Personnel planning in the organization: stages, tasks, goals, analysis

2024 Author: Howard Calhoun | [email protected]. Last modified: 2023-12-17 10:16

Personnel planning is carried out in any organization and in the public service. This activity is carried out exclusively by a professional service. But still, personnel planning in an organization is carried out only in close connection with the representative of the employer or directly with the manager himself.

Definition and feature

Of course, only the management itself singles out and realizes the strategic direction, but still this happens on the basis of the calculations provided by the personnel officers. And, accordingly, they then develop a set of measures to organize a proven policy and, in fact, the plans themselves, which are approved by the employer.

Personnel planning in an organization is a set of such measures that are aimed at providing an enterprise or a state body with employees capable of solving all the current and future tasks facing their institution. And here it is necessaryhighlight a very important point.

When personnel planning takes place in an organization, it is necessary to keep in mind not only the tasks that the enterprise is currently facing, but also possible prospects. You always have to answer the question, what's next?

For example, the same trend of downsizing in the civil service. When managers envision a workforce planning event in an organization, they naturally need to keep in mind the possibility that the enterprise will not have more new vacancies or may have to reduce existing ones and, based on this, draw up a plan of action.

Questions

Any personnel planning in an organization allows you to solve five tasks.

The first of these is the question: "How many employees and what qualifications are they, when and where will they be needed?". That is, in short, it means: how many, whom and where.

Second question

How to make the best use of the characteristics (abilities, knowledge and professional experience) that all staff already have?

And here you need to remember about the individual approach, that is, everything comes down to a specific specialist. How to ensure that he is in his place and brings the greatest possible benefit to the company in which he works. I repeat, personnel planning in an organization is a purely, so to speak, personal and not entirely pleasant matter. This is exploitation of existing employees.

In this caseemployers need to get the most out of the people they work with, and that's okay.

Adjusting the number of employees

The third task is to address the question: "How to attract the right and reduce unnecessary staff without causing social damage?".

This is also very important, because the planning of personnel work in an organization, of course, comes down to downsizing and the employees themselves. Managers need to think about the fact that the people they fire will, to some extent, end up on the street. Of course, someone will find himself in a new profession or in the same one, and someone will not be able to overcome such a barrier. And this entails social consequences, damage. Why do we need crowds of unemployed officials who can then go to provide, for example, consulting services. And it will be in an organization that, let's say, is not entirely friendly with the law.

It must be borne in mind that the most dangerous criminal is a former policeman. The same applies to all civil servants. The most dangerous lobbyists and the most experienced GR-specialists are former government employees.

Why should any structure create such a dangerous precedent, it is better to smooth this moment already at the stage of planning personnel work in the organization.

Staff development

Any company also thinks about the fourth question: "What activities should be planned for the most effective professional development of all employees?".

These may be events related totowards further education. As well as some training seminars at the place of service and trainings that are not directly related to professional knowledge, but develop the personal characteristics of specialists.

Recently, seminars of a psychological nature and team building have come into fashion. And with certain resources and political will, government agencies can plan these activities.

Final question

How much will all planned activities cost?

Management can think as much as they like, but any enterprise has a budget limit. And here again, a new goal of personnel planning in the organization is revealed. The leadership cannot go beyond the limits set by the higher authorities. For example, for a federal agency, the constraint is the government itself.

This goal of personnel planning in an organization comes from the fact that some enterprises do not have the opportunity to earn their money, because they are not a private office. Therefore, it is imperative to act only within those budgetary frameworks that are approved from above. Therefore, if an enterprise does not have planned funds for, for example, additional education of employees, then professional development will have to be provided in some other way.

Planning package

The tasks of personnel planning in an organization are largely reduced to designing the need for personnel, personnel and specific activities. They are set for the enterprise for the calendar year.

And finally, the most technical task in the organization of personnel planning, in personnel management is the activity of services for the implementation of professional staff at the enterprise. If you pay attention to Federal Law No. 79 on the state and civil service, then in article 44 you can see all the directions of the state body.

First of all, of course, this is the preparation of relevant acts on the personnel issue by the representative of the employer: orders for admission, certification and dismissal, as well as referrals for additional education, and so on.

Secondly, this is, of course, the organization of relevant events. For example, creating competitions, conducting certification and qualification exams, ensuring the work of the commission on official disputes and resolving conflicts of interest, as well as current personnel records management, maintaining work books, personal files, and so on.

Besides this, this service carries out serious methodological work within its framework. That is, it is the personnel officers who determine the method, or rather, they only offer, and, of course, the employer himself approves, candidates for the service and evaluates the applicants. Naturally, within the framework established by law.

Planning a personnel policy in an organization also consists in creating a methodology for conducting attestation and evaluation of personnel, including current ones. And here the peculiarity of the civil service is that in different state bodies these procedures, on the one hand, should beunified, and this is a requirement of the law, and on the other hand, in Russia there is actually no single body that would deal with this issue. Although the law provides for the creation of a single cell, it does not exist at the federal level, and these functions are partly taken over by the Ministry of Labor. And also many questions are given at the mercy of personnel services, including the methodology for conducting competitive, attestation procedures.

For comparison, a number of different European countries can be cited: Italy, France and so on. They created such bodies. In France, the highest structure is the Council of State, which takes over, among other things, the functions of administration and management of the civil service. In Italy, the Supreme Council of the Magistracy is vested with similar responsibilities.

Such a structure is not always created in the status of a ministry or similar body, but in countries such as the UK, the United States of America, Germany and many other European countries, it exists.

HR planning system in the organization

This policy refers to the order of rules in accordance with which the people who enter the enterprise act. This is the most general definition and the most important component of personnel planning in the activities of the organization.

The system defines philosophy and principles. And it is in accordance with them that management implements its decisions regarding human resources and builds the potential of personnel policy.

The goal is to ensure the optimal balance, the ratio of the processes of renewal and preservationthe numerical potential of employees, as well as the formation of their qualitative composition and satisfaction of the needs of organizations, which are determined in accordance with its strategic and tactical aspirations, as well as in accordance with the state of the current legislation and the labor market.

This is why the workforce planning process in an organization can be interpreted both broadly and narrowly.

First definition

In a broad sense, HR strategy is a concept of conscious and specific images, formulated and held together by appropriate documents, rules and regulations that bring the general human resource in line with the long-term strategy of the company.

Therefore, with this presentation, attention should be focused on the distinctive features of the implementation of power capabilities and management styles. This determines its own reflection, albeit rather indirectly, in the philosophy of the institution, its mission, and so on.

From this it follows that all events in the service with personnel, whether it is the search for personnel, the formation of a staff or standard schedule, certification, training, promotion, and so on, in any case, you need to plan, of course, in advance. At the same time, all this should be coordinated in advance with the strategic development goals of the organization, such as, for example, entering other markets or solving current problems with various authorities, and so on.

Second definition

Personnel policy in the narrow sense - a set of some specific rules, wishes and restrictions,often unconscious, which is implemented both in the process of direct interaction between employees and in the relationship between employees and the organization as a whole. For example, only people with higher education are recruited into a company. This decision is not specifically discussed. Such an example shows what direction of personnel planning in an organization can be in the narrowest sense.

Based on these two definitions, the following types of policies can be distinguished:

1. Which are based on the level of awareness of the rules and norms of personnel activities:

• passive,
• reactive,
• preventive,
• active.

2. According to the degree of openness of the organization, attitude to the external environment in the formation of the working staff, its fundamental orientation to internal or external sources of recruitment:

• closed,
• open.

So now it's time to go into more detail about these basic principles.

Features of personnel planning in an organization

Let's start with passive and reactive. What do they mean?

In the case of the first personnel policy, the phrase itself seems to be some kind of contradiction in terms. However, there are often situations when the management of the organization, one way or another, is forced not to show excessive initiatives. If the personnel of the enterprise does not have a pronounced program of action in relation to its own personnel, then the management policy in this areabecomes passive. And employers in this case are forced to work in emergency response mode to emergency situations. And here comes the second additional state.

Reactive personnel policy is that the management of the enterprise controls the symptoms of a negative state in the work with the staff. In this case, employers make attempts to predict the causes of such situations. And also the management monitors the emergence of conflicts and performs some monitoring of a skilled workforce or the motivation of personnel for high-performance work.

Therefore, actions are being taken that are aimed at analyzing the causes leading to the emergence of various personnel problems. In this case, professional services include monitoring, forecasting, and prevention in their list of tasks.

Thus, the stages of personnel planning in an organization are greatly expanded with a reactive policy.

Preventive and active

These are the types that are aimed at warning and direct impact.

In the true sense of the term, there is a preventive and precautionary personnel policy when the management has an effective forecast for the development of a particular situation. And when such a state of affairs is developed at the enterprise and there is a professional policy, we can talk about the analysis of personnel planning in the organization.

In this situation, there may be such a state of affairs when the management has absolutely no funds for a personal specific situation. In this case, there isdifficult task for HR. They need to predict the situation for the medium term, which is neither the subject of strategic planning nor tactical response.

This is one of the features of an active personnel policy, which can be characterized as follows.

Human Resources must be able to develop targeted programs based on real-time monitoring of a specific situation and adjusting them in accordance with previous actions. It is necessary to develop such formulas that provide both forecasting and regulation of a specific regular situation.

This is the characteristic of an active personnel position, which should be realistic.

Open and closed

Open personnel policy is characterized by the fact that each organization is transparent for employees at absolutely any structural level. It is open even to potential employees. New staff can start working in the organization at both the lowest and highest levels. And in some, of course, ideal case, this enterprise with a completely open personnel policy should be able to hire any specialist at absolutely any level. Of course, only if he has the appropriate qualifications and, in general, the organization needs it. This is the peculiarity of open politics.

Perhaps those readers who have experience in the personnel structure will say that all this soundsutopian enough. However, in modern companies, such an open policy is not such an exotic state of affairs.

Today, this is typical, for example, for many modern telecommunications, automotive or radio companies that have worked at a high level and continue to do so for more than a year. The peculiarity of the organization is that they want to buy people for any job levels, regardless of whether they previously worked in companies of this kind or not. And experience in general is also not important, and sometimes even education.

In such organizations, the openness of personnel policy has its own certain flexibility, which gives a significant economic effect. Of course, depending on the company, the conditions for hiring may also change.

As noted above, there is also a reverse closed policy. Many economists believe that this is a somewhat outdated form. Nevertheless, it must be admitted that it is the closed personnel policy that is the most common in our country.

This form assumes that the organization focuses solely on the inclusion in its senior management of only employees from their own company from the previous level. That is, this is the career ladder common in Russia.

Filling a vacancy at each next level occurs only from among the employees of the same organization, and new faces appear only at the lowest step.

This format should not be associated only with the conservatism of the domestic personnel environment, since sucha closed policy is typical for many Western companies. And it was created, of course, for those organizations that are focused on creating a positive corporate atmosphere within the company.