Сучасні підходи до формування HR-стратегії компанії

Abstract

У статті охарактеризовано сутність HR-стратегії. Розглянуто комплексний підхід до позиціонування HR-стратегії в стратегічному наборі компанії. Розкрито принципи формування ефективної HR-стратегії. Охарактеризовано типи взаємодії працівника й компанії та відповідні їм варіанти HR-стратегії. Визначено, що HR-стратегії – це стратегічні настанови та способи їх реалізації, декомпозиція стратегії у вигляді ключових показників ефективності з описом організаційних умов її реалізації, які для працівників компанії є стратегічними орієнтирами. Охарактеризовано види HR-стратегій у складі стратегій функціонування та стратегій розвитку компанії. Наведено алгоритм формування HR-стратегії та розкрито елементи HR-стратегії компанії в сучасних умовах. Зазначено, що у процесі формування HR-стратегії компанії доцільним є зіставлення етапів життєвого циклу працівника у відносинах із компанією-роботодавцем та процесів управління людськими ресурсами, які підтримують життєвий цикл працівника.

The purpose of the article is to improve theoretical and methodological approaches and develop practical recommendations for the introduction of modern approaches to the formation of HR strategy in the aspect of implementing the company's strategy and strengthening its competitive advantages. The article describes the essence of HR strategy. A comprehensive approach to the positioning of HR strategy in strategic set of the company is considered. The principles of forming an effective HR strategy are revealed. The types of interaction between the employee and the company and HR strategy options corresponding to them are characterized. It is determined that HR strategies are strategic instructions and methods of their implementation, the decomposition of the strategy in the form of key performance indicators with a description of organizational conditions for its implementation, which are strategic guidelines for the company's employees. The types of HR strategies as part of the company's operation strategies and development strategies are characterized. The algorithm for the formation of HR strategy is presented and the elements of the company's HR strategy in modern conditions are revealed. It is noted that in the process of forming the company's HR strategy, it is appropriate to compare the stages of the employee's life cycle in relations with the companyemployer and human resource management processes that support the employee's life cycle. Methodology. Building a personnel management system on a strategic basis allows to take into account the mission and strategic goals of the company's development, the transformation of its external environment, and plan changes in professional and qualification composition and competencies of personnel in compliance with the principle of long-term relations with employees. Scientifically based formation of HR strategy will allow companies to define guidelines for key issues of human resource management, create a highly professional and loyal team, and increase the effectiveness of its motivation and use. Results. Awareness of the need to introduce strategic principles for management in conditions of dynamic changes determines the relevance of strategic management of companies. Strategic management is the basis for ensuring the competitive existence of the company in the long term. Strategic management is aimed at establishing development goals, comparing them with the company's existing capabilities and bringing them into line through the development and implementation of a system of strategies. Formation of HR strategy is the determination of the direction of actions that are necessary to achieve longterm projects to create a team with a high degree of professionalism and responsibility. The process of formation and implementation of HR strategy is continuous, being in relationship with the solution of strategic tasks both for the long term and for the medium and short term. Regarding the external environment, the company can develop and implement different HR strategies depending on the level of its sustainability and the level of growth of the number of personnel. Identification of strengths and weaknesses is carried out by comparing one's own positions with the positions of competitors and optimal (desired) values. HR strategy determines the direction of the development of the company's personnel competencies, implements all elements of personnel management system to stimulate and optimize its impact on employees. HR strategy is aimed at achieving the specific goals of the company, defines the main areas of work, contains terms and indicators by which the effectiveness of its implementation is evaluated. In the process of forming the company's HR strategy, it is appropriate to compare the stages of the employee's life cycle in relations with the employer company and human resource management processes that support the employee's life cycle. Practical implications. Summarizing scientific approaches, it is possible to formulate the following definition of the company's HR strategy - it is a set of principles, methods, tools and measures aimed at the development and implementation of the most important personnel goals of the company in the long term to ensure the implementation of the company's mission and overall corporate strategy, taking into account individual interests of employees, as well as the company as a whole. Modern companies are in difficult conditions of a changing market situation, so they should focus their attention not only on the main type of activity, but on the development of an optimal personnel strategy with an emphasis on the fact that personnel is the key factor that determines the success of any company. HR strategy should have a long-term nature, take into account the influence of both external and internal functional factors and correlate with the company's development strategy as a whole. Based on this, the study of the possibilities of effective personnel management of the company becomes especially relevant, which necessitates the formation of a strategic personnel management system and the formation of HR strategy that would ensure the competitiveness and viability of the company in modern conditions. A new strategic approach to understanding the essence of personnel and the process of management involves the development and implementation of modern HR strategies of the company. Value/originality. A company formed by HR strategy should be aimed at solving both tasks related to ensuring business competitiveness and tasks related to the implementation of human resource management processes: 1. Formation of a team of strategic managers capable of developing and implementing a program for the development of the company's competitive advantages; identifying and preserving the core of the company's personnel potential, which represent a special value. 2. Possible restructuring of personnel potential, related to the implementation of innovative processes, restructuring, diversification and reorganization of business. Thus, finding the optimal relationship between the company's development strategy and HR strategy in accordance with the available resources, personnel competence, ideas, ambitions, initiative is a key factor that determines the competitiveness and effectiveness of the company's functioning in market conditions. Based on the conducted research, the components of HR strategy for the company in modern conditions have been determined. Thus, among the main elements of the company's HR strategy in modern conditions, it is possible to highlight the strategy of staffing, the strategy of work organization and relations with employees, the strategy of motivation, the strategy of personnel development, and the strategy of social and labor relations.