Stages of personnel planning and personnel controlling. Fundamental research Methodology of personnel controlling in the personnel management system

Operational plans They are distinguished by detailed elaboration of details, they are better controllable. Their compilation is possible only on the basis of accurate information. The problem with any planning, especially urgent planning, is the presence of gaps, lack of information, and uncertainty of the initial situation. Planning is associated with forecasting. Which predicts that certain events will occur in the future under certain conditions. Planning itself determines how to act. To get the desired results in the future. The forecast is always the basis for planning. A particular difficulty is that many planned indicators are difficult or cannot be quantified at all. Therefore, subsequent changes cannot be accurately taken into account in the plans. There is another problem - the coordination of individual plans. This is based on the interdependence of these plans, in which all important targets are set simultaneously. In practice, the coordination of individual plans occurs sequentially within the framework of overall production planning. Need to know. That immediately all individual plans must be coordinated with the weakest link in production, based on which all areas of planning, one after another, are brought into line with the capabilities of this bottleneck.
Personnel planning relies on information about jobs and personnel, and also makes extensive use of general economic information. Without control, personnel planning cannot be successful. Control, as a management function, is always aimed at specific tasks and is an integral part of the targeted process of making personnel decisions. The main task of control is to record the results of personnel planning. A comparison of the planned and obtained results is followed by an analysis of deviations and the development of measures to adjust plans. In addition to information support for personnel planning, personnel control as part of general organizational control is aimed at optimizing the use of the organization’s personnel. Control provides information for reporting and allows you to document compliance with labor and social and legal standards. Control can concern both the personnel processes themselves and their results. The expansion of the traditional understanding of personnel control of the corrective type has ensured the emergence of HR controlling. The controlling function consists of coordination, goal setting, planning, control and information. This task is becoming increasingly important because... HR work becomes complex and multilateral interdependencies of goals and means require targeted coordination. Personnel controlling, unlike traditional control, is actively involved in personnel planning.
The goals of personnel controlling are usually considered:
1. support for personnel planning;
2. ensuring guarantees and reliability of personnel information;
3. ensuring coordination within the functional subsystems of the management system, as well as in relation to other subsystems of the organization;
4. increasing flexibility in PM based on timely identification of shortcomings and risks in personnel work.
The tasks of personnel controlling include the creation of a personnel information system, analysis of available information for its significance for the personnel service, checking the effectiveness of individual personnel subsystems in the control and analysis of personnel costs.
Personnel planning is implemented using the following tasks of personnel controlling:
- Creation of a system of personnel planning and control (choosing a method and procedures, determining the order of planning, identifying the basic requirements for drawing up a plan and monitoring them, identifying external and internal prerequisites for the plan);
- Creation of a personnel information system (determination of information needs; participation in the creation of a job information system; participation in the creation of a personnel assessment system; creation of an information system to account for external and internal changes relevant to planning; hierarchical analysis of information needs; identification of recipients information; preparation of the content of personnel reporting);
- Coordination of personnel planning (preparing planning meetings; discussing the plan with the head of all functional departments; checking compliance with tasks established by personnel planning for the entire organization; integrating individual plans with other plans of the organization; monitoring the implementation of the plan; developing measures to eliminate deviations from the plan );
- Conducting research into the effectiveness of plans;
- Performing the functions of personnel audit (checking the methods and models used in personnel matters from the point of view of their economic and social efficiency; checking the ability of responsible employees to correctly use personnel management tools; conducting internal and external comparative assessments of the effectiveness of work with the organization’s personnel);
- Creation of a personnel information system;
- Drawing up HR reports.

In conditions of intensifying competition, the requirements for information and methodological support for personnel decisions, technological effectiveness and transparency of HR procedures are increasing. There is an urgent need for effective evaluation mechanisms of the personnel management system as a means of improving the quality of the organization's management. One of them is personnel controlling.

Concept and functions of personnel controlling

Personnel controlling is a system of information, analytical and methodological support for making management decisions in the personnel management system in order to increase the efficiency of the organization.

The main tasks of personnel controlling:

1. Information Support in all areas of personnel work: personnel demand planning, employee development, labor productivity, personnel cost budget, employee release.

2. Planning, analysis- obtaining forecast, target and normative information about personnel based on the strategic and tactical goals of the organization.

3. Control- development of proposals to eliminate negative trends based on an analysis of deviations of planned indicators from actual ones.

4. Control- organizing feedback, monitoring the achievement of planned indicators in the personnel management system, taking into account the overall performance indicators of the enterprise.

The functions of personnel controlling coincide with the functions of management

ent of the organization - information, service, coordination, accounting and consulting.

HR controlling allows you to integrate all aspects of human resource management with the company's goals to achieve a synergistic effect. According to many researchers in the field of HR and organization management systems (E.A. Anankina, N.G. Danilochkina, A.M. Karminsky, I.V. Myrynyuk, A.Ya. Kibanov, E.A. Utkin, S.G. Falko, A.D. Sheremet), personnel controlling is an innovative tool, most in demand during the transition to the information society, aimed at improving the quality of management decisions based on the inextricable connection of knowledge, processes and the company. In the personnel management system, it creates an information feedback loop (see Fig. 1), ensuring the implementation of HR tasks.

Goal and tasks

The author of the article developed on the basis of a balanced scorecard system (R. Norton and R. Kaplan) and introduced an organizational and economic model of personnel controlling in the personnel management systems of industrial construction enterprises of the Republic of Sakha (Yakutia): OJSC DSK, OJSC YAKSMiK ", Sokol LLC and Siberian Innovation Company LLC. The goal was to create a system for timely provision of management with complete and reliable information necessary for making management decisions, allowing to increase the adaptive functions of companies in conditions of dynamic external and internal changes.

The main tasks of personnel controlling related to optimizing business processes, improving the organizational structure, reducing duplicative functions, and increasing performance and labor discipline.

Against the background of the persistence of an authoritarian-administrative style of management in many enterprises of the domestic industry, the need arose for an innovative breakthrough in the field of personnel management, capable of ensuring the sustainable development of companies in a rapidly changing business environment, and this is exactly what the construction industry market is.

Characteristics of industrial construction enterprises of Yakutia

The general trend in the construction complex of the Republic of Sakha since 2002 can be characterized as the development of the industry. The region is experiencing an intensification of this market, as evidenced by the annual increase in the volume of construction and installation work.

Thus, in 2001 it increased by 3.1% compared to the previous year; 2002 - by 4.2%; 2003 - by 4.6%; 2004 - by 8.7%; 2005 - by 9.1%. In the Far East, according to this indicator, Yakutia ranks third after the Sakhalin Region and Khabarovsk Territory.

The progressive growth of construction work (240-250 thousand sq. m) is also activating the construction industry market. Yakutia is a closed region due to high transport costs, occupying a fifth of the territory of Russia; The population is just over 1 million people. The commodity market for building materials is formed by about 20 local industrial enterprises, which are on their own balance sheet and produce various products used in construction.

There are three industrial and construction complexes in the republic, corresponding to the districts:
Central (Yakutsk - Mokhso-golokh);
Southern (Neryungri - Chulman);
Western (Mirny - Lensk).

Among the listed complexes, Central has the largest share in the production of building materials. It consists of four enterprises (see Table 1).

According to leading economists in the field of industrial development of Yakutia (E.A. Borisova, Ya.T. Vasilyeva, E.G. Egorova, A.A. Popov), the functioning of personnel management systems of enterprises of the industrial and construction complex of the region is actively influenced by a number of socioeconomic and sociocultural factors (see Table 2).

In general, in the organizations of the industrial and construction complex of the Republic of Sakha in 2001, there was a low level of labor and production discipline, weak competitiveness of personnel, and the quality of products left much to be desired. For the full participation of enterprises in the implementation of the federal program “Housing” and the republican subprograms “Housing for a young family”, “Rural house”, and since 2004 - in the implementation of the national priority project “Affordable and comfortable housing for Russian citizens”, the successful implementation of new technologies in the field of production of building materials and structures, it was necessary to introduce innovative methods of personnel management.

In order to increase labor efficiency and productivity, improve the image of companies in the republican construction industry market, and find internal reserves to enhance the competitiveness of personnel, the introduction of personnel controlling was proposed.

Problematic points

In the first half of 2001, before the introduction of the personnel controlling model, the author conducted a sociological study aimed at studying the problems of the personnel management system at enterprises of the industrial and construction complex of the region. It was attended by 309 respondents - employees of OJSC DSK (167 people), OJSC YAKSMiK (49 people), LLC Sibinkom (59 people) and LLC Sokol (34 people). The study included a survey, study of documents and analysis of the main indicators of the personnel management system (results, see Fig. 2 and Table 3).

The survey determined the level of satisfaction with the work of personnel services. The majority of respondents (65%) assessed the activities of the HR department at their enterprise negatively.

The main reasons for dissatisfaction were identified as follows: imperfection of the control system, remuneration and motivation, low socio-psychological climate and high level of social tension. Personnel services did not even deal with these types of issues, focusing on personnel document flow.

Many problems of enterprises are objective due to their socio-economic situation, but a number of difficulties are subjective, inherent only to individual organizations. For example, the labor collectives of Siberian Innovation Company LLC and Sokol LLC in 2001 were formed on the basis of workers and engineering personnel of bankrupt enterprises.

Personnel controlling can radically change the importance of the personnel service in a modern organization: the HR department must play a decisive role in increasing the efficiency of the company.

The personnel service of JSC DSK consists of five people, JSC YAK-SMiK and LLC Sokol have three employees each, and LLC Siberian Innovation Company has two. The latter ensures the high status of the personnel service, and it is here that the position of Deputy General Director for Personnel has been introduced to manage the HR controlling business project.

Features of the model implementation

Features of the implementation of the personnel controlling model at enterprises of the industrial and construction complex of the Republic of Sakha are determined by the specifics of the industry and the territorial location of the region:
discrepancy between the requirements for the professionalism of employees on the part of the organization’s management, focused on the development of a business project, and the needs of work collectives;
seasonal nature of work in the construction industry: high workload in the summer and much less in the winter;
lack of developed socio-economic infrastructure;
ethnocultural stereotypes of labor behavior in the sphere of production among the indigenous population of Yakutia;
the unwillingness of enterprise personnel services to take on a management role when introducing personnel controlling;
the lack of formation of the personnel reserve of organizations for work in risk conditions;
Company management is focused on delegating responsibility and authority to chief specialists.

Elements of personnel controls

Personnel controlling is aimed at comparing standard indicators with actual ones and determining how much the personnel component contributes to the implementation of the mission and achievement of the company’s strategic goals. Deviations serve as indicators that focus attention on the main problems in working with personnel, help to correct in a timely manner, and most importantly, to predict inconsistencies, and organize personnel activities to improve the personnel management system.

Based on the data from the study, strategic and tactical objectives in the field of HR were formulated (Appendix 1), an expert group was formed, which included three managers and chief specialists from each of the above enterprises, as well as two independent experts (see Table 4) . They identified factor indicators of the functional components of the organizational and economic model of personnel controlling, correlated with the functions of the personnel service (see Table 5), and also determined their specific weight (Appendix 2).

Some of the indicators were divided into components:

1. Integral indicator of production performance (P1):
growth in production volume (K1);
percentage of planned tasks fulfilled - for AUP, percentage of plan fulfilled - for workers (K2); and decrease or increase in defects (K3).

2. Integral indicator of human resources potential (P2):
psychophysiological, or level of health (D1);
level of corporatism (D2); and qualification potential (D3).

3. Staff turnover rate (P3).

4. The ratio of the turnover coefficient for admission and the turnover coefficient for disposal (P4).

5. Integral indicator of personnel costs (P5):
share of costs for creating working conditions (C1);
share of payroll in the cost of production (C2).

6. Factor indicator of labor productivity, change in output per worker (P6).

7. Indicator of socio-psychological climate (P7);

8. Indicator of the level of social tension (P8);

9. Organizational structure profitability indicator (P9).

If during monitoring a deviation of actual indicators from planned ones was revealed, management decisions were immediately made.

A characteristic feature of the proposed system is that all indicators fully reflect the main gaps in the field of personnel management of enterprises.

Since the degree of influence of indicators on the results of an enterprise is different and depends on external and internal factors, it is necessary to express the dynamics of indicators. In other words, the organizational and economic model of personnel controlling involves assessing the possibility of achieving the strategic and tactical goals of the organization by analyzing functional components - both separately and in their interrelation, taking into account standards, using tools such as SWOT and PEST analysis.

Thus, personnel controlling is aimed at assessing the integral effectiveness of the personnel management system, the parameters of which are correlated with the key factors of the effectiveness of the company's management system, providing a synergistic effect. Making rational decisions related to the response to changes in the external environment is ensured through constant information, analytical and methodological monitoring of the assessment of HR system parameters.

Implementation results

The introduction of personnel controlling into the personnel management system of enterprises of the industrial and construction complex of the Republic of Sakha made it possible to overcome many problems in the field of human resources:
performance and labor discipline increased, which was reflected in the achievement of set goals and objectives;
labor productivity increased by 10-15%;
human resource potential has increased. Thus, at all enterprises the share of personnel with only secondary education decreased - from 9% to almost 0, and the share of employees with higher education increased - from 30 to 50% (see Fig. 3). There is a noticeable decrease in staff turnover - on average from 55 to 25-30% (see Fig. 4);
almost all enterprises have developed and implemented motivational programs, which has significantly increased the level of staff satisfaction;
All companies introduced a system of planning and control, linking remuneration to results.

So, personnel controlling allows you to:
increase transparency of personnel policies;
make optimal management decisions in a short time;
improve intra-organizational communications;
create a system of comprehensive control of personnel costs;
increase labor efficiency and productivity.

Audit - verification of financial activities. In this sense HR audit- diagnostics of the compliance of the organization’s personnel with its goals and values.”

Considering the issues of personnel audit, it is necessary to highlight two directions of this work:

On the one hand, this assessment of company employees in terms of the degree of their compliance with the requirements of the job and workplace.

What comes to the fore here is the level of development of the employee’s key competencies necessary for successful performance of work. The word “competencies” refers to those qualities that an employee must have to successfully perform his or her job tasks. If an employee does not demonstrate the proper level of development of key competencies, then the assessment procedure should not be the basis for his dismissal. A competent assessment can provide important information for targeted work on personnel development and bringing the level of key competencies of employees to the required level.

On the other hand, this assessment of how effectively work with personnel is carried out in the main areas of personnel management(selection, adaptation, training, assessment, stimulation of personnel, etc.).

When assessing the effectiveness of an organization's existing HR management practices, matters should not be limited to just assessing the content of work in specific areas of HR management. Work with personnel can be considered effective only if it contributes to the successful implementation of the organizational strategy and the achievement of short-term goals outlined by management. At the same time, the main problem is that many organizations, while outlining strategic and short-term goals in their work, are in no hurry to communicate them clearly and clearly to the company’s employees and the personnel department.

Since personnel management is designed to serve the process of the company’s daily work and the implementation of its organizational strategy, the main criterion in its evaluation is how successfully it contributes to the effective operation of the company. But if there is no clearly formulated strategy and clear, clear and specific short-term goals, it is impossible to talk about effective work with personnel.

Personnel controlling – This is a modern concept of personnel management, focused on the analysis of quantitative indicators in integration with qualitative analysis-oriented controlling of the economic and social components of efficiency.

HR controlling has three main functions, revealing its essence.

The first function - management and control - is aimed at analyzing the effectiveness of staff involvement and the results achieved. In addition, as part of this function, it is necessary to develop hypotheses about the impact of the applied personnel management methods on economic and social efficiency. These hypotheses are used in the future as a guideline for making management decisions.

This controlling function allows you to make decisions, focusing not on intuition or textbook advice, but on a specific situation and specific people.

The second, coordination, function has a truly global goal. Its essence is to combine, as constructively as possible, all procedures related to personnel management, from motivation to training.

The third function is aimed at creating and maintaining an integrated personnel database. And this, excuse me, is information technology. The database allows you to easily solve the following tasks:
– Automate the collection of necessary personnel information.
– Filter and analyze the flow of operational data about personnel so that the information carries a certain meaning necessary for making management decisions.
– Get quick and convenient access to processed information, which undoubtedly increases the mobility of management actions.

Having comprehended all three functions of controlling, one cannot help but come to the conclusion that the red thread of the system is reflection, that is, awareness and comprehension of decisions. That is, controlling includes a methodology and technique for maximum effective coordination.

According to experts, the introduction of a personnel controlling module is required in enterprises where there is a clearly defined functional structure. Of course, this primarily applies to enterprises with a staff of over 600 people, that is, large and medium-sized ones. This need to use personnel controlling is due to the relative static nature of such companies and their low propensity for change.

Here the controlling system implements a multi-level technology for adaptation and management of organizational changes. In Russian conditions, this is especially important, as it allows for transparency of information flows, which is fundamentally important when working with personnel.

In addition to the size of the enterprise, reorganizations are a factor determining the introduction of personnel controlling. Of course, only when the changes concern the reshuffling of personnel and the reorganization of the functional structure itself. In this case, the merging of heterogeneous structures is realized with minimal costs, subject to an integrated and systematic approach.

Personnel controlling will facilitate the task of management in conditions of growth and decline in the company’s life cycle. During this period, the manager will be faced with tasks that need to be solved quickly, but at the same time, the result of the solution will be visible over time.

Currently, there is much debate about the role of human resources in strategic planning. In some cases, top managers look at personnel planning solely as a function of strategic enterprise management. In other cases, senior managers look at the HR function from the perspective of strategic management advisory services, such as leadership development, management effectiveness and employee involvement in the management of the enterprise.

Often, workforce planning is designed to help implement key strategy initiatives. Meanwhile, human resource planners strive to link human resource management with the strategic management process. To resolve emerging issues that affect business continuity, succession must be based on fundamental knowledge of the needs of the enterprise and its personnel composition.

As can be seen from the figure, the workforce planning process consists of five stages. At the first stage, the strategic goals of the enterprise are determined. At the second stage, a study of the external environment of the enterprise is carried out - this is necessary to form an adequate idea of ​​​​the current situation of the enterprise, its capabilities and prospects. At the third stage, an analysis of personnel gaps is carried out, that is, the availability of the necessary human resources to achieve the strategic goals of the enterprise. At the fourth stage, priorities for personnel planning are established, that is, methods for achieving the goals of the enterprise are determined. These are actions aimed at developing the enterprise’s personnel: their competencies, talents, knowledge, personnel search, as well as creating a favorable working atmosphere at the enterprise in order to retain valuable personnel. At the fifth stage, personnel planning is carried out aimed at achieving the goals of strategic management of the enterprise and progress in achieving goals is monitored. Thus, the personnel planning process includes the actions necessary to implement the enterprise strategy and is strongly correlated with it.

Currently, modern enterprises are striving to increase the competence and efficiency of personnel, based on innovative tools and management methods, among which are personnel controlling.

Personnel controlling is a system of information, analytical and methodological support for making management decisions in the personnel management system in order to increase the efficiency of the organization. Personnel management as an element of management technologies ensures the integration of the elements of the organization into a system that ensures the efficiency of the entire system of functioning of the organization and the maximum implementation of the resources involved.

Achieving the goals of the organization depends on the work of managers, specialists and performers, and the work technologies they use. The system of management technologies is the basis of all kinds of management concepts and specialized technologies: quality management, controlling, human resource management, etc.

The emergence of controlling in enterprises is associated with increased instability of the external environment, which puts forward additional demands on the management system; increasing the speed of reaction to changes in the external environment; the need for continuous monitoring of changes occurring in the internal and external environment of the organization. This can also be explained by the need for a well-thought-out system of actions to ensure survival and avoid crisis situations, the complication of organizational management systems, and the need to build a special management information system. Personnel controlling is a systemic management that includes the development of a clear plan system, recording these plans, monitoring their implementation, implementation and taking recommendatory measures in case of deviation. This approach also involves constant monitoring and comprehensive analysis of external and internal factors of the personnel management system.

Based on a generalization of theory and practice, we will show the mechanism of functioning of personnel controlling.

Personnel controlling is information support for making management decisions and is based on an inextricable connection - knowledge, processes and organization.

The main goals of personnel controlling can be: support of personnel planning; reliability and improving the quality of personnel information, as well as ensuring flexibility in enterprise personnel management.

The tasks of personnel controlling are to check the effectiveness of individual personnel subsystems, as well as to control and analyze personnel costs.

As an independent, but no less important task, timely and complete information by the management of the enterprise’s employees about the requirements for their activities, as well as about the criteria for recording and evaluating the results of these activities, should be considered. This information is usually brought to the attention of enterprise employees in the form of relevant organizational, administrative and organizational-methodological documents - job descriptions, instructions on types of activities, internal quality standards, descriptions of technology for performing types of work, etc. There are other means of informing personnel. Increasing the ability to collect data also increases the risk of data depreciation. Therefore, it is necessary to clearly identify the connections between indicators and HR goals. Particular attention should be paid to the qualitative parameters of the data obtained.

The role of in-house surveys, which help determine the degree of staff satisfaction, is increasing.

Occupying a special place in the personnel management system of a modern organization, personnel controlling provides information support for decision-making in order to optimally use existing opportunities, objectively assess the strengths and weaknesses of the organization and becomes an effective management tool for a modern organization.

Based on the identified goals and objectives of personnel controlling, we will define the following functions of personnel controlling:

• - the diagnostic function includes a comprehensive assessment of the enterprise’s human resources potential, a program of proactive influence or correction in relation to the diagnostic subject of management;
• - the feedback function records and monitors the progress of assigned tasks, the progress of the state of affairs, the state of work;
• - the coordination function ensures the rationality of making management decisions;
• - the information function is engaged in the preparation and processing of information for making management decisions, and also ensures the automation of information flows in the personnel management system;
• - the corrective function ensures optimization of the management of the organizational structure.

As part of personnel controlling, differentiated systems of indicators have now been developed for individual areas of work with personnel. Thus, recently, staff absence from work has been registered in order to take measures to systematically combat absenteeism and compliance by employees with labor discipline rules.

Identification and recording of the quality of an employee’s work is carried out on the basis of the quality system operating at the enterprise. The key element of the quality system is labor quality criteria - signs or indicators against which the compliance of the employee’s labor quality with the requirements established at the enterprise is determined. As a result of identifying and recording the quality of an employee’s work, the degree of compliance of the quality of the employee’s work with established quality criteria is determined and documented, i.e., whether the product produced by the employee meets or does not meet certain requirements. A specific expression of the results of identifying and recording the quality of labor are documented indicators characterizing the quality of work of a particular employee - for example, the percentage of high-quality and low-quality products or the number of units of defective products produced by an employee over a certain period of time.

These results are recorded in the relevant documentation of the enterprise, after which, as a rule, they are accumulated in a system for automated processing of accounting data (for subsequent evaluation, comparison and analysis).

Thus, the concepts of personnel controlling should develop from the priority of cost controlling to efficiency controlling, when cost indicators will be compared with “output” indicators. An increased focus on increasing enterprise value will lead to the creation of new methods for assessing human capital. In this regard, it will be necessary to solve not only methodological, but also ethical issues of assessing people's work.

Personnel controlling must be used to timely diagnose bottlenecks, and also offer a set of measures aimed at increasing the efficiency of the personnel management system.

The concept and essence of personnel controlling

Definition 1

Personnel controlling is a concept of personnel management of an organization that seeks to comply with the new, recently significantly increased role of human resources in the enterprise. It should be noted that the importance of human resources has recently increased in all fields of activity due to numerous changes in society and technology.

Personnel controlling is a system of intra-company control and planning in the field of work with human resources, with the help of which the planned strategies of the organization are “transformed” into specific activities and planned values, and also the basic provisions for personnel management are formed.

Personnel control includes the development of tools to ensure factors for increasing labor productivity in the organization. The key task of personnel controlling is to carry out constant monitoring and feedback between planning systems and analysis of plans, as well as deviations from them.

Personnel controlling functions

The personnel control system includes the following functions:

1. Information-supporting function. It consists of building an information system that covers all important and necessary information: personnel costs, productivity, etc. This function is implemented by creating a database of working personnel in the organization, with the ability to generate reports.
2. The planned function of personnel controlling is to obtain forecast, normative and target information, for example, determining the organization's need for employees (skill level, quantity) to produce new products.
3. The management function of personnel controlling is the development of a number of proposals aimed at eliminating negative trends. So, for example, when an unexpected deviation occurs between actual and planned training costs per employee per year, in this case the personnel controlling service sends its recommendations for making adjustments to plans and budgets to the financial department and the human resources department.
4. The control and analytical function of the personnel controlling system is the measurement of the level of goal achievement, the analysis of actual and planned indicators for the organization’s personnel. When the identified deviations do not fall outside the range determined by the controlling department, there is no need to apply control actions. If a reverse trend is observed, the personnel controlling service reports alarming trends to the relevant departments of the enterprise. For example, when personnel turnover at an enterprise falls within the acceptable limits (4-5%), but there is a tendency towards an increase in the indicator, then it is necessary to inform the personnel management about this.

Tasks of personnel controlling

To implement the above functions, the personnel controlling service needs to solve a number of key tasks:

• provide information, services and services to the head of the human resources department;
• Conduct an audit of the effectiveness of the use of the organization's personnel for the reporting period (usually once a year). This assessment is carried out by the management of the enterprise on the basis of tools and techniques that are developed by the controlling service;
• determine personnel requirements in various aspects (strategic, operational and tactical). These calculations are carried out by the personnel controlling service based on the organization’s plans and reporting: operational and strategic plans, types and quantities of products, market segments;
• carry out development, stimulation, selection and dismissal of employees, as well as manage personnel costs.