Personnel policy

Personnel management and implementation of plans are inextricably linked with personnel policy. Personnel policy - the basic principles, a thought-out strategic line of conduct, the direction of work with personnel.

In the very recent times of the Union of this line, ideological coloring was inherent, subordinated to the decisions of the party and government. The market economy has changed the content of this policy by adjusting the underlying principles. Now the personnel policy is at the goal of creating the ideal workforce for its enterprise, where the objectives of the enterprise and the priorities of the employees are combined as much as possible. The target task, due to the choice of alternative options, can be solved in different ways:

- dismissal of the employee or his retention (transfer to other forms of employment or other facilities, referral for retraining);
- training of employees or the search for professionals already prepared;
- a set of additional workers or the rational use of existing numbers, etc.

The state personnel policy in general does not differ from the personnel policy of a separate enterprise. The general requirements are as follows:

- a close connection with the strategy of survival, taking into account modern conditions;
- Elasticity (flexibility) - stability on the one hand and dynamism on the other;
- economic feasibility taking into account specific financial possibilities;
- individual approach to employees;
- ensuring the social protection of all employees;
- compliance with government decisions, regulations and current legislation.

In the base of personnel work - a system of rules and a set of measures for the selection and training (retraining) of personnel, their arrangement, use, promotion, etc.

The main types of personnel policy: active, passive, preventive, reactive.

In the vein of the reactive policy, negative moments are monitored in the work with personnel, the causes of the emerging situations are clarified. Management localizes the crisis, introducing itself into the details of lack of motivation for highly productive work. Personnel services have the means to diagnose the situation and adequate emergency exit from it.

Preventive policy arises with justified forecasts of the development of the situation. Personnel service has means for diagnosing personnel and forecasting the personnel situation for the medium term. The main problem is the development of personnel target programs.

The mention of passive personnel policy in itself seems illogical. But there may be situations in which the leadership does not have a specific program of action in relation to personnel. The purpose of personnel work is the immediate elimination of negative manifestations (consequences). The personnel forecast in such organization is absent. The work consists in an emergency response to all conflict situations, often without clarifying the reasons for their occurrence and further predicting the consequences.

The most productive personnel policy with the status of "active". Management has both forecasts and means of influence. Personnel service develops personnel anti-crisis programs, monitors situations, corrects the execution of programs, based on the parameters of internal and external situations. And the analysis of the situation is possible both with rational programs, and with non-traditional, weakly describable and algorithmized. Personnel policy here is divided into adventurous (lack of a qualitative diagnosis, unpredictability of the development of the situation in conjunction with the striving for influence), with the presence of further plans for personnel work (on the principle of "there is a desire, but not yet possible") and rational (qualitative diagnosis, reasonable forecasts, means Influence, all types of forecasting, all sorts of options for working with personnel).