Coursework: The role of the HR manager in an enterprise. Features of personnel management of an organization The purpose of a personnel manager in an organization

A successful HR manager must meet modern market demands. What you need to know and be able to do, what to strive for - read the article.

From the article you will learn:

Useful documents on the topic:

HR manager: position in the company

A human resources manager or HR is a specialist who is responsible for working with the organization’s labor resources. His responsibilities may vary from company to company. For example, in small companies he is entrusted with all functions - from recruitment before documentation is completed; in large ones, tasks are divided between personnel service employees.

Responsibilities of an HR specialist: list of tasks and recommendations from experts

Reference: Not every organization needs a personnel manager - responsibilities are often assigned to a personnel officer, secretary or accountant.

A modern manager is a strategic manager. The success of the organization, its profitability and prospects directly depend on it. He must take into account not only the interests of business owners, but also staff, and be able to look for compromise solutions and persuade. The psychological climate, level of motivation and involvement, and labor efficiency in general depend on the actions of HR and its management style.

HR manager education

Candidates who have a higher specialized education can apply for the position of HR manager. IN last years They also accept employees who have completed retraining courses. As a rule, they can only count on the role of an assistant, but it is not excluded career. If your goal is to become a HR director, and not just an ordinary HR person, be patient and work on improving your knowledge and skills, personal and professional qualities.

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Example

A purposeful and young HR manager, Stanislav dreamed of taking the director’s chair even at the training stage. After graduating from university, completing an internship, he got a job. Of course, the position for which he was accepted did not allow his creative potential to unfold. Stanislav worked as an assistant for a year and realized that something needed to change. He enrolled in advanced training courses, additionally participated in trainings, and worked with psychologists. It was quickly noticed that he was growing before our eyes professionally. The management decided to transfer him from an assistant to a specialist, and a year later he took the director’s chair, heading the department.

Changing market conditions and the development of management lead to the fact that the knowledge acquired initially is not enough. If you do not have time for training due to high workload, periodically take distance courses or learn through online webinars. You can look at the contents of the programs to find your bearings in which direction to move.

A selection of webinars and useful materials for HR

What knowledge should a human resources manager have?

To fulfill the job responsibilities of a recruiting manager and manage human resources, you need to have extensive knowledge. At the same time, it is not enough to master the techniques of selection, search, and motivation. You need to know the basics of psychology, because you have to work with a team in which each person has his own characteristics.

In general you should know:

laws affecting personnel management issues;
organization development goals;
methods for analyzing labor quality;
features of personnel requirements planning;
fundamentals of the sociology of labor;
team management practice;
wage systems;
procedure for drawing up fixed-term and open-ended employment contracts;
methods for assessing labor efficiency;
labor safety standards;
forms of personnel documentation and requirements for it;
methods of training work with personnel.

The recruiter draws up a professional profile, so learn to identify personal and professional quality from others, without whom it is impossible to perform official duties. Additionally, gain knowledge that will help you carry out psychological and professional tests, interpret the results obtained.

Professional standard requirements for a universal HR specialist

Test yourself: answer 3 questions and find out what kind of person you areHR - guru, expert or beginner

HR Manager: Job Responsibilities

HR is assigned the responsibilities specified in the job description. A recruiting manager, to describe his responsibilities briefly, organizes work in a company or within a structural unit and monitors compliance with the law. To achieve high results, HR prepares proposals for improvement and submits them for consideration by higher management. But his responsibilities do not end there either.

Job Description for HR Manager

Human Resources Manager, whose responsibilities involve complex work:

monitors the situation on the labor market, informs management about the level of average wages in the region and country;
conducts a quick search for specialists on the labor market and among company employees;
creates systems of non-material motivation;
trains employees at trainings, seminars, courses;
advises on issues human resource management ;
organizes interviews and conducts testing to identify the skills and qualities of personnel;
prepares events for the introduction of new employees to the team;
coordinates staff training activities;
deals with personnel changes aimed at resolving strategic issues;
plans and resolves labor issues, draws up and signs employment contracts, manages personal affairs;
forms a personnel reserve.

The job responsibilities of the HR manager are determined by management and recorded in instructions and contracts. Despite this, you must be able to perform other functions: forming a team and working groups, organizing professional and psychological adaptation , certification. Try to master modern management techniques that help reduce the number of stressful situations, achieve the respect of colleagues and recognition of personal merits by your superiors.

Rights and responsibilities of an HR manager

The employee’s rights and responsibilities depend on the functional responsibilities of the HR manager. HR can represent the interests of the company when working with clients, partners, competitors and authorities, and conduct correspondence with external organizations without the permission of the manager. The manager has the right to initiate the preparation of personnel documentation, request from the heads of structural divisions and other managers the information he needs for his work. He signs documents within the scope of his competence and makes proposals for disciplinary action.

Be prepared to bear responsibility for improper performance of duties, damage to the organization, dissemination of trade secrets and other confidential information. Violation of labor discipline and safety regulations also entails penalties.

Qualities of a recruiting manager

HR responsibilities cannot be fulfilled without possessing the necessary personal, professional and business qualities. Only competent and developed managers deftly cope with the work, lead the team, motivate them for development and career growth. They are able to retain valuable specialists in the company even in times of crisis, and select stimulation methods that do not put a heavy burden on the budget.

A manager must be able to negotiate, find a common language with difficult people, know how and who to influence in order to achieve the desired goal. Therefore, literacy, flexibility, education and other qualities are paid special attention when hiring a new HR.

If you plan to grow and develop, improve the following professional qualities:

organizational skills;
skills of purposeful implementation of assigned tasks;
flexibility and adaptability;
competence.

It is important for a HR specialist to have charisma and a clear position in life. He must be endowed with other qualities, some of which can be developed, and not attributed to natural absence.

Professional qualities and skills of an HR manager

5 qualities without which you cannot work as an HR professional

4. Display appropriate humor and demonstrate optimism. This helps and attracts your employees.

5. The HR director is open to communication, but also impartiality. Don't walk around looking unapproachable. Don't wear a tragic mask.

The ideal HR manager is a confident and comprehensively developed specialist. It is difficult to identify specific qualities that he should have. Improve your skills, learn to communicate, listen to colleagues, determine their motives, desires and aspirations. Avoid stressful situations, plan work time. A faithful assistant in your work is time management. If you are attentive and reasonable, you will reveal your potential, show professionalism and quickly achieve a promotion.

Job Description for HR Manager

The law does not provide for a single job description. This is due to the fact that in some organizations the functions of a personnel manager are performed by 1 person who conducts comprehensive work in all areas, in another - the department may include 10-15 employees, or even more.

When drawing up the document, they prescribe what knowledge the HR manager should have, responsibilities and requirements. They are selected based on the scope of activity, functions, goals, current position of the company, etc. It is recommended to take a ready-made document as a basis, which can be further modified - remove unnecessary points and add missing ones. This will allow you to avoid mistakes when drawing up a job description.

Download the sample

As the organization grows and develops job descriptions revised and supplemented. But this does not mean that if the boundaries of responsibility are expanded, you will have to look for a new job, because the problem can be solved with the help . Try to meet the requirements of the professional standard.

FEDERAL AGENCY FOR EDUCATION

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

IRKUTSK STATE UNIVERSITY

(GOU VPO ISU)

The role of the HR manager in an enterprise

Course work

by discipline

"Organization and documentation

activities of personnel services"

4th year students

correspondence department

specialties

"Documentation and preschool education"

Belokopytova Marina

Gennadievna

Head: Candidate of Historical Sciences, Associate Professor

Vasilenko V.A.

Angarsk 2009

Introduction…………………………………………………………………………………..3

Chapter 1. Personnel policy and personnel strategy of the enterprise....................................5

1.1. The concept of personnel policy of an enterprise………….……………….5

1.2. Key elements of the enterprise’s personnel strategy……...……..7

Chapter 2. Personnel management of the enterprise…………………………………..8

2.1. Concept and basic models of personnel management……………...8

2.2. Main types of professional culture of personnel

management………………………………………………………………………………...13

Chapter 3. Profession “HR Manager”………………………………..16

3.1. Key roles of the HR manager profession………………16

3.2.Tasks of an HR manager at various stages of life

organization cycle…………………………………………………………..20

Conclusion………………………………………………………………………………..29

Sources and literature……………………………………………………….30

Appendix 1. Table “Personnel policy of the enterprise”………………….30

Appendix 2. Table “HR strategy, characteristics,

options………………………………………………………………………………….31

INTRODUCTION

Human resource management is key to the success of any enterprise.

At the moment, we can say that there are at least two options for developing a career in the field of personnel management. We are talking about largely similar, but also different from each other, areas of activity of a human resource management specialist: HR managers operating in internal or external personnel services.

The profession of “personnel manager” arose in the process of forming the personnel management system in the 20th century. As a type of managerial activity, it originated at the end of the last century. The emergence of personnel specialists trained in industrial sociology and psychology meant a genuine revolution in traditional forms of personnel work. If before this, personnel work was a function of line managers of various levels and ranks, as well as employees (and managers) of personnel services involved in accounting, control and administrative activities, then the emergence of a management (staff) function related to ensuring the proper level of personnel potential of the organization is significant thus expanded the range of tasks and increased the importance of this area of management.

It is with the emergence of personnel management as a specialized staff activity in the system of modern management that the formation of personnel management is associated, which gradually integrates and transforms the existing forms of personnel work. An important stage in this process was the assimilation of the ideas of the systems approach, the development of various models of the organization as a system - not only functioning, but also developing - on the basis of which a new approach to personnel management was formed - human resource management.

HR managers must have knowledge in the field of personnel management in organizational, managerial, legal, accounting and documentation, pedagogical, social, psychological, sociological and other aspects that would allow them to carry out the entire cycle of work with personnel.

I chose the topic “The role of the HR manager in an enterprise” because in modern conditions this issue is relevant for the development of any enterprise.

The purpose of this course work – a detailed study of the role of the HR manager in the enterprise and the development of recommendations for improving the work of the HR manager in MSCh-36.

Coursework objectives:

Consider:

personnel policy and personnel strategy of the enterprise;

HR management of the enterprise;

key roles, functions and tasks of the HR manager.

tasks of an HR manager at various stages of the organization's life cycle

Suggest improvements in the work of the HR manager in MSCh-36

CHAPTER 1. Personnel policy and personnel strategy of the enterprise

1.1.The concept of personnel policy of the enterprise

The main goals of personnel policy must correspond to the mission of the organization and fully comply with the concept of its development. The development concept itself should cover the most diverse areas of the organization’s activities and determine the tasks of management, taking into account the analysis of the real situation developing in the company and on the market. The organization's personnel policy justifies the need to use in practice certain specific methods of recruitment, placement and use of personnel, but does not engage in a detailed analysis of their content and the specifics of practical work with personnel.

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

Taking into account the above, personnel policy can be defined as a system of goals, principles and resulting forms, methods and criteria for working with personnel, applicable to all categories of employees.

An organization's personnel policy is a holistic strategy for working with personnel, combining various elements and forms of personnel work aimed at creating a highly productive and highly professional, cohesive, responsible team capable of flexibly responding to changes in the external and internal environment.

Firstly, providing labor High Quality, including planning, selection and hiring, release (retirement, layoffs), analysis of staff turnover, etc.;

Secondly, employee development, career guidance and retraining, certification and assessment of skill levels, organization of career advancement;

Thirdly, improving the organization and stimulation of labor, ensuring safety precautions, and social benefits.

1.2. Key elements of the enterprise’s personnel strategy

The mission of a human resources professional in today's highly competitive environment is to build the organization's human resource potential to realize its business strategy. Without the participation of the HR manager, no enterprise strategy can be developed and implemented, and the achieved results cannot be correctly assessed. Ensuring high competitiveness without partnering with human capital is becoming increasingly difficult for organizational leadership. Therefore, the HR manager must solve two strategic tasks:

1) create competitive advantages of the organization by increasing the level of responsibility of its employees, using corporate culture management tools for this. A strong corporate culture allows you to attract and retain talent, and the fruits of their labor create a high reputation for the organization, attracting new customers and highly qualified employees. Renewal and constant adaptation of corporate culture to dynamic environmental conditions are aimed at improving the quality of working conditions and providing feedback to employees and consumers. This is achieved through seminars, forums, focus groups, round tables, advertising campaigns. Involving employees in the marketing activities of the corporation helps to increase their initiative and level of professional self-esteem;

2) ensure the competitive advantages of the company by increasing its human potential, ensuring in every possible way the growth of professional competence of employees. No matter how attractive a corporate culture may be, the gap between the demands of the global market and the potential of the organization can be closed mainly through the development of professional skills and abilities of all personnel. The development of human abilities, focusing on the level of professional competence of employees becomes the leitmotif of the activities of not only personnel services, but also line managers. At the same time, some companies include issues of increasing the level of personnel competence as components of any developed strategy, while others consider this problem as an opportunity to implement a special proactive strategy, organically complemented by other competitive strategies of the corporation. In any case, success depends on how carefully, based on diagnostics carried out by HR specialists and line managers, individual development plans are drawn up, which are designed to bridge the existing gap between growing professional requirements and the existing level of competence of each employee.

Directions of actions of personnel managers depending on the level of decisions.

Level name	Selection and placement of employees	Remuneration (salary and bonuses)	Grade	Personnel development (advanced training)	Planning and promotion
1. Strategic level (long term)	Create a list of the main characteristics of employees needed by the company for the long term, predict changes in internal and external factors	Determine how labor will be paid during the period under review, taking into account external factors. Link these decisions to the possibility of a long-term business strategy	Determine what exactly the enterprise needs for the long term, namely what actions and work. Use various assessment tools and the most modern methods. Give a preliminary assessment of the potential of employees and its dynamics	Assess the ability of existing personnel to undergo the restructuring and work required in the future. Create a system for predicting all possible changes.	Build a long-lasting system, providing the best combination of flexibility and stability. Link it to the overall strategy of the company.
2.Management level (mid-term level)	Select personnel selection criteria, develop an action plan in the labor market, explore the possibility of penetrating new markets	Develop a plan for the development of employee compensation, work on the issue of creating a system of benefits and bonuses	Create a valid rating system technical specifications and their future development. Create centralized employee assessments.	Develop a well-founded management system, develop self-development measures, and work through issues of organizational development	Develop a scheme for promoting employees, linking the individual interests of employees with the objectives of the company.
3. Practical (short-term period)	Develop other schedules, recruitment development, selection scheme development (including interviews)	Develop a remuneration system that meets these conditions, develop a bonus system	It is necessary to create a system for evaluating employees, create a daily control system (for mass production in a large enterprise)	Develop a system of advanced training and training aimed at specific employees.	Plan nearby personnel movements and ensure selection for individual jobs from among those working at the enterprise.

CHAPTER 2 Personnel management of the enterprise

2.1. Concept and basic models of personnel management

In determining the organization's goals, management must determine the resources needed. The need for money, equipment and materials is obvious. The need for people is no less than all of the above.

Personnel management consists primarily of planning personnel. The planning process includes 3 stages:

Assessment of available resources (how many people are involved in one operation and the quality of labor);

Assessment of future needs (forecasting the number of personnel required to implement short-term and long-term goals);

Development of a program to meet future needs (a specific schedule and activities to attract, hire, train and promote employees required to achieve the organization's goals).

In order to hire appropriate workers, management must know what tasks they will perform while on the job and what the personal and social characteristics of those jobs are. This knowledge is obtained through analysis of the content of the work. There are several ways to do this analysis. One of them is observing the worker and formally defining and recording all the tasks and actions he performs. Another method involves collecting such information through an interview with the employee or his immediate supervisor. The third method involves asking the employee to fill out a questionnaire or provide a description of the job and its requirements. Based on the information received, a job description is created, which is a list of the main responsibilities, knowledge and skills, as well as the rights of the employee.

Next stage - kit, is to create the necessary reserve of candidates for all positions. Selection can be external (publication of advertisements in a newspaper, contacting agencies and firms, sending people to special courses) and internal (promotion of employees within the organization). The second option is cheaper. A good method is to ask your employees to recommend their friends or acquaintances for a job (this is practiced abroad, for example, in the USA).

Personnel selection- This is the stage at which management selects the most suitable candidates from the pool created during recruitment. The three most widely used methods for collecting information required to make selection decisions include tests, interviews and assessment centers.

Tests are a measurement of the ability to perform tasks associated with the intended job. Another type of test is an assessment of intelligence, interest, energy, self-confidence, that is, psychological characteristics.

Assessment centers evaluate a person's ability to perform work-related tasks using simulation methods (for example, putting a person in the role of manager of a hypothetical company for several hours). Research has shown that assessment centers are an excellent tool for predicting job performance of candidates, but this method is expensive and available only to large successful firms.

Interviews are the most widely used method of personnel selection. Even non-managerial employees are rarely hired without at least one interview. Selecting a high-class manager requires dozens of interviews. At the same time, researchers have identified a number of problems that reduce the effectiveness of the interview. For example, there is a tendency to make decisions about a candidate based on first impressions. Or the tendency to evaluate a candidate in comparison with the person interviewed before him. In addition, interviewers often give preference to people who are similar to them in appearance, social status and manners.

Research shows that rewards such as salary and benefits, influence people's decisions about joining a job, absenteeism, decisions about how much they should produce, etc. Benefits are no less important than salary.

According to the modern concept of personnel management, recruiting people is only the beginning of personnel work. The next step is career guidance and adaptation a team. Each person is an individual, and an organization is a social system. When a person moves from one job to another, he develops a new attitude towards work. This is called social adaptation. The organization uses a number of methods, both official and informal, to help people adapt faster.

Personnel training is very important, since organizations have a constant need to ensure high productivity of employees. Many organizations also care about the overall quality of their workforce. Personnel training is the training of workers in skills that allow them to increase their productivity. The main requirements to ensure the effectiveness of training are as follows:

Learning requires motivation. People need to understand the goals of the program, how the training will improve productivity and their own job satisfaction.

Management must create a climate conducive to learning.

If the skills acquired through training are complex, then the learning process should be divided into sequential stages. The program participant should have the opportunity to practice the skills acquired at each stage of training and only then move on.

Students must feel feedback regarding learning outcomes; it is necessary to ensure positive reinforcement of the material covered.

Assessment of work activity- the next step after a person has adapted to the team and received the necessary practice to do his job. Performance evaluation can serve three purposes: administrative, informational and motivational. Administrative functions - promotion or demotion, transfer or termination of contract. Information functions - to inform people about the relative level of their work. It is clear that good performance appraisal serves as an important means of motivation.

Finally, management training is conducted to ensure that management employees master the skills and abilities necessary to achieve the goals of the organization. Preparation methods include organizing lectures, discussions in small groups, analysis of specific business situations, reading literature, business games, as well as courses and seminars on management issues.

There are three main models of personnel management.

1) HR manager as guardian of his employees, caring about healthy working conditions and a favorable moral and psychological atmosphere at the enterprise. This model goes back to the social reformist ideas of the late 19th - early 20th centuries. and found its organic embodiment in numerous variations of the doctrine of human relations. The job status of the HR manager in this model is quite low: he is a clerk trained in industrial sociology (or psychology) and helps line managers implement effective corporate policies regarding employees;

2) HR manager as labor contracts specialist(contracts), including collective agreements. In large organizations that use mass low-skilled labor, it has a dual role: exercising administrative control over employees’ compliance with the terms of the employment contract, recording job transfers; regulation of labor relations in the process of negotiations with trade unions. Performing these functions requires, as a rule, legal training, which provides the HR manager with a fairly high status in the organization;

3) HR manager as architect of the organization's human resources potential, playing a leading role in the development and implementation of the corporation's long-term strategy. Its mission is to ensure organizational and professional congruence of the components of the corporation's human resources potential. He is a member of its senior management and has training in the new field of management knowledge such as human resource management.

2.2. Main types of professional culture of personnel management

When dominating bureaucratic organizational culture An HR manager tends to be guided in his activities by the following stereotypes:

· employees are natural lazy people, passive and in need of manipulation and control by the organization, therefore the manager responsible for the functioning of the organization’s personnel must pay special attention to stimulating the work of subordinates;

· for employees, the incentive is primarily economic interest, so everything should be done to provide them with maximum income;

· the organizational structure must be designed in such a way as to control the desires of employees and neutralize as much as possible possible consequences their unpredictable actions;

· since employees by their nature tend to oppose the goals prescribed by the organization and are generally not capable of strict self-control and self-discipline, reliable external control over their activities is necessary to ensure the achievement of the goals set by management;

· those few employees who are capable of self-control and are highly motivated, purposeful and ambitious can be promoted to management positions.

When dominating organic organizational culture An HR manager in his activities is usually guided by the following stereotypes:

· workers are primarily concerned with social needs and gain a sense of self-identity only in relationships with other people;

· rationalization of production and narrow specialization lead to the fact that workers see the meaning of their production activity not in the work itself, but in the social relations that develop in the labor process;

· employees are more inclined to respond to the influence of their comrades than to the initiatives of their superiors;

· a high level of cohesion makes group opinion the main source of moral authority for members of the work collective;

· employees are ready to respond positively to the initiatives of their superiors when they take into account the social needs of their subordinates and, first of all, the need for public recognition.

In case of predominance entrepreneurial organizational culture The HR manager is guided by the following stereotypes:

· employees are only interested in their personal goals. They are indifferent to the specific objectives of the organization, in addition to such a universal goal as achieving maximum profit. Therefore, it is better not to discuss these tasks with them, so as not to cause unnecessary resistance during their implementation;

· The best way make the organization work - hire persistent, aggressive people and try to maintain control over them in a constantly changing external environment. It is possible that in this aggressive environment, a detailed study of the organization’s tasks will turn out to be pointless, since the decisive factor is the initiative of the employees themselves;

· most effective method motivating employees is a challenge that opens up a good opportunity for their self-realization. At the same time, the challenge should be commensurate with the potential of the employees, and the manager should provide a decent reward in case of success;

· authority is rarely delegated to anyone for fear of a possible mistake. Workers are free to act as long as they do the “right” thing;

· responsibility is not prescribed to employees, but it is assumed by those who are ready to fulfill their obligations under any circumstances, despite the risk involved. It is these qualities that are especially highly valued in subordinates, which creates an atmosphere of increased anxiety in the team and encourages workers to work with full dedication, without looking at the clock;

· for such work-obsessed enterprising people, positions and titles are not of particular importance, which gives the manager a certain freedom of maneuver with limited financial resources, allowing him not to agonize over the question of whose contribution to the overall result was the greatest.

At participative organizational culture The HR manager in his activities proceeds from the fact that

· the vast majority of employees are willing to work hard to achieve goals that are beyond their personal interests;

· each individual is unique, therefore standard management approaches do not work, but must be formulated in relation to a specific person and a given situation;

· individuals are flexible enough to organically combine their personal goals with the goals of the team, if the team itself clearly understands what it is striving for;

· the complementarity of team members’ abilities and the commonality of basic values ensures the full use of individual skills and abilities in achieving team goals;

· to coordinate the efforts of many people, meaningful communication between group members is required, outstanding goals must be formulated in such a way that the team’s energy can be constructively directed towards achieving them, a new type of leadership and the development of new skills by all team members are required;

· the process of team building involves the active participation of all team members in analyzing problems and prospects, planning joint actions, assessing (and self-assessing) the results obtained and individual contributions to the overall work.

CHAPTER 3 Profession “HR Manager”

3.1. Key roles of the HR manager profession

The HR manager must be able to:

Practically carry out planning of human resources of the enterprise

Analyze the workflow and technological operations used in practical activities enterprises

Effectively recruit personnel and implement economically sound policies in the field of labor, wages and personnel motivation

Effectively interact with the main services of the enterprise to solve problems of effective personnel management

Analyze and evaluate the performance of enterprise employees

Analyze the level of competence of enterprise employees for their positions

Develop job descriptions and technological maps in accordance with the actual production processes of the enterprise

Manage the motivational sphere of the enterprise’s personnel, directing them to achieve high quality work, focus on the final result through the development of new technologies and procedures

Form and support the needs of enterprise personnel for continuous organizational changes and improvements in departments and services

To intensify the desire to improve the knowledge and skills of personnel management specialists in the field of improving technological processes of personnel management

Carry out continuous improvement of the economic competence of personnel management employees

Ensure high legal competence in the field of labor relations of HR specialists

Based on the above, we can determine the key roles for the profession of HR manager:

1. « HR Strategist » – a member of the management team responsible for the development and implementation of the personnel strategy, as well as organizational mechanisms for its support, management systems and management of services performing the functions of personnel management.

2. « Head of HR Service » - organizer of the work of personnel departments.

3. « HR technologist » - developer and implementer of creative approaches in areas of activity specific to the HR manager, competent in special and technological knowledge, able to attract a variety of internal and external resources and use them effectively taking into account the business prospects of the organization.

4. « HR innovator » - manager, leader-developer of experimental, initiative or pilot projects that require a lot of attention and careful study before they become widespread in the practice of personnel management of an organization.

5. « Executor » - specialist implementing operational personnel policy.

6. « HR consultant » - a professional who uses a panoramic vision of the corporation's prospects, practical knowledge in the field of human resource management and expert skills to identify needs, opportunities and ways to solve problems related to the development of organizational and personnel potential.

But, speaking about the role of the HR manager in any matter, we must first understand what we mean. Not only can an HR manager be called a manager or HR director, head of the HR department or personnel service, head of the HR department, these words can have very different meanings. However, in all companies, the HR manager is responsible for creating a favorable climate in the team. There is an opinion that a successful company (= successfully working people) can afford not to think about the climate within the organization. What difference does it make what is going on in the soul of an employee if he works effectively! At the same time, many experts argue that companies where people enjoy working for them ultimately achieve better results.

Arguing on this topic, we can say that a happy employee will make it easier to make a happy client, because all organizations depend on clients. On the other hand, there are many successful companies where it is psychologically difficult to work, where employees cannot be called happy. Here we come to the question of which management style is better: democratic or command-administrative. It is a well-known fact that in times of crisis or major changes in a company, the command-administrative method of management is especially effective. Creative activity of employees at this stage can only worsen the state of affairs.

In my opinion, a favorable climate depends, first of all, on the company’s business results, which, in turn, are associated with many external and internal factors.

A company that is suffering losses and preparing for reorganization cannot have a favorable climate. Apathy, indifference, ineffective use of working time, spreading rumors, individualism - these qualities accompany the deterioration of the climate in the organization. Conflicts are inevitable. If the company succeeds, then employees become positively motivated. People work with enthusiasm, expecting salary increases, bonuses, certificates of encouragement, and rest. There is a sense of community in the team, self-confidence, and the ability to make decisions. All this characterizes a favorable climate in the company.

If an HR manager constantly works with people, both individually and collectively, then he can actively influence these processes. In conditions of a negative background in the company, the HR manager is obliged to establish communication channels and be able to rationalize the emotions of employees. Sometimes department heads who solve everyday business problems simply do not have time to communicate with employees on some “abstract” topics. The HR manager must always tell the truth, and also constantly interact with the company's management, acting as a consultant.

At the same time, the HR manager, while actively communicating with company employees, should in no case cross the line of a business relationship. The HR manager has to fire staff and monitor discipline in the company, and this can only be done if he treats employees officially and not in a friendly manner.

As a rule, employees want to see the HR manager as an advocate to the administration. Meanwhile, the HR manager must defend the interests of both management and staff.

One director believes that the main thing is that the HR manager enjoys the exclusive trust of the staff. Another believes that HR managers should be feared. But still, an HR manager is a consultant who helps department heads solve issues related to people management.

And yet, there probably cannot be a single point of view on the role of the HR manager. Each organization is unique in its own way, and what place the HR manager will take in it will depend on both the characteristics of the company and himself.

There are several management myths that, in my opinion, are barriers to the development of this profession. The first myth is about the uselessness of the HR service as such. Many business managers do not see a real positive example of the work of personnel services, but such examples exist. It’s just that most enterprises have fenced themselves off with internal secrecy and security. Sometimes they don’t know what’s going on at the neighboring enterprise, let alone in the industry.

Thus, the second myth is that there is no benefit from HR services. And the third myth is that there are no specialists who can handle this, which means this segment cannot be implemented. In fact, this is close to the truth, since HR specialists have never been trained anywhere. Only recently have special departments appeared in a number of Russian universities.

The main component of the profession of personnel management is basic professional knowledge. At most enterprises, HR specialists, until now, were random people who found themselves in the HR department by fate. This factor has become a very serious obstacle. Therefore, it is necessary to improve the educational and qualification level of these specialists. There are two ways here.

The first way is to search for completely new, young specialists. The second direction is a radical improvement in the qualifications of those people who already work in the personnel department.

But no matter how qualified the training in universities is, basic education is a necessary but not sufficient condition. And the question arises about in-house training. As you know, there are two forms of preparation. The first - with a break from production - has its positives, since it is new information, new acquaintances, new people. The second approach - in-house training - also has many advantages. First of all, it is low cost, fairly high efficiency, since it covers absolutely specific issues that need to be addressed by a particular corporation.

In general, corporate training is actually a powerful lever for increasing the overall efficiency of an enterprise.

Thus, the profession of personnel management exists and is necessary. Since the success of any business depends two-thirds on how we work with people.

3.2. Tasks of an HR manager at various stages of the organization's life cycle

The main tasks of personnel management at the stage of formation of an organization:

Preparation of an organizational project:

Organizational structure design;

Calculation of personnel needs;

Analysis of the personnel situation in the region;

Development of a labor incentive system.

Formation of personnel:

Analysis of activities and formation of criteria for selecting candidates;

Determining the labor market segment from which it is advisable to recruit.

Intraorganizational personnel planning includes work on analysis, cost estimation and control. Thus, when organizing personnel training, it is necessary to analyze the need for training and the workload of workers, have information on planning their use, and estimate the costs of the proposed training. After this, you can proceed to drawing up your own training plan, its implementation and control.

Management tasks at the stage of intensive growth of an organization:

For most organizations that are at the stage of intensive growth, the most significant issue is attracting new personnel.

Considering that the growth of an organization poses problems of manageability, the HR manager must think through the issues of changing the organizational structure, management principles in the broad sense - command management and the formation of management teams.

However, the most significant problem that human resource management faces is the problem of erosion of corporate culture. During a period of intense growth, an organization may include many more personnel than in previous stages. If an organization was able to reach the stage of intensive growth and stay in the market, of course, there is a lot of productive things in the corporate culture; it can give the organization an incentive for further growth. But with the arrival of new employees who previously worked in other companies, the HR manager is faced with the problem of maintaining the productivity of the corporate culture, its values, borrowing all the most interesting things, incorporating them into the culture, but not allowing group ideas to die under the pressure of many new ideas. To prevent this from happening, you must fulfill the following requirements:

Hire new employees who are able to perceive the corporate culture;

Formalize rules, symbols and norms of behavior;

Punish and fire employees who deviate from corporate culture norms.

The main task of management personnel at the stabilization stage is the mandatory reduction of personnel costs. To optimize personnel and reduce personnel costs, it is necessary to analyze activities, identify sources of losses and organize work as efficiently as possible.

To assess the effectiveness of everyone’s activities and identify reserves for growth in productivity and quality, the organization must conduct regular assessment procedures - certification of personnel and workplaces. Based on the data obtained, work distribution systems, operating technologies, forms of payment and incentives can be improved.

In order to use personnel more effectively, personnel management must think through a system of career planning, formation of a personnel reserve, organization of training and promotion of personnel. It is in a situation of stability that staff begin to perceive career plans and plans for increasing remuneration as reasonable and real tools for planning their lives. At the stage of formation and intensive growth, such personnel tools seem unfounded and too distant.

The most significant problem faced by management personnel at this stage is the choice between a focus on functioning (maintaining the performance of the organization) and development (preparing the organization for the next change, preventing the crisis that is inevitable if the organization cannot find a new product/line of activity).

Thus, both organizational management and personnel management must decide what is appropriate for the organization now: to focus as much as possible on the “exploitation” of what has been achieved, or to begin changes. However, the HR manager must take into account that it is human nature to strive for stability. Therefore, after making a strategic decision - to prepare for a new stage, change activities and organizational structure - personnel must be included in reorganization and innovation activities. The process can only begin by overcoming resistance to change.

The HR manager should determine the organization's level of change orientation and the degree of its variability. This can be evidenced by both the characteristics of the organization and its personnel.

The readiness for change is evidenced by the following organizational features of the company:

Flexibility of the organizational structure - the presence of small, easily manageable structures (for example, project groups), minimization of bureaucratic rules and procedures, adequacy of the management structure to the operational tasks - elimination of unnecessary management links;

The principles of innovation embedded in the corporate culture are a focus on continuous improvement and a long-term development process, orientation, the disposition of management and staff to search for something new, an attentive attitude towards the organization to the ideas of its members, the presence of specific indicators for assessing the process of change in the organization, comparison with the results of a competitor.

The principles of innovation embedded in the provisions of the personnel policy are continuous training of personnel, a creative approach to business, a flexible remuneration system that increases interest in results, requirements for good results in production activities, assessment of the contribution of line managers to the training of subordinates, a system of bonuses for mastering new skills and problem identification, assessment of experience and broad outlook.

The ability to change is evidenced by the following characteristics of personnel:

Analyticity of consciousness - the ability to consider the situation as a whole and in individual aspects to highlight the relationships, determinants and properties of certain objects;

Dialogical consciousness is the ability to see several options for the development of events, ways to solve problems, and assume the possibility of several options for solutions.

When inviting employees of an organization to change, it is important to assume why they might agree to innovation and what motives they will be guided by. Two driving forces for change can be identified: the philosophy of contract (an agreement between a group of shareholders and a group of workers to exchange labor for pay) and the philosophy of common destiny (confidence in the existence of a relationship between workers, consumers and shareholders that the interests of workers and consumers are as important as and interests of shareholders).

There are 4 main levels of change.

a). A change in knowledge requires minimal time and minimal costs; it is enough to conduct a training program and distribute materials, for example, instructions. The problem, however, is that almost everyone may know what to do, but no one in the organization will do it the right way because they may think it is unimportant.

b). A change in individual attitudes (everyone’s attitude towards what and how to do) requires longer time and greater costs, so it is necessary to create conditions for a person to accept the need for change.

c). Change in individual behavior must be supported by even more time and resources. The most important thing at this stage is that the person must gain positive experience of the new behavior.

d). Change in group behavior is the most complex organizational behavior and requires the most time and existing resources. A situation often arises in an organization when employees who have undergone a program of training and inspiration with new views, enriched with best practices, after some time lose common ground with colleagues, begin to be rejected or, of course, do not abandon their innovations. The group always requires behavior close to average from its members; only the leader can allow deviating behavior. The biggest challenge is creating a new way of collective behavior. In such a case, one of the options for overcoming resistance to the new could be to train the entire unit at the same time.

If we evaluate the costs of making changes, then it is always cheaper to maintain the system in its existing state (even a very unfavorable one) than to change it. And since the costs of change require a one-time investment of very large capital (equipment, training, purchase of technology, etc.), changes must begin to be prepared precisely at the stabilization stage.

How should the process of preparing and implementing changes be structured for it to take place?

1). Summing up and praising the past. A concise and plausible history of a specific period of the past, outlining the substance of the matter, the objective facts, the hopes and dreams of those involved, and the means to achieve them. Values that are significant to the listeners must be presented, but it is important not only not to acknowledge or even glorify the values that are left behind.

2). Justification for changes.

3). Creating continuity between past and future. All significant changes meet active resistance, so it is necessary to motivate the changes and communicate that some of the values of the past will be preserved and will continue to exist in a new form.

The HR manager should organizationally ensure changes and consider the process of gradually introducing new ways of working. To do this he must:

Identify team leaders;

Form target, project groups to develop a strategy and plan for change and include representatives of different departments of the organization in them;

Form an expert group that includes group leaders and people with high social status;

Organize regular meetings of the project and expert groups to discuss the project and its development;

Present the project to the organization's employees.

Particular attention should be paid to psychological support for the implementation of changes. To do this, the HR department must:

Draw attention to the need for change;

Organize the process of receiving specific proposals from employees of the organization and supporting active employees submitting such proposals;

When preparing information and methods of presenting materials, take into account the characteristics of personnel and the personal characteristics of the audience;

Try to take into account productive objections that arise from staff, adapt the change program taking into account the difficulties that arise.

To build an optimal change process, it is important to consider individual ways of accepting change (typical for each mechanism). The following individual mechanisms for accepting change can be distinguished: identification and assimilation. Identification - people accept the proposed changes, guided by external motives; in this case, it is important for the personnel department to develop an incentive system for the changes made. Assimilation - when people translate general goals and principles of change into specific personal goals, it becomes possible for the personnel department to develop a motivation system, focusing on the type of fundamental internal motives that are specific to everyone - the need for communication, orientation towards obtaining status, self-realization.

The intermediate mechanism is testing. A person tests changes through his own experience in order to formulate his own attitude towards it and determine the method of acceptance. For the HR department at this stage, it is necessary to organize support (from a social group and person that is significant for the employee) and reinforcement of effective behavior.

If the enterprise was unable to prepare a springboard for a new takeoff, the organization enters the recession stage.

In such a situation, the management personnel of the organization must conduct a serious analysis and decide on possible options for further development. There are several options:

Sale of an enterprise, i.e. complete cessation of activity;

Introduction of external management;

Searching for investments for a specific project, investing funds - restructuring production without changing the manager.

In both the second and third cases, the task of normalizing activities remains, and for this it is necessary to analyze the financial condition, find ways of reorganization, develop anti-crisis, marketing, investment and organizational-production strategies, and find new partners and investors.

To overcome the crisis that has arisen, working with personnel is especially important. The activities of the personnel service at this stage should include diagnosing the personnel potential of the enterprise, developing a reorganization strategy, reducing personnel, increasing labor productivity, and resolving conflicts.

When developing an anti-crisis program for working with an organization’s personnel, it is important to perceive the crisis situation somewhat broader than just a crisis in a situation of a decline in production and loss of a customer.

If a crisis situation is understood as a state of an organization in which it is unable to live further without undergoing some internal changes, then, apparently, every organization experiences this state when moving from one stage of the life cycle to another. And that's okay.

From the point of view of the human factor, a crisis situation is characterized by the emergence of at least two problems: a mismatch between the professional tools owned by a professional in the organization and those required for the new situation, the inadequacy of the norms and rules of intra-organizational life to the new conditions.

From the point of view of changing norms and rules, it can be assumed that staff will need a special style of relationships - leader-oriented. To overcome the crisis itself, apparently, what is commonly called the leader’s charisma will be of particular importance. Moreover, depending on the specifics of the organization, this can be the charisma of a leader, a super professional, or a communicator.

One more important feature The situation of the crisis itself, which determines the ability or inability of the organization to survive, is the desire and orientation of employees to change.

Personnel are the only resource with which a company can find ways out of the crisis. The efficiency of a company directly depends on how well the personnel management system as a whole and its components are constructed. Personnel assessment is one of the tools necessary to attract human resources and motivate them to work in the interests of the company.

At the strategic level, the results of employee assessment will help determine the range of tasks that they can solve, as well as organize working conditions in such a way that each employee makes every effort to work for the benefit of his organization.

The assessment results perform several functions - managerial, administrative, motivational and informational. In practice, administrative decisions are made based on the assessment results, for example, to change the salary. With competent management, assessment results are used to make management decisions.

The purposes of the assessment can be different - assessing suitability for the position held, the result of work, personal characteristics that affect the results of work. Any assessment system must perform two functions: motivational and informational.

Motivational allows staff to receive timely feedback on the results of their work. This is important because it is very rare for a person to receive information about the quality of his work. It is also important for employees of all levels to see and understand what each of them does, how the result of his work fits into the overall result of the company. This is the information function.

There is a vision of personnel management, according to which personnel assessment is a function of the personnel department. Recently, some Russian companies have adopted the concept of human resource management, which is adhered to by HR specialists in the USA and Western Europe. Under this concept, HR functions are transferred to line managers, leaving HR managers to create programs and systems, as well as train line managers. From this point of view, the development and implementation of an assessment system (formulation of goals, development of procedures, training of those who will conduct the assessment) is the function of the personnel manager, and personnel assessment itself is one of the goals of line managers, based on the results of which they should set tasks to their subordinates, based on the identified strengths and weaknesses of each.

One type of assessment is personnel certification - compliance with the position held, which requires strict adherence to legal procedures. Depending on the goals of the certification, the characteristics of the company’s activities, its organizational culture, various goals, subject and evaluation criteria, as well as the direct executors - who will evaluate - can be set. For example, developing decisions on the compensation package, on the development of the organization, on the current activities of personnel - identifying problems, improving activities.

Personnel management is a necessary aspect of the activities of any organization. At each stage of an organization's development, HR managers face special challenges.

At the formation stage, the most important issues are designing the organizational structure, calculating personnel requirements, analyzing activities and forming criteria for evaluating job candidates. At this stage, the issues of forming a personnel strategy, personnel service and a system for storing and working with personal information, that is, personnel documentation, are important. It should be noted that organizations often neglect these activities, citing the priority of other tasks, which is unlawful.

At the stage of intensive growth, personnel management is aimed at forming personnel - attracting and hiring candidates, assessing and adapting newcomers. It is at this stage that the formation of the organization’s corporate culture, that is, a special intra-organizational atmosphere, occurs. Corporate culture fixes the main tasks of internal integration, that is, creating the integrity of the organization.

The stabilization stage is characterized by diversification of production, search for new market segments, and search for ways to reduce costs. This also applies to the personnel service, so all the activities it carries out are aimed at effectively using personnel. At the stabilization stage, the most significant issues are the assessment and intensification of labor, personnel certification, the formation of a personnel reserve, and the development of a labor incentive system.

A decline in an organization can be caused by a growth crisis, a maturity crisis, or a crisis itself. The recession stage requires work to reduce personnel, assess personnel potential and develop a personnel restructuring program. In this situation, it is very important to orient employees toward change.

The process of absorption of one organization by a larger one is dangerous because the staff may be in opposition to the new manager, therefore, it is very important to take a number of measures to prevent this.

The central figure of management is a professional manager who is able to see the prospects for the development of the business in which he is involved, who is able to quickly assess the real situation, and finds the optimal solution to achieve the goal. In this regard, a manager must have certain professional and personal qualities: high competence, flexibility of thinking, the ability to take risks, assertiveness, the ability to implement plans, and be a leader in a team.

CONCLUSION

Perhaps the most difficult management task falls on the shoulders of the HR manager. Economic processes can be planned and partly anticipated - this is part of the job responsibilities of sales, development and marketing managers. You can manage transport flows - this is what logistics specialists do. However, managing people, the very people on whom any successful organization rests, is a task of a completely different order. For an effective manager In personnel matters, it is necessary to combine the mathematical art of management with the qualities of a professional psychologist.

To rationally build personnel management and relationships in an organization, a personnel manager must be able to resolve ethical dilemmas and choose the most effective and at the same time morally impeccable methods of behavior. To do this, you need to know the basic rules of behavior in a situation of moral choice, as well as understand the intricacies of specific rules of behavior in typical production situations.

Each organization goes through 4 stages in its development: formation, intensive growth, stabilization and crisis. In addition, an organization may be involved in the process of acquisition by another organization, or itself initiate the acquisition of a company. In each of these situations, managers must be able to navigate correctly and organize staff correctly.

Personnel management is designed to provide the human resource that is necessary for the effective operation of the organization.

Personnel policy of the enterprise
Direction of PM activities	Personal characteristics of employees	Evaluation criteria for the effectiveness of personnel policy
1. Ensuring equal opportunities for effective work	1. Abilities	1. Labor productivity
2. Job analysis.	2. Way of thinking and inclinations	2. Job satisfaction
3. Job planning	3. Preferences	3. Compliance with laws
4. Recruitment	4. Work interests and motivation	4. Absenteeism
5. Personnel selection	5. Personal qualities of employees	5. Staff turnover.
6. Performance assessment		6. Presence of labor conflicts
7. Training and advanced training of personnel		7. Presence of complaints
8. Career planning and promotion		8. Frequency of occupational injuries
9. Staff remuneration, benefits		9. final results of the enterprise’s activities
10. Ensuring labor discipline		10. Competitiveness of products, works, services.
11. Labor relations
12. Ensuring safety and healthy working conditions
13. Operating mode.

Personnel strategy, characteristics, choices

Type of company strategy	Personnel characteristics	Manager's actions, practical choice of personnel management
1.Entrepreneurial strategy. Within its framework, projects with a high degree of financial risk are accepted; it is also characterized by the fact that the focus is on the rapid implementation of immediate measures, even without detailed elaboration.	Employees must be innovative, proactive, contact-oriented, long-term oriented, willing to take risks, not afraid of responsibility, leading employees should not change.	A). Selection and placement of personnel: select people who are capable and creative, capable of taking risks, and bring the job to the end; B) Remuneration: on a competitive basis; C) Assessment: assessment based on the results, but not too harsh, there may be errors; D) Personal development: characterized as informal, focused on the leading specialist; D) Planning of movements: career growth, focusing on the interests of each specific employee.
2. Dynamic growth strategy. Associated with less risk than the previous one. It is distinguished by constant comparison and analysis of current goals and is formed with the aim of creating the foundation for the future.	Under the conditions of this strategy, all employees must be highly qualified, quickly adapt, and problem-oriented.	A). Selection and placement of personnel: search for highly qualified, flexible, risk-taking, loyal to corporate interests; B) Remuneration: fair and impartial on a competitive basis; B) Assessment: based on clearly defined criteria; D) Personal development: emphasis on the qualitative growth of the level of specialists and improvement in this field of activity; E) Travel planning: various forms of official movement, taking into account the possibilities of today.
3. Profitability strategy: the focus is on maintaining existing profit levels, financial costs are modest.	The management system is well developed, it is possible to stop hiring. Managers' attention to the criteria for the number and efficiency of personnel.	A). Selection and placement of personnel: the requirements are extremely stringent; B) Remuneration: based on merit, seniority and internal perceptions of fairness; B) Evaluation: extremely results-oriented and very carefully thought out; D) Personal development: ensuring increased competence in the field of set goals and objectives; E) Planning of movements: movements are quite limited.
4. Liquidation strategy. The sale of assets, the elimination of the possibility of losses, practically no attention is paid to attempts to save the enterprise.	Employees are required for a short period of time without commitment to a given company. There is no talk of an additional set	A). Selection and placement of personnel: not carried out or unlikely; B) Remuneration: according to merit and without additional incentives; C) Evaluation: management criteria; D) Personal development: since opportunities are limited, only in exceptional cases In-house training may occur; D) Travel planning: no prospects.
5. A cyclical strategy (circulation) with the aim of saving the enterprise. Measures to reduce costs, often by reducing personnel. The depressed state of the team.	Flexibility, quick adaptation to change, focus on big goals. Focus on leading specialists.	A). Selection and placement of personnel: personnel reduction is being carried out, but versatile workers are required, strict selection; B) Remuneration: system of incentives and merit testing; C) Assessment: carried out based on the results of a strictly selected range of criteria, chosen jointly by both staff and managers; D) Personal development: training is provided, but applicants are selected very carefully; D) Travel planning: various systems and forms of promotion, financial investments. Rearrangement either instead or with careful justification.

Federal State Autonomous Educational Institution

higher professional education

"Russian State Vocational Pedagogical University"

Department of Legal and Documentation Support

Course work

by discipline " Personnel Management»

on the topic " HR manager, his tasks and functions in the organization»

Ekaterinburg, 2010

INTRODUCTION

The life of our society is, first of all, the world of labor of people engaged in material and spiritual production, in the production of useful actions to serve people, to streamline complex social processes.

Finding a smart worker has always been a problem that the availability of free hands associated with unemployment does not solve. There is a shortage of qualified specialists in all countries and in all areas of activity, which indicates a good prospect for business development.

The development of a market economy in Russia gave impetus to the formation of business areas that previously did not exist or existed in primitive forms. According to leading specialists of recruitment agencies in Russia, professional personnel selection is still at the initial stage. But interest in human resource management issues in our country is quite high. A growing number of people share the view that an organization's ability to effectively manage its people is the main source of its long-term prosperity.

Firms began to emerge that specialized in recruiting personnel for organizations, conducting ratings, and evaluating employees. Today, special attention is paid to the selection of competent specialists who best meet the requirements of this position, i.e. possessing the full necessary professional knowledge and skills, as well as harmoniously fitting into the psychological climate of an already established team. Recruiting has come out - professional selection of personnel, which includes many actions of an enterprise to find and attract specialists to achieve the goals of a given enterprise.

1 HR MANAGER

HR manager is a young profession. As a type of managerial activity, it originated at the end of the last century. The emergence of personnel specialists trained in industrial sociology and psychology meant a genuine revolution in traditional forms of personnel work.

If before this, personnel work was a function of line managers of various levels and ranks, as well as employees (and managers) of personnel services involved in accounting, control and management (administrative) activities, then the emergence of a management (staff) function related to ensuring the proper level of personnel potential organization, has significantly expanded the range of tasks and increased the importance of this area of management.

An important stage in this process was the assimilation of the ideas of the systems approach, the development of various models of the organization as a system - not only functioning, but also developing - on the basis of which a new approach to personnel management was formed - human resource management.

1.1. Tasks of the HR Manager

One of the main figures in the Human Resources Department is the HR manager. The historical development of various models of personnel management has led to the fact that in its formation such a profession as a personnel manager went through the following professional roles:

1. HR manager as a trustee of his employees, caring for healthy working conditions and a favorable moral and psychological atmosphere in the organization. Typically, this is an employee with training in sociology or psychology, whose functions include assisting line managers in implementing effective policies regarding the organization's employees.

2. HR manager as a specialist in employment contracts and labor relations (contracts), including collective agreements. Typically, it performs the following functions: exercising administrative control over employees’ compliance with the terms of the employment contract, recording job transfers; maintaining personnel records. Performing these functions usually requires legal training.

3. The HR manager as the architect of the organization’s human resources potential, playing one of the critical roles in the development and implementation of the organization’s long-term personnel strategy. His main task in the organization is to ensure organizational and professional compliance of the components of the organization’s personnel potential with its long-term goals and objectives. He is a member of its senior management and has training in the new field of management knowledge such as human resource management. What tasks does an HR manager solve?

There are a lot of them, and in different organizations this list can expand; in some, all these functions are divided into several people in the HR department. But in principle, the following HR TASKS can be identified:

¾ organization of the work of the company’s personnel service,

¾ development regulatory documents;

¾ formation of corporate culture;

¾ hiring staff;

¾ staff motivation;

¾ certification and assessment of personnel;

¾ personnel training and development,

¾ participation in the strategic management of the organization as part of personnel management;

¾ building the work of the staff as a whole.

1.2. Functions of a HR Manager

1. Personnel management:

o development and implementation of personnel policies to achieve the goals and objectives of the company;

o analysis and forecasting of personnel development in the areas of activity of the company and individual divisions;

o development and maintenance of motivational and social packages for company employees,

o preparation and monitoring of compliance with orders, regulations, etc. related to the personnel management process;

o personnel research in order to improve the company’s performance;

o drawing up and maintaining adaptation plans for new employees, monitoring their probationary period;

o development and adjustment of the staffing table for the company.

2. Recruitment:

o description of the vacancy (requirements for candidates, labor market analysis, conditions of employment, etc.) together with its applicant, development of a selection method,

o choosing personnel search tools (recruiting agencies, the press, etc.), working with them,

o assistance to immediate supervisors-applicants for vacancies in preparation for participation in interviews with candidates (development of questions, interview techniques, etc.),

o conducting interviews and, if necessary, testing of candidates.

3. Personnel training and development:

o studying the needs of the company’s departments for personnel training;

o determining the company’s strategy for choosing systems and forms of personnel training;

o drawing up a training plan and budget based on the needs of structural units;

o organization and implementation training courses, both independently and with the help of attracted specialists within the framework of the approved curriculum;

o personnel monitoring;

o assessing the effectiveness of the training provided, including through interviews and certification.

4. Measuring employee performance:

o development and implementation of criteria for assessing the performance of company employees together with heads of structural divisions;

o development and implementation of forms and procedures for personnel assessment and certification;

o organization, coordination and control of personnel performance assessment procedures.

5. System of motivation and social protection:

o participation in the development of proposals for the company’s personnel motivation system,

o development and implementation of proposals for the development of the social sphere;

o monitoring compliance with approved decisions on personnel motivation.

6. Documentation and personnel records:

o carrying out procedures for registration, transfer, dismissal of company employees;

o maintaining employee databases,

o maintaining personnel documentation (orders and instructions for personnel, staffing schedules, employment agreements, job descriptions, internal regulations, etc. in accordance with the requirements of current labor legislation);

o keeping records of actual working hours and vacations of employees;

o the list of documentation maintained and stored by the HR manager is reflected in the company’s Information Regulations and the list of cases.

o participation in the work of the Meeting with the Director General;

o presence and work at meetings held both throughout the company and within individual divisions;

Until now, different companies have very different ideas about what an HR manager should do.

The HR manager has different roles:

1. For some, this is a personnel officer who draws up employment contracts, advertises vacancies, fills out work books and keeps all the organization’s personnel documentation in order.

2. For someone HR manager is a psychological consultant who is hired with the hope that he will be able to solve personal problems of management and understand the subtext of relationships.

3. Somewhere HR– a supervisor whose central task is to evaluate the work of staff. Those. he travels to stores and observes the work of salespeople, or accompanies managers, supervising their meetings, and conducts periodic personnel assessments.

4. Often HR manager– a generalist who is involved in marketing, merchandising, promotion of new products, services and general advertising of the company.

Another view of the HR manager's role is that they should be a business partner to the CEO. And then the task of the HR manager is not to create a favorable climate, consoling everyone and everything, but to promote the most successful work of the company in the market.

According to Michael Armstrong, depending on the extent to which HR employees participate in the development of management decisions, the manager can take on different roles , which need to be implemented in their specific ratio.

As defined by Tyson and D. Ulrich, the HR manager's role as a business partner ideally corresponds to management's line of action, which is aimed at achieving the company's long-term business goals. Here, the main characteristics of a manager are the ability to forecast, crisis management, analysis of risks, strengths and weaknesses of the company, the ability to interact and put forward proposals in the face of economic and structural changes.

The manager resorts to the role of interventionist when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of innovation, he is required to have high adaptability, flexibility, decision-making ability, the ability to think outside the box, and the ability to persuade.

The main tasks of the HR manager:

2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches and selects personnel, conducts interviews with candidates, and conducts their initial diagnosis. Incorrect distribution of responsibilities and use of human resources can lead to incompetent performance of labor functions, ineffective labor performance, financial problems of the company, and an unfavorable psychological climate. Therefore, timely determination of the need to replenish the staff or replace an employee will avoid many difficulties in the future.

The personnel selection procedure takes place in several stages:

· identifying staffing needs and determining candidate requirements;

· attracting candidates for positions;

· selection of candidates.

3. Conducting assessments of the results of labor activity of employees, certifications, competitions for filling vacant positions. Regular certification allows you to determine the degree of efficiency of use and quality of the company’s human resources, clarify the requirements the company places on employees and the compliance of their work results with them, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development company personnel, as well as increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.

4. Organization of personnel training, coordination of work to improve the qualifications of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the company's main resource - its employees. Therefore, wise investment in training allows you to improve the professional competence of employees and achieve better performance results.

5. Improvement of employee qualifications- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in situations new to the employee, and developing personal qualities through corporate training.

6. Organization effective system communications, bringing information on personnel issues to all employees. A balanced information exchange in an organization assumes that employees will be aware of major management decisions, structural, strategic changes in the company, and management should be aware of the arrival of new employees and the main events occurring in the middle management of employees.

7. Assessment of business and personal qualities of employees, work motivation. To develop a personnel motivation system, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain psychological portrait each employee and his assessment, the manager must own diagnostic methods and conduct it depending on the goal.

8. Development of an effective motivation system. Finding a competent employee is one thing, keeping him is another. Therefore, one of the important responsibilities of a human resource manager is to diagnose and develop an effective motivation system. In addition to the material incentives that immediately come to mind, we should not forget about non-material methods of motivation.

9. Consulting for executives different levels on issues of organizing personnel management, planning advanced training for managers. High competence helps to improve the performance of managers and gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which more reasonable and effective proposals can be put forward for discussion. In this way, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.

10. Participation in planning the social development of the team, resolving labor disputes and conflicts, creating a favorable socio-psychological climate and developing a corporate culture.

The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with colleagues, management style in the company, level of tension and conflict, professional development, as well as the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic issues, it becomes clear to the manager in which direction to work to achieve favorable psychological conditions for activity. A developed corporate culture presupposes high loyalty of staff and unity of goals, commitment to the core values of the company, adherence to rules and compliance by employees with the standards established in the company. Implementing activities that contribute to the formation of a corporate culture increases team cohesion and allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: “Company Employee Code”, “Best Project of the Year”, “Face of the Company”, etc.

11. Drawing up and execution of employment contracts, maintaining personal files of employees and other documents. The HR manager must organize proper documented personnel records, allowing the necessary management decisions to be made quickly and efficiently.

Traditionally, the HR manager performs 3 main functions:

1. Linear function: considered “the first of all” and consists of linear powers within the personnel service, that is, the direction of actions of the workers employed in it, as well as service personnel (for example, a factory cafeteria, etc.). From experience, line managers in other departments are well aware that the HR director has access to senior management on all HR matters, whether testing or approving actions related to hiring, promotion or termination. As a result, the HR director’s “suggestion” is very often viewed as an order from above. These powers often carry great weight in overcoming the difficulties that supervisors face in dealing with personnel problems.

psychologist-analyst,
"Optima-Project"

When performing his professional tasks, any specialist must clearly understand what is included in the scope of his responsibilities. When we talk about the structural organization of a company, we usually mean that the company has a personnel department, personnel service, HR department or personnel development department. The essence changes slightly depending on the name of the unit. However, in different companies this department performs different functions: from recruiting to coaching, from solving everyday management problems to certification. In the presence of real professionals, it is quite difficult to overestimate the role of the personnel service. Consulting studies indicate that business success indicators largely depend on the management style and internal resources of the company, that is, on the human factor.

Characteristics of the activities of a personnel manager

The main responsibility of the personnel service is to provide assistance to the company's management, line managers, employees, and in general, to all company personnel. Based on this, we will formulate the key characteristics of the activities of an HR manager.
1. Focus on the needs of management and staff. The defining moment in a manager’s activity is the focus on the requests and needs of management and employees. In one case, the emphasis may be on hiring temporary staff, in another - on motivating certain groups of workers or developing an in-house remuneration system and individual incentives. The HR manager's responsibilities also include developing and adapting personnel management and development techniques to meet the needs of the organization.
2. Following the principles of joint creative activity. According to T.Yu. Bazarov and B.L. Eremina, for effective personnel management and solutions complex problems“The HR manager must master the techniques of creating and reproducing forms of joint creative activity”<*>. Among the basic principles of joint creative activity are the following:

-	the principle of individual creativity - the constant development of the abilities of each individual (through learning by action, inclusion in systems of lifelong education and self-education);
	the principle of social creativity - the development and institutionalization of social structures necessary to solve the problems at hand;
	the principle of cultural creativity - orientation in joint activities towards the highest cultural achievements, towards innovative processes and invention;
	the principle of moral creativity is a person’s willingness to serve as a moral example to others and to himself.

<*>Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremina. - 2nd ed., revised. and additional - M.: UNITY, 2002. - P. 17.

3. Following ethical standards. HR managers must adhere to two principles of ethics: their own professional ethics and the internal ethics of the company. As an example, here are the main provisions of the Code of Professional Ethics of the Chartered Institute of Personnel and Development (CIPD). The standards that personnel development managers must adhere to are:

Compliance with the organization’s value system does not mean unquestioning adherence to all rules and traditions. Smoking in the workplace or secretly boycotting new employees can also be part of the corporate culture. It is within the power of an HR manager to promote the development of ethical and moral principles of employees, cultivating positive forms of action, consolidating them not only through certain measures (training, accompanying work aimed at developing corporate culture, building trust, cohesion), but also through their own behavior. In addition, he must not only meet certain moral requirements himself, but also consciously use the mechanisms of moral regulation in human resource management.
4. Ability to manage change (crisis management), as well as act in the context of innovation. The arsenal of activities, duration, distribution of impact to overcome resistance to innovation depends on many factors. However, we can identify the main tasks for creating the conditions for readiness to accept changes. This is the formation of trust in the upcoming changes (in particular, information and clarification of the situation, a clear demonstration by the credit provider of the advantages and benefits of adopting innovations, etc.) and increasing the legal competence of employees to gain confidence in the positive results of the upcoming changes.
5. Continuous personal and professional development. The work of an HR manager is carried out directly in interaction with people and is associated with changing circumstances. Therefore, in order to be a professional, constant improvement is required. The HR manager must not only have a higher and specialized education and an analytical mind. He must also have a number of personal qualities. Such, in particular, as resistance to stress, high adaptability, developed communication skills, non-conflict, tolerance and others. We will talk about this in more detail in our next article.

HR Manager Roles

According to Michael Armstrong<*>, depending on the extent to which HR employees participate in the development of management decisions, the manager can take on various roles , which need to be implemented in their specific ratio.

<*>Armstrong M. Human resource management practice. 8th edition / Transl. from English edited by S.K. Mordovina. - St. Petersburg: Peter, 2004. - P. 99 - 104.

According to Tyson and D. Ulrich's definition<*>, the HR manager's role as a business partner ideally aligns with management's focus on achieving the company's long-term business goals. Here, the main characteristics of a manager are the ability to forecast, crisis management, analysis of risks, strengths and weaknesses of the company, the ability to interact and put forward proposals in the face of economic and structural changes.

<*>Ulrich D. (1998) A new mandate for human resources, Harvard Business Review, January-February, pp. 124 - 134.

The role of a strategist involves the orientation of the HR manager's activities towards long-term goals. In this approach, employees are viewed as a strategic resource for achieving competitive advantage.
The manager resorts to the role of interventionist when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of innovation, as mentioned above, he is required to have high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to persuade.

The main tasks of an HR manager

1. Organization of work with personnel in accordance with the general development goals of the company and specific areas of personnel policy to achieve effective corporate results and professional development of employees. The activities of the HR manager must correspond to the long-term goals of the organization and form a favorable basis, the necessary conditions for achieving these goals.
2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches and selects personnel, conducts interviews with candidates, and conducts their initial diagnosis. Incorrect distribution of responsibilities and use of human resources can lead to incompetent performance of labor functions, ineffective labor performance, financial problems of the company, and an unfavorable psychological climate. Therefore, timely determination of the need to replenish the staff or replace an employee will avoid many difficulties in the future.
The personnel selection procedure takes place in several stages:

In our opinion, the most important thing in the personnel selection procedure is an adequate assessment of the compliance of the requirements for the candidate with the real necessary characteristics to perform the job, and at the next level - the compliance of the candidate’s capabilities and abilities with the requirements for the position.
3. Conducting assessments of the results of labor activity of employees, certifications, competitions for filling vacant positions. Regular certification allows you to determine the degree of efficiency of use and quality of the company’s human resources, clarify the requirements the company places on employees and the compliance of their work results with them, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development company personnel, as well as increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.
4. Organization of personnel training, coordination of work to improve the qualifications of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the company's main resource - its employees. Therefore, wise investment in training allows you to improve the professional competence of employees and achieve better performance results.
5. Improvement of employee qualifications- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in situations new to the employee, and developing personal qualities through corporate training.
6. Organization of an effective communication system, bringing information on personnel issues to all employees. A balanced information exchange in an organization assumes that employees will be aware of major management decisions, structural, strategic changes in the company, and management should be aware of the arrival of new employees and the main events occurring in the middle management of employees.
7. Assessment of business and personal qualities of employees, work motivation. To develop a personnel motivation system, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain a psychological portrait of each employee and evaluate him, the manager must master diagnostic methods and conduct it depending on the goal.
8. Development of an effective motivation system. Finding a competent employee is one thing, keeping him is another. Therefore, one of the important responsibilities of a human resource manager is to diagnose and develop an effective motivation system. In addition to the material incentives that immediately come to mind, we should not forget about non-material methods of motivation.
9. Consulting managers at various levels on the organization of personnel management, planning advanced training for managers. High competence helps to improve the performance of managers and gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which more reasonable and effective proposals can be put forward for discussion. In this way, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.
10. Participation in planning the social development of the team, resolving labor disputes and conflicts, creating a favorable socio-psychological climate and developing a corporate culture.
The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with colleagues, management style in the company, level of tension and conflict, professional development, as well as the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic issues, it becomes clear to the manager in which direction to work to achieve favorable psychological conditions for activity.
A developed corporate culture presupposes high loyalty of staff and unity of goals, commitment to the core values of the company, adherence to rules and compliance by employees with the standards established in the company. Implementing activities that contribute to the formation of a corporate culture increases team cohesion and allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: “Company Employee Code”, “Best Project of the Year”, “Face of the Company”, etc.
11. Drawing up and execution of employment contracts, maintaining personal files of employees and other documents. The HR manager must organize proper documented personnel records, allowing the necessary management decisions to be made quickly and efficiently.

Management Expectations

Speaking about the role of specialists in the field of personnel management, the question arises - what is the relationship between the requirements and expectations of management from HR specialists and the activities of HR managers themselves? Conducted research (in particular, based on the results of Anna Nesmeeva<*>) indicate that management’s vision of the range of tasks of the HR service and the HR managers’ own ideas about their professional responsibilities do not quite coincide. If we talk about the self-identification of HR managers (according to research), then the first places in terms of the importance of their tasks are the selection of personnel and the construction of an effective motivation system, and here we mean more material incentives. As for management's expectations, the main tasks of a personnel service employee are recruiting personnel, developing corporate culture, creating a favorable psychological climate for the team, and training employees.

<*>http://nesmeeva.narod.ru

HR managers themselves believe that employee training is not their main responsibility. Perhaps this is explained by a clear division of powers, since, in theory, direct training of employees is carried out by a training manager or coach. However, employee training is not a one-step process, and it cannot be beyond the attention of the HR manager. If the company does not have a corporate training manager, then there is no one other than the HR manager to diagnose the situation to plan training events.
But in fairness, it should be noted that, by and large, the compliance of management’s expectations with the ideas of HR employees depends on how accurately and clearly the goals and objectives of the HR service were defined and how well the HR managers themselves meet the requirements for this position. Finding this balance is another task of the HR manager.

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