Department of commercialization of scientific and innovative developments management and control

LECTURE 8. STAFF IN THE MANAGEMENT SYSTEM AND THEIR CLASSIFICATION
In general, personnel refers to specialists in various fields of science and technology, including skilled workers whose duties require special professional training.
Management staff means workers whose professional activities are full or mainly related to production management.
The following two concepts are inextricably linked with the concept of management personnel, i.e. personnel policy and the concepts of working with personnel.
Personnel policy is long-term work on the training of highly qualified management personnel with appropriate professional skills and personal qualities. The purpose of personnel policy is to develop long-term programs for training and retraining of specialists in enterprises and firms.
The system of working with personnel consists of a set of forms, methods, directions and criteria for working with management personnel. Work with personnel includes the following: planning, organization and management of selection, placement of personnel, training, transfer of personnel from one job to another, promotion to a higher job. The LECTURE of this system includes a wide range of people and special units. These are: CEO, director; his personnel deputies; human Resources; department of technical training. In the system of working with personnel, those who are appointed to work, that is, management personnel, are considered the object of management.
Personnel management is a comprehensive, goal-oriented influence on the team and individual employees in order to provide optimal conditions for creativity, initiative, and creativity in achieving the company's goals. Management in any enterprise includes two main points of view:
The first is to determine the goals of the enterprise, develop measures for its implementation and control the results accordingly. In this case, management is focused on solving material and logical tasks, organizing and managing work in the enterprise.
According to the second point of view, leading an enterprise is also managing people, that is, influencing employees to achieve the set goals.
An important organizer of business is personnel management. It creates a favorable environment that creates work opportunities and develops skills. People get satisfaction from their work and public recognition of their achievements. Therefore, in the field of personnel management, the main focus is on the development of the worker's ability to work.
Personnel managers are an independent group of professional specialists - managers, whose main goal is to increase the productivity and creative activity of employees, to develop and implement personnel development programs in the organization. HR plays an important role here. Now a new "employee-manager" profession has appeared, that is, the profession of managing employees. Personnel services are gradually becoming centers for the development and implementation of labor organization strategies.
They need to help develop businesses by hiring highly skilled workers, planning for growth, evaluating production performance, and improving labor compensation.
The main activities of the personnel service are as follows:
A. Formation of personnel of the organization (routsourcing, selection and recruitment for vacant positions, analysis of staff shortages, etc.).
B. Development of workers (professional direction bacquisition and retraining, certification and evaluation of employees, promotion).
D. Improving the organization of work and encouraging it, creating safe working conditions. The organization must have developed a human resources management strategy, that is, determine the prospective directions of the use of employees; updating and improving it; it is necessary to carry out work on the development of the basis.
Taking into account the changes in the personnel management system, four groups of factors are distinguished:
1. Ttechnical-technological:
- changing employment structures and forms: employees differentiation and formation of "domestic labor markets";
- mreconsideration of tasks of labor organization from the point of view of integration and teamwork;
- continuous training and retraining of employees;
- work quality management complcreate an axis system.
2. Personal:
- principles of employment, individual mrevision of employment forms;
- creating a system of continuous training of personnel;
- directing the incentive system to entrepreneurship, innovation, and participation in management decisions;
- change the leadership style and increase the role of "corporate culture" in the management system;
- a person in the organizationa comprehensive approach to the adequacy of resources, establishing stable work and development of leading personnel.
3. Economic and socio-political:
- gathering advanced international experiences in personnel management;
- creation of new forms of cooperation of company workers, trade unions and administration;
- strengthening interaction of personnel service with state bodies;
4. Development of management theory:
- formation of the entire "view" of management by employees, understanding the role of the individual in ensuring the effective operation of the organizationreach;
- mincrease the analytical basis of decisions on the use of labor resources.
The tasks of the personnel service can be described as follows:
- uscomprehensive support for es;
- forming a policy of foreseeing employees, supporting a creative approach to work; in personnel mattersensuring a high level of professionalism and quality of expertise;
- mdrawing the attention of managers at different levels to identify problems in the use of labor resources and make relevant decisions;
- creation of conditions for high-performance work, support of creative and innovative creators;
- organization mexpanding the knowledge of engineers.
8.2. SELECTION OF STAFF. SORTING, PLACEMENT AND PREPARATION OF STAFF
Selection, placement and training of personnel is a central issue in personnel work.
Personnel selection is the process of studying people, managers and specialists in order to determine their ability to perform functional tasks for the respective positions.
Selection of management personnel is carried out in three directions:
1. Promotion of management personnel to a higher position within the organization.
2. Appointment or selection of an employee from outside.
3. Special preparation of personnel reserve.
Staffing is the distribution of available personnel within the administration.
The main aspect of personnel work is the problem of training and education of persons intended for different career levels - personnel reserve. It is recommended to prepare the personnel reserve in two stages:
1. Diagnostic - conducted to determine the ability of a specialist to move up in the service.
2. Educate and train reserve as far as possible in various courses, training institutes, etc.
R equirements for workers' creative approach to production ensure their independence and responsibility for their work, their active participation in management decisions, and their direct interest in the results of their work. Due to this, the criteria for evaluating employees, such as the education, professional skills, personal culture and morals of employees, acquire a new meaning and content. People are considered the most valuable resource of the organization.
The personnel manager is fully responsible for the selection of employees. The employee selection process is shown in the figure above.
Various sources of information can be used to avoid mistakes in the selection of personnel:

	Sources	Information content and its importance
	Application for employment	creates an initial impression of the candidate;
	Photograph	creates an image of appearance;
	Biography	shows the process of growth, allows to know the person more deeply;
Personal sheet		contains the most important information about the recipient, collects and systematizes them, helps to ensure that information is not forgotten;
Certificate of maturity		provides information on learning at school, and includes relative information on professional qualifications or employment;
Workbook		confirms the jobs in the biography, sheds light on the scope of previous activities, is sometimes limited by terms, can indicate the description of qualifications;
Recommendations		highlights aspects of professional suitability;
Interview with the recipient		allows to fill information gaps with the help of other sources, creates a personal image of the receiver;
Test case		the ability to perform certain work (for example, having certain skills, etc.);
Medical examination (for occupational fitness)		partially includes descriptions of professional fitness (intellectual competence, erudition, professional qualities, character traits, permitted level of fitness);
Psychological tests Graphological summary		provides information about character suitability from a general and specific point of view; this information is controversial; allowed only with the consent of the plaintiff; if the candidate is applying for a leadership position, handwritten documents to be attached to the application will be required.

8.3. EMPLOYEE EVALUATION MTHE WORDS

Employee evaluation criteria:
1. Education and production experience:
- information;
- production experience;
- my handdedication;
- independent work;
- responsibility for production costs;
- personnel management;
- working together.
2. Behavior (style of behavior);
- appearance;
- belief in one's own strength (self-confidence, reliability, independence);
- adaptability and accessibility;
- restraint;
- fairness and conscientiousness (honesty);
- bringing people together.
3. Goal orientation:
- desire to be promoted in the service;
- initiative;
- readiness to perform the task;- to act with all his might; - ability to increase knowledge.
4. Intintellectual ability:
- zmental sharpness (intelligence);
- thinking ability (abstract thinking ability);
- to different effects raction;
- level of reasoning;
- negotiation skills.
5. Speaking style:
- ingenuity;
- talk a lot;
- able to express his thoughts clearly.
6. Unique aspects.
7. Professional eligibility:
- by profession;
- according to personal characteristics.
In conclusion, the following should be noted:
- market-type mit is not possible to support the formation of the labor team;
- personnel policy in the field of personnel selection has changed;
- the selection of employees is clear rshould be carried out on the basis of eja;
- min the process of planning labor resources, the availability of personnel, their future needs are determined, and programs for their development are developed;
- it is advisable to use internal and external labor markets for personnel selection.
Methods of selecting employees

Selection of employees
Meeting the needs of the enterprise		Meeting needs outside the enterprise
Without moving states	By moving frames	A more passive reception	More active reception
Increasing the volume of work Extending working hours at the enterprise Shifting the vacation period Vocational training of employees	Appointment (recruitment) within the production at the proposal of the head. Development of personnel in a goal-oriented manner (vocational training, retraining, change of workplace)	The arrival of the candidates themselves review Management support Temporary work Employment contract	Notice board Recruiting through company employees Recruiting from schools Recruiting through advertising and posters In-house HR consultant Advertisements in newspapers

Employee evaluation and recruitment.

Employee evaluation is a process aimed at determining whether a person's business and personal qualities match the requirements of a position or workplace.
Employee evaluation methods.
They can be grouped into three main groups:
A method of predetermining. In this method, questionnaire data, written or oral descriptions, opinions and comments of the boss and colleagues at the workplace, personal interviews, and psychological tests are widely used.
Practical method. The suitability of the employee to perform official duties is checked based on the results of his practical work. For this purpose, the sampling technique is used.
Imitation method. The candidate is assigned the task of solving a specific situation (situations).
At the end of the assessment, an expert assessment of the person's characteristics and business qualities is carried out.
In each specific case, the set of evaluation criteria will depend on the content and quality of the work to be performed in the future.
Let's look at five main evaluation criteria:
1) amount of work - mlabor volume, efficiency, intensity, time spent are determined;
2) quality of work - percentage of errors in work, product quality and its compliance with the best examples in the worldetc. are determined;
3) attitude to work - the employee's initiative, he can withstand heavy workloads at work bthe ability to adapt to different, especially new, situations is checked;
4) thoroughness in work - attitude to means of production, their use, raw materials and materialseconomical use of aerials, the level of accounting for material consumption at the workplace, etc. are determined;
5) readiness for cooperation within the enterprise - the employee's participation in solving cooperative issues, team relations, ability to participate in team work, etc.reaction to rebuke and other personal qualities are considered.
Personal and technical means of employee evaluation.
1) administrative - promotion, demotion, transfer to another job, mtermination of employment contract. In this case, the evaluation of the employee is carried out to make an administrative decision.
2) for information — as a result of evaluation, information to employees about their relative work levels bthere is a possibility of melting. As a result, the employee learns the strengths and weaknesses of his work.
3) to justify — assessment results appear as an important means of justifying people's behavior. Strong people can be identified and rewarded objectively.
The tools and methods of screening and evaluating job applicants are often divided into personal and technical types.
There are two groups of requirements for technical evaluation of employees:

IN RELATION TO THE POSITION

Position (middle and high level); duties and responsibilities to be performed; tasks to be solved: tactical and strategic; actions under normal conditions

REGARDING THE ORGANIZATION

Work efficiency; determining the dominant aspects and criteria of the organization's development; finishing ability.