HR consulting and audit. HR consulting is an effective way to systematize the work of the organization Content and procedure of HR audit and consulting
Consulting services represent the provision of third-party monitoring and control over various aspects of the enterprise's activities, and accordingly, personnel consulting is the provision of advice to the organization's management in the field of personnel issues. Company owners seek to minimize existing costs by all available means, and optimizing the organization's personnel policy with the help of personnel consulting is a very effective method solution to this issue.
HR Consulting - what is it?
Personnel consulting is an activity that is directly related to the solution of all kinds of personnel issues that arise for top managers of the organization, and is aimed at the effective use of the organization's human resources. This simple definition most fully reveals the essence of the concept of HR consulting as a whole, however, it does not make it possible to get acquainted with all the advantages and disadvantages of attracting third-party specialists to solve problems that are relevant for a business entity.
A related concept to personnel consulting is personnel audit, however, these are not identical things. An audit means only checking the personnel policy of an enterprise and its effectiveness, while consulting deals with a direct and direct solution of various personnel issues. That is, personnel audit is only one component of consulting.
Modern business conditions are increasingly pushing employers, managers and owners of the enterprise to use third-party specialists in various matters. The division of labor is one of ancient methods improving the efficiency of the society as a whole and individual business entities in particular. Not every company can afford the permanent availability personnel specialists in the state, and not in every case it is necessary.
However, it is still necessary to distinguish personnel consulting from outsourcing of personnel specialists. In the case of or , the enterprise actually receives temporary worker executing permanent tasks. While personnel consulting provides a relatively one-time solution to existing problems and issues.
Why is personnel consulting used by the organization - goals and objectives of the procedure
Before considering the features of personnel consulting, you should understand why it is needed. The main goals of personnel consulting and the tasks resolved within its framework include:
As can be understood from the above range of tasks, each of which can be solved with the help of personnel consulting, such activities are quite in demand on the territory of the Russian Federation and can help almost every manager. At the same time, the range of services and tasks solved within the framework of personnel consulting is not limited to the above list - this is only part of the possibilities that this tool opens up.
Particular cases of the use of personnel consulting in an organization
Despite the fact that the company's personnel consulting has many effective tools to solve personnel issues, nevertheless, it is not always necessary to turn to the services of such specialists. Therefore, you should carefully weigh all the circumstances before looking for companies that provide personnel consulting. So, there will be no need for the indicated procedures in the following situations:
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1 BULLETIN OF BELGOROD UNIVERSITY OF COOPERATION, ECONOMICS AND LAW UDC Agayeva AN, Ph.D. economy Sci., Associate Professor, Department of Marketing and Management, Belgorod University of Cooperation, Economics and Law Ledovskaya ME, Ph.D. economy Sci., Associate Professor, Department of Marketing and Management, Belgorod University of Cooperation, Economics and Law APPROACHES OF PERSONNEL CONSULTING TO PROFESSIONAL DEVELOPMENT AND TRAINING OF ORGANIZATION STAFF which should be followed when implementing a consulting project. The classification of personnel consulting services according to the degree of their need for clients with examples of specific types of consulting is considered. Key words: personnel consulting, personnel, professional development and training, consulting project. Russian market HR consulting has been actively growing for more than 20 years, Russian consulting companies prefer to provide services in many areas, while maintaining a specialization in two or three types of services. The specifics of HR consulting, which is primarily focused on the tasks of the client organization, leads to the fact that most consultants provide non-standard services, therefore it is not possible to evaluate HR consulting services by a simple comparison, there is no way to compare the prices of different consultants, since this will require a significant amount of time from the client and disclosure. In this regard, the quality of HR consulting as a service is often perceived depending on its price. On the other hand, personnel consulting, like no other type of consulting, in its effectiveness is associated with the level of involvement and interest of the personnel of the client organization in the successful implementation of the consulting project. It is appropriate to pay attention to the fact that the quality level of personnel directly affects the competitive capabilities of the organization and is one of the most important areas for creating competitive advantages. Definitely, the range of tasks solved within the framework of the consulting approach to improving the efficiency of the organization includes maximizing the use of the potential of employees, developing and supporting activities aimed at creating conditions for their fullest return in the labor process and intensive development of their abilities. We present in the table a classification of personnel consulting services provided by various firms, distributing services according to the degree of their need for clients. The consultative approach to the process of professional development and training of personnel, being a reflection of the organizational philosophy of management, should be closely interconnected with all other areas of the organization's work and ensure their support. However, the learning process itself creates pre-224 Vestnik BUKEP
2 Actual problems of the economy links to solve urgent management problems due to the fact that the staff masters both new approaches to doing work and the knowledge and skills required for work. Classification of consulting services according to the degree of emerging customer needs Table Degree of need for consulting Required High Medium Low Conventional name Consulting required by regulations Consulting to avoid the “problem” Consulting aimed at increasing profits and developing production and reducing costs Consulting aimed at developing production and increasing degree of enterprise manageability Personnel testing, product quality improvement, reorganization of the production and management system Examples of types of consulting Audit personnel office work, appraisal consulting of the entire HR subsystem or individual subprocesses, confirmation of compliance of HR processes and documentation with legislation, industry rules (certification, standardization) Consulting services in the areas of selection, recruitment, assessment, staff training, team building, management of the socio-psychological climate, conflict resolution , job evaluation and motivation, transfer and dismissal Human resources assessment services, procedures staff assessments(assessment center). Determination and planning of personnel needs, formation of profiles of specialties and professiograms, taking into account the specifics of the customer's activities. Assessment and optimization of processes, structure and technologies of personnel management. Development of corporate culture Development of programs aimed at maintaining the health of personnel, increasing the level of safety at work , to contribute to the formation of the required attitudes to work in this organization, to strengthen the desired patterns of behavior and increase the degree of commitment of the staff. One of the key principles for the implementation of personnel consulting to staff training is the transfer of employees to training, which has both planned, structured, systematic and in-house features. At the same time, it is important that the management of the organization does not perceive the costs of advanced training and training from the position of personnel costs, since in this case they must be minimized. The cost of training should be seen as an investment in human capital that adds value to assets. Like any investment, they pay off within a certain period of time, and investments no longer require reduction, but effective management, including through the use of personnel consulting. 2012, 4 225
3 Agaeva A.N., Ledovskaya M.E. For the processes of staff development and training, an erroneous approach to the formation of a request for staff training is common. It manifests itself in the fact that the head of the organization, turning to a consultant to conduct staff training, orders the final service, most often associated with one or another type of training or audit and certification of managers and specialists. From the point of view of HR consulting, first of all, before signing documents on advanced training and training of personnel, within the framework of the received request, the HR consultant needs to work with the client's request and develop it. At this stage, it is appropriate for the consultant to ask the customer a question of the following content: “What organizational problem do you want to solve through this type of training?” As a result, at this point in preparation for the implementation of a personnel training project, as a rule, the customer is worried about the low level of achievement of organizational goals, the inconsistency of the actions of departments, employees in them, their inability and unwillingness to work for a common goal. In this regard, one of the fundamentally important stages in the preparation and implementation of a project within the framework of personnel consulting for staff development and training should be a preliminary organizational diagnosis in the form of in-depth interviews with department heads. The diagnostic results will help to identify the prerequisites for misunderstanding by many managers and employees of the goals and objectives of their activities, as well as their lack of motivation to cooperate with each other. Based on the formed and structured goals and objectives of training, it is necessary to determine the desired result as accurately as possible and fix it in the project documentation. At the same time, to determine the criteria for the result, it is possible to use common methods, for example, such as key indicators activities, within the methodology balanced system indicators. When detailing the cyclical nature of the training of the organization's personnel and the work of a consultant at each stage of this process, in our opinion, it is appropriate to adhere to the following algorithm (Fig.). At the stage of diagnosis personnel problems the goal of the organization is to highlight the problem of professionalism (to solve it through subsequent training), in the future it is necessary to set learning goals for the entire block-modular system and coordinate them with management in order to ensure that participants achieve learning goals, followed by identification of achieved and unachieved goals and understand reasons that hindered the achievement of certain goals. From the point of view of personnel consulting to the improvement of qualifications and training of personnel, the content of training programs for different categories of personnel is largely determined by the goals and strategy of the organization as a whole, as well as by the analysis professional activity employees, during which work functions are identified and the knowledge, skills and abilities necessary for the successful performance of the relevant professional tasks. In the process of developing a consulting project on personnel training, in our opinion, it is necessary to take into account the following principles: 1. Explanation of information to students about the mechanisms and channels that provide complete and timely feedback on the evaluation criteria, on the intermediate and final effectiveness of their training. 2. Practical development of the acquired knowledge and skills both during training and in the short term after it. 3. Ensuring the transfer of acquired knowledge and skills to working conditions, the possibility of their full application. 226 Bulletin of BUKEP
4 Actual problems of the economy Stage 1 Diagnosis of personnel problems of the organization 1. clarification of the problems associated with insufficient level vocational training personnel; selection of the most priority personnel problems Stage 2 Coordination of learning objectives and design of a block-modular educational process Algorithm of personnel consulting Stage 3 setting goals for a block-modular learning system; coordinating learning objectives with management; planning intermediate learning objectives (objectives for modules); setting learning objectives (within each module); analysis of the characteristics of the composition of participants in the context of the planned goals; selection of forms of training (methods, technologies, etc.) for tasks, taking into account the characteristics of the trainees; development of a specific training program (more detailed for the next module, more abstract for the next ones); linking the program of the first module to dates and terms Conducting training creating motivation for learning among participants in this module; implementation of the main part curriculum this module; summing up the results of training in the first module together with the trainees; independent analysis of the results of this module; creating motivation for learning among participants in the next module of the block-modular system (return to the first point of this stage) Stage 4 Analysis of learning outcomes comparative analysis of learning objectives and learning outcomes together with participants; development of recommendations for participants on further professional development; independent analysis of learning outcomes of participants in a block-modular system Algorithm of cyclicity of the stages of personnel consulting in the training of the personnel of the organization 4. The actual demand for the results of training in the process of work. 5. Formation and maintenance of high motivation for learning, creation of an internal organizational norm to learn. 2012, 4 227
5 Agaeva A.N., Ledovskaya M.E. 6. Comprehensive accounting of the initial level of knowledge of students. Applying HR consulting approaches to advanced training and training when planning a project and training processes, its further implementation and diagnosing the results obtained, in our opinion, it is necessary to constantly compare and verify the available data on the following levels: the level of professional skills (skills management system) whether training leads to the practical development of the business processes of a given organization, how specific and technological it is, whether it becomes the result of an employee’s “can”. “The great goal of education is not knowledge, but action,” wrote Herbert Spencer. However, high-quality training only at the level of professional skills, without a motivational component, has a dangerous effect as a consequence: training personnel for competitors; the level of interesting activity (knowledge management system) whether the training supports the interest, “want” of the employee, his motivation for involvement, readiness and ability to solve business problems. If an activity is interesting to a person, it makes him acquire knowledge and form skills. Here it is important for the manager to understand the simple idea that the motivating force for the employee should be primarily the activity that the person is engaged in in the organization, and that maintaining this basic motivation is the concern of the management; compliance with corporate goals and strategy, whether training strengthens the “belief” of the employee, whether it strengthens corporate ties, whether it works to strengthen the image of the company. By positioning the process of generating knowledge as the basis of organizational learning, giving it a cyclic or spiral character, the organization is able not only to open new activities, effectively using the existing resource base, but also significantly increase its competitiveness in the long term. 7. However, we found that in most projects implemented Russian companies, counseling through training is undeservedly neglected. The use of this form directly affects the subject of management and allows not only to help in solving managerial problems, but also to train top management in methods of solving managerial tasks. In addition, this approach will increase the ability of personnel to adapt to changing socio-economic conditions and market requirements, reduce staff turnover, maintain and disseminate the core values and priorities of the corporate culture among employees. References 1. Agaeva A.N. Integration consulting as a tool for making managerial decisions // Vestnik BUPK S. Magura M.I. Organization of company personnel training / M.I. Magura, M.B. Kurbatov. M.: CJSC "Business School "Intel-Sintez", p. 3. Rozdolskaya I.V. Knowledge management as a complex process of identification and development of the intellectual key competence of business entities and increasing their competitiveness / I.V. Rozdolskaya, K.V. Likhonin // Vestnik BUPK S Forsif P. Development and training of personnel: per. from English. St. Petersburg: Neva, p. 5. Shane E.G. Consulting process. Building mutually beneficial client-consultant relationships. St. Petersburg: Peter, p. KAF_MM 228 Bulletin of BUKEP
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