Personnel Management Services Research Articles

Features of the Implementation of the Concept of Managing Decent Work Conditions at Small and Medium-Sized Enterprises in the Construction Industry

In modern conditions, the development of any industry directly depends on the provision of highly qualified labor resources. Due to the constant shortage of personnel, it is important for employers to implement systematic measures to attract, retain and optimally use the required specialists of various qualifications. It is these tasks that the enterprise solves when organizing personnel work in accordance with the basic principles and ideas of decent work. The construction industry in the Russian Federation is one of the most dynamically developing, making a significant contribution to the country’s GDP, but companies from this sector are faced with a global shortage of both labor and highly qualified specialists. It should also be noted that this sector is considered to be one of the most hazardous, injury-prone and requiring increased attention to occupational and labor safety. The purpose of the study is to identify a set of external and internal factors that determine the features of decent work management at enterprises in the construction industry. To achieve this goal, the methods of interdisciplinary analysis of scientific literature and the regulatory framework, economic analysis and analytical statistics were used. The application of counter modeling made it possible to decompose the theoretical model of decent work management and highlight the real conditions of the production, financial and socio-economic activities of enterprises in the construction complex. The results of the study are related to identifying the role of government policy, the labor market, general trends in the construction industry, vocational professional education, as well as personnel policies within the organization in the process of implementing the concept of decent work. The conclusions drawn may be of interest to managers of construction companies, and human resources and personnel management services for analyzing their own practices and carrying out measures to introduce the principles of decent work at individual enterprises in this economic sphere.

СОВРЕМЕННыЕ ТЕНДЕНЦИИ В УПРАВЛЕНИИ ПЕРСОНАЛОМ В УСЛОВИЯх НЕСТАБИЛьНОСТИ

This article discusses the main modern trends in personnel management, currently relevant, and aimed at implementing management tasks to maintain the performance of the main structural divisions of the organization, as well as to provide additional protection for personnel, since employees become especially vulnerable during difficult periods of the company’s activities. It is noted that the organization and popularization of teamwork in the company, the improvement and development of personnel skills, the analysis of the skills and abilities of the company’s employees, which makes it possible to evaluate various performance indicators of the personnel management service with a view to their further improvement, come to the fore. It was revealed that properly organized teamwork allows employees to perform their functions efficiently, interact with each other remotely, and distribute powers in accordance with the experience and professional knowledge of employees.

Possibilities of automating the plant personnel recruitment

The presented research is devoted to determining the possibilities of introducing information technologies in the work of the human resources department of the enterprise for the personnel selection activities automation. The article substantiates the relevance of studying the problem of “personnel shortage” at Russian enterprises in general and in relation to the production enterprise of the Sverdlovsk region. The authors carried out a comparative analysis of the wages at the analyzed enterprise with the average level in the metallurgical industry and in the Sverdlovsk region. Based on the results of the empirical study, the recruitment process’ components are highlighted, the results of the analysis of the photograph of working hours of recruitment specialists of a large manufacturing enterprise in the Sverdlovsk region are presented. The reserves of increasing the productivity of labor time use of human resources specialists of the production enterprise through the automation of a number of processes have been revealed. Recommendations for the introduction of information technologies in improving the recruitment system of the production enterprise are developed. The research paper may be of interest to specialists of personnel management services of large production and industrial enterprises in terms of analyzing the possibilities of automating the business process of personnel recruitment.

Personnel risk management: risk assessment of an industrial organization in the oil and gas industry

The issues of improving the process of assessing and managing personnel risks are relevant for many modern industrial organizations due to an increase in the level of social tension and destructive conflict in the organizational environment. The article deals with the problem of improving the methods for assessing and managing the personnel risks of an industrial organization in modern socio-economic conditions. The authors of the article adhere to the hypothesis that the personnel risk management strategy is a necessary element of the personnel policy of a modern organization. The purpose of the study is to develop practical recommendations for the implementation of methods for identifying and assessing personnel risks arising in the course of the labor activity of personnel of industrial organizations. The object of the study is the methods for assessing the personnel risks of an industrial organization. As an empirical material, the analysis of scientific publications of Russian scientists on the research problem was carried out. The article analyzes practical tasks, the solution of which is aimed at improving the personnel risk management system on the example of industrial organizations in the oil and gas industry. The study (2023) used empirical methods: observation, survey; identification and assessment of the risks of the personnel management system and the risks of personnel behavior; expert survey. The assessment of personnel risks was carried out on the basis of the method of expert assessments of employees of an industrial organization in the oil and gas industry. The heads of the personnel management service and security officers of the industrial organization acted as experts. Based on the method of expert assessments, the significance and probability of the occurrence of risks are assessed, a profile of personnel risks is built, and the most significant personnel risks that create threats to the personnel security of an industrial organization are identified. Practical recommendations for the assessment and management of personnel risks of an industrial organization are presented.

ADVANTAGES OF THE IMPLEMENTATION OF HR-ANALYTICS IN ENTERPRISE MANAGEMENT

The article substantiates the implementation of HR-analytics in the activities of modern enterprises in order to increase the efficiency of the work of structural divisions involved in personnel work. The role of HR analytics in the process of personnel management is considered, the use of HR indicators is proposed, which greatly simplifies the assessment of the performance of personnel departments at various levels and, ultimately, predicts and evaluates the results of their work. The issue of efficiency is one of the key issues in almost all business processes. If a choice needs to be made in conditions of limited resources: what is better to spend money on, then it is impossible to do this without measuring efficiency. This also applies to HR services. In connection with the growth of requirements for effective personnel management at enterprises, the question of how to evaluate the activities of the personnel service in order to determine the required number of its employees and evaluate the effectiveness of their activities is becoming relevant. At the same time, the evaluation of personnel management services should be related to the tasks of the enterprise and stimulate personnel specialists to perform their work in the most effective way. The article also analyzes the problems of applying HR metrics in the practice of modern domestic enterprises. The advantages of HR analytics for HR and business activities have been determined. It was found that the variety of functions and tasks of personnel work units, the lack of practice of accumulating primary data, which are adapted to the direction of the company’s industry, greatly complicate the metric analysis of the effectiveness of HR activities as a whole. That is why there is a need to describe and systematize indicators of HR activity in order to facilitate their integration into the work of a modern HR department. For the effective implementation of the HRM system at the enterprise, it is very important to use HR analytics tools. This practice will allow to more accurately determine the vectors of strategic response to achieve the goals of controlling business activity. Thus, HR analytics is the key to successful organizations that have the necessary resources to invest in complex information systems and are able to attract and develop effective skills for monitoring analytical data. Most of these organizations create opportunities for HR analytics in order to achieve a competitive advantage by analyzing data about their workforce. But the ability of human resources units to influence these processes is often limited, therefore the issue of the prospects for activating this function in Ukraine, taking into account the world experience in this field, is actualized.

СОЦИАЛьНыЕ РЕГУЛЯТОРы ЛОЯЛьНОСТИ ПЕРСОНАЛА

The article notes that the loyalty of the staff is of great interest in science. The interest in loyalty is just as high among the management of organizations, which is not due to the simple socio-economic conditions in which Russian business finds itself. Great interest in loyalty also opens up a research problem: loyalty programs developed at enterprises do not always ensure that loyalty is maintained at the proper level. This article is devoted to the resolution of this problem. In it, the author proposes a set of tools for regulating the loyalty of personnel in an organization. Tools by themselves do not have a regulatory effect on loyalty. In order for the tools to start functioning, a structure is needed that uses them. As such a structure, usually, there are divisions of personnel management services, sometimes, such a structure may be a trade union loyal to the organization. The main mission of the structure that regulates the loyalty of personnel is the implementation of the principle: to serve one’s company with interest. Such a principle is unlikely to ever be fully realized. But this is a very important social landmark of the company, to which it is necessary to set the employees. At the same time, like any social landmark, it is effective as long as the individual associates his personal success with it. The success of an organization’s loyalty programs depends to a large extent on the valid use of loyalty tools by the structures designed in organizations to regulate loyalty. The validity of loyalty instruments depends on how much they correspond to the goals of the company and the conditions for the implementation of this company’s business.

Раціоналізація політики управління персоналом підприємства: аспекти планування штату

The article emphasizes the relevance of new research in the field of personnel management, namely the expediency of improving methodical approaches to planning the company's workforce. Accordingly, the purpose of the study is to improve the theoretical and methodological principles of staff planning in the system of rationalization of the company's personnel management policy. The existing and the differentiated approaches to planning the number of different categories of personnel of the enterprise are proposed. It is shown that when forming the staff of the enterprise, this task is solved according to the criterion of the minimum time required for the execution of the production program. The linear model determines the optimal number of employees of each specialty, taking into account certain restrictions. The main tasks of enterprise staff planning are defined as follows: increasing the efficiency of the production process and labor, increasing the competitiveness of the enterprise in market conditions, in particular, achieving maximum profit; ensuring high social efficiency of team functioning. It is proved that the work on planning the number and structure of the company's staff should be built based on the interpretation of the content of this process and should include a number of additional components. It is determined that the organizational structure of the personnel planning system is a set of interdependent divisions of the personnel management system together with officials. At this, divisions perform the role of personnel management functions bearers, they can be considered, in a broad sense, as a personnel management service. It is established that the specific place and role of the specified service in the general system of management of the enterprise's activities should be determined by the place and role of each specialized personnel management division and also by the organizational status of its direct manager. It is concluded that such an organizational status should be a confirmed set of powers and responsibilities.

ОРГАНІЗАЦІЯ ПРАЦІ МЕНЕДЖЕРІВ ЛОКОМОТИВНОГО ДЕПО ЗАЛІЗНИЧНОГО ТРАНСПОРТУ

The article lists the normative documents regarding the qualification characteristics of the professions of railway transport workers, starting from 1999, which have lost their validity, until 2016, where we are talking about the Order of the Ministry of Infrastructure No. 181 dated 05/20/2016, which is currently a guide to the qualification characteristics of the professions employees, Issue 66 Railway transport and metro, part 1 "Managers, professionals, specialists and technical employees", agreed with the Ministry of Labor and Social Policy of Ukraine. The composition of this order and the specifics of the job duties of employees depending on the specific conditions and situations of today in comparison with the established qualification characteristics of the professions are revealed. The organizational structure of locomotive depot production management and the main functions of depot management are considered, namely: operative management of operation and repair of locomotives, technical management of production, quality control of work and products, technical and economic planning, financing and accounting, repair and energy maintenance of equipment, material – technical support, personnel management, administrative and economic services, etc. The functional responsibilities of the depot chief, chief engineer, deputy depot chief for operation, depot duty officer, and locomotive depot foreman are given. Operational management of the operation of locomotives, which is headed by the deputy head of the depot for operation, is considered, the drivers are subordinate to him – instructors, and the locomotive crews are subordinate to him, and the apparatus of duty officers at the depot, who have orderlies, operators and technicians under their command. Operational management of locomotive repair is also considered, which is entrusted to the deputy head of the repair depot, to whom senior foremen and foremen of repair stations and departments are subordinate. It was determined that for successful production and educational work, the manager needs to accurately fulfill his functional duties, skillfully use his rights and clearly imagine his responsibility for the work performed.

ПРЕИМУЩЕСТВА И РИСКИ НОВЫХ ФОРМ ЗАНЯТОСТИ В УСЛОВИЯХ ПРИМЕНЕНИЯ IT-ТЕХНОЛОГИЙ

The article considers trends in the transformation of the labor market under the influence of a change in the paradigm of personnel management and analyzes new forms of interaction between employer and employee, in particular remote work. It analyzes the statistics illustrating the prospects for the development of the remote form of employment and formulate the dependence between the spread of remote work and such parameters as the size of the settlement, the industry, the size of the organization, the level of GDP per capita. The characteristics of such form of employment and the requirements for employees are specified and the classification of remote workers is given. There is an analysis in advantages of that form of employment from the point of view of employees and employers. The most significant ones are identified. In addition, the risks of using remote workers from the point of view of ensuring the information security of the organization are assessed. The authors highlight typical mistakes of employees associated with non-compliance with security principles and the associated risks of violating the integrity of the organization’s information system. They also propose directions in developing the functions of personnel management services in the organization related to the transformation of traditional management tools, and highlight measures aimed at reducing information security risks. A conclusion is made about the need to develop personnel management systems in accordance with the principles of the information economy.

Structural organizational and economic mechanism for managing the labor potential of the enterprise

The main objectives of the activity of any modern enterprise are: obtaining maximum profit; formation of the labour market with works and services; implementation of economic and foreign economic activity within the framework of the current regulations. The structure of a modern enterprise is based on the division of labour, i.e. certain types of work between the personnel of the enterprise are assigned to specialists who are able to perform them better and more qualified than everyone else from the point of view of the organisation as a whole. It is important to designate and correctly form the blocks within the organisational structure of the enterprise; organisational structure of the personnel management service; organisation of keeping personalised records of employees; to carry out constant analysis and monitoring of the system of incentives for the personnel of the enterprise, applying additional methods of labour motivation of the personnel and forms of training of employees, providing for the subsequent improvement of their qualification categories.

Talent Management as a Strategic Resource for Company Development: History and Modernity

The article is devoted to the analysis of conceptual approaches to solving the problem of providing the corporate sector with talented employees, the shortage of which is now considered as one of the constraining factors of economic growth at the level of individual companies and the economy as a whole. A comparative analysis of existing approaches to talent management allowed us to form a model of maturity of talent management processes, reflecting the company's evolutionary path in the field of talent management, to identify tasks and new functions of the talent management process. Empirical analysis revealed the interrelation of methods and principles of talent management, as well as expanded understanding of the responsibility for hiring, developing and retaining talents with its assignment not only to personnel management services, but also to management and employees. It is concluded that despite the existence of the best corporate talent management practices, each company, being unique, should create its own original talent management system, in which corporate strategies, corporate culture values and leadership philosophy should be harmonized — this is seen as a way for companies to gain a strategic advantage in competition and achieve sustainable development.

STRUCTURAL-QUALITY CONSTRUCTION OF ENTERPRISE HR-SERVICES BASED ON INDICATIVE APPROACH

The purpose of the scientific article is to develop methodological and applied principles of structural and qualitative construction of HR service of the enterprise using an indicative approach. The methodological basis of the article is formed on the indicative and target methods of evaluating the appropriateness of HR services, calculation models for determining the level of efficiency of services and departments of the enterprise. Structural and functional modeling of activity of personnel management services was used. The application of the card of assessment of professional skills and competences of HR personnel of the enterprise is formed and substantiated. A map of recording and analysis of evaluation results of specialist competencies has been developed. A table tool for ranking results by criteria and subsystems has been put into practice. The practical value of scientific work is the development of methodological and applied support for economic evaluation and construction of HR services of enterprises. In the future, it is planned to form and apply a standard organizational structure of the HR service, which will be based on the design of twelve subsystems that will allow enterprises to include a particular subsystem in the HR service. Further original research can be formed in the direction of substantiation of the need to separate the HR service into an autonomous structural element of the management system; to introduce economic, social and organizational criteria for evaluating the performance of the HR service, and to ensure the systematic implementation of performance evaluation to guarantee the effective operation of the enterprise.

Трансформація функціонально-методичних підходів до управління персоналом в умовах інтеграції виробництва і мережевих інформаційних технологій

The article is devoted to the issues of the objective need to transform functional-methodical approaches to personnel management in the context of the integration of production and network information technologies. The functions of personnel management in the conditions of digitalization are defined. It is noted that the implementation of each management function requires the use of specific technologies Methods of personnel management in the conditions of integration of production and network information technologies are revealed. It is argued that the effectiveness of these personnel management methods in the conditions of digitalization depends on the flexibility of employees, the introduction of innovations, accounting for the moral wear and tear of processes, increasing the speed of learning, the development of internal rotation and the flexibility of job instructions. The main modern challenges and new tasks of personnel management are characterized. It is emphasized that all these challenges cause changes in approaches to personnel motivation and tasks of motivation policy. The advantages of the personnel management information support system are noted. New methods introduced into the practical activities of personnel management services, transformed into human resource management departments, are characterized. The KPI system is presented, which guides the activities of employees to achieve the planned results with the possibility of their overachievement. The results grading system is described, which allows positioning in the hierarchy of their value for the enterprise. The QMM system is shown, which provides personnel evaluation system based on quality system criteria. The MBO system that supports personnel management by results or management by goals is demonstrated. It is noted that the concept of a balanced system of BSC indicators is an effective tool that allows managing the personnel training system of a modern enterprise.

Создание корпоративного портала в качестве инструмента управления персоналом в организации

This article discusses the processes of creating a corporate portal as a tool for managing personnel in an organization. It is noted that at a time when part of the employees work remotely, and communication with them is carried out through internal networks, or by telephone, the formation of a new corporate portal modified for these tasks becomes a necessary condition for organizing their effective work and the process of controlling it. If an organization is developing dynamically, has employees and divisions located in different cities, working in the office and remotely, and is interested in forming a cohesive, unified internal corporate culture, maintaining traditions, systematizing communications and processes of its activities, the corporate portal becomes the most powerful tool for company management and personnel management services in achieving these goals.

New information technologies in the hr-engineering system on the basis of a competent approach

The article considers modern information technologies in the HR-engineering system based on the competence approach used by Ukrainian enterprises and institutions. The concept of personnel, personnel management, HR-engineering and technology of its management are also covered. The purpose of personnel-technologies is determined. The list of HR-engineering information technologies is proposed for their possible implementation in Ukraine. In modern conditions, there is rapid development of information technologies, implementation of innovative science-intensive solutions and applications in various fields. Application of new developments using achievements in the field of artificial intelligence and robotics in the HR-engineering system, so that it is possible to improve the performance of enterprises and organizations significantly; this is also relevant at the macroeconomic level, since the processes of European integration and globalization of the economy require consideration of world trends. New HR engineering rules have been reviewed and proposed, namely: HR is focused on optimizing employee productivity, engagement, teamwork and career growth; HR creates innovations, selects special software to meet the needs of the organization, develops programs and manages indicators platforms; in addition to ERP, the HRТechnology team is working on the development of digital capabilities and mobile applications with an emphasis on "labor productivity"; leading HR centers use artificial intelligence, chat, applications and other advanced technologies to empower their employees; HR is creating an integrated "employee platform" using digital applications, case management, artificial intelligence and bots to meet the current needs of employees. Information technologies, in particular, information technologies that can be used by managers and specialists of the personnel management service when solving the tasks of personnel selection, analysis and support of interpersonal relations in the team, may be used in order to increase the efficiency of the personnel management process. Information systems make it possible to identify the level of professional qualifications of employees, psychophysiological parameters and monitor the dynamics of changes in individual characteristics. Keywords: personnel management technology, HR engineering, information technologies, digitalization, competent approach, digitalization, modern trends.

HR MANAGEMENT AS A FACTOR OF INCREASING THE EFFICIENCY OF ENTERPRISES

The purpose of this article is to consider the problems associated with the impact of the effectiveness of personnel management on the efficiency of economic activity of enterprises. It is proved that the main source of economic development of the enterprise is its staff. The personnel of the enterprise is an important resource of the enterprise, the efficiency of which requires special attention. The role of human resources in highly efficient production is determined by their abilities, level of knowledge and qualifications, which are increasingly demanding today. Thus, one of the most effective ways to increase the economic development of an enterprise is to improve the efficiency of personnel management. It is noted that personnel management is a strategic function, the importance of which has grown with the inevitable need for globalization. The rapid growth of business globalization has created a fiercely competitive environment where the only effective way to stay competitive is to develop and improve the workforce. To achieve the goals set, the main areas of work of personnel managers are considered. Particular attention is paid to four main points that HR managers must analyze in order to create a healthy and effective strategic HR function. It is noted that the personnel management service must manage and develop it along with the overall strategy to establish the best match between the enterprise, its employees and the environment. This requires a systematic alignment of organizational goals and processes with the needs and capabilities of employees. This will allow employees to receive a variety of training and development opportunities. This is critical because businesses are more likely to gain a competitive advantage and there is a greater likelihood that overall organizational performance and communication between workers and the business will improve. It is concluded that the success of the enterprise, the degree of disclosure of its economic potential depend on the efficiency and rationality of management activities.

Проблемы существующих методов оценки эффективности деятельности служб управления персоналом организации

This article is devoted to the issues of assessing the effectiveness of the organization's personnel management services and the problems that managers may encounter during this assessment. The article considers the history of the formation of the personnel service and the relevance of assessing the activities of this unit. Particular attention is paid to foreign methods for evaluating HR services, such as benchmarking, assessing the return on investment in personnel or the ROI method, the expert method. The article also summarizes indicators for evaluating the effectiveness of the activities of personnel management services.

Features of management of average medical personnel in the regional multidisciplinary hospital of Uralsk

The purpose of the study is to develop measures to improve the nursing staff management system in the State Enterprise on the REM «Regional Multidisciplinary Hospital». Results. The theoretical foundations of building a personnel management system were studied, the characteristics of the existing personnel management system were given, and measures were developed to improve the personnel management system. Conclusion. Formation of an effective personnel management system depends on the effectiveness of the personnel management service.

The Management of Human Resources Focused on the Success of the Organization

In the article: "The management of human resources focused on the success of the organization" - is an example that if the human resources in the organization are properly managed, then the organization will be successful. This function is assigned to the personnel management service in the organization. The article emphasizes that personnel management services in Georgian organizations are very weak. Mostly non-professionals work there, as there is a large shortage of staff managers in Georgia. The author considers that such specialization doesn’t exist in Georgian higher education institutions. The article discusses the four styles of personnel manager-directive, persuasive, participatory, delegating, and gives managers advice on when, in what situations, to use them. It also lists the conditions on which each of them must be based. The author concludes that personnel managers need to believe that employees can do a lot of good for the success of the organization. All they need to do is respect their personal interests and appreciate the work they do. Keywords: Orientation on success; management of human resources; Personnel Manager; Employee interest.

ЗАСТОСУВАННЯ ESG-ПРИНЦИПІВ У РОБОТІ ПІДПРИЄМСТВ: ПЕРСПЕКТИВИ ТА РЕАЛІЗАЦІЯ

The introduction of progressive ideas of sustainable development in the modern world, their spread to the level of enterprises led to the formulation and expansion of the influence of the concept of sustainable development of the organization. Sustainable development of the organization involves progressive positive movement and qualitative transformations aimed at long-term perspective and related to the conscious and focused interaction of the enterprise with the external environment, taking into account the goals of increasing its competitiveness. In this way, a clear connection between the global concept of sustainable development and the activities of a specific organization aimed, in particular, at making a profit, is recorded. Progressive ideas of sustainable development, on the one hand, put forward new requirements for the approaches and quality of human resources management and directly for personnel management services at the enterprise, on the other hand, inevitably change the requirements for the employees of the enterprise. ESG does not contradict the interests of society and entrepreneurship, but on the contrary, they are compatible them. In conditions of increased uncertainty, corporate values specified by ESG criteria can become additional points of support for entrepreneurship. In addition, sustainable development involves industrial, environmental, and information security, which is especially relevant today. Not only foreign investors are guided by ESG criteria, but also many stakeholders, in the conditions of the outflow of foreign capital, the source of capital will be the state, which will also evaluate enterprises from the perspective of these criteria. Currently, when the concept of sustainable development is gaining more and more influence at all levels, including the level of individual enterprises, attitudes towards human resources and approaches to personnel management have undergone significant changes. With the growing role of human resources in achieving the goals of sustainable development, the role and responsibility of organizations is increasing. The organization's compliance with ESG principles contributes not only to the realization of socially and economically significant large-scale goals, but also to improving the image and attracting investments to the company.