanced training of workers for some specialties is mandatory. Its frequency is regulated by the Labor Code.
Training in related specialties
Effective enterprises, in which people value their workplace, today are especially active in training their employees in related professions. Thanks to the combination of specialties is achieved:
- reduction of loss of working time
- reducing the complexity of servicing jobs.
Improving the development of personnel in training related specialties leads to the fact that within the same production process, a tractor driver can master the specialty of a combine operator, a turner can use the professional skills and knowledge of an electrician - a service engineer.
Vacancy Competition
Currently, many enterprises organizations practice competitive employment. It is beneficial for the employer for the following reasons:
- the prestige of the profession increases;
- the most trained candidate is selected for the workplace;
- Democracy is demonstrated in the selection of personnel.
Personnel certification
With the help of personnel certification, conducted at least once every two years, the following is performed:
- certification of professional suitability of employees;
- checking compliance with their business knowledge and skills of the post.
This procedure is regulated by labor law. Based on the results of certification, an order is issued that initiates personnel shifts, promising employees are credited to the reserve for increase, diligent employees are rewarded, changes in salaries are implemented.
Rationalization and inventive work
The main functions of the personnel development subsystem are not only pragmatic, but also creative events. In particular, the stimulation of rationalization and inventive activity in the PDP is used as a tool to maximize the mobilization of the creative abilities of staff.
At enterprises, she is supervised by a chief engineer. Rationalization is aimed at saving in the production use of materials, reducing the time frame of the production cycle, improving the level of logistics. Invention, in contrast to rationalization, has signs of significant novelty in the technical solution of production problems.
Recruitment agencies
However, today's labor market is represented not only by employees looking for work, on the one hand, and enterprises - employers, on the other. Intermediaries also work in this market - personnel recruitment agencies. The latter provide services to both job seekers, that is, individuals seeking work, and enterprises - employers, finding employees according to the applications received.
Dozens and hundreds of such agencies work today in any large city. Therefore, the choice of those who have a reliable business reputation becomes relevant for the job seeker. A guideline can serve as customer reviews of such agencies. An insignificant option should be considered if more than half of the reviews of a particular recruitment agency indicate a formal attitude to their problem. If we talk about the role of these intermediaries in the labor market, then recruitment agencies carry out intermediary functions: search, evaluation and selection of vacant personnel with the required qualifications.
In addition to the aforementioned main functions, often recruitment agencies perform a number of related services:
- HR audit and consulting;
- organization of coaching and training;
- staff motivation.
However, their activities are not universal. We will discuss this nuance in the work of recruitment agencies. As a rule, they are not trusted with the selection of leading cadres. Traditionally, their selection - from the lowest to the highest posts - is carried out by the enterprises themselves, without the help of intermediaries. Qualified and successful management is vital for any legal entity. However, finding cool and loyal top managers is a difficult and painstaking process. Any leader who enjoys authority and leads personnel to success in work is the product of careful and individual selection. To do this, the enterprises themselves are constantly planning and monitoring the business career of promising employees.
Personnel reserve
If the staff members informed the job applicant that he was enrolled in the reserve, this still does not guarantee that he will end up on staff. He was simply taken into account as a job seeker. Western corporations were the first to use this PDP function. In the future, this tool was adopted by enterprises and organizations of other sectors of the economy.
Work with the personnel reserve (RK) is carried out in organizations where there is a shortage in the selection of employees. The formation of the Republic of Kazakhstan is carried out by an authorized employee of the personnel department. It includes workers with the potential and skills to perform certain duties. The basis for the creation of the Republic of Kazakhstan is the calculated need of the organization or enterprise for specialists.
Properly set work with a reserve of personnel achieves the following goals:
- reduction of risks when dismissing key employees;
- formation of a management link providing effective leadership;
- motivation to remain in positions for existing talented leaders;
In fact, the personnel reserve is a base composed of resumes of specialists. CR is formed of two types: external and internal. External are specialists who are occasionally involved in certain tasks or who participate in projects. Typically, such candidates apply for ordinary posts. Internal (managerial) consists of full-time employees who have the ability to coordinate processes, manage units that are undergoing a set of development measures. Such candidates should have experience in this enterprise, know its specifics.
Modern methods of staff development
The PRP system uses both traditional and new technologies for staff development. Modern methods of staff development include:
- basketball method (a training method based on the solution of typical production situations);
- video training (online training courses posted on the Internet);
- business game (certain production situations are set and the adoption of adequate decisions by the manager or specialist is simulated);
- distance learning (individual and group support using systems like Skype);
- case study (training through a comprehensive review and analysis of real situations);
- metaphorical game (in a group a complex situation is solved jointly and creatively);
- modular training (training material is grouped into blocks and modules);
- brainstorming (an operational method for solving a problem through the collective generation of ideas);
- action learning (managers learn in three stages: first they solve a non-standard real practical task by action, then theoretical patterns are built from the experience gained, and finally, they check these patterns on similar problems);
- training according to the Buddying method (the mentor is placed within the framework of an equal peer of the student, the training is carried out in a friendly tone, friendly atmosphere, the method is used in the training of top managers);
- training according to the Secondment method (employees are temporarily “sent” to another department, department, etc., with the aim of creating additional skills);
- training according to the Shadowing method (an employee submitted for promotion for a period of two days or more “becomes the shadow” of an employee performing this position);
- behavioral modeling (teaching methods of interpersonal communication and changing attitudes);
- role-playing game (interaction of participants, each of which is assigned a specific role. For example, the role of an entrepreneur and the role of a credit manager, and the task of the second is to offer an optimal lending program)
- sidewalking (exposition of various kinds of metaphors (myths, parables, etc.) of solving a problem similar to the one posed);
- training (active dynamic development of professional skills, knowledge, skills, communication competency).
Career planning and control
Career planning should be supported and supervised by senior management. The Personnel Development Service carries out practical management-controlled activities for the development and management of employees' careers.
Planning a business career for staff in an organization is carried out in the following areas:
- consultations on individual continuing education plans;
- existing staff training programs;
- support programs to counter career crises;
- moving employees in three directions: up (career growth), in the horizontal plane (rotation), down (demotion).
Currently, a career is considered as the result of a conscious subjective attitude of the employee to his work activity. There are three types of careers:
- professional (gaining knowledge, skills, abilities);
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In the future, working in the specialty, improving his qualifications, the employee acquires a certain qualification. In each successful example of building a career, an employee reviews the system-implemented functions of the personnel development subsystem of the enterprise. Thanks to this, the employee becomes a professional of a certain level. In personnel affairs, the qualifications of employees are characterized by conditional categories:
- the internal is a good specialist, able to independently solve complex problems on his site;
- master - unlike the intern, is able to solve problems of increased complexity, which are not subject to the skill of most colleagues;
- authority - unlike the master, has professional authority among colleagues outside the organization;
- Mentor - in addition to authority, has like-minded students.
Conclusion
The main functions of the personnel development subsystem are effective organizational tools that can improve the skills of an adept employee to the intern, master, authority, mentor. The organization of such an increase in employees is precisely the skill of a class personnel officer. It is important for him when the subjective “instinct for promising personnel” is complemented by an in-depth objective knowledge of the personnel work methodology, which is deeply developed and regulated in detail.
According to this technique, the functions of the personnel development subsystem are known and practiced at enterprises and organizations:
- professional education;
- training;
- mastering related specialties;
- competitive reception;
- periodic certification of personnel;
- rationalization and inventive activity.
However, for the effective work of the personnel development subsystem, in addition to the professionalism of the personnel manager, the position of the company's management is fundamentally important. The key role is played by the keen and constructive attitude of top managers; without this, the efforts of staff employees in the future, unfortunately, are doomed to failure.