Annotation

Significant changes, the presence of a crisis situation in social, economic, political spheres of Ukraine at the same time as expand opportunities and create a severe limitation for each person, the stability of its existence and growth. These problems and negative phenomena significantly affect the activity and functioning of enterprises.

INTRODUCTION

With the aim of preserving their positions (or even development) a crisis, companies need to mobilize all available resources in first of all, human. Moreover, the efficiency of HR management directly affects the stability of activity of the enterprises. In this regard, during the crisis increases the importance of the work with staff and increasing attention to the development and implementation of measures crisis management personnel in enterprises. Today, unfortunately, for many domestic subjects management common steel such as mass layoffs of staff delays in payment of wages and reduce its size, translation workers in a mode of incomplete working day or week, providing unpaid leave. That's why actualized the issue of effective personnel management in times of crisis [2]. Crisis management personnel in such conditions intended to consider a range of adaptation of the employee to external and internal conditions of functioning and development of the organization. It involves not only the formal organization of work with personnel (planning, selection, placement ), but a combination of factors of socio- psychological, ethical, caring attitude to the needs of person, taking into account its individual characteristics. The system of crisis management personnel is a set of subsystems General and line management, a number of functional subsystems, specializing in the implementation of homogeneous functions and relations between them [4]. Subsystem and General line management is responsible for: managing the organization as a whole, the functional management and production units. The functions of this subsystem are implemented: Director (Manager) the organization, his deputies, heads of functional and production divisions, their deputies, foremen, foremen. The composition of the personnel management system is a set of relatively independent functional subsystems: the subsystem of control recruitment and accounting staff; the subsystem of control of labor relations; the subsystem of management of development staff; control subsystem social development; the subsystem of organizational structure management; the subsystem of the information security management system staff. The structure of the system of personnel management depends on the extent the organization, its geographic location, nature of activity and other factors. In small and medium firms one subsystem can perform functions of several functional subsystems, in pre-crisis and crisis the conditions can be abolished some subsystems and established with a set of new features, and other possible structural functional changes [1].

RESEARCH OBJECT

The concept of crisis management staff encourages managers organization to focus on strategic, promising directions work with staff, such as mass retraining of employees organization in connection with the transition to new technologies; the rejuvenation of the staff by engaging young; development of principles of employment employees during their mass release. In crisis conditions personnel policy of the enterprise transforms that due to its limited financial resources, organizational inevitable transformation and collapse of a number of social programmes, the downsizing of staff and the improvement of socio-psychological tension in labor the team.

The problems inherent in the personnel management of enterprises in the crisis, in particular: the underestimation of the need to develop a system of personnel management, the lack of recruitment of new workers, low the activities staff development (due to savings on learning), irregular payment of wages, inadequate attention to the formulation of the corporate principles of working with people, reducing premiums, lack of activities for professional and career advancement personnel, low level of personnel documentation insufficient attention to business personnel evaluation, staff reductions, etc. [5]. As shown by research conducted at the basic enterprise Slobozhanshchyna food factory", the enterprise is inherent in this type personnel policy as Passive. Since there is no clearly defined program action against personnel and personnel policy is the elimination the negative consequences. At the enterprise there is no forecast staffing needs means for evaluating the work of staff. Anti-crisis model of enterprise behavior now emerge spontaneously and is not effective. The total number of employees is 40 people. The highest form of organization of the production process enterprises are automatic lines, which are in sequence automatically perform manufacturing operations of production on manufacturing products. The company uses this type of crisis behaviour: the contraction in activity, dismissal of personnel, minimize all programs staff development (training, benefits package, incentive programs); total minimization of all types of operating and other expenses. This model the behavior of the enterprise cannot be considered optimal. In most cases exactly these companies eventually go bankrupt.

It would be appropriate during the crisis to form a model of proactive HR is based on the idea of advance warning of problems in the organization). This model assumes that early, purposeful preventive actions, providing the ability for self-preservation, flexibility, orientation to future changes, readiness for implementation of activities under uncertainty, the formation of anti-crisis potential, resistant to sudden changes in a timely manner and is able to identify possible threats, to diagnose the early signs of crisis processes and confront them development, because the company that takes into account possible scenarios in the future, understands that the dismissal of workers, although reduces costs in the short term, however, the costs of benefits, damages for loss of qualified professionals and the loss of trust, and subsequent expenditure on hiring, training and retention of staff in may eventually greatly exceed the expected benefit. In my opinion, crisis management Slobozhanshchyna the factory" should consist of the following stages: the analysis of the problem situation and condition of the company, HR diagnostics capacity development of anti-crisis staffing strategy, development and organization of the implementation of anti-crisis staff decisions, the development of measures relative addressing and preventing conflicts, monitoring the implementation crisis staff decisions.

RESULTS OF RESEARCH

If the company implement crisis management staff, as well as to apply anti-crisis measures in the management system staff, we can ensure greater efficiency and the competitiveness of the enterprise market. I came to the conclusion that crisis management personnel on the enterprise is of great importance for its further implementation, as for all enterprises management of people is of leading importance, and no professionals, no enterprise can achieve its goals. Most often the effectiveness of the control system 6 is provided by the activity experienced and competent managers and professionals who achieve success and set goals with less material, financial and labour resources.

CONCLUSION

Crisis management of human resources is an important component business management and has a significant impact on the effectiveness of its economic activity.

REFERENCES

1. Bazarov T. Eremin personnel Management. – M.: Unity, 2002.
2. Vasilenko V. O. Anticreative integral pdist]. posb. for stud. visa]. bookmark. – K.: CUL, 2003. – 503 p.
3. Kibanov A. I. organization personnel Management : textbook. – M.: Infra–M, 2001.