home Repair Personnel departments of umpo and velesstroy - the specifics of personnel selection. Examination: Corporate culture of JSC Mobile TeleSystems MTS. Basic concepts of personnel policy

Personnel departments of umpo and velesstroy - the specifics of personnel selection. Examination: Corporate culture of JSC Mobile TeleSystems MTS. Basic concepts of personnel policy

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Introduction

1. Basic concepts personnel policy

2. Analysis of the features of the personnel policy of MTS OJSC

2.1 a brief description of MTS OJSC

2.2 Analysis of MTS OJSC personnel

2.3 Analysis of the peculiarities of the personnel policy of MTS OJSC

Conclusion

List of sources used

Introduction

A sound personnel policy is a key factor in the success of any organization. The staff is the main and most valuable resource of the organization, effective management they will ensure the competitiveness of the company in today's market. That is why the definition of the main directions of personnel policy, as well as taking into account external and internal factors of influence on the organization become necessary.

The relevance of the analysis of the personnel policy of the organization is due to the fact that it is the personnel policy that determines the basic principles, methods and criteria for working with personnel.

The purpose of the work is to analyze the features of the personnel policy of MTS OJSC.

· reveal the basic concepts of personnel policy;

· give a brief description of MTS OJSC;

· characterize the personnel of MTS OJSC;

· analyze the peculiarities of the personnel policy of MTS OJSC.

The object of the work is the personnel policy of MTS OJSC.

The subject of the work is the main directions of the personnel policy of MTS OJSC.

The methods used in writing the work: the method of generalization, observation, the method of analysis and synthesis (including theoretical analysis of the literature).

1 . Basic concepts of personnel policy

The activities of the organization in the field of personnel management should be determined by the main areas of personnel management, the most significant for this organization, as well as the main characteristics of this work. These areas and their characteristics are reflected in the personnel policy of the organization.

Before revealing the content of such a concept as personnel policy, it is necessary to clarify the definition of such a concept as organization policy.

Organization policy- a system of rules in accordance with which the system as a whole behaves and according to which the people included in this system act. There is a financial policy of the organization, a policy in relation to competitors, and any organization develops and implements personnel policy.

So, personnel policy of the organization - the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the development strategy organizations . It is important to note the goal of the personnel policy - this is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, legal requirements, and the state of the labor market.

Personnel policy, like any system, has its own structure. Among its most important elements include the subject, the object of personnel policy. Subject the personnel policy of the organization is the personnel management system of the organization, consisting of the personnel management service, independent structural divisions of the organization and line managers. object personnel policy of the organization is its staff. Staff - a category of workers united on the basis of belonging to an organization (apparatus, department, service, laboratory, department, etc.) or to a profession (managerial, administrative, engineering, technical, etc.). In science, the concepts of "cadres" and "personnel" are most often considered as synonyms.

What are the directions of personnel policy? Let's name the main ones:

a) forecasting the creation of jobs, taking into account the introduction of new technologies;

b) development of programs for the development of personnel in order to solve the current and future tasks of the organization;

c) development of motivational mechanisms, increasing job satisfaction;

d) creation of modern systems of recruitment and selection of personnel;

e) conducting marketing activities in the field of personnel;

f) development of social programs;

g) development of employment programs;

h) strengthening the stimulating role of wages.

The formation and development of personnel policy is influenced by various factors - both external and internal.

Factors external environment - a group of factors that an organization, as a subject of management, cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. For example, these include:

the situation on the labor market (demographic factors, education);

· tendencies of economic development;

scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);

Regulatory and legal environment (legislation in the labor sphere, social sphere and labor protection.

Internal environmental factors- these are factors that, respectively, are amenable to control by the organization. As an example, these include:

the goals of the organization (on their basis, personnel policy is formed);

· financial resources;

· personnel potential of the organization (associated with the assessment of the capabilities of employees, the distribution of responsibilities).

At the same time, when forming personnel policy, a number of the following principles should be observed:

1. the principle of science (the use of modern scientific developments to ensure the maximum economic and social effect);

2. the principle of complexity (all areas of personnel activity should be covered);

3. the principle of accounting (the need to take into account the economic and social effect, the positive and negative impact of a decision on the final result);

4. the principle of consistency (taking into account the interdependence and interconnection of the individual components of this work);

5. the principle of efficiency (any costs for activities in this area must be repaid through the results of economic activity).

Personnel policy can exist in various manifestations. There are the following types of personnel policy: passive, reactive, preventive and active.

We will reveal the main essence of these varieties.

Passive personnel policy- a situation where the management of the organization does not have a clear program of action in relation to personnel, the entire personnel policy is aimed only at eliminating negative consequences without trying to understand the causes of their occurrence, analysis of personnel needs .

Reactive HR policy. Conducting this species policy, the management of the organization controls the occurrence of negative situations in the work of personnel, the lack of motivation and qualified employees; measures are taken to eliminate problems based on an analysis of the causes of their occurrence. The personnel services of the organization are developed, but there is no holistic program for predicting the development of personnel.

Preventive personnel policy. The essence of this type of policy is that the organization has reasonable forecasts for the development of the situation, but does not have the means to influence it. The development programs of the organization contain qualitative and quantitative, short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy - management has not only a forecast, but also means of influencing the situation, the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation. However, the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for the forecast and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description) .

In accordance with this, two subspecies of active personnel policy can be distinguished: rational and adventurous.

At rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). Integral part plan is a program of personnel work with options for its implementation.

At adventurous personnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include plans for personnel work, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. The plan for working with personnel in this case is based on a rather emotional, little reasoned, but perhaps correct idea of the goals of working with personnel.

Also highlight the personnel policy open and closed types. Open type organization is ready to hire any specialist of the appropriate qualification at any level without taking into account work experience in other organizations. essence closed type in that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization.

There are specific requirements for personnel policy: it must be related to the strategy, goals of the organization, its principles.

In order for the personnel policy to have a holistic and structured character, there are three main stages of its formation.

Stage 1. Rationing. The purpose of the stage is to harmonize the principles and goals of working with personnel with the goals and principles of the organization as a whole, its strategy.

Stage 2. Programming. The goal is to develop a system of personnel procedures, activities, technologies.

Stage 3. Monitoring. The main goal is the implementation of specific measures for personnel management and evaluation of the effectiveness of these measures.

Summing up the conclusion of the above theoretical points, it is necessary to define the concept of personnel policy, the definition of which will be used later in the work. So, the personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at preserving, strengthening, developing human resources, as well as creating a qualified and highly productive cohesive team capable of responding in a timely manner to changing market requirements, taking into account the strategy of the organization.

Having outlined the main components and types of personnel policy, it is necessary to turn to the issue of analyzing the personnel policy of the MTS OJSC organization, which can be carried out by outlining the characteristics of the main directions of personnel policy and their correlation with the main stages of the formation of personnel policy.

2 . Analysis of the features of the personnel policy of MTS OJSC

2.1 Brief description of MTS OJSC

OJSC Mobile TeleSystems (MTS) is the leading telecommunications operator in Russia and the CIS countries. Together with its subsidiaries, the company serves more than 100 million subscribers. The year of foundation of MTS OJSC is 1993. MTS OJSC slogan: "One step ahead".

The strategy of MTS OJSC is focused on the creation and development of telecommunications infrastructure in the countries of presence. This gives MTS the opportunity to provide consumers with innovative, high-quality and affordable communication products and services and, as a result, contribute to improving the quality of life in society. Focusing on the needs of the client, the company strives to provide "total communications" - the offer of services in all telecommunications areas - the Internet, television, mobile and fixed communications. The goal is to be the leading telecommunications operator in all markets where it operates. The main principles of the company's work: responsible business conduct, responsibility of the telecom operator, equal opportunities, innovation, promotion of economic growth and welfare of society, responsibility to the state, long-term investment, focus on results, information transparency.

The population of all regions of Russia, as well as Armenia, Belarus, Ukraine, Uzbekistan, Turkmenistan, where"MTS" and its subsidiaries have licenses for the provision of services in the GSM standard, is more than 230 million people.

Main services provided:

Cellular communication (in GSM and UMTS standards);

fixed connection;

broadband Internet access;

cable television;

related services, in particular services for the sale of content.

The company regularly introduces new tariff plans and services that meet the needs of different groups of subscribers. Along with voice services high level quality, MTS is constantly expanding the range of additional services based on data transmission technologies in mobile and fixed networks, cable television, and also develops its own line of mobile devices, both phones and smartphones, as well as devices for wireless Internet access - USB modems and routers. MTS also launched a multimedia entertainment portal - a universal interactive store with a wide selection of licensed music, video and game content and additional functionality social network.

MTS pays priority attention to customer service and maintenance. The company is developing its own mono-brand network of more than 4,150 MTS stores throughout Russia and has a wide distribution network of MTS dealer sales points throughout the country. MTS GPRS roaming is available in more than 200 countries.

MTS successfully implements the tasks of strengthening leadership and maintaining high business efficiency. The main areas of development of the MTS Group were the development of the infrastructure of new networks and points of interaction with consumers, the operator, the use of "smart networks" and the active development of Internet services to create additional value; development of innovations to provide subscribers with a wide portfolio of exclusive devices and services.

Describing the stage of development of the company, it should be noted that MTS OJSC is at the stage of maturity: it manages to maintain a stable position in the external environment, maintains a balanced growth, formed an individual image, the main task is growth in different directions, taking into account the diverse interests of customers, bonuses employees for individual results.

2.2 Analysis of MTS OJSC personnel

Before analyzing the personnel policy of MTS OJSC, it is necessary to analyze the personnel of this organization, indicating its characteristics in dynamics. Personnel data are shown in table 1.

Table 1 - Characteristics of MTS OJSC personnel

Characteristic

Number of personnel, persons
Percentage of workers under 35
Share of employees with higher education
Average work experience
Staff turnover
Absenteeism rate
Staff internal mobility ratio
Labor productivity (one employee), million rubles
average salary
Employee training costs (% of total costs)
Percentage of new job creation (associated with the development of new projects)
Number of trained employees, people
Net profit, billion rubles

The data in the table clearly show changes in various indicators in the field of personnel; further it is necessary to draw certain conclusions. The increase in the number of MTS staff indicates the expansion of the company, the opening of new offices and the provision of new services to customers who need new employees to manage.

An increase in the share of employees under 35 indicates the company's interest in young employees, which is favorable for the development of various innovations. The indicator of the share of employees with higher education is increasing due to professional training of employees, sending them for training, as well as taking into account the factor of education when hiring.

In 2011, there was an increase in the average length of service of employees in the company, which is an indicator of the stability of the workforce and the dedication of employees to the organization. In 2011, one can also observe a decrease in staff turnover, MTS OJSC achieved this result by increasing the fixed salaries of employees, which gives some confidence in the future, as well as by abolishing the system of fines.

A decrease in the level of absenteeism in 2011 means that the amount of productive time of employees has increased, the company has achieved this result by increasing employee satisfaction with their work (introduction of various social programs, organization of vocational training). The increase in the coefficient of internal mobility of personnel in 2011 to 12% testifies to the focus on ensuring the career growth of employees.

An indicator of the company's performance is the increase in labor productivity per employee in 2011 to 26.2 million rubles. and an increase in net profit to 40.1 billion rubles. MTS OJSC increased the level of average wages 2011 compared to 2010, its value amounted to 44,200 rubles, this was due to an increase in funds allocated to the wage fund. In 2011, employee training costs decreased due to the development of an internal mentoring system. An example is the sending of key employees to trainings, and when they return from there, they share their experience with the rest of the employees.

In 2011, the indicator characterizing the process of creating new jobs associated with the development of innovations increased by 2%. Its change is associated, respectively, with the opening of new project groups. Also in 2011 there is an increase in the number of employees trained at internal courses, this is due to the development internal system staff training in the company.

In this section, an analysis was made of indicators related to the personnel of MTS OJSC. It will be possible to draw a conclusion about how the change in these indicators is related to the personnel policy of the organization after analyzing the personnel policy of MTS OJSC.

2.3 Analysisfeaturespersonnel policy of MTS OJSC

HR personnel certification motivation

Before evaluating the personnel policy of MTS OJSC, it is necessary to describe its goals. The objectives of the personnel policy of MTS OJSC are to provide the company with qualified personnel, maximize the efficiency of investments in personnel development, increase personnel motivation and labor productivity. If we take into account the MTS strategy, the goal of which is to be the leading telecommunications communicator in all markets of presence. Which, of course, is possible only if the company has qualified, highly productive personnel, whose work will make it possible to provide consumers with innovative, high-quality and affordable communication products and services and, as a result, contribute to improving the quality of life of society. Thus, the personnel policy of MTS OJSC is aimed at supporting the company's strategy.

Next, it is necessary to analyze the personnel policy of MTS OJSC, based on the previously listed main areas, as well as characterizing them in accordance with the main stages of the formation of personnel policy, the results achieved and changes in labor indicators.

In support of such an area of personnel policy as forecasting the creation of jobs, taking into account the introduction of new technologies, in 2011 MTS introduced such an event as the launch of a number of projects to involve employees in innovative development (for example, the opening of a new mobile portal), thus anticipating the need to create new jobs for workers working on new projects. The purpose of this direction is to increase the percentage of new jobs created. This direction coincides with the goals of the organization and its principle of innovation development. The implementation of new projects is monitored by HR managers in accordance with the plans for the implementation of projects. If we trace the dynamics of personnel indicators, we can conclude that the desired indicator increased by 2%.

In the direction of development of personnel development in order to solve current and future tasks of the organization, MTS OJSC pursues a policy of continuous training, self-education of personnel. The goal of this direction is to increase the number of trained employees, but also to reduce the cost of training. This direction helps to support MTS in the goal of being a leading company in its activities, which, of course, is only possible with the presence of qualified personnel, while observing such principles of the company's activities as responsible business conduct, responsibility of the telecom operator. Activities and procedures carried out in this area: instructions for the development of various projects and tasks, conducting master classes from top managers of the company, organizing unified centralized introductory courses for all new employees, the purpose of which is to understand the MTS business, culture, structure, as well as the study of internal processes and organizational procedures by new employees; for new leaders additional programs on introduction to the internal structure, business processes of the company and accepted interaction procedures; For existing employees, team-building events are held to increase the corporate spirit and strengthen the corporate culture, training at the internal Corporate University, development of an internal mentoring system, i.e. sending key employees to trainings, and when they return from there, they share their experience with other employees. Monitoring the effectiveness of these activities is carried out on the basis of questionnaires feedback, attestation of professional knowledge and results. It should be noted that in 2011 MTS achieved an increase in the number of trained employees to 14,402 people, and the cost of staff training decreased by 1.82%.

As an example of ongoing activities, you can specify the procedure for attestation of personnel. In this case, the certification process included a test of the professional qualities of a new employee in the development department mobile applications, his participation in the development, comments from the management, the specifics of the work and the desire to develop in order to make a decision on sending him to training courses at the Corporate University. Methods used: interview of an employee with the head of the department in which the employee works, observation, filling out a certification sheet, analysis of the employee's personal file. In the certification sheet, a record was made of the presence of comments on the quality of the employee’s work, participation in the development of new projects, professional qualities, and a form with questions to test knowledge in the field of work of the employee was also attached. The result of the certification activities for a new employee of the mobile application development department is presented in Table 2.

Table 2 - Results of certification

Based on the results of certification, it can be concluded that the newcomer meets the requirements of the professional qualities necessary for his specialty, the level of his knowledge is sufficient, however, to participate in the development of new projects that he is engaged in this department he needs new knowledge. The decision to send this employee to training courses at the Corporate University is justified, since there are no comments from the management towards the employee, and he strives for self-development, which contributes to his further effective training and work.

When considering the direction of development of motivational mechanisms, its goal should be noted - to reduce staff turnover and the level of absenteeism in MTS OJSC. It should also be noted that the organization has a grading system. Each position in the company has its own so-called "weight", which is determined by assessing the knowledge, professional qualities of a specialist, the level of responsibility of the position he occupies. Each grade has its own approach to wages. The bonus part is formed on the basis of the fact that the employee completed tasks during the reporting period. The employee understands in which direction to move in order for the salary to grow, clear rules give confidence in the future. Job satisfaction among employees also increases due to the realization that the industry in which the company operates is not only prestigious, but also promising, that MTS is an ideal place for those who want to grow, develop and build a career. Activities carried out in support of this area: development of a grading system, formation of the size of the bonus part of wages and a system for evaluating the performance of employees, professional education on internal trainings, increasing the size of fixed salaries, abolishing fines. Efficiency monitoring is carried out by HR managers based on the evaluation of labor results, feedback questionnaires. It is also important to note that this area is in line with the MTS principles of responsible business conduct and focus on results. As a result, it should be noted that the ongoing activities are effective, as the goals of changing indicators are being achieved: the level of absenteeism decreased in 2011 by 2%, and staff turnover - by 3%.

Touching upon such an area of personnel policy as the creation of modern systems for recruiting and selecting personnel, it is important to note that MTS, first of all, wants to see in all employees professionalism, company loyalty, customer focus when interacting with subscribers and colleagues, the ability to quickly solve problems and tasks. The purpose of this direction is to provide the company with qualified personnel with higher education, as well as an increase in labor productivity. These requirements meet the strategy and goals of MTS in the direction of developing a quality product, which is possible only with qualified personnel. Activities carried out: searching for resumes of candidates on the Internet, searching for alternative sources of attracting candidates (placement in the media, establishing contacts with universities); conducting telephone and personal interviews with candidates; organization of adaptation of employees at introductory trainings. Monitoring: the process of personnel certification, questioning, analysis of labor efficiency. Making a conclusion about the goals of this direction, it should be noted that the labor productivity of one employee of the company in 2011 increased to 26.2 million rubles, and the percentage of employees with higher education - up to 81%.

Analyzing such a direction as conducting marketing activities in the field of personnel, it can be noted that MTS OJSC fully supports this direction in its personnel policy, as it allows tracking and hiring highly qualified personnel, which is fully consistent with the company's strategy in the production of high-quality and available communications products and services. The goal is to increase the percentage of employees with higher education. Measures taken and monitoring: research by the HR department of the external labor market and the internal environment of the organization, including through feedback questionnaires, tracking the development of new technologies in the organization and, in this regard, new jobs, conducting social surveys to identifying the company's image in the market. The change in the percentage of employees with higher education to 81% indicates the effectiveness of the measures taken.

As part of the development of social programs, MTS OJSC, first of all, builds activities within the framework of its strategy to meet the needs of society and consumers, improve the quality of human life. Also, principles such as responsible business conduct, ensuring equal opportunities, promoting the welfare of society are being implemented. Conducted activities: provision of free voluntary medical insurance to employees, labor protection, professional training of personnel, organization of sports leisure for employees, provision of targeted vacations in connection with certain life situations. The purpose of the ongoing activities is to increase the number of trained employees and reduce the level of absenteeism. The company also implements a number of social projects, for example, “ Mobile Internet from MTS to schools”, various charitable programs. Monitoring is carried out by personnel certification, observation of the external environment of the company. Having assessed the dynamics of changes in the previously stated indicators, we can conclude that the measures taken are effective, because the level of absenteeism in 2011 compared to 2010 decreased by 2%, and the number of trained employees increased by 5586 people.

As part of such an area of personnel policy as the development of employment programs, MTS OJSC participates in a number of targeted territorial employment programs, an example of an event was the agreement signed in 2009 in St. Petersburg on social development and development of innovations. Additional activities and monitoring: informing employment services about open vacancies; cooperation with students - organization of internships and employment, organization of university events, the purpose of which is to attract students; career advancement based on rotation between regions and management levels. The goal is to increase the rate of internal mobility of personnel, as well as the number of qualified employees. This means that employees have a real chance to gain useful experience and skills and get to know the company's business in different regions, which is in line with the principles of information transparency and responsible business conduct. The presence of career advancement for employees at the regional level makes it possible to have highly qualified employees in all markets of presence, which is in line with the strategy and goals of MTS. An increase in net profit in 2011 compared to 2010 by 13.5 billion rubles, an increase in the number of employees to 20,519 people, and an increase in the coefficient of internal staff mobility to 12% serve as an indicator of the effectiveness of this area.

At the end of the analysis of personnel policy, it is necessary to characterize such an area of personnel policy as strengthening the stimulating role of wages. The purpose of this direction is to increase the average salary of employees, reduce staff turnover. Today, MTS OJSC has the following measures and technologies in place: a remuneration system consisting of fixed and variable parts, providing employees with a package of compensations and benefits, setting bonus amounts based on personal achievements. It is important to note that the size of the fixed part of the salary is determined taking into account the salary ranges established for each job category (grade) based on the analysis of the labor market in the region of presence and the positioning policy of MTS regarding the labor market, which is already included in the monitoring system for this direction. The monitoring system also includes: assessment of the results achieved by employees based on a personal plan and the issuance of bonuses. It can be concluded that remuneration with the presence of a fixed part in it, as well as the presence of bonuses, plays the role of an incentive for productive activity. Analyzing the dynamics of changes in turnover rates and wages, we can conclude that the increase in wages in 2011 had an effective impact on staff motivation, as staff turnover decreased by 3%.

In conclusion, it should be emphasized once again that the personnel policy of MTS OJSC takes into account the peculiarities of the external environment, tracing the development of new technologies, taking into account the company's prestige in the market, as well as legislation in the labor and social sphere. Also, when developing a personnel policy, MTS OJSC takes into account internal factors: assessment of the capabilities of employees, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the principle of scientific character, which involves the use modern developments, the principle of complexity and consistency in observing the main directions of personnel policy, the principle of accounting - in tracking the dynamics in changes in personnel indicators, the principle of efficiency - in reducing costs while increasing their effectiveness.

Conclusion

The personnel policy of an organization, as a system of principles and the resulting forms, methods and criteria for working with personnel, plays a fundamental role in the implementation of such tasks as ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative composition of personnel, developing the organization's personnel in accordance with the needs of the organization itself. organizations, legal requirements, the state of the labor market. The subject of the organization's personnel policy is the organization's personnel management system, and the object - her staff.

There are such types of personnel policy as active (rational and adventurous), passive, preventive, reactive. The formation and development of personnel policy is influenced by various factors - both external and internal. At the same time, its formation is influenced by such fundamental principles as scientific character, complexity, consistency, principles of accounting and efficiency.

In this paper, an analysis of the personnel policy was carried out using the example of MTS OJSC. To summarize, it is important to note the main points. MTS, being the leading telecommunications operator in Russia and the CIS countries and having a large number of employees, must take into account such a factor as an effective personnel policy. The objectives of the personnel policy of MTS OJSC are to provide the company with qualified personnel, maximize the efficiency of investments in personnel development, increase personnel motivation and labor productivity. Let us designate the MTS strategy, its goal is to be the leading telecommunications communicator in all markets of presence. This is possible only if the company has qualified, highly productive personnel, whose work will make it possible to provide consumers with innovative, high-quality and affordable communication products and services and, as a result, contribute to improving the quality of life of society. Based on all this, we can conclude that the personnel policy of MTS OJSC is aimed at supporting the company's strategy.

So, the personnel policy of MTS is rational and active, since the organization not only forecasts and analyzes certain situations in the field of personnel, but also develops and implements programs to address them, there is a system for assessing and developing personnel that helps to reach their full potential . An example is the introduction in 2011 of a system of bonuses based on personal achievements and performance of employees. The organization also constantly monitors the development of personnel, in particular, sends employees to additional courses and trainings at its own Corporate University. It is also important to note that MTS OJSC pursues an open personnel policy: the company recruits not only professionals, but also young specialists who have just graduated from a university.

How does the personnel policy pursued by MTS affect the indicators related to personnel? If we consider the data presented earlier, we can trace the dynamics of their change.

The indicator of increase in the creation of workers in 2011 increased by 2%, this result was achieved in the implementation of the direction for the development and implementation of innovations, the opening of new projects. Also, as a result of this direction, in 2011 the number of personnel increased

An increase in the number of employees trained in internal courses by 14,402 people and a decrease in personnel development costs by 1.82% indicates the effectiveness of measures in such a direction of personnel policy as personnel development. Such as: training courses at the Corporate University, development of a mentoring system, introductory courses for new employees.

The decrease in the level of absenteeism in 2011 by 2%, and the staff turnover - by 3% leads to the conclusion that the direction of the personnel policy of MTS OJSC on the use of motivational mechanisms is effective. The measures used include an increase in the fixed part of the salary, bonuses for individual performance, staff training, career opportunities, provision of free voluntary medical insurance to employees, labor protection, professional training of personnel, organization of sports leisure for employees, provision of targeted leave in connection with certain life situations. ..

It is important to note that the productivity of one employee in 2011 increased to 26.2 million rubles compared to 2010, which is associated with an increase in job satisfaction of employees, the development of a recruitment and selection system that allows hiring qualified specialists. The system of marketing activities in the field of personnel also contributed to the change in these indicators, which allows you to timely track changes in the labor market, as well as the company's image in the market and its attractiveness to job seekers. In relation to this area, it should also be noted that the indicator of the number of employees with higher education has increased to 81%.

Provision of opportunities for career growth, rotation of personnel between regions as part of the development of employment programs, helped to achieve an increase in the number of personnel of MTS OJSC up to 20,519 people, an increase in internal mobility in 2011 up to 12%. As an indicator of the company's performance, since it employs qualified personnel, is the growth of net profit in 2011 by 13.5 billion rubles.

As part of the personnel policy of MTS, as an increase in the stimulating role of remuneration, an increase in wages in 2011 can be traced, which effectively affected the motivation of staff, since staff turnover decreased by 3%. Within the framework of this direction, a number of measures were taken to positively change these indicators, namely, an increase in the fixed part of wages, bonuses for individual results.

In addition, an increase in the average length of service of employees in the company can be noted, which is an indicator of the stability of the workforce and the dedication of employees to the organization. The company achieved this result by increasing the satisfaction with the work of its employees, namely, by providing various social guarantees, training, and bonus payments.

The personnel policy of MTS OJSC takes into account the peculiarities of the external environment, the development of new technologies, as well as legislation in the labor and social sphere. Also, when developing a personnel policy, MTS OJSC takes into account internal factors: assessment of the capabilities of employees, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the principle of science, which involves the use of modern developments, the principle of complexity and consistency in observing the main directions of personnel policy, the principle of accounting - in tracking the dynamics in changes in personnel indicators, the principle of efficiency - in reducing costs while increasing their effectiveness.

It can be concluded that the personnel policy of MTS OJSC is consistent with the company's development strategies, its goals and principles. Carrying out various events in the main areas of personnel policy aimed at developing personnel, selecting qualified personnel, speaks of the company's understanding that the personnel of any developed modern organization is one of its most important resources.

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5. Lukicheva L.I. Organization management. / Tutorial. - M.: Omega-L, 2006

6. Shapiro S.A., Shataeva O.V. Fundamentals of personnel management in modern organizations. / Tutorial. - M.: GrossMedia, 2008

7. Telecom operator MTS // Internet resource: http://www.mts.ru/

8. Shekshnya S.V. Personnel management of a modern organization. / Educational and practical guide. - M .: CJSC "Business School" Intel-Sintez ", 2002

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Analysis of the features of the personnel policy of MTS OJSC

HR personnel certification motivation

Next, it is necessary to analyze the personnel policy of MTS OJSC, based on the previously listed main areas, as well as characterizing them in accordance with the main stages of the formation of personnel policy, the results achieved and changes in labor indicators.

In support of such an area of personnel policy as forecasting the creation of jobs, taking into account the introduction of new technologies, in 2011 MTS introduced such an event as the launch of a number of projects to involve employees in innovative development (for example, the opening of a new mobile portal), thereby thereby anticipating the need to create new jobs for workers working on new projects. The purpose of this direction is to increase the percentage of new jobs created. This direction coincides with the goals of the organization and its principle of innovation development. The implementation of new projects is monitored by HR managers in accordance with the plans for the implementation of projects. If we trace the dynamics of personnel indicators, we can conclude that the desired indicator increased by 2%.

In the direction of development of personnel development in order to solve current and future tasks of the organization, MTS OJSC pursues a policy of continuous training, self-education of personnel. The goal of this direction is to increase the number of trained employees, but also to reduce the cost of training. This direction helps to support MTS in the goal of being a leading company in its activities, which, of course, is only possible with the presence of qualified personnel, while observing such principles of the company's activities as responsible business conduct, responsibility of the telecom operator. Activities and procedures carried out in this area: instructions for the development of various projects and tasks, conducting master classes from top managers of the company, organizing unified centralized introductory courses for all new employees, the purpose of which is to understand the MTS business, culture, structure, as well as the study of internal processes and organizational procedures by new employees; for new managers, additional programs are conducted to introduce them to the internal structure, business processes of the company and the accepted interaction procedures; For existing employees, team-building events are held to increase the corporate spirit and strengthen the corporate culture, training at the internal Corporate University, development of an internal mentoring system, i.e. sending key employees to trainings, and when they return from there, they share their experience with other employees. Monitoring the effectiveness of these activities is carried out on the basis of feedback questionnaires, certification of professional knowledge and results. It should be noted that in 2011 MTS achieved an increase in the number of trained employees to 14,402 people, and the cost of staff training decreased by 1.82%.

As an example of ongoing activities, you can specify the procedure for attestation of personnel. In this case, the certification process included checking the professional qualities of a new employee of the mobile application development department, his participation in development, comments from the management, the specifics of work and the desire to develop in order to make a decision on sending him to training courses at the Corporate University. Methods used: interview of an employee with the head of the department in which the employee works, observation, filling out a certification sheet, analysis of the employee's personal file. In the certification sheet, a record was made of the presence of comments on the quality of the employee’s work, participation in the development of new projects, professional qualities, and a form with questions to test knowledge in the field of work of the employee was also attached. The result of the certification activities for a new employee of the mobile application development department is presented in Table 2.

Table 2 - Results of certification

Based on the results of the certification, it can be concluded that the newly arrived employee meets the requirements of the professional qualities necessary for his specialty, the level of his knowledge is sufficient, but he needs new knowledge to participate in the development of new projects that this department is engaged in. The decision to send this employee to training courses at the Corporate University is justified, since there are no comments from the management towards the employee, and he strives for self-development, which contributes to his further effective training and work.

When considering the direction of development of motivational mechanisms, its goal should be noted - to reduce staff turnover and the level of absenteeism in MTS OJSC. It should also be noted that the organization has a grading system. Each position in the company has its own so-called "weight", which is determined by assessing the knowledge, professional qualities of a specialist, the level of responsibility of the position he occupies. Each grade has its own approach to wages. The bonus part is formed on the basis of the fact that the employee completed tasks during the reporting period. The employee understands in which direction to move in order for the salary to grow, clear rules give confidence in the future. Job satisfaction among employees also increases due to the realization that the industry in which the company operates is not only prestigious, but also promising, that MTS is an ideal place for those who want to grow, develop and build a career. Activities carried out in support of this area: the development of a grading system, the formation of the size of the bonus part of the salary and the system for evaluating the performance of employees, professional training at internal trainings, increasing the size of fixed salaries, and the abolition of fines. Efficiency monitoring is carried out by HR managers based on the evaluation of labor results, feedback questionnaires. It is also important to note that this area is in line with the MTS principles of responsible business conduct and focus on results. As a result, it should be noted that the ongoing activities are effective, as the goals of changing indicators are being achieved: the level of absenteeism decreased in 2011 by 2%, and staff turnover - by 3%.

As part of the development of social programs, MTS OJSC, first of all, builds activities within the framework of its strategy to meet the needs of society and consumers, improve the quality of human life. Also, principles such as responsible business conduct, ensuring equal opportunities, promoting the welfare of society are being implemented. Conducted activities: provision of free voluntary medical insurance to employees, labor protection, professional training of personnel, organization of sports leisure for employees, provision of targeted vacations in connection with certain life situations. The purpose of the ongoing activities is to increase the number of trained employees and reduce the level of absenteeism. The company also implements a number of social projects, for example, “Mobile Internet from MTS to Schools”, various charity programs. Monitoring is carried out by personnel certification, observation of the external environment of the company. Having assessed the dynamics of changes in the previously stated indicators, we can conclude that the measures taken are effective, because the level of absenteeism in 2011 compared to 2010 decreased by 2%, and the number of trained employees increased by 5586 people.

In conclusion, it should be emphasized once again that the personnel policy of MTS OJSC takes into account the peculiarities of the external environment, tracing the development of new technologies, taking into account the company's prestige in the market, as well as legislation in the labor and social sphere. Also, when developing a personnel policy, MTS OJSC takes into account internal factors: assessment of the capabilities of employees, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the principle of science, which involves the use of modern developments, the principle of complexity and consistency in observing the main directions of personnel policy, the principle of accounting - in tracking the dynamics in changes in personnel indicators, the principle of efficiency - in reducing costs while increasing their effectiveness.

MTS employees are the most important success factor for the Company for us. All the achievements of our business, the dynamics of its development are entirely based on the qualifications of the staff, directly dependent on the provision of competitive working conditions, a fair and respectful attitude towards each employee. We constantly strive to improve social and labor relations, create all conditions for the safe work of employees, contributing to their professional and career growth. We are confident that the attitude towards our employees largely determines their conscientious behavior in the Company.

“Given the scale of our business, MTS is actively investing in human capital, which helps it remain the best employer in Russia: last year, MTS won the Best Employers Study 2015 international award” according to the international HR consulting company AON Hewitt and its Russian partner AXES Management . She has repeatedly won the prestigious HR-brand award, which HeadHunter annually awards to the best employers in Russia, and also became the winner of the People Investor award, which recognizes the contribution of companies to the development of human capital.

Our Company has developed a unique corporate culture, thanks to which we better understand each other and speak the same language. We have the best “Idea Factory” for employees according to HeadHunter, within which any of us can turn our most daring and innovative ideas into reality. Every year, our employees participate in the corporate competition "RegiON!", and in between work they read the corporate magazine "Easy".

MTS strives to create opportunities for each employee to develop their professional, personal and business competencies!”

Andrey Dubovskov, President of MTS PJSC

The MTS team exceeds 70 thousand people working in six countries of the world, possessing innovative thinking, capable of creating and implementing new ideas, going beyond the usual patterns, implementing the most unusual and daring projects.

The personnel policy of MTS is implemented in full compliance with labor laws and other regulatory legal acts of the countries where the Company operates. MTS employees receive fair remuneration and decent social protection. The Company has created all conditions for safe work activities. An important element of the personnel policy is to attract highly qualified personnel and talented youth to MTS.

The priorities of the personnel policy in 2015 were the development of the efficiency of business processes, as well as the creation of an optimal environment for the professional and career development of employees. In the second half of the year, the United HR Center began to operate in Nizhny Novgorod, in which operational business processes for personnel management were centralized.

Innovations in personnel management implemented in 2015:

The Virtual Academy was launched - an innovative training service introduced by MTS. Virtual Academy contains big number online courses, many of which are grouped into study programs. Integration with major online learning providers such as Coursera, Lynda.com, Udacity, etc. is possible. The mobile application allows you to study at home and on the go. The Virtual Academy has a built-in Jam social network, a platform for the exchange of experience, participation in development events, corporate programs and competitions.
The "8 Rules" of the head have been developed - this is a survey that gives a chance to provide feedback on any head of the Company. The survey is conducted entirely online, which allows for a high level of anonymity, but at the same time makes it completely transparent.
The "Personal Account" function has been implemented - an online repository of information for employees, which contains all personal information, the history of employees in the Company, data on performance assessment, the results of various surveys ("8 Rules" of the head, Hogan, Hay, score 360, Talen Q tests) , churn and engagement rates, and all other relevant data.
The "HR Administration Center" was introduced - a solution for providing a centralized function of personnel administration in the United Personnel Service Center based on software products Abbyy and UCM. The ABBYY solution allows you to scan, verify and send HR documentation to a unified service center for further processing and generation (automatic and manual) of HR events in OEBS, save documents in electronic storage UCM.
Created "Feedback" - a mobile application for evaluating your colleagues on the values of SIMPLY during the year. It is also possible to save your notes to Personal account performance management systems and use them in the next performance assessment.

The total costs of MTS for personnel in 2015 amounted to 56.2 billion rubles. compared to 49.1 billion rubles. in 2014, which was due, among other things, to a change in the structure of the MTS Group. Additional 962 million rubles. amounted to the Company's expenses for payments to persons participating in the work of MTS, but not being its employees.

Staff engagement

Per Last year the level of involvement in MTS Group increased from 65 to 70%, and in MTS PJSC - from 73 to 80%. The level of internal NPS in MTS Russia has grown from 32 to 43%, 2/3 of our employees are confidently ready to recommend MTS to their friends and relatives as a worthy employer.

More than 90% of our employees took part in the MTS Group engagement survey in 2015, which is 65 thousand people in absolute terms.

MTS Group builds social and labor relations with the personnel on the basis of social partnership, which implies equality, respect and consideration of mutual interests, as well as compliance by the parties with applicable laws and other regulations. The personnel policy of MTS is built on the basis of transparent and honest relationships with employees, a benevolent corporate culture has been formed in the Company, an atmosphere of gratitude, care and recognition of the achievements of each of our friendly team.

MTS concludes employment contracts with each employee separately; there is no practice of concluding collective agreements in the Company. All benefits, guarantees and compensations (including those in excess of those provided for by labor legislation) are fixed in various local regulations of MTS PJSC. We strictly adhere to the requirements of labor legislation and try to take into account the interests of the staff as much as possible, and in the event of disagreements, we make every effort to resolve the conflict objectively and fairly. All MTS employees, when the terms of an employment contract are changed or terminated at the initiative of the Company, receive a preliminary notification in advance - two months in advance.

A significant proportion of the Company's work is performed by full-time employees, including employees of subcontractor companies. Suppliers are not assessed according to the criteria of labor relations practice. Significant actual and potential negative impacts on labor practices in the supply chain are not assessed.

The Company has a widespread practice of career advancement based on rotation between regions and management levels: this approach means that each employee has the opportunity to gain useful experience and skills and get to know MTS business in different regions. Our Corporate Culture encourages social activities of employees in the event that it is aimed at social or educational purposes and is gratuitous. However, the Company does not encourage activities that may lead to a conflict of interest. If there is such a possibility, the employee must report this (in accordance with internal procedure) before engaging in such activities.

In September 2015, the first in the history of the Company "Career Day" was held - a large-scale event for MTS employees aimed at familiarizing our employees with career opportunities in the Company.

Employees have the opportunity to apply to the "Unified hotline» (line of the block of internal control and audit [email protected]) to resolve issues related to compliance with the Code of Business Conduct and Ethics, to resolve corporate conflicts, to receive assistance in cases of exceeding official authority.

During 2015, there were 13 complaints filed through formal grievance mechanisms, 10 of which were resolved in the reporting period.

Introduction

Basic concepts of personnel policy

Analysis of the features of the personnel policy of MTS OJSC

1 Brief description of MTS OJSC

2 Analysis of MTS OJSC personnel

3 Analysis of the peculiarities of the personnel policy of MTS OJSC

Conclusion

List of sources used

Introduction

A sound personnel policy is a key factor in the success of any organization. The staff is the main and most valuable resource of the organization, effective management of it will ensure the competitiveness of the company in the modern market. That is why the definition of the main directions of personnel policy, as well as taking into account external and internal factors of influence on the organization become necessary.

The purpose of the work is to analyze the features of the personnel policy of MTS OJSC.

· reveal the basic concepts of personnel policy;

· give a brief description of MTS OJSC;

· characterize the personnel of MTS OJSC;

· to analyze the peculiarities of the personnel policy of MTS OJSC.

The object of the work is the personnel policy of MTS OJSC.

The subject of the work is the main directions of the personnel policy of MTS OJSC.

The methods used in writing the work: the method of generalization, observation, the method of analysis and synthesis (including theoretical analysis of the literature).

1. Basic concepts of personnel policy

Before revealing the content of such a concept as personnel policy, it is necessary to clarify the definition of such a concept as organization policy.

Organization policy -a system of rules in accordance with which the system as a whole behaves and according to which the people included in this system act. There is a financial policy of the organization, a policy in relation to competitors, and any organization develops and implements personnel policy.

So, personnel policy of the organization -the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the development strategy organizations . It is important to note the goal of the personnel policy - this is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, legal requirements, and the state of the labor market.

Personnel policy, like any system, has its own structure. Among its most important elements include the subject, the object of personnel policy. Subjectthe personnel policy of the organization is the personnel management system of the organization, consisting of the personnel management service, independent structural divisions of the organization and line managers. objectpersonnel policy of the organization is its staff. Staff - a category of workers united on the basis of belonging to an organization (apparatus, department, service, laboratory, department, etc.) or to a profession (managerial, administrative, engineering, technical, etc.). In science, the concepts of "cadres" and "personnel" are most often considered as synonyms.

What are the directions of personnel policy? Let's name the main ones:

a) forecasting the creation of jobs, taking into account the introduction of new technologies;

b) development of programs for the development of personnel in order to solve the current and future tasks of the organization;

c) development of motivational mechanisms, increasing job satisfaction;

d) creation of modern systems of recruitment and selection of personnel;

e) conducting marketing activities in the field of personnel;

f) development of social programs;

g) development of employment programs;

h) strengthening the stimulating role of wages.

The formation and development of personnel policy is influenced by various factors - both external and internal.

Environmental factors- a group of factors that an organization, as a subject of management, cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. For example, these include:

· the situation on the labor market (demographic factors, education);

· economic development trends;

· scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);

· regulatory and legal environment (legislation in the labor sphere, social sphere and labor protection.

Internal environmental factors- these are factors that, respectively, are amenable to control by the organization. As an example, these include:

· goals of the organization (on their basis, personnel policy is formed);

· financial resources;

· the personnel potential of the organization (associated with the assessment of the capabilities of employees, the distribution of responsibilities).

At the same time, when forming personnel policy, a number of the following principles should be observed:

1.the principle of scientific character (the use of modern scientific developments to ensure the maximum economic and social effect);

.the principle of complexity (all areas of personnel activity should be covered);

.the principle of accounting (the need to take into account the economic and social effect, the positive and negative impact of a decision on the final result);

.the principle of consistency (taking into account the interdependence and interconnection of the individual components of this work);

.the principle of efficiency (any costs for activities in this area should be repaid through the results of economic activity).

Personnel policy can exist in various manifestations. There are the following types of personnel policy: passive, reactive, preventive and active.

We will reveal the main essence of these varieties.

Reactive personnel policy.By pursuing this type of policy, the management of the organization controls the occurrence of negative situations in the work of personnel, the lack of motivation and qualified employees; measures are taken to eliminate problems based on an analysis of the causes of their occurrence. The personnel services of the organization are developed, but there is no holistic program for predicting the development of personnel.

Preventive personnel policy.The essence of this type of policy is that the organization has reasonable forecasts for the development of the situation, but does not have the means to influence it. The development programs of the organization contain qualitative and quantitative, short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy -management has not only a forecast, but also means of influencing the situation, the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation. However, the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for the forecast and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description) .

In accordance with this, two subspecies of active personnel policy can be distinguished: rationaland adventurous.

At rationalpersonnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). An integral part of the plan is a program of personnel work with options for its implementation.

At adventurouspersonnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include plans for personnel work, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. The plan for working with personnel in this case is based on a rather emotional, little reasoned, but perhaps correct idea of the goals of working with personnel.

Also highlight the personnel policy openand closedtypes. Opentype organization is ready to hire any specialist of the appropriate qualification at any level without taking into account work experience in other organizations. essence closedtype in that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization.

There are specific requirements for personnel policy: it must be related to the strategy, goals of the organization, its principles.

In order for the personnel policy to have a holistic and structured character, there are three main stages of its formation.

Stage 1. Rationing. The purpose of the stage is to harmonize the principles and goals of working with personnel with the goals and principles of the organization as a whole, its strategy.

Stage 2. Programming. The goal is to develop a system of personnel procedures, activities, technologies.

Stage 3. Monitoring. The main goal is the implementation of specific measures for personnel management and evaluation of the effectiveness of these measures.

Summing up the conclusion of the above theoretical points, it is necessary to define the concept of personnel policy, the definition of which will be used later in the work. So, the personnel policy of the organization - this is the general direction of personnel work, a set of principles, methods, forms, organizational mechanism for developing goals and objectives aimed at maintaining, strengthening, developing human resources, as well as creating a qualified and highly productive cohesive team capable of responding in a timely manner to changing market requirements with taking into account the strategy of the organization.

2. Analysis of the features of the personnel policy of MTS OJSC

.1 Brief description of MTS OJSC

The population of all regions of Russia, as well as Armenia, Belarus, Ukraine, Uzbekistan, Turkmenistan, where MTS and its subsidiaries have licenses to provide services in the GSM standard, is more than 230 million people.

Main services provided:

· cellular communication(in GSM and UMTS standards);

· fixed communication;

· broadband Internet access;

· cable television;

· related services, in particular services for the sale of content.

The company regularly presents new tariff plans and services that meet the needs of various groups of subscribers. Along with high-quality voice services, MTS is constantly expanding the range of additional services provided based on data transmission technologies in mobile and fixed networks, cable television, and is also developing its own line of mobile devices, both telephones and smartphones, and devices for wireless access to the Internet - USB-modems and routers. MTS also launched a multimedia entertainment portal - a universal interactive store with a wide selection of licensed music, video and game content and additional social network functionality.

MTS pays priority attention to customer service and maintenance. The company is developing its own mono-brand network of more than 4,150 MTS stores throughout Russia and has a wide distribution network of MTS dealer sales points throughout the country. MTS GPRS roaming is available in more than 200 countries.

.2 Analysis of MTS OJSC personnel

Before analyzing the personnel policy of MTS OJSC, it is necessary to analyze the personnel of this organization, indicating its characteristics in dynamics. Personnel data are shown in table 1.

Table 1 - Characteristics of MTS OJSC personnel

Characteristics 2010 2011123 Number of personnel, persons 1993020519 Share of employees under 35 years old 71% 75% Share of employees with higher education 77% 81% Average work experience 5.4 years 5.8 years Personnel turnover 10% 7% Absenteeism rate 13% 11% Internal staff mobility rate 10% 12 % Labor productivity (one employee), million rubles 17.0526.2 Average salary 37,660 rubles 44,200 rubles Costs for employee training (% of total costs) development of new projects) 5% 7% Number of trained employees, people 881614402 Net profit, billion rubles 26,640.1

The data in the table clearly show changes in various indicators in the field of personnel; further it is necessary to draw certain conclusions. The increase in the number of MTS staff indicates the expansion of the company, the opening of new offices and the provision of new services to customers who need new employees to manage.

An indicator of the company's performance is the increase in labor productivity per employee in 2011 to 26.2 million rubles. and an increase in net profit to 40.1 billion rubles. In MTS OJSC, the level of the average wage in 2011 increased compared to 2010, its value amounted to 44,200 rubles, this was due to an increase in funds allocated to the wage fund. In 2011, employee training costs decreased due to the development of an internal mentoring system. An example is the sending of key employees to trainings, and when they return from there, they share their experience with the rest of the employees.

In 2011, the indicator characterizing the process of creating new jobs associated with the development of innovations increased by 2%. Its change is associated, respectively, with the opening of new project groups. Also in 2011 there is an increase in the number of employees trained in internal courses, this is due to the development of an internal personnel training system in the company.

AT this section an analysis of indicators related to the personnel of MTS OJSC was carried out. Conclusion on how the change in these indicators is associated with personnel policy organization, it will be possible to do after the analysis of the personnel policy of MTS OJSC.

.3 Analysis of the peculiarities of the personnel policy of MTS OJSC

HR personnel certification motivation

In support of such an area of personnel policy as forecasting the creation of jobs, taking into account the introduction of new technologies, in 2011 MTS introduced such an event as the launch of a number of projects to involve employees in innovative development (for example, the opening of a new mobile portal), thereby thereby anticipating the need to create new jobs for workers working on new projects. The purpose of this direction is to increase the percentage of new jobs created. This direction coincides with the goals of the organization and its principle of innovation development. The implementation of new projects is monitored by HR managers in accordance with the plans for the implementation of projects. If we trace the dynamics of personnel indicators, we can conclude that the desired indicator increased by 2%.

In the direction of development of personnel development in order to solve current and future tasks of the organization, MTS OJSC pursues a policy of continuous training, self-education of personnel. The goal of this direction is to increase the number of trained employees, but also to reduce the cost of training. This direction helps to support MTS in the goal of being a leading company in its activities, which, of course, is only possible with the presence of qualified personnel, while observing such principles of the company's activities as responsible business conduct, responsibility of the telecom operator. Activities and procedures carried out in this area: instructions for the development of various projects and tasks, conducting master classes from top managers of the company, organizing unified centralized introductory courses for all new employees, the purpose of which is to understand the MTS business, culture, structure, as well as the study of internal processes and organizational procedures by new employees; for new managers, additional programs are conducted to introduce them to the internal structure, business processes of the company and the accepted interaction procedures; For existing employees, team-building events are held to increase the corporate spirit and strengthen the corporate culture, training at the internal Corporate University, development of an internal mentoring system, i.e. sending key employees to trainings, and when they return from there, they share their experience with other employees. Monitoring the effectiveness of these activities is carried out on the basis of feedback questionnaires, certification of professional knowledge and results. It should be noted that in 2011 MTS achieved an increase in the number of trained employees to 14,402 people, and the cost of staff training decreased by 1.82%.

Table 2 - Results of certification

FactorCommentProfessional qualitiesSociability, purposefulness, analytical mindset, good mathematical base, sociability, responsibilityParticipation in new developmentsNoComments to the employeeNoneThe result of the knowledge test 72%The specifics of the workDeals with the support of already created contentDesire to develop Strives for self-development

When considering the direction of development of motivational mechanisms, its goal should be noted - to reduce staff turnover and the level of absenteeism in MTS OJSC. It should also be noted that the organization has a grading system. Each position in the company has its own so-called "weight", which is determined by assessing the knowledge, professional qualities of a specialist, the level of responsibility of the position he occupies. Each grade has its own approach to wages. The bonus part is formed on the basis of the fact that the employee completed tasks during the reporting period. The employee understands in which direction to move in order for the salary to grow, clear rules give confidence in the future. Job satisfaction among employees also increases due to the realization that the industry in which the company operates is not only prestigious, but also promising, that MTS is an ideal place for those who want to grow, develop and build a career. Activities carried out in support of this area: the development of a grading system, the formation of the size of the bonus part of the salary and the system for evaluating the performance of employees, professional training at internal trainings, increasing the size of fixed salaries, and the abolition of fines. Efficiency monitoring is carried out by HR managers based on the evaluation of labor results, feedback questionnaires. It is also important to note that this area is in line with the MTS principles of responsible business conduct and focus on results. As a result, it should be noted that the ongoing activities are effective, as the goals of changing indicators are being achieved: the level of absenteeism decreased in 2011 by 2%, and staff turnover - by 3%.

As part of the development of social programs, MTS OJSC, first of all, builds activities within the framework of its strategy to meet the needs of society and consumers, improve the quality of human life. Also, principles such as responsible business conduct, ensuring equal opportunities, promoting the welfare of society are being implemented. Conducted activities: provision of free voluntary medical insurance to employees, labor protection, professional training of personnel, organization of sports leisure for employees, provision of targeted vacations in connection with certain life situations. The purpose of the ongoing activities is to increase the number of trained employees and reduce the level of absenteeism. The company also implements a number of social projects, for example, “Mobile Internet from MTS to Schools”, various charity programs. Monitoring is carried out by personnel certification, observation of the external environment of the company. Having assessed the dynamics of changes in the previously stated indicators, we can conclude that the measures taken are effective, because the level of absenteeism in 2011 compared to 2010 decreased by 2%, and the number of trained employees increased by 5586 people.

In conclusion, it should be emphasized once again that the personnel policy of MTS OJSC takes into account the peculiarities of the external environment, tracing the development of new technologies, taking into account the company's prestige in the market, as well as legislation in the labor and social sphere. Also, when developing a personnel policy, MTS OJSC takes into account internal factors: assessment of the capabilities of employees, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the principle of science, which involves the use of modern developments, the principle of complexity and consistency in observing the main directions of personnel policy, the principle of accounting - in tracking the dynamics in changes in personnel indicators, the principle of efficiency - in reducing costs while increasing their effectiveness.

Conclusion

How does the personnel policy pursued by MTS affect the indicators related to personnel? If we consider the data presented earlier, we can trace the dynamics of their change.

List of sources used

1.HR Portal. Personnel management, assessment, attestation, personnel records management // Internet resource: #"justify">2. Turchinov A.I. Personnel management. / Textbook. M.: Publishing house of the RAGS, 2002

.Ivanova-Shvets L.N., Korsakova A.A., Tarasova S.L. Personnel Management. / Training and metodology complex. - M.: EAOI, 2008

.Kibanov A.Ya. Organization personnel management. / Textbook. - M.: Moscow, INFRA-M, 2010

.Lukicheva L.I. Organization management. / Tutorial. - M.: Omega-L, 2006

.Shapiro S.A., Shataeva O.V. Fundamentals of personnel management in modern organizations. / Tutorial. - M.: GrossMedia, 2008

.MTS telecom operator // Internet resource: #"justify">. Shekshnya S.V. Personnel management of a modern organization. / Educational and practical guide. - M .: CJSC "Business School" Intel-Sintez ", 2002

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"Omsk Institute of Additional Education
"Economics and Law"

TEST
By discipline
"Strategic Management"
Corporate culture of OJSC Mobile TeleSystems (MTS)

Performed:
.

Checked:

Omsk
2011
Content:

The history of the emergence of OJSC "Mobile TeleSystems" (MTS)………………….…3

Brief description of MTS………………………………………………………………... .4

Personnel policy of MTS………………………………………………………………………. ...5

Corporate culture of MTS ………………………………………………………… ... 7

MTS Corporate Values………………………………………………………………….7

MTS Corporate Programs………………………………………………………………..9

4.2.1. Factory of Ideas………………………………………………………………………...........9

4.2.2. Recognition program…………………………………………………………………..9

4.2.3. Corporate Events……..……..………………………………………………..9

History of JSC "Mobile TeleSystems"(MTS)

JSC "Mobile TeleSystems" is a Russian telecommunications company providing services in Russia and CIS countries under the trademark MTS".
MTS was founded in October 1993 OJSC Moscow City Telephone Network (MGTS), Deutsche Telecom (DeTeMobil), Siemens and several other shareholders as a closed joint stock company. Four Russian companies owned 53% of the shares, two German companies - 47%. At the end of 1996, AFK Sistema acquired a stake from Russian shareholders, and DeTeMobil bought Siemens shares.
On March 1, 2000, as a result of the merger of MTS CJSC and RTK CJSC, Mobile TeleSystems OJSC was formed.
Today OJSC Mobile TeleSystems (MTS) is the largest mobile operator in Russia and CIS countries.

Brief description of MTS

MTS provides services cellular communications (in GSM and UMTS standards), services local telephone connection, broadband internet access, cable televisionand related services, in particular services for the sale of content. As of March 31, 2011, the company served more than 103 million subscribers in all countries of its presence.
According to company research Interbrand held in 2010, the MTS trademark became the most expensive Russian brand, taking first place with an estimated value of the trademark in the amount of 213,198 million rubles (+12% compared to 2008).
The main legal entity of the company is OJSC Mobile TeleSystems (full name - Open Joint Stock Company "Mobile TeleSystems") registered in Russia. The company headquarters is located in Moscow.
Speaking about the structure and management system of MTS, we note that the main document regulatingcorporate governancein JSC "Mobile TeleSystems" is its charter. According to the charter, the supreme governing body of the company isGeneral Meeting of Shareholderswhich takes place at least once a year. The general management of MTS OJSC in terms of issues that are not within the competence of the general meeting is carried outboard of directors, which consists of nine people, including three independent members. Chairman of the Board of Directors (as of June 2011) - former head of the company Deutsche Telekom Ron Sommer.
The executive bodies of MTS include a collegial executive body - the board and a sole executive body - the president. As of June 2011, the President of the company wasAndrey Dubovskov.
The company has a "matrix" management system: strategic and operational functions are divided between the corporate center, business units, macro-regions and branches. For 2010, MTS had three business units: MTS Russia, MTS Ukraine, and MTS Foreign Companies, which were responsible for meeting targets. Eight macro-regions (each of them unites regional branches in several constituent entities of the Russian Federation) are authorized to carry out operational management of these branches. Mobile TeleSystems adopted the Code of Ethics and the Code of Corporate Conduct.

MTS personnel policy

The basis of any business is real people, employees of the company. They set the business mechanism in motion, create and develop the company's brand, win the growing competition for each client.
Only a real, friendly team of professionals can cope with these difficult tasks. A team where everyone works with pleasure, supports the cause and has the appropriate qualifications. That is why caring for employees is one of the priorities that determines the leadership of MTS from the moment the company was founded to the present.
Everyone who comes to MTS gets the opportunity to study, develop professionally, move up the career ladder - grow without stopping. MTS strives to ensure that employees enjoy their work and be proud that they are building a career in one of the best Russian companies.
MTS believes in young people - more than half of all employees of the company have not yet reached the age of thirty. Every year, about 2.5 thousand young people join the company's staff in Russia alone, more than a quarter of which are yesterday's students.
MTS conducts an active dialogue with young talents, preferring non-standard, innovative methods of communication to a trivial approach - business games in leading Russian universities, personal growth trainings, participation in debates, master classes from MTS executives, joint projects with business schools.
Basic principles of career advancement:

rotation encouragement

MTS welcomes career advancement based on rotation between regions and management levels. This means that employees have a real chance to gain useful experience and skills and get to know the company's business in different regions.

priority of internal candidates

MTS is interested in career advancement of its employees. And these are not just words - about 80% of appointments to managerial positions in the company come from among internal candidates.
Education and development
The key to the professional growth of MTS employees is high-quality timely training. Therefore, MTS has its own Corporate University. Its mission is to create conditions for improving the efficiency of employees and developing the business of MTS Group by providing high-quality, innovative and systematic training.
MTS has the following types of training:

integration training - for new employees;

vocational training - for the successful performance of job duties;

management and communication skills training - programs and courses for those who want to deepen their knowledge in specific areas or gain additional useful skills.

Every year, an individual development plan is drawn up for each employee, which involves the passage of various courses and trainings (both external and internal) necessary for him to improve his professional skills and further career advancement.
In addition, MTS employees can be trained without leaving their workplace thanks to the modern electronic system of distance learning and testing.

MTS corporate culture

4.1. MTS corporate values
MTS has a unique corporate culture. Thanks to this, the staff understands each other better and becomes a team. The corporate culture of the company attracts many talented, enthusiastic and professional people to MTS.
Under corporate culture MTS understands the system of values, rules and norms of behavior that each MTS employee understands, shares and implements and which allows him to feel like a worthy person.
Also, MTS focuses on corporate consciousness which is a commitment to the interests of the company, a focus on effective work in cooperation with colleagues, a sense of comradeship and responsibility to comrades.
The company has created the ABC of Corporate Culture, which is a fascinating guide to the life of the company and explains complex concepts in simple terms: the constituent elements of corporate culture, the content of the mission, leadership values, etc. The ABC of Corporate Culture is unique in that it was created by MTS employees themselves, which, in turn, proves that MTS employs creative, active and caring people.
Next, we will highlight the fundamental points contained in the ABC of Corporate Culture of MTS.
MTS brand- this is everything for us. idea and image. reputation and image. This is the perception of the company by our customers and the impressions that remain in their minds from interacting with MTS - whether it's watching a commercial on TV or talking to a call center specialist. Our customers value the MTS brand - the embodiment of a true leader in the CIS telecommunications market - and trust it. The MTS brand is synonymous with international quality. This is the quintessence of reasons why customers choose our company.
Vision of MTS- to be a leader wherever the company operates, always providing customers with world-class telecommunications services - the most convenient and effective solutions for complex telecommunications tasks.
MTS Mission- enable customers to get more out of life.
Leadership Values: Every member of the team strives for leadership. This idea found expression in the development of such values as:

Customer focus- in their work, first of all, they are guided by clients, their interests and needs.

corporatism- commitment to the interests of the company, focus on effective work in cooperation with colleagues.

A responsibility- readiness to be responsible for the result of their actions.

openness- willingness to express one's opinion and listen to the opinions of others, to be honest, attentive to colleagues, open to everything new.

partnership- ability to work in a team, reliability, willingness to help and support.

Professionalism- constant movement forward, the desire to develop and solve more complex and professionally interesting tasks.

Efficiency- the work of employees and departments is evaluated according to the results. This is the main criterion for the success of the company.

Consistency- MTS appreciates the ability of employees to see the problem systematically, comprehensively comparing facts, events and trends.

Courage- decisiveness, readiness to be the first to take a step forward, to change something.

Creation- the ability to look for new non-standard solutions, to think beyond the usual.

MTS considers these qualities to be the most important for each member of the team. In the ABC of Corporate Culture, the abbreviation MTS stands for "young talented specialists", which makes it clear how carefully the company approaches the selection of personnel.
The style of work in MTS is very dynamic. All employees of the company strive to achieve the best result and understand that the success of the business depends on the contribution of everyone in their workplace. This is an adventure that requires the maximum of what we are capable of. And even more. But the game is worth it, because employees achieve a lot in life.
In addition, MTS considers the following principles of no small importance:

Flexibility - business survival principle. It assumes openness to the new, which MTS elevates to the level of corporate competence. A feature that helps the employee navigate the terrain, maintain efficiency and loyalty to the cause in changing conditions. Over time, it turns into the ability to anticipate and stay ahead of the actions of competitors.

Desire to develop MTS provides each employee with opportunities for professional growth and development. The company is in the process of constant development, and it is very important that we change along with it.

MTS corporate programs

4.2.1. idea factory

The most important long-term advantage of a company is the people who work for it. MTS remains a leader thanks to the professionalism and talent of its employees.
“If you have ideas that can change our business for the better, the company is ready to help you implement them!” - under this slogan, the "Idea Factory" program operates at MTS. Each employee can put forward his proposal for improvement in any area of the company. During the work of the "Factory" more than 3,000 ideas were received from employees, and the economic effect of their implementation is measured in several tens of millions of dollars.
The authors of the best initiatives receive additional remuneration from the company - cash bonuses or valuable prizes. In addition, the most active participants of the program are invited to various cultural and intellectual events - for example, to the shooting of the program “What? Where? When?".
etc.................

Just about the complex. Programs. Iron. Internet. Windows

Personnel departments of umpo and velesstroy - the specifics of personnel selection. Examination: Corporate culture of JSC Mobile TeleSystems MTS. Basic concepts of personnel policy

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The population of all regions of Russia, as well as Armenia, Belarus, Ukraine, Uzbekistan, Turkmenistan, where"MTS" and its subsidiaries have licenses for the provision of services in the GSM standard, is more than 230 million people.

Main services provided:

Cellular communication (in GSM and UMTS standards);

fixed connection;

broadband Internet access;

cable television;

related services, in particular services for the sale of content.

2.2 Analysis of MTS OJSC personnel

Before analyzing the personnel policy of MTS OJSC, it is necessary to analyze the personnel of this organization, indicating its characteristics in dynamics. Personnel data are shown in table 1.

Table 1 - Characteristics of MTS OJSC personnel

In this section, an analysis was made of indicators related to the personnel of MTS OJSC. It will be possible to draw a conclusion about how the change in these indicators is related to the personnel policy of the organization after analyzing the personnel policy of MTS OJSC.

2.3 Analysisfeaturespersonnel policy of MTS OJSC

HR personnel certification motivation

Next, it is necessary to analyze the personnel policy of MTS OJSC, based on the previously listed main areas, as well as characterizing them in accordance with the main stages of the formation of personnel policy, the results achieved and changes in labor indicators.

Table 2 - Results of certification

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4.2.1. Factory of Ideas………………………………………………………………………...........9

4.2.1. idea factory