Fundamentals of strategic human resource management. Organizational life cycle and human resource management. Human Resource Management Service Features of personnel development depending on the stages of the life cycle

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MINISTRY OF EDUCATION AND SCIENCE, YOUTH AND SPORTS

OF THE AUTONOMOUS REPUBLIC OF CRIMEA

REPUBLICAN HIGHER EDUCATIONAL INSTITUTION

CRIMEA ENGINEERING AND PEDAGOGICAL UNIVERSITY

FACULTY OF ECONOMICS

Department of Economics and Management

subject: “Human resource management”

on the topic: “Life cycle of an organization and HRM”

completed by a 2nd year student

full-time education

specialty 6.030601

"Management"

Groups M-13

Kucheryavaya A. A.

Simferopol

2014 academic year year

Introduction

Stages of organization development

Features of personnel development depending on the stages of the life cycle

The influence of organization size on the features of human resource management

Goals of human resource management at the stages of the organization's life cycle

Conclusion

List of used literature

Introduction

An organization is a group of people acting together to achieve common goals. To successfully achieve these goals, the activities of people in a group must be coordinated. Therefore, an organization can be viewed as a group of people whose activities are consciously coordinated to achieve a common goal or goals.

Human resource management is an approach to enterprise personnel management in which employees are viewed as the most valuable resource in the competitive struggle, which must be motivated and developed to achieve the strategic goals of the organization.

The main goal of human resource management is to provide the organization with such employees that will enable the organization to effectively achieve its goals. In modern conditions, when enterprise personnel turn out to be a critical resource, one of the main tasks of heads of human resource management services is to participate in the formation of enterprise strategy based on the state of human resources.

In the process of its development, an organization usually goes through four main stages:

o formation;

o maturity;

o reduction and reorganization of production or termination of activities.

Factors influencing the change of life cycles in an organization

Let's consider the factors influencing the average lifespan of an economic organization (firm). The first, already noted by us, is the size of the company. Next - the industry of application, type of product, degree of combination, diversification, horizontal and vertical integration, technical level, general state of national and global market conditions, management success (structure, strategy, image, corporate ideology, corporate culture, cost level, etc.) and many others.

It must be said that in the life cycle of a company a very important place belongs to the fourth (last) phase. The emerging “fork” either gives the company the opportunity to develop in the future, or leads to the death of the economic organization.

There are a wide variety of organizational development opportunities available. These are mergers and acquisitions of companies, the creation of financial-monopoly and financial-industrial groups. As a result, a new intra-company structure appears, different from the previous one. It can be either a higher hierarchy (the number of management “floors” increases and, accordingly, coordination costs) or a flatter one (the creation of financial and industrial groups, the transition to network structures, etc.).

One should not think that the stage of the withering away of an organization is irreversible. Above, the authors very carefully formulated the trajectory of firms that find themselves in this situation. This is primarily due to the fact that in this phase there is an organizational technique (organizational technology) that saves the company from bankruptcy and death. This is probably also a transition to a different quality, but not accompanied by an increase in the size of the company and its business (this thesis is very important when we consider the life cycle of a company in its fourth phase, which is associated with either positive development of the company or negative).

We are talking about restructuring companies that find themselves in a state of crisis. As a result of strong and targeted actions, firms can survive the crisis and remain as real economic entities, but this is achieved at a great cost (reduction in the size of the company’s business, painful structural restructuring, staff reduction, austerity on management costs, and a partial loss of independence and sovereignty is possible and etc.). If the restructuring fails, then nothing can save the company. It ceases to exist, at least as an independent market participant.

Stages of organization development

management human resource staff

At the stage of formation of an organization, personnel training in most cases does not have such a decisive importance as at subsequent stages of development of the organization, especially if time and funds are limited. The administrators here place the main emphasis on attracting already formed and trained specialists, as well as on forming a team of talented managers and production organizers. This often requires setting wages at a level no lower, and sometimes significantly higher, than is currently the case in the labor market.

At the stage of growth of an organization, new personnel problems arise, in particular the task of maintaining equality in pay in the internal labor market, maintaining optimal pay ratios between managers and subordinates, between those already working in the organization and new employees. Decisions made during this period have a fundamental impact on the fate of the organization and its further development. At this stage of development, organizations, as a rule, make serious financial investments in production development, including human resources, their training and development, in order to provide significant advantages over competitors. In this regard, the problem arises of assessing the effectiveness and payback period of these investments.

At the maturity stage, many approaches to solving personnel problems and organizational culture have already been established. This provides the organization with stable, effective operation. At the same time, it is at this stage that there is a serious danger of stagnation in the development of the organization and a weakening of work motivation. If an organization does not adhere to the concept of continuous renewal and development, it may face serious economic and social problems in the future.

The stage of production reduction and reorganization (crisis), as a rule, is accompanied by a serious aggravation of labor problems, the solution of which requires special efforts and targeted actions on the part of personnel service workers.

The specifics of personnel decisions made during certain periods of the organization’s existence are shown in Table. 1.10.

Table 1 Organizational life cycle and human resource management

Features of personnel development depending on the stages of the life cycle

The new philosophy for the formation of personnel policy in Russia should be based on the fact that personnel policy must be integrated into the enterprise development strategy, taking into account the economic laws of this development.

Features of the organization's personnel depending on the stage of the life cycle and personnel development strategy are given in Table 1.

It should be noted that depending on the stage of the life cycle and the type of personnel strategy of the organization, one or another direction becomes the leading or the most important type. activities of personnel services employees. It is advisable to talk about the content of personnel activities characteristic of open and closed types of personnel strategies. In this case, it is necessary to take into account three levels of planning: long-term (strategic), medium-term (tactical) and short-term (operational).

Table No. 2 Characteristics of personnel characteristics depending on the stages of the life cycle and the organization’s development strategy

Organization life cycle stage	Strategy type	Brief description of the strategy	Characteristics of features HR personnel
Formation of the organization	Entrepreneurial	Insufficient resources to meet growing demand Projects with a high degree of financial risk are accepted. Rapid implementation of immediate measures - short-term plans	Employees must be proactive, communicative, innovators, ready to take risks, not afraid of responsibility.
Rostorganizations	Dynamic growth or limited growth strategy	Creating a foundation for the sustainable development of the organization. Reducing risk. Determining the company's mission and company development policy.	Organizational-fixedness personnel Flexibility in changing conditions.
Period of stable development	Strategy profitability	Maintaining the existing level of profitability. Minimizing costs. Low risk. The management system is well developed.	Termination of hiring of personnel. Maximum performance personnel.
	Liquidation strategy	Sale of assets. Elimination of possible losses. Falling profits.	Reduction of employees. Narrowly focused workers. Staff ready to work short
	Entrepreneurial strategy	Reducing costs in order to survive in the near future. Activities related to stabilization of the enterprise's activities. Flexibility to changing conditions.	The dedication of the staff. Willingness of staff to transfer temporary discomfort in conditions and wages. Innovation.

The influence of organization size on the features of human resource management

The size of the organization has a significant impact on the specifics of working with personnel in enterprises and organizations.

Thus, it is generally accepted that large organizations are more stable. They are more likely to survive during crisis situations. For those who work in large organizations, there are great opportunities to participate in various projects and move within the organization both horizontally (from one position to another) and vertically, up the career ladder. In addition, large organizations, as a rule, have a powerful personnel management function. Its employees have the opportunity to specialize in various areas of personnel management, for example, personnel selection, training of company employees, planning their career growth, and organizing a compensation system. The ability to concentrate on specific areas of work allows you to increase its efficiency.

Small businesses often do not have the opportunity to maintain their own personnel department. The development and implementation of personnel decisions is usually carried out by the first persons in the organization, for example its owner. At the same time, the positive thing is that the person who determines the development strategy of the organization simultaneously makes strategic personnel decisions that ensure the implementation of the organization’s development strategy. It is good if the owner has sufficient knowledge in the field of personnel management and natural intuition in these matters. If both are missing, serious problems and miscalculations in personnel work may arise. Moreover, in small enterprises their negative impact on work results is even more obvious than in large organizations. For example, in small enterprises, due to the specific nature of personnel work, which manifests itself in close interaction and interchangeability of employees, special requirements are imposed on personnel selection. In addition to the requirements for the professional qualities of employees, it is extremely important that new employees comply with the spirit and culture of the organization and are accepted by its other members. After all, in small organizations, every employee is visible to others. In addition, each employee informally takes part in assessing the work contribution of others and the degree to which remuneration corresponds to the results achieved.

Environment and features of human resource management

There are various indicators that characterize the environment in which an organization carries out its business activities. In this case, we will focus on the three most important environmental characteristics that influence human resource management and personnel work.

1. Availability of resources: financial, material and labor. Their excess, as a rule, is accompanied by their irrational use and a decrease in work efficiency. However, lack of resources can lead to conflicts. Thus, excessive savings on personnel, a lack of labor relative to the planned volume of work lead to poor quality of work and an increase in defects. In addition, working under conditions of constant overstrain is accompanied by stress with all the ensuing negative economic and social consequences for the employee and the organization as a whole.

2. The dynamism of the environment, the degree of its mobility in response to changing conditions. Where frequent changes occur, for example in the field of high technology, the strategy for selecting, assessing, training and motivating personnel should be structured in such a way as to stimulate high labor mobility of workers and help them adapt to constant changes in production and business conditions.

3. The degree of complexity of carrying out business activities, depending on the level of competition in the industry and in the regional market for products and services. The environment is considered quite complex if there are several strong competitors in the market, between whom there is a fierce struggle to redistribute the market. New competitors are emerging, pursuing aggressive policies in the market. The peculiarities of the organization's work in such difficult conditions leave a direct imprint on the adoption of personnel decisions. HR services are forced to take into account the situation in this segment of the labor market, monitor trends in wage levels in order to prevent workers from leaving for competitors. Salary surveys are widely used for these purposes. Interest from HR managers in them is growing significantly. Human resource management services of foreign companies operating in Russia constantly use salary reviews to make personnel decisions.

Goals of human resource management at the stages of the organization's life cycle.

At each stage of the organization’s development, specific employee development goals corresponding to these stages are identified.

Table No. 3 Organizational life cycle and HRM goals

Stage of development of the organization	Challenges facing the organization	Human Resource Management
Formation of the organization	Stabilize transactions, generate cash flow, determine the company’s market profile	At this stage, most often, human resource management is not allocated as a special function. Hiring, adaptation of employees, determination of functional responsibilities, etc. carried out by the leaders themselves. For the personnel management function, as well as for the entire enterprise management system, the main task is to stabilize the enterprise’s activities
	At this stage, personnel management is separated into an independent management function. The main task is to ensure the growth of the company by attracting and training personnel. Of particular importance are the tasks of training line managers in the basic tools of regular management, improving the organizational structure and developing the basic professional competencies of employees
	Human resource management activities are carried out in all main areas. The main task is to increase the efficiency of the enterprise's main processes, create a system for long-term and targeted development of the enterprise's employees - the enterprise's personnel reserve, targeted employee development. The motivation system is being improved and measures are being taken to increase labor productivity. Actions aimed at mobilizing employees to achieve the strategic goals of the organization are of great importance.
	Entering new markets, creating new products or death of the organization	At this stage, the search and selection of creative and active top managers of the enterprise, training of top management, actions aimed at improving the quality of innovative activities of enterprise employees - new, experimental forms of organizing interaction between employees and departments (quality circles, interdisciplinary teams, etc.) etc.), reduction of ineffective personnel, etc.

In modern conditions, when enterprise personnel turn out to be a critical resource, one of the main tasks of heads of human resource management services is to participate in the formation of the enterprise strategy based on the state of human resources.

In reality, it can be difficult to distinguish one stage of an organization's development from another. Sometimes several stages can occur simultaneously. A transition from a higher stage to a lower one is possible; for example, after the stage of production reduction, a period of rapid growth of the organization may again begin.

Features of the organization's activities at various stages of its formation and development have a direct impact on the organization's strategy, and, consequently, on the choice of an adequate human resource management strategy.

List of used literature

1. Kushelevich E.I., Filonovich S.R. The theory of life cycles of an organization by I. Adizes and Russian reality // Socis. - 2006, No. 10.

2. Akulov V.B., Rudakov M.N. Theory of organization: Textbook. - M., 2005

3M; Lobanov A.A. Human resources management. - M.: Delo, 1993.

7. Dyrin S.P. Organization Theory: Textbook. - Naberezhnye Chelny, Publishing House of the Institute of Management, 2006.

5. Organizational life cycle and human resource management http://studme.org/

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Organizations are born, develop, achieve success, weaken and eventually cease to exist. Few of them exist indefinitely; none lives without change. New organizations are formed every day. At the same time, every day hundreds of organizations are liquidated forever. Those who can adapt thrive, those who are inflexible disappear. Some organizations develop faster than others and do their job better than others. The manager must know what stage of development the organization is at and evaluate how well the adopted leadership style corresponds to this stage. That is why the concept is widespread life cycle of organizations as predictable changes with a certain sequence of states over time. By applying the concept of the life cycle, it can be seen that there are distinct stages that organizations go through and that transitions from one stage to another are predictable rather than random.

The life cycle of an organization is directly and closely related to product life cycle– a time interval that includes several stages, each of which is distinguished by the special nature of the process of changing production volume over time. It is necessary to distinguish: the full life cycle of products; product life cycle in the manufacturing sector; life cycle of products in the consumer sector. The full life cycle of a product includes the time of creation, duration of production and time of use of products by consumers. This concept is used to plan marketing and supply and sales activities, organize after-sales service of products, select adequate forms of management and create the necessary structural links.

The life cycle concept has received much attention in the market research literature. The life cycle is used to explain how a product goes through the stages of birth or formation, growth, maturity and decline. Organizations have some exceptional characteristics that require some modification of the life cycle concept. One of the options for dividing the life cycle of an organization into appropriate time periods involves the following stages.

1. Entrepreneurship stage. The organization is in its infancy; the product life cycle is being formed. Goals are still unclear, the creative process flows freely, and progress to the next stage requires a stable supply of resources.

2. Collectivity stage. The innovative processes of the previous stage are developed, and the mission of the organization is formed. Communication within the organization and its structure remain essentially informal. Members of the organization spend a lot of time developing mechanical contacts and demonstrate high levels of commitment.

3. Stage of formalization and management. The structure of the organization is stabilized, rules are introduced, and procedures are defined. The emphasis is on innovation efficiency and sustainability. Decision-making and decision-making bodies become the leading components of the organization. The role of the top management of the organization is increasing, the decision-making process is becoming more balanced and conservative. The roles are clarified in such a way that the departure of certain members of the organization does not pose a serious threat to it.

4. Structure development stage. The organization increases product output and expands the service market. Leaders identify new development opportunities. The organizational structure becomes more complex and mature. The decision-making mechanism is decentralized.

5. Decline stage. As a result of competition and a shrinking market, an organization faces a decrease in demand for its products or services. Leaders are looking for ways to retain markets and seize new opportunities. The need for workers, especially the most valuable specialties, is increasing. The number of conflicts is often increasing. New people are coming to management to try to stem the downward trend. The mechanism for developing and making decisions is centralized.

The main stages of the organization's life cycle are graphically presented in Fig.

In the figure, the part of the curve that has a positive slope reflects the stages of creation, growth and maturity of the organization, the other part with a negative slope reflects the stage of decline of the organization.

When creating an organization, when the creative process flows freely, the desire for stable and sustainable development is manifested. In this case, two tasks are solved - providing access to the necessary resources and mastering the mechanism of competition. The key role here is played by analyzing the situation and obtaining objective information

The main criterion when choosing the type of management should be maintaining a stable balance between consistency and innovation, carrying out effective activities in the present while simultaneously planning for the future.

The maturity of the organization is manifested in the fact that the emphasis is on the efficiency of innovation and stability, product output increases and the service market expands, managers identify new opportunities for organizational development. All this is aimed at ensuring the strategic viability of the organization, maintaining and strengthening a stable position in the market. At the maturity stage, it is especially important to periodically and timely adjust the management structure of the organization, abolish bodies that have completed their task, timely introduce new divisions into the structure, create temporary targeted structural units to solve certain problems, allocate specialists to analyze the state of affairs and develop development prospects and so on.

The life cycle concept points to the most characteristic symptoms of organizational collapse that appear during the decline stage. These include, in particular:

A decrease in demand tightens competition and complicates its forms;

The competitive power of suppliers increases;

The role of price and quality in competition is increasing;

The complexity of managing the increase in production capacity is increasing;

The process of creating product innovations is becoming more complex;

Profitability is declining.

Objectives and functions of the personnel management service The personnel management service is a functional unit, without directly participating in the main activities, it ensures the normal functioning of the organization. The personnel management service is a set of specialized structural units in the field of enterprise management, together with the officials employed in them, called upon to manage personnel within the framework of the chosen personnel policy. The work of personnel services has two directions: tactical and strategic. Within the framework of the tactical direction, ongoing personnel work is carried out to form labor resources. The essence of personnel work in this direction is to determine what exactly, by whom, how and with the help of what should be done in practice at the moment in the field of personnel management. The solution to these day-to-day tasks is based on administrative methods. The strategic direction of the work of personnel services is focused on the formation of the organization’s personnel policy, that is, a system of theoretical views, ideas, requirements, practical activities in the field of work with personnel, its main forms and methods. Functions of personnel management Functions of personnel management are specific types of management work that form the cyclical process of personnel management. The functions of the personnel management service determine its organizational structure. There are several approaches to classifying human resource management functions. In terms of the focus of work with personnel: 1. Social function. It is reflected in ensuring employment, safe working conditions, and labor protection. 2. Normative or regulatory. It is expressed in the establishment of working conditions, compliance with labor legislation, labor protection rules, and resolution of labor disputes. This function follows from the position of the personnel service as a system for resolving conflicts between the interests of the organization and the interests of employees and other subjects of personnel management. 3. Educational. It is reflected in the ways of motivating employees. 4. Information and analytical. It consists of information support for the organization’s activities. 5. Test. Allows the personnel service to monitor the current situation both within the organization and on the labor market. By the nature of the work performed: Office management function (preparing orders for personnel, maintaining time sheets and other functions). Administrative activities (adoption of basic legislative provisions in the field of organization and remuneration, conclusion of collective agreements). Employment (hiring, familiarization with the workplace, transfer). Personnel development functions (training, personnel assessment, employee career management). Functions of maintaining and stabilizing personnel (material remuneration, social issues). A group of heterogeneous functions - discipline management, working conditions and safety, control over labor relations. The following main functions of the personnel service of a medium and large enterprise are usually called: - provision of personnel; training, retraining and advanced training of personnel; - registration of labor relations; organization of remuneration; identifying social tension in the team and removing it; - development of relations with workers’ self-government bodies; coordination of work to stabilize working conditions and comply with safety regulations; providing each division of the organization with qualified personnel. The table shows the main typical functions and tasks of the personnel management service. Functions Contents of tasks in the functional block Determination of personnel requirements Planning of quality personnel requirements. Selection of methods for calculating quantitative personnel requirements. Planning of quantitative personnel requirements. Providing personnel Receiving and analyzing marketing (in the field of personnel) information. Development and use of tools to meet staffing needs. Personnel selection, its business assessment. Personnel development Planning and implementation of career and career moves. Organization and conduct of training. Use of personnel Determination of the content and results of work in the workplace. Industrial socialization. Introduction of personnel, their adaptation to work. Arrangement of work places. Ensuring labor safety. Release of personnel. Motivation of work results and personnel behavior Management of the content and process of motivation of work behavior. Conflict Management. The use of monetary incentive systems: wages, staff participation in the profits and capital of the enterprise. The use of non-monetary incentive systems: group organization and social communications, leadership style and methods, workplace regulation. Legal and information support for the personnel management process. Legal regulation of labor relations. Personnel accounting and statistics. Informing the team and external organizations on personnel issues. Development of personnel policy. Modern personnel services are focused on the implementation of innovative functions, which include: = determination of personnel needs, both for the current period and for the future; = development of the “Personnel” section of the organization’s business plan; = certification of jobs and development of occupational plans; = development of systems for checking the professional and personal qualities of applicants for vacant positions; = planning of personnel reserve and career of employees; = research to identify workers’ motivation to work; = development of innovative behavior and creative level of employees; = research to create effective work teams; = analysis of causes and resolution of labor conflicts, etc. 2. Personnel service in the personnel management system Organizational structure of the personnel management service The organizational structure of the personnel management system is a set of interrelated units of the personnel management system and officials. Divisions that carry personnel management functions can be considered in a broad sense as a personnel management service. The specific place and role of this service in the overall management system of the organization are determined by the place and role of each specialized personnel management unit and the organizational status of its immediate supervisor. In the most general form, four groups of factors can be distinguished that must be taken into account when creating a project of an organizational structure: 1) the external environment and infrastructure in which the organization operates; 2) technology of work and type of joint activity; 3) characteristics of personnel and corporate culture; 4) prototypes and already existing and proven effective organizational structures of similar organizations. The initial data for constructing an organizational management structure are: - calculation of the number of management levels; - calculation of the number of personnel; - standard management structures. When building an organizational structure, the following principles must be observed: Flexibility. Characterizes the ability to quickly adjust in accordance with changes occurring in personnel and production. Centralization. It consists of reasonable centralization of the functions of employees in departments and services of the enterprise with the transfer of operational management functions to the lower level. Specialization. It is ensured that certain management functions are assigned to each division. Standard control. This is the observance of a rational number of subordinates for each manager: senior level - 4-8 people, middle level (functional managers) - 8-10 people, lower level (foremen, teams) - 20-40 people. Unity of rights and responsibilities. It means that the rights and responsibilities of departments and employees must be in dialectical unity. Separation of powers. Line management ensures decision-making on product release, and functional management ensures the preparation and implementation of decisions. Economical. Characterizes the achievement of the minimum required costs for the construction and maintenance of an organizational management structure. An organizational form can be understood as a combination of two important concepts: = organizational and legal form; = parameters of the organizational structure (type of structure, capacity of individual divisions, features of the structure configuration, etc. ). The ability of a system to respond to the environment, defined as its adaptation, must be taken into account when designing an organizational structure and carrying out production, management and other activities. The management structure is the accepted form of division of labor in the personnel management system, assigning the corresponding management functions to individual services and employees. The totality of all functions and management bodies determines the organizational structure of the personnel and production management system. Any organizational structure, firstly, includes the number and types of management links at each level, secondly, it establishes the relative location, connections and subordination of these links, thirdly, it defines the goals, objectives, rights and responsibilities of each link, a list and The volume of general and special functions performed, fourthly, characterizes the number and professional qualifications of personnel. Within each system or subsystem, the following interacting factors or elements can be distinguished: = people, employees participating in the implementation of the main tasks of the organization; = means, objects of labor available to a given enterprise; = information, communications that establish connections between people and the objects of their activity. The main connections and relationships between the elements of the management structure between personnel and heads of services can be of two types: vertical - connections of subordination and management, horizontal - connections of relations and cooperation of equal elements. Vertical connections, in turn, can be linear and functional. Linear connections provide for mandatory subordination on all management issues, for example, director - shop manager - foreman - worker; functional connections require subordination for a certain group of personnel problems, for example, selection, training, placement, evaluation, motivation, etc. An important characteristic of the main connections is the scale of controllability, the range and scope of leadership, determined by the number of subordinate workers or links to one manager. To establish the scale of horizontal connections, an indicator of the total number of employees or links with which the necessary contacts occur in the management process is used. Sequence of activities to create a personnel service In order to optimize financial and time costs when forming a personnel service, the following sequence of work is possible. 1. Conduct a general diagnosis of the effectiveness of functional interaction between the structural divisions of the organization and a selective analysis of the business potential of certain categories of employees, identify “pain points” that require priority “treatment” with the help of the newly created personnel management service. 2. Based on the information received, make a comparative analysis of the real state of organizational culture with management’s idea of ​​its level, develop a plan of priority and long-term measures to bring the organizational culture in line with the strategic goals of the enterprise. 3. Make adjustments to the proposed organizational and staffing structure of the personnel service and detail the volume of financial costs for its creation and ensuring effective functioning. 4. Select additional personnel for the service and train specially allocated employees (if necessary) in modern technologies for studying the business potential of personnel and “targeting” them to achieve the goals of the organization. The formation of the organizational structure of the management system includes the following stages: = structuring the goals of the personnel management system; = determination of the composition of management functions that allow realizing the goals of the system; = formation of the composition of subsystems of the organizational structure; = establishing connections between subsystems of the organizational structure; = determination of the rights and responsibilities of subsystems; = calculation of the labor intensity of functions and the number of subsystems; = building an organizational structure configuration. After determining the functional structure of the personnel service, its constituent units (departments, bureaus), the issue of the tasks of each structural unit, its functions, the number and job structure of employees, their job responsibilities, as well as the relationship of the units with each other within the personnel service and with other divisions of the enterprise, etc. The quantitative composition of the personnel management service is determined by the organizational structures and the Charter of the organization. The following factors are taken into account: the total number of employees of the organization; the scope of the organization’s activities, its scale; social characteristics of the organization, the structural composition of its employees; technical support for managerial work. The qualification directory establishes categories of positions and their names.

The process of forming a personnel strategy consists of several stages (phases). Most often, it is not carried out in a “pure” form, but is marked by many deviations, especially if it is carried out according to a resource-based model.

Rice. 3.5. Stages of forming a personnel strategy

On first stage carried out situational analysis , which pursues two main goals: 1) determining what human resources the enterprise has ( enterprise analysis); 2) identifying its chances and risks in relation to personnel in comparison with competitors ( environmental analysis). The central question that needs to be answered as a result of the situational analysis is: “What position does the enterprise currently occupy with the available human resources?

Enterprise Analysis, the result of which should be the implementation of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It is aimed at studying “the human resources of an enterprise from the point of view of their availability in the organization and their suitability for implementing strategic decisions.” A tool for such research can be the development of a “portfolio of human resources”: the employees of the enterprise are divided into four categories, for each of which a corresponding square is allocated matrix (Fig. 3.6).

Rice. 3.6. "Human Resources Portfolio"

TO "To the stars" are considered the most valuable asset of the enterprise’s human capital - firstly, because the level of productivity of their work is already high at the present time, and secondly, because they also demonstrate potential in their further development. Abilities and capabilities "Rutinshchikov" in achieving significant (maximum) results are limited by certain limits, which must be taken into account when setting goals and formulating tasks and, accordingly, in organizational expectations from the employee. "Problem employees" There can be both managers and ordinary employees. Their difference from other categories of personnel is the absolute recorded insufficiency of labor results and at the same time limited personal development potential. When implementing strategy in an organization, such employees pose a danger. Question marks are a group of workers who are united, on the one hand, by high potential performance at work, and on the other hand, by the achievements they demonstrate that qualify as “below existing capabilities.” Working with such personnel must include an in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their abilities to achieve organizational goals.

The distribution of employees by category and the analysis of quantitative indicators of the received shares show opportunities for development and improvement of personnel performance. The division of employees into performance categories should be carried out and analyzed in each of the formed groups.

The process of forming a personnel strategy consists of several stages (phases). Most often, it is not carried out in a “pure” form, but is marked by many deviations, especially if it is carried out according to a resource-based model.

Rice. 3.5. Stages of forming a personnel strategy

On first stage carried out situational analysis , which pursues two main goals: 1) determining what human resources the enterprise has ( enterprise analysis); 2) identifying its chances and risks in relation to personnel in comparison with competitors ( environmental analysis). The central question that needs to be answered as a result of the situational analysis is: “What position does the enterprise currently occupy with the available human resources?

Enterprise Analysis, the result of which should be the implementation of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It aims to study “the human resources of an enterprise from the perspective of their availability in the organization and suitability for the implementation of strategic decisions.” A tool for such research can be the development of a “portfolio of human resources”: the enterprise’s employees are divided into four categories, for each of which a corresponding square is allocated in the matrix (Fig. 3.6).

Rice. 3.6. "Human Resources Portfolio"

TO "To the stars" are considered the most valuable asset of the enterprise’s human capital - firstly, because the level of productivity of their work is already high at the present time, and secondly, because they also demonstrate potential in their further development. Abilities and capabilities "Rutinshchikov" in achieving significant (maximum) results are limited by certain limits, which must be taken into account when setting goals and formulating tasks and, accordingly, in organizational expectations from the employee. "Problem employees" There can be both managers and ordinary employees. Their difference from other categories of personnel is the absolute recorded insufficiency of labor results and at the same time limited personal development potential. When implementing strategy in an organization, such employees pose a danger. Question marks are a group of workers who are united, on the one hand, by high potential performance at work, and on the other hand, by the achievements they demonstrate that qualify as “below existing capabilities.” Working with such personnel must include an in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their abilities to achieve organizational goals.

The distribution of employees by category and the analysis of quantitative indicators of the received shares show opportunities for development and improvement of personnel performance. The division of employees into performance categories should be carried out and analyzed in each of the formed groups.

The life cycle is used to explain how a product goes through the stages of birth or formation, growth, maturity and decline. Organizations have some exceptional characteristics that require some modification of the life cycle concept. One of the options for dividing the life cycle of an organization into appropriate time periods involves the following stages.

1. Entrepreneurship stage

2. Collectivity stage

3. Stage of formalization and management.

4. Stage of developing the structure.

5. Decline stage.

Organizational life cycle stages

Childhood. This is a dangerous period because most failures occur during the first years after the organization's inception. From world statistics it is known that a huge number of small-scale organizations fail due to incompetence and inexperience of management. Every second small business fails within two years, four out of five businesses fail within five years of its existence. The goal of this period is to achieve quick success, and its goals are healthy existence and development, and not simple survival. Often all the work is done to the limit of capabilities, so as not to lose the momentum of increasing success. Management is carried out by an active and trained leader and his primary team.

Adolescence. During this transition period, the growth of the organization occurs, as a rule, unsystematically, in spurts. The organization is increasingly gaining strength, but coordination is below optimal levels. More organizational procedures are gradually replacing the risky passion for success. Planning, development of budgets and forecasts are being established. The hiring of new specialists is expanding, which causes friction with the existing staff. The founders of the organization are forced to play more of the role of immediate managers rather than entrepreneurs, carrying out systematic planning, coordination, management and control.

Early maturity. The hallmarks of this period are expansion, differentiation and possibly diversification. Structural divisions are formed, the results of which are measured by the profit received. Many generally accepted methods of performance assessment, job descriptions, performance standards, examination, training and development are used. However, tendencies towards bureaucracy and the struggle for power, localism and the desire to achieve success at any cost are beginning to appear.

The flourishing of strength. Having shareholders on the board, the organization sets the goal of balanced growth at this stage. Structure, coordination, stability and control must be as important as innovation, improvement in all parts of the organization and decentralization. New products, markets and technologies must be managed, and the qualifications of management personnel must be sharpened. As the rate of growth accelerates compared to previous stages, an organization often overestimates its successes and capabilities.

Full maturity. Having competent, but not always responsible leadership, the organization acts practically on its own. Despite the fact that income levels are quite acceptable, growth rates are slowing down. An organization may deviate from its original goals under the influence of public opinion. At the same time, the weaknesses are too obvious. These symptoms are often ignored by management.

Aging. This stage would never have occurred if the leadership of the organization was constantly aware of the need for renewal. Competitors are vying for the organization's market share. Bureaucratic red tape, not always justified strategy, ineffective motivation system, cumbersome control system, closeness to new ideas - all this, taken together, creates conditions for “clogging the arteries.” As practice shows, it is very difficult to stop and stop doing unproductive work. It is forced to either accept a rigid system of renewal, or perish as an independent structure, merging with the corporation that acquires it. The organization rolls back and the struggle for its survival begins again.

Update. The organization is able to rise from the ashes like a Phoenix. This can be done by a new management team empowered to carry out the reorganization and implement a planned program of internal organizational development.