THEORETICAL AND METHODOLOGICAL ASPECTS OF STRATEGIC PERSONNEL MANAGEMENT OF THE ENTERPRISE

Abstract

The relevance of the article is associated with the problems of unsatisfactory (incomplete and ineffective) implementation of the company’s development strategy due to its rejection by a certain part of employees. The purpose of the article is to analyze the causes and find ways for solving the indicated problem. The paper substantiates the legitimacy of positioning the company’s development strategy as a set of unidirectional but at the same time separate strategic development vectors (HRV) that differ in the level of perception (approval) of employees and the set of labor functions. The main hypothesis is put forward, according to which the differentiation, on the one hand, of the HRV (in terms of the content and complexity of the functionality), and, on the other hand, of employees (in terms of strategic motivation and the type of strategic flexibility of the labor force) determines the possibility of optimal combination of labor functions and performers, and, therefore, unconditional achievement of strategic goals and objectives. The questions of the methodology for the development of the conceptual apparatus of the social and labor sphere have been worked out in detail (the types of strategic flexibility of the workforce, strategic motivation and employee motivograms, etc., have been determined). Conditional examples demonstrate the effectiveness of the author’s methodological tools, combining a number of specialized methods: a typology of the strategic flexibility of labor; assessment of the level of strategic motivation of an employee (personnel) of an enterprise using the “HRV Questionnaire (perception, intention, readiness)”; development of an in-house strategic employment model (WFMSZ); formation of the “Map of the ratio of the strategic importance of employees of the enterprise”; substantiation of individual coefficients of the strategic importance of employees in accordance with the parameters of personal motivograms. The conclusions are made about the advantages of introducing the proposed methodological tools into the practice of strategic personnel management of the enterprise.