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Abstract

Content

Introduction

Properly selected strategy of the organization is the most important task for any business. An important role for the development of the organization plays its internal environment, namely the staff. After all, with the help of staff, the company carries out its main activities, without staff, the work of any organization is not possible. The success of the company in the market of goods and services depends on the correctly selected staff, on the understanding of the mission, strategy and goals of the company. That is why there is a problem of high-quality strategic personnel management.

In the conditions of market economy the most important source of success of the enterprise in competition is its personnel. This is due to the fact that the staff is able to organize the work of the enterprise in a given direction and ensure the achievement of the goals of the enterprise. According to this, there is an active need to find new mechanisms, tools for personnel management to ensure its effective operation. Heads of enterprises, employees of the personnel management service should have at their disposal the maximum possible amount of information for the development of strategic decisions to improve the social structure of the workforce and the planning of professional, qualification and quality of employees.

1. Theme urgency

The theme urgency topic is justified by the fact that today it is necessary for organizations to use a strategic approach to personnel management, this is evidenced by the fact that: personnel is considered as a strategic resource of the enterprise, the quality of which determines the future of the enterprise; personnel is the main element of the interaction of the enterprise with the external environment, which makes it possible to establish communication and feedback with customers, partners, intermediaries, the General public, contact audiences; the effectiveness of the staff determines the effectiveness of all activities of the enterprise, because the staff is not only the object, but also the subject of management; proper motivation of staff contributes to increased productivity, and therefore makes it possible to achieve high rates of economic activity.

2. Goal and tasks of the research

The goal of the study is to develop theoretical positions and develop practical recommendations for improving the efficiency of the use of personnel of the enterprise with the help of tools of strategic personnel management.

The goal is aimed at solving the following tasks:

  1. To determine the essence and necessity of strategic personnel management.
  2. To analyze the stages and elements of the strategic management process.
  3. Identify and disclose the main tools of strategic personnel management.

Research object: the process of strategic personnel management in the conditions of the enterprise.

Research subject: theoretical provisions, methods, tools, methodological support and practical recommendations for the development of tools of strategic personnel management.

3. Theoretical aspects of strategic management of personnel

3.1 The essence and necessity of strategic HR management

Strategic personnel management can be defined as an integrated approach to personnel management aimed at the development and implementation of its competencies necessary to ensure sustainable competitive advantages and achieve its strategic goals. It is such management of the organization which is based on human potential as the main value of the organization, flexibly reacts to challenges from an external environment, carries out timely changes, being guided in the activity by needs of buyers, allows the organization to achieve competitive advantages, to survive in the long term, achieving organizational and individual goals.

The main goal of strategic personnel management is to create strategic opportunities by providing the organization with qualified, loyal and well-motivated employees that are needed to achieve long-term competitive advantage [1].

Strategic personnel management allows to solve the following tasks [2]:

  1. Providing the organization with the necessary human potential in accordance with the objectives of its strategic development.
  2. Formation of the internal environment of the organization, its internal culture, value orientations, priorities in needs to create conditions for the identification of strategic thinking and implementation of selected strategies.
  3. Implementation of competencies of employees in accordance with the strategic objectives to achieve sustainable competitive advantages of the organization in the market.
  4. Scenario forecasting of the future in the course of defining the strategy of organization and development of participatory management at all levels.
  5. Satisfaction and coordination of the interests of employees, managers, owners of the company, as well as the needs and interests of consumers and other social groups from the company environment.

To solve problems, strategic personnel management must perform certain functions.

General functions form a closed management process [3], which includes: planning, organization and coordination, control, communication (communication), evaluation, motivation. All these functions must be carried out in close cooperation at all times.

Together, these functions and processes reflect the content of a holistic process of strategic personnel management as part of the overall strategic management.

It should be added that in the conditions of strategic personnel management the requirements to the employees themselves, who should become professionals of a wide profile, creative, initiative, motivated to achieve results, ready for changes, loyal to the company, are significantly changing. If tactical management is characterized by a view of staff as a resource, as performers of pre-defined functions, in strategic management personnel are the highest value, the source of the main competitive advantage of the company.

3.2 Stages and elements of the strategic personnel management process

The process of strategic personnel management is complex and multi-stage. It is cyclical and involves certain steps. Summarizing the different approaches to their structuring, we can distinguish the stages of strategic personnel management [4]:

  1. Formulation of vision and mission of personnel management.
  2. Strategic analysis of internal and external environment of personnel management.
  3. Definition of strategic goals of personnel management.
  4. Development and analysis of strategic alternatives.
  5. The choice of strategy of personnel management.
  6. Development of mechanisms for the implementation of the strategy.
  7. Strategy implementation.
  8. Assess the implementation and adjustment of the strategy to the changing environment.

Despite the need to go through all these stages of the process of strategic personnel management, it is worth noting that this process is not linear, pre-established and clearly defined.

Implementation of the HR strategy includes two stages: introduction of the strategy and strategic control over its implementation and coordination of all actions based on the results of the control.

The implementation phase of the strategy includes:

At the stage of strategic control, it is necessary to assess the degree of achievement of strategic goals in the field of personnel management, to determine the compliance or difference between the implemented strategy and the state of the external and internal environment; to outline the directions of possible changes in the personnel management system in the future period.

The last stage is to assess the implementation of the strategy and policy of personnel management, which analyzes the implementation of the personnel budget, determines the performance indicators of business processes of personnel management, evaluates the contribution of the personnel Department in achieving the strategic goals of the organization [5].

The process of developing a personnel management strategy is cyclical: the completion of the strategy is the beginning of a new round of strategic human resources management in the enterprise.

Thus, the process of strategic personnel management is multi-stage and multi-variant. Each stage requires highly qualified specialists with special knowledge and skills in the field of strategic corporate management and personnel management.

3.3 Characteristics of the main tools of strategic personnel management

The system of strategic personnel management should be considered as a set of interrelated tools, United by a common goal.

One of these tools is performance management, which is a strategic and integrated approach to ensure sustainable success of the company. The objectives of performance management are to create a clear management system for the implementation of the strategy; improve the quality of management decisions and reduce the gap between decisions, plans and actual actions of all categories of personnel.

Performance management is a system consisting of a set of interrelated elements (Fig. (1) [6]

Performance management system

Figure 1 — Performance management system

An important tool of strategic personnel management is remuneration management, which is a long-term impact on the staff in order to change the criteria of the existing structure of its value orientations and interests, which serve as the motivational core of human and human capital development of the company [7].

One of the main objectives of the remuneration strategy is to apply such methods of stimulation of labor, which create a conscious commitment of employees to the company's goals and cause a desire to achieve the planned results. This occurs if the management manages to closely link the goals of the staff with the individual interests of the employees [8].

One of the key tools of strategic personnel management is its training and development. In order to effectively contribute to the implementation of the company's strategy, training and development of personnel should be part of the strategy of personnel management, logically related to all subsystems and areas of management. The purpose of the training strategy and staff development — identify approaches to maintaining compliance competence of various categories of employees the business requirements; the formulation of the mission of the training and development of personnel, development of strategy of development of competencies.

The system of personnel training and development is disclosed in the acronym ADDIE:

  1. A (Needs Assessment) — identify training needs and create a clear picture of who and what to teach to achieve the planned business results.
  2. D (Program Design) — planning a corporate training program that determines the timing, budget, categories of personnel and methods of its training and development.
  3. D (Program Development) — development of training programs to solve the problem of training of each category of personnel.
  4. I (Program Implementation) — conducting training according to the planned program.
  5. E (Evaluation) — evaluation of learning and development outcomes [9].

An important tool of strategic personnel management is the development of organizational development strategy. It involves large-scale and long-term changes in the company, aimed at improving the efficiency of its operation and successful adaptation to a dynamic environment. This strategy deals with changes in management systems, processes, structure, culture, including changes in corporate values and management style. Organizational development strategy promotes purposeful and successful change of the organization and such behavior of the personnel which forms its competitive advantages [10].

Application of models of organizational development in practice allows to predict the development of events and occurrence of critical situations, to develop a long-term program of measures to solve problems and overcome crises. Understanding the patterns of organizational development allows management to prioritize and make decisions appropriate to the age and level of development of the organization.

In fact, the organizational development strategy is a strategic agenda for change. And effective change management, usually starting with one area of organizational activity, entails certain changes in other areas.

One of the most important tools of the HR strategy is to improve the organizational culture, as the most important task of the HR strategy is to ensure the behavior of the personnel corresponding to the business goals of the company, and the organizational culture is a collective programming. Organizational culture is a dynamic system of norms, values and beliefs shared by team members, which guides the behavior and actions of employees to achieve the goals set for the organization [11].

In General, the improvement of organizational culture involves a set of interrelated actions:

  1. maintaining the bearers of corporate values;
  2. staff orientation on quality and improvement;
  3. ensuring the active participation of tops in the company's activities; the requirement of openness and responsibility from tops (personal example);
  4. development or improvement of the code of business conduct and the standard of management of organizational culture;
  5. training of personnel to follow the rules of ethics, corporate values;
  6. regular assessment of compliance of personnel's behavior with corporate values;
  7. involving staff in the decision-making process;
  8. team work development;
  9. establishment and development of procedures and mechanisms for understanding and agreement;
  10. attracting and supporting leaders and innovators;
  11. preference in recruitment to candidates who meet our company values;
  12. development of mentoring and adaptation procedures for new employees;
  13. the cultivation of the attractiveness of the company's history, characters and folklore.

At a time when economic competition moves to the field of intellectual and human capital, knowledge management becomes an important tool of strategic personnel management. Knowledge permeates the entire organization and serves as the basis for decision-making and company management process.

Understanding the different characteristics of knowledge that staff need and have value to the company enables them to be used in the best way. Explicit knowledge can and should be automated, and the use of implicit knowledge of the staff must be appropriately improved personnel management system and culture. All this requires time and consistent management. Knowledge that is not used and does not increase, definitely outdated and becoming useless. Knowledge that is acquired, applied and exchanged, on the contrary, creates new knowledge. In the information society, knowledge becomes obsolete very quickly.

A dynamic business environment, changing working conditions and requirements determine the need for a knowledge management strategy. This strategy is aimed at creating a competitive advantage through the acquisition, preservation and effective use of knowledge in the company, in particular, for the timely provision of knowledge to those categories of personnel who need this knowledge for effective performance of work.

The knowledge management system consists of three main elements: personnel management, information management, and information technology management (fig. 2).

Elements of a knowledge management system

Figure 2 — Elements of a knowledge management system
(animation: 6 frames, 7 cycles of repeating, 124 kilobytes)

The cycle of knowledge creation and management process includes identifying organizational problems, searching for knowledge, generating ideas, conducting experiments to select the best idea, gaining new experience, and disseminating this experience.

In the context of strategic personnel management, knowledge management involves the construction of a learning organization, the key attributes of which are the ability to self-learning and the presence of a management mechanism for the development of knowledge. The concept of the learning organization is that, learning, the company receives previously had no competence that allows it to change itself and change the world around them. The learning organization creates a mechanism for effective knowledge management through deep integration of management technologies and processes, involving staff in the creation of new knowledge. It is almost impossible to solve this problem outside the HR management strategy [12].

Thus, strategic personnel management is carried out with the help of certain targeted tools that are closely interrelated and form an integral functional system that is part of the structure of strategic personnel management.

Conclusion

Strategic personnel management can be defined as an integrated approach to personnel management aimed at the development and implementation of its competencies necessary to ensure sustainable competitive advantages and achieve its strategic goals. It is such management of the organization which is based on human potential as the main value of the organization, flexibly reacts to challenges from an external environment, carries out timely changes, being guided in the activity by needs of buyers, allows the organization to achieve competitive advantages, to survive in the long term, achieving organizational and individual goals.

The process of strategic personnel management is multi-stage and multi-variant. Each stage requires highly qualified specialists with special knowledge and skills in the field of strategic corporate management and personnel management.

Among the main tools of the strategic management of personnel were allocated performance management, remuneration, training and staff development, organizational development, improvement of organizational culture, knowledge management.

This master's work is not completed yet. Final completion:June 2019. The full text of the work and materials on the topic can be obtained from the author or his head after this date.

References

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