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Business processes in the personnel management system. Personnel management as a business process. HR process

Qualified personnel are the key to an effective enterprise. Valuable personnel are the main and irreplaceable resource of any organization. But it is important not only to select and attract people, but also to help them adapt to working at the enterprise. The HR business process refers to a series of related activities aimed at streamlining work with employees.

There is a well-known scheme that helps manage personnel; it is based on the principle of consistency, which allows you to influence employees using internal and external factors.

Such a system can also be based on the process principle, which consists of distributing authority from top to bottom, maintaining a hierarchy. The use of a system based on the process principle allows you to effectively organize the work of an enterprise, managing the relationships between participants in the business process.

The enterprise independently determines the main business processes; this authority belongs to the personnel management service. There are six central business processes that cover the activities of the entire enterprise. Each of the central processes is divided into additional ones.

Business processes of personnel management:

Most often, the description of the business process of personnel management occurs in the main blocks - “Personnel Planning” and “Personnel Development”, thus forming a model for personnel management.

Key factors required for workforce planning:

  • strategic plan for the entire enterprise;
  • available vacancies;
  • future layoffs or transfers of employees.

The following economic indicators characterize the business management process:

  • necessary specialists of a certain profile;
  • number of candidates per available seat;
  • time spent searching for personnel;
  • financial expenses.

When conducting the selection process, it is important to check and analyze the candidate’s business abilities and qualities, and the ability to cope with the job. Such verification is carried out for its further distribution and assignment of a qualified level.

Selection also involves checking mandatory documents (work book, passport and document confirming education) and application forms. The facts specified in the application form and the requirements for the available vacancy are compared.

Afterwards, computer testing and a direct interview are carried out. If the candidate for the available seat is suitable, he is included in the staff. All the described processes constitute one business process - “Human Resources Planning”.

Another key business process of personnel management is “Personnel Development”. It consists of subprocesses such aspersonnel training, retraining and advanced training, which is very important for production.

This business process allows not only to raise the professional level of the employee, but also to adapt to the work process. This issue is dealt with by the personnel management service, which develops an individual career plan for the employee.

When we talk about small businesses, it is worth knowing that the scale of the problems there is just as large as in large companies. And sometimes controversial issues in small and medium-sized businesses exceed the scale of large businesses. For example, personnel management in a small business is more problematic than in a large one. This is due to the fact that in a small-scale business, universal people who can combine several positions must work. This situation is due to a small personnel reserve. Therefore, small business personnel management is one of the most complex processes.

A small enterprise always speaks of a closer relationship between the subordinate and the boss. But such a position will not always be appropriate, since warm relations will not be able to correct different social situations. Therefore, it is still worth not crossing the line. And if you want to encourage an employee, then only in the form of a bonus.

Another nuance of a small business is a small team that lives as one big “family” and will not tolerate a person with bad habits or a different way of thinking.

Personnel management in a small business has its negative features. For example, very often entrepreneurs skimp on human resources and recruit for positions with low qualifications, low wages and no benefits package. However, a sufficient number of people who are afraid of being left without work may want to get into such a place.


There are auxiliary courses that teach small and medium-sized businesses and management. Such a program will be able to teach the listener to analyze activities, organize events, create a business plan, and use various technologies for business development. Moreover, you can learn to intelligently evaluate investments, get acquainted with accounting, and conduct analytical work in its various forms.

Business coach Alexander Sagalovich tells how to organize a company’s personnel management system using a process approach.

Personnel management is not always carried out systematically and on a planned basis. The principles and values ​​that underlie work with personnel may not be formulated or may not be in any way related to the company’s strategy. Incentive systems can be difficult to understand and calculate, and their effectiveness is not monitored.

As a result, the company's performance decreases, staff turnover increases, and some vacancies remain unfilled for many months. The quality of customer service is falling, real personnel costs are rising (even if the wage fund is decreasing).

In this series of articles I want to outline my vision of a personnel management system based on a process approach. It is not academic and I am not offering it as an HR manual. The main goal is to demonstrate the principles on which the personnel management system is built as part of the company’s business processes, integrated into the overall regular management system. The specific HR advice you will find regarding recruiting, motivation, etc. is my personal opinion, the result of experience and training.

Let's define what human resource management is. Michael Armstrong, in his book The Practice of Human Resource Management, puts it this way: “Human resource management (HRM) can be defined as a strategic and coherent approach to managing an enterprise's most valuable asset: the people who work there, who collectively and individually contribute to solving problems. enterprises. At the same time, the main goal of HRM is to ensure that the organization achieves success with the help of people.”

This definition seems to me to be quite consistent with the purposes of this article. Some authors share the concept of HRM and “personnel management”. But in this article this is not important; I will use these concepts as synonyms.

Now a few definitions that I have already given in other articles.

Business process structure is a model of a company’s business processes that reflects the hierarchy of processes and connections between them, departments and the external environment through inputs and outputs. All inputs/outputs have their own supplier/recipient: a process, a department, a specific employee, an external counterparty.

Buisness process- periodically repeated, controlled activity, the result of which is a certain resource that has value for a specific consumer (client). The client can be either internal or external.

Therefore, we will consider first of all the structure of HRM processes, their relationship with each other, other processes and the company's strategy.

Since the personnel management system contains certain elements that go beyond the definition of business processes, I will use an additional concept. Its working title is universal procedure. This is a regulated activity that can be carried out in a similar way within the framework of any project or business process. Its result can be a material or information product that is used further in the process or project.

For example, in programming, some standard function or procedure - say, adding strings - can be used in a variety of cases: when describing classes, objects, other procedures and functions. Examples include the procedures for approving a document and sending an email. These actions can be performed within absolutely any project or process. By themselves, they do not “reach” a separate process, but at the same time, they must be carried out according to certain rules.

The use of such procedures in general can simplify the regulation of processes. They can be described once. When they meet again, in other process regulations, it will be enough to make a link to the required document. Due to this, reading the regulations is simplified, time is saved, and a certain uniformity in activities is achieved.

General framework of HRM

Let's start with the general scheme of human resource management, and we will consistently move along it, looking at its elements using examples.

Briefly, the essence of this HRM system can be expressed as follows:


(1) The company has explicit or implicit visions of activity, strategic goals and objectives that determine the principles and strategic goals of personnel management.

(2) The strategic goals of personnel management in their own determine the specific business processes of HRM.

(3) They also define universal HRM procedures.

(4) In accordance with the rules and principles established in the processes and procedures, specific acts of personnel management are carried out.

(5) In this case, to work with information about personnel, a special database is used (hereinafter referred to as the “Personnel Database”).

Example. The company operates on the principle of calculating the variable part of wages based on individual results in meeting target indicators. This is the upper, strategic part of the system.

As part of the “Manage material motivation” business process, a system for calculating the variable part of wages was developed taking into account basic principles. After the implementation of business processes related to the main activity, the participant and/or owner of which was a specific employee, he did not achieve the planned indicator values.

At the end of the reporting period, a calculation was made within the framework of the “Calculate the variable part of wages” business process. That is, a specific act of fulfilling the process regulations was carried out. Then the minimum premium was issued. Data about this were entered into the “Personnel Database”.

Afterwards, you need to have a conversation with the employee. This is necessary to identify the cause of low results and prevent them in the future. This can be done within the rules of the PDCA Cycle (plan-execute-control-analysis cycle). A conversation with an employee will also be a specific act of this procedure.

Now let's look at the individual elements of the above diagram.

Vision and Strategy

The company's vision, strategy and goals influence all processes related to personnel management. They constitute the basic principles on which specific processes and procedures are built, and they are also necessary for planning and goal-setting of HRM activities.

Two important principles of HRM strategy are:

1. It must be part of the entire company's strategy. All principles and values ​​must be common and not contradict each other. To put it simply, if a company is focused on providing a unique product in the highest price segment, then the HRM strategy should focus on such a product, take into account the high professional level of personnel, low staff turnover, maintaining creative potential, etc.

2. The basic principles of personnel management in terms of hiring, motivation, training, and career management must be specific, clear, and understandable.

And vice versa. The principle “in our company there is no variable part of remuneration, but a constant part is established once a year based on the results of certification,” although it may not correspond to someone’s ideas about the motivation system, it will be simple and understandable. Provided that the principles of certification will also be determined.

It is advisable to express the specific strategic goals of the company in digital form. They are necessary for planning and goal-setting of HRM processes. Growth in production, sales, introduction of new technologies, etc. must be planned in advance not only in terms of equipment, software, marketing campaigns, financing, etc., but also in terms of hiring, training, motivation, and career growth of employees.

Planned values ​​for indicators of personnel management processes should also be related to overall strategic goals.

An example of a strategic plan for working with personnel based on the main points of the company's development plan.


For each cell, we determine the main goals, measures to achieve goals, criteria for achieving goals, planned values ​​of target indicators.

HRM Business Processes

As can be seen from the general diagram above, HRM business processes include those directly related to personnel management - recruitment and selection of personnel, training, career planning, etc. Let me remind you that the list of business processes shown in the diagram is not complete and final. In practice, companies themselves identify certain processes based on their scale, characteristics of management culture, types of activities, etc.

Let's consider a possible diagram of human resource management business processes, as well as the relationship of HRM processes with other processes in the company. It is the observance of these connections through the inputs and outputs of processes, regulated taking into account basic strategic principles, that provides the necessary synergistic effect from the process approach to personnel management.

An example of a personnel business process system for a small company:


Let's take a closer look at the connection between HRM processes and other business processes of the company.

The process of “Selecting and hiring personnel”


Process “Provide training on errors and changes”


The process of “Developing and finalizing a personnel motivation system”


Similarly, the remaining HR processes are interconnected with other business processes of the company.

To be continued.

Alexander Sagalovich, www.probusiness.by

is the process of identifying an organization’s personnel needs to achieve its strategic goals and objectives and developing an action plan to meet this need.

Personnel planning should be an integral part of the organization's overall business planning system, that is, interpret the organization's strategic plans in terms of requirements for its personnel. Planning will only be effective when it follows from the personnel management strategy and personnel policy of the organization.

Organizational personnel planning has the task of determining the methods and total costs of filling jobs at the right time and in the required quantity and answers the question: “How many workers, what qualifications, when and where will be needed to achieve the strategic goals and objectives of the organization?”

Human resource planning also addresses broader issues related to how employees are recruited and developed to improve organizational performance. Therefore, it can play an important role in strategic human resource management. Human resource planning should be an integral part of business planning. Strategic planning must decide what changes are envisaged in the scope and types of activities carried out by the organization. It should also define the core competencies that the company needs to achieve its goals, and therefore the specific skill requirements. But planning is always approximate, and this can limit the ability to develop integrated human resource plans that link to business plans. Human resource planning interprets strategic business plans in terms of people requirements. But it can also influence business strategy by drawing attention to how to more effectively develop and deploy workers to achieve overall business goals, and it can also highlight issues that may need to be addressed to ensure the right people are available and utility.

Human Resource Planning is “a decision-making process that combines three important activities: (1) identifying and attracting the right number of people with the right skills, (2) stimulating their development to achieve high performance, and (3) creating mutual relationships between business strategy and personnel policy" (Quinn Mills).

Quantitative need for human resources involves determining the number of workers (including in accordance with their age and gender) who are necessary to complete the assigned tasks.

Quality human resource needs takes into account the need for categories, specialties, professions and skill levels of workers and involves determining the requirements for specific jobs.

Can be distinguished“hard” and “soft” human resource planning . The first relies on quantitative analysis to ensure that the right number of suitable people is available when needed. The second emphasizes the creation and design of an organization's ideology that would lead to clear integration between corporate goals and the values, beliefs and actions of employees. But the soft option becomes, in essence, identical to the subject of human resource management as a whole.

Data on staffing requirements will be incomplete unless the timing and duration of staffing needs are determined. The need for personnel is always set at a certain time or by a certain date. The time range of planning depends, first of all, on the specifics of the goal, task, type of activity and level of qualifications of workers, the need for which must be planned. For example, when planning, the time required for hiring workers, their professional adaptation (including vocational training) until full mastery of the workplace (position, profession) must be taken into account.

Depending on the time range, the following types of planning are distinguished:

    short-term (for a period of up to one year);

    medium-term (for a period from one year to five years);

    long-term (for a period of more than five years).

As the practice of modern Russian commercial organizations shows, the usual horizon for personnel planning is the calendar year or working season (for types of work with high seasonality, for example, tourist resort services).

In addition, one should take into account the fact that as the time range increases, the uncertainty in planning also increases, as a result of which its accuracy may decrease. Thus, long-term personnel planning will contain fairly approximate data, and when the time range is reduced, it is possible to draw up more detailed plans. Thus, medium- and long-term planning poses the problem of adjusting plans. The plan should not be static. From time to time (for example, once every six months, year) it needs to be adjusted in accordance with the changing situation.

The determination of time ranges for personnel planning is carried out taking into account the specifics of the activity and conditions of a particular organization. If planning affects different time ranges at different levels of planning in the organization, then the problem of temporal coordination of plans arises, which means the orientation of short-term planning towards the goals of medium and long-term planning or, conversely, the transfer of long-term planning goals to short-term planning.

Such coordination of plans is necessary due to the high degree of integration of personnel planning into the planning system of the entire organization.

The human resource planning process includes the following steps:

    Development of requirements for workplaces.

    Research of labor markets (external and internal).

    Analysis of staff turnover.

    Determination (calculation) of personnel requirements.

    Determining the costs associated with meeting staffing needs.

    Determining ways to cover staffing needs.

    Development of action plans to meet staffing needs.

Stage 1. Development of requirements for workplaces (determining the qualitative need for personnel) involves the formation of a system of requirements (quality parameters) that the organization imposes on employees occupying certain job positions (jobs).

Job requirements are determined by the nature of work in a particular position. In turn, the nature of work determines the requirements that are presented to the workplace. The development of workplace requirements should reflect both the current state and future forecast of requirements. When developing workplace requirements, one should take into account the specifics of the labor process at a particular workplace and its relationship with other job positions and elements of the organization's structure.

In addition, when developing workplace requirements, it is important to determine, using a qualitative personnel analysis, the necessary qualifications of the employee, expressed through the qualitative parameters of the personnel requirements. Thus, based on an analysis of the system of requirements for workplaces and the actual qualifications of personnel, an action plan for its development is developed.

Traditionally, requirements for personnel (workplace) include the following basic parameters:

    knowledge (level of education, specialty, qualifications, additional professional training);

    professional experience (practical skills in a certain field of professional activity, work experience in specific positions);

    capabilities (intellectual abilities, ability to learn, special abilities necessary for a certain field of professional activity, for example, the ability to withstand stress, communication skills, etc.);

    motivational settings (desire for career growth, self-development, advanced training, stable work, area of ​​professional interests, etc.);

    special requirements related to the specifics of the work (irregular working hours, night work, business trips, frequent travel, etc.).

Additionally, the requirements for personnel may indicate:

    physical characteristics (health status, stamina, appearance, etc.);

    personal characteristics (temperament, character traits, etc.).

Requirements for specific jobs (job positions) can be formulated in the form of the following documents:

job description – main sections: general provisions (basic qualification requirements, procedure for appointment and dismissal from a position, procedure for replacing during absence, subordination), functions, job responsibilities, rights, responsibilities, relationships and connections by position, performance evaluation;

job descriptions (positions) ) – includes a description of the activities of the employee performing functions within a specific position; place of position in the organizational structure and specific requirements for the work performed. Main sections: relationships of subordination (definition of subordination and the order of interaction with other officials and structural divisions of the organization), structure of tasks (description of tasks and powers to give instructions and make decisions), structure of work performed (in addition to the list of work performed, includes performance requirements and standards of work performed works);

workplace models – developed in 1989 by A.P. Egorshin. Includes 15 elements representing qualitative and quantitative characteristics of the workplace: personnel data, employee experience, professional knowledge, professional skills, personal qualities, personality psychology, health and performance, skill level, career, hobbies (interests), bad habits and shortcomings , labor organization, remuneration, social benefits, social guarantees;

job requirements profile – is developed based on the description of the workplace (position), contains indicators of the degree of expression for all types of requirements for a specific workplace (position). As a rule, they are performed in graphical or tabular form. It involves comparing the profile of the requirements for a position (the profile of an “ideal” employee) with the profile of the abilities of a particular employee to determine his suitability for his workplace (position);

professiograms – reflects the personal characteristics necessary to work in a certain position (workplace);

competency cards – includes a list of professional (what an employee must be able to do to achieve the required work results) and behavioral (personal characteristics and patterns of behavior necessary for the successful manifestation of interpersonal skills, leadership, communication skills, ability to work in a team, analytical abilities, etc. ) competencies necessary to work in a certain position (workplace).

It should be noted that there is no consensus regarding the forms for describing the requirements for a workplace (position). In each specific case, the form must take into account the specific conditions and specific requirements of a given organization or its structural divisions.

Developing requirements for jobs (positions) is associated with significant costs, so the question arises: “Under what conditions can we expect that this work will provide further economic benefits?” According to experts, the use of descriptions of workplace requirements begins to justify itself when the number of employees in an organization exceeds 100-150 people.

A correctly written description of workplace requirements is used:

to inform an employee holding a certain position about his production tasks, functions, job responsibilities; existing rights to make decisions, receive information and report; liability for poor performance of duties;

in the personnel selection process (when writing the text of a vacancy announcement, conducting an assessment interview, choosing a method for assessing professional suitability);

as a basis for determining the amount of wages (official salary);

when developing evaluation criteria in the process of personnel assessment and certification;

when determining training needs and developing personnel development programs.

Regulatory documents:

    All-Russian Classifier of Worker Occupations, Employee Positions and Tariff Grades (OKPDTR)

    All-Russian Classifier of Occupations (OKZ)

    Unified Tariff and Qualification Directory of Works and Professions of Workers (UTKS)

    Tariff and qualification characteristics for general industry positions of employees

    Tariff and qualification characteristics for general industry occupations of workers

Stage 2. Labor market research is a key step in the process of determining the organization's personnel needs. It involves studying the entire range of labor resources intended to attract, which is represented by external (local, regional, federal) and internal (team of employees of the organization) labor markets.

As part of the study of the internal labor market, a qualitative and quantitative assessment of the labor resources available in the organization is carried out. The actual data on the available staff of the organization, recorded in its staffing table, is analyzed; personnel credentials stored in employee files and HR service databases; information on the results of personnel training; results of the latest certification, etc. To obtain more detailed and timely information, it is possible to use specially designed questionnaires and conduct employee surveys.

First of all, information about:

– permanent staff (full name, place of residence, age, date of entry to work, appointment to position, etc.);

– personnel structure (gender, age, education, qualifications, length of service in the organization; personnel categories, etc.);

– staff turnover;

– loss of working time as a result of downtime, absenteeism, illness;

– length of the working day (full or part-time, working one, several or night shifts, duration of vacations);

– wages (its structure, salary, bonuses and additional payments, additional payments);

– social benefits and guarantees (expenses for social needs allocated in accordance with the law and from the profit of the organization).

The information obtained about available personnel is analyzed taking into account the development prospects of the organization and its areas of activity to determine how much the organization can satisfy its future personnel needs at the expense of its own employees and whether it is necessary to attract additional personnel from outside.

Analyzing the internal labor market, the organization thereby decides for itself the key issue of personnel policy: “buy” or “grow” personnel. The “grow” policy suggests that the organization recruits personnel for lower level positions and then implements activities to develop and promote employees to meet its future needs. The “buy” policy assumes that the organization prefers to satisfy the need for personnel by attracting workers from the external labor market. Modern organizations use both of these policies, but in different percentages depending on the situation (the specifics of the activity, the stage of development of the organization, the strategy of behavior in the market, the complexity of a specific task, the skill level of the employees involved, etc.).

In the process of human resource planning, it is also importanthas foreign market researchlabor, especially in a situation where the organization is faced with the need to attract additional personnel.

The main directions of studying the external labor market are:

structure of the labor market, including sector, age, qualification, professional;

labor mobility;

sources of personnel attraction;

ways to cover staffing needs;

behavior of competing organizations in the labor market;

labor costs (salary survey).

The information obtained will make it possible to assess the situation on the labor market in terms of changes in indicators of demand and supply of personnel. The following types of labor market situations are distinguished:

    favorable (the supply of personnel exceeds the demand for it);

    balanced (demand for personnel and supply of personnel are equal);

    tense (demand for personnel is higher than supply of personnel).

The situation on the labor market may vary depending on the profession, position level, and the specifics of the employee’s activities. Thus, the situation on the labor market for workers in mass professions (for example, cashier, accountant, assistant secretary) is, as a rule, favorable, and the situation on the labor market for highly qualified specialists is in most cases quite tense.

Depending on the situation on the labor market, the organization will use various ways and sources to cover personnel needs.

Personnel management is one of the most necessary components in the work of any large enterprise. Among other things, this is a business process that must be organized in such a way that all employees of the enterprise feel comfortable and can work for the benefit of the company.

A business process is usually understood as a periodically repeated sequence of certain procedures, interconnected and aimed at creating certain values ​​for consumers. External resources are actively used to organize a business process.

HR business processes

Business processes should be under the control of only one manager - he is the one responsible for its implementation and the final result. Almost any enterprise usually carries out several business processes at once, which are classified according to certain criteria.

Business processes in the field of personnel management deserve special attention: they are internal and aimed at consumers on staff of the enterprise. To form a process, it is necessary to know everything about the consumer, since the requirements for the operations performed depend on him.

There are several types of processes aimed at developing a business. The business process of personnel management is difficult to classify into any usual classification, since it represents a large number of subprocesses independent from each other: auxiliary, management, etc.

HR process

Modern businessmen strive to stabilize the business they are involved in and make every effort to do this. To do this, it is necessary to create high-quality business processes that represent a clear scheme with the help of which it is easier to carry out work than usual.

Some entrepreneurs do not immediately come to streamline their own activities. This usually happens after a long period of unprofitability, when the only way out of a difficult situation is to reorganize the enterprise. As an additional measure, businessmen streamline (optimize) the work of absolutely all specialists in their enterprise.

All further work of the enterprise depends on the quality selection of employees, which is why selection is the leading activity of the HR department that manages personnel. An orderly process of recruiting and team building will allow you to acquire professional employees.

Business processes related to the search and further hiring of personnel are approved by a number of documents established by enterprise managers. At almost every enterprise, such documents are the same; all recruiters act according to a similar scheme, which, in fact, consists of nine stages.

How do large enterprises choose personnel?

HR processes were created to select quality personnel for businesses.

Recruiting begins with identifying the company's needs

It is necessary to understand what kind of specialists are needed to complete the tasks and projects set by the enterprise.

Submitting applications

After the company has decided on the number of specialists needed and their qualifications, HR department employees are required to submit applications for the selection of a candidate to local government agencies (employment centers, recruitment agencies, etc.). All applications submitted must contain requirements for potential employees (experience, certain skills and abilities, knowledge of foreign languages); some employers also formulate requests, indicating the desired age and gender of candidates. The completed application is signed by the head of the enterprise.

Clarification of applications

To ensure a high-quality business process, HR department employees have to clarify applications submitted by management. All company employees involved in recruiting must understand who exactly should be hired. The specialist must clarify the following points:

  • name of the existing vacancy, its structural unit;
  • the reason for the open vacancy;
  • the place in the organization that will be occupied by the new specialist, his immediate supervisor or the number of subordinates;
  • responsibilities of a new specialist of the enterprise;
  • basic requirements for applicants.

An enterprise intending to find new employees must correctly indicate the requirements for potential candidates:

  • desired age of the employee;
  • the level of education;
  • work experience necessary to fulfill the internal needs of the enterprise;
  • professional skills in a narrow profile (if any).

An HR specialist must have an idea of ​​what professional skills are needed for a particular position, and what qualities (personal and business) a new employee who wants to get a job should have. This is necessary to perform a correct analysis of the position for which a new employee is being sought.

Creating a profile for a vacancy

Only after management has formulated the requirements for the future employee and outlined the conditions under which he will work within the enterprise, HR department specialists must create a general job profile indicating additional information, namely:

  • reasonable age restrictions;
  • preferences based on family status (not all entrepreneurs are ready to hire an employee with small children);
  • education requirements;
  • health and work experience requirements;
  • presence/absence of necessary skills, abilities and knowledge;
  • the presence of certain personal characteristics.

After the profile has been formed, the specialist responsible for this area of ​​work creates a set of measures aimed at finding a new employee. He must endorse this document from the head of the enterprise. After completing this procedure, the profile is sent to the head of the department, who will interview the candidates.

Typically, the list of business process activities to fill a vacancy looks like this:

  • designation of the profile of the position that needs to be filled;
  • identifying the sources through which recruiters will look for a new employee;
  • formation of advertising for further placement on Internet portals, in the media and other multimedia resources;
  • creating a register of questions for a complicated interview (if it is necessary to fill a vacancy of a narrow specialization).

Features of the work of HR specialists in searching for employees

After forming the requirements for an open vacancy, HR specialists within the business process begin to consider various sources from which potential candidates can come to them:

  • the company itself (employees of the personnel reserve);
  • specialists who took part in practical training within the enterprise;
  • search using the media;
  • databases of ex-employees of the company (in this case, only those candidates whose professionalism is not in doubt by management are considered);
  • resume databases created by the HR department;
  • searching for candidates using employment centers and recruitment agencies;
  • searching for employees through trade union organizations of universities and secondary vocational schools;
  • personnel leasing agencies (for temporary work);
  • direct search for specialists.

Human resource management business processes are a rather complex science that requires HR department specialists to find an approach to all candidates for positions within the enterprise.

When considering candidates for filling managerial vacancies, the HR manager should ask them to undergo psychological testing, which helps to identify the presence of the most important personal and professional qualities necessary to work in the company. For such candidates, tests developed by Cattell, Leary, Mehrabian, Eysenck and Keirsey are used.

First job candidates

Thanks to the implementation of these business process measures, every day the company receives a large number of resumes from candidates for certain vacancies. All requests are processed, and the information ends up in special databases. If the candidate is satisfied with the HR manager, he contacts him by phone and invites him for an interview.

In some cases, the HR specialist prefers to conduct an initial interview over the phone, based on the results of which he decides to invite the candidate to the office for a personal interview. There, the applicant is asked to fill out a questionnaire (sometimes there are even several of them), then he must undergo an oral interview, following which the manager decides whether the candidate fits the existing requirements or not. If the interview result is positive, the applicant is allowed to proceed to the next stage of the business process.

Most of all enterprises available today conduct additional psychological tests. Based on the test result, the organization's full-time psychologist is required to write a conclusion and reflect in it the psychological characteristics of the applicant, his compatibility with the proposed position, advantages and disadvantages, in some cases even indicating acceptable difficulties when starting work in a new position.

Linearity of the business process is the key to success

After the applicant has successfully passed an interview with an HR specialist, he moves on to the next step: now he needs to convince the line manager that he is worthy of getting a place in the company. As a rule, business processes that include a second interview are somewhat more complicated than the previous ones, since there are tricky questions on a narrow topic to which the candidate must give adequate answers.

The HR specialist provides the manager with the applicant’s resume, application form and test results. In some cases, the interview with the immediate supervisor is postponed to another day, but most often it is organized directly on the day on which the meeting with the HR department employee is scheduled.

After the interview, the head of the unit or his secretary must notify the candidate of his decision within the next two days. This part of the business process is becoming mandatory in many organizations. When conducting an interview, an employee holding a leadership position tries to find out as much as possible about the potential employee, what motivates him, what he wants to achieve within the enterprise.

Enterprise safety comes first

As soon as the manager makes a decision to hire a particular candidate, all the collected information about him goes to the enterprise security service for verification. This is an obligatory element of the vast majority of business processes, since recently there have been more and more cases of situations where an employee was hired at headquarters, underwent training, and then unpleasant facts were found out about him, for example, a criminal record or a huge number of open loans.

Security officers, having received information about a new employee of the enterprise, are obliged to check all the data received within the next three days and submit an appropriate conclusion to the HR department. If a new employee of a company has a record of major violations of the law, the likelihood that he will get this job and start working is close to zero.

Next, the HR specialist who hired the employee is obliged to check all the recommendations from those places of work that the employee indicated in his own application form. As part of this business process, he will have to call all previous places of work and clarify information: position, responsibilities, professionalism, reasons for dismissal, etc.

Hiring an employee

At the final stage of this business process, a decision is made on hiring the applicant. After the candidate passes all the tests along the way, and the company’s employees see no reason to refuse him, an official decision is made to hire a new employee.

The HR specialist provides his manager with all available information about the new employee. Tom needs to study it and, on this basis, sign the decision to hire the candidate. In some cases, business managers conduct their own interviews with potential employees.

As soon as the head of the company has put his official signature on the decision, the HR manager must send the newcomer to the HR department, where he can draw up all the necessary documents. However, this stage is far from the last in the HR business process; there are several additional parts.

If at one stage or another it turns out that the candidate is not suitable for the open vacancy, the HR specialist will thank him for his response and refuse him. As part of the business process, the candidate’s questionnaire is sent to the database, where it will remain either until the end of the document storage period, or until the potential employee is useful to fill another available vacancy within the enterprise.

Providing a workplace to an employee

After official notification, the employer is obliged to notify the applicant of the start date of employment or internship. According to existing legislation, which is taken into account by the business process, an employee must undergo a medical examination, during which a full diagnosis of his body will be made.

When applying for a job, an employee must provide a whole package of important documents to HR specialists:

  • copy of passport;
  • work book;
  • SNILS;
  • a copy of the higher education diploma (with inserts);
  • photocopy of military ID;
  • several 3x4 photographs (the number depends on the company);
  • a photocopy of marriage and birth certificates of children who are under 18 years of age at the time of hiring the candidate.

Sometimes, as part of this business process, employers require their employees to provide them with a number of additional documents: a medical certificate confirming the examination, a copy of a driver’s license, the first pages of a foreign passport, etc. In some enterprises, this process is organized according to a different principle from others - this is where additional documents are needed.

The new employee is asked to write an application with a request to be hired; it is endorsed by all senior managers, after which it is sent to the HR department, where inspectors formalize the newcomer and create an appropriate order for management to sign. The HR specialist will need to introduce the new employee to a large amount of important documentation:

  • order on admission to the staff;
  • working conditions;
  • employment contract;
  • internal rules;
  • job descriptions;
  • provisions requiring storage of the organization's trade secrets (if any).

Business processes: final phases

Once an employee is on the staff of the enterprise, it may seem that this is where the business recruitment process ends, but this is not so. Next, HR department specialists must help the newcomer adapt to the team and learn how to behave correctly. For this purpose, trainings and seminars are held at which new employees are told about the enterprise, its functionality, opportunities for career and personal growth within the enterprise.

Business processes in this case are divided into a large number of successive stages, among which hiring is the most important. As soon as an employee begins to actively express himself, management can invite him to attend trainings aimed at developing personal and professional qualities.

As part of the existing business process, new employees are actively involved in the life of the enterprise, they are invited to events, holidays, promotions, where they can either participate or watch them as spectators. In this case, it is best for the employee not to refuse, since the team is unlikely to consider it appropriate. The HR specialist must explain to the new employee that the company has its own cultural values ​​and norms of behavior that must be observed. In some cases, this responsibility is assigned to the new employee’s immediate supervisor; you will also need to explain to the newcomer some little everyday details.

Thanks to such a voluminous business process, not a single new employee is left behind. This helps him feel much more comfortable in his new workplace and fulfill the tasks assigned to him by the company. Almost all large organizations have stopped viewing their employees as parts in a machine that can be easily replaced. Some businesses even choose to develop senior executives internally rather than open those positions to outside applicants. The only thing that is required from a new employee in this case is an active desire to develop and work for the benefit of the enterprise. Then he will definitely be noticed by management and begin to move up the career ladder.

Let us illustrate the connection between the methodology of business processes and personnel management. To ensure successful operation, an enterprise must organize, train and manage the human resources available in at its disposal so that they implement the strategy and execute the business processes that shape the organization's activities. The main objectives of human resource management are:

    Organizing the effective work of employees through the creation of an effective organizational structure, distribution of responsibilities and appointment of capable people to responsible positions.

    Ensuring the required level of knowledge, skills and abilities through the selection and placement of employees with the necessary qualifications, as well as forecasting, in the face of constant changes, future demand for employees and the level of requirements placed on them.

    Development of organizational culture through the definition and formation of values ​​and attitudes that form the basis of the organizational culture of the enterprise.

    Managing the activities of employees and departments through leadership development, career motivation, business planning, goal setting and performance measurement.

    Satisfying the interests and needs of the workforce, such as career advancement, achieving professional excellence and ensuring a decent standard of living.

Let us present the basic principles of organizing business processes in personnel management.

Senior managers develop strategy, goals and standards, and personnel development programs. Middle and junior managers implement key personnel development programs, train their personnel and manage their work, using techniques and tools developed as part of a unified enterprise management strategy. At the center of modern views on management is the problem of flexibility and adaptability (adaptation) to constant changes in the external environment, which often dictate the strategy and tactics of organizations. Adaptability is a form of development of an organization in which its functions are preserved by flexible adaptation to changes in the external and internal environment.

When building the structure of business management processes, the following fundamental principles are taken into account: problem orientation; reducing hierarchy to a minimum; temporary assignment of functions to teams (teams); high level of horizontal integration between employees; orientation of the culture of relationships towards cooperation, mutual awareness, self-discipline, development and self-organization. Providing a breadth of ideas and approaches to problem solving, the new principles require a revision of many traditional provisions in the field of labor organization, remuneration and evaluation. As a result of the creation of group forms in companies, the management apparatus at the top and middle levels is being reduced, qualifications, interest in the development of intra-company market and economic relations and initiative are increasing, and the responsibility of employees is increasing. Ultimately, this leads to an increase in their potential and impact, allowing managers to work as a team and be more actively involved in the decision-making process.

The main reasons for the need to improve human resource management business processes are:

Lack of focus on specific markets or customers;

    unclear responsibility of individual organizational units (employees, departments or divisions) for the results of their work;

    a large number of ineffective management processes, mainly aimed at compliance with formalities and procedures, and not at the interests of clients;

Optimization and management of the structure of business processes.

The introduction of business process management practices requires organizational changes at various levels of enterprise management: the upper level of senior management, the middle level of middle managers and the lower level of ordinary employees of the enterprise.

In most cases, the initiative for change comes from the top. To successfully implement change, leaders at this level require a new leadership style. Having a strong leader will ensure that changes are carried through despite intra-organizational resistance. It is important that they set an example for other employees. Employees must see that all company leaders are actively involved in the change process from the beginning of a project until its completion.

In the context of the transition to business process management, methods of communication with enterprise employees become of utmost importance. In order for employees to truly embrace the changes taking place in the organization, it is necessary that senior management provide them with sufficient information about these changes. All the values ​​that will be introduced by management as a result of the changes must be conveyed to the consciousness of the enterprise's employees.

The greatest changes occur at the middle management level. As a result of eliminating redundant levels of management - the so-called “vertical compression” - the organizational structure of the organization becomes flatter. As process management becomes part of the work of new teams of employees, the number of management levels may be reduced in some large enterprises from 15 to 3. As a result, many middle managers lose power over their subordinates, and many of them lose their jobs.

The role of the middle manager is changing from monitoring and controlling to collaborating and supporting, helping teams resolve issues and creating space for people across the enterprise to work more flexibly and take on more responsibility.

Another negative change in the eyes of a mid-level manager is the “abolition of his career.” In a flatter hierarchical structure, the middle manager has nowhere to climb - the career ladder in the usual sense no longer exists. Simultaneously with the process of loss of power by middle managers, another process is taking place: ordinary employees of the enterprise receive greater powers and responsibilities. Developing cross-functional, diverse teams is a core aspect of implementing business process management, providing decision-making responsibility, autonomy and flexibility at every point in the business process where it is needed. The transition period, when change occurs, is perhaps the most difficult for employees of the enterprise. Since management does not want to take risks, usually during this period all employees do double work (carrying out old and new processes), and work becomes much more difficult. It is at this point that leaders must ensure that change continues to move forward.