Improvement of the enterprise personnel certification system using the example of the mts sales office. Examination: Corporate culture of OJSC Mobile TeleSystems MTS

The change in the company's business strategy involves the prompt implementation of new HR practices, which are necessary for the successful development and strengthening of market positions. Elena Vitchak, Vice President, Director of the Human Resources Department of MTS Bank OJSC, a company that has set itself the goal of becoming one of the leaders in both retail and corporate by 2016, shares the experience of forming a new team and a full-scale change in personnel strategy. market segment.

The wind of change

Elena Vitchak

Graduated from the Faculty of Philology of Rostov State University in 1992

In 2006 she graduated from the State Academy of Investment Sphere Specialists with a degree in Human Resources Management.

Member of the Expert Council of the National Union of Personnel Officers, member of the Personnel Committee of the Association of Russian Banks, author of numerous publications, trainings, seminars on the topic “Personnel Management”.

Since 2010 - Senior Vice President, Director of the Human Resources Department of MTS-Bank OJSC (AFK Sistema).

From 2008 to 2010 - Director of the HR Department, Member of the Management Board of Sistema-Hals OJSC (AFK Sistema).

In 2002-2008. - Director of the Human Resources Department of the Kapital Insurance Group.

In 2011, MBRD Bank, part of the financial and industrial group AFK Sistema, adopted a fundamentally new business strategy associated with the intensive development of the retail business. The top management faced an ambitious task to transform the bank, which serves mainly the interests of AFK Sistema corporation, into an innovative market financial institution that meets the best business practices. The implementation of strategic changes required a fundamental modernization of personnel policy, approaches to work and the assessment of results in the field of HR.

As part of the new business strategy, the bank intends to compete with major market players through interesting products (MTS-money project), advanced technologies, modernization of IT systems, speed and quality of service.

Elena Vitchak (hereinafter - EV): “The MBRD Bank has existed for over 19 years. At the same time, the company has always had ambitious plans to expand the scope of its activities, which began to be actively implemented since the end of 2010. This required a major change in all processes, including personnel management. "

The peculiarities of the MBRD personnel system were the exact opposite of the principles that should be laid down in the personnel policy of a modern company operating in the field of tough retail banking business. Lack of subdivisions responsible for the retail segment, uncompetitive remuneration of personnel in many positions, a high level of staff turnover in certain areas (additional offices, regions, front-line), insufficient personnel involvement and low personal responsibility for the performance results formed an insufficiently attractive image of the bank in as an employer. There was no clear system of indicators for bonus payments to personnel, and during the crisis years, almost all training and development processes were suspended.

In 2010, by decision of the shareholder, a new top management team began to form in the bank. The HR department has also undergone significant changes. The organizational structure of the department included all the main areas: selection, compensation and benefits, training, assessment and development. The main focus was on people who can develop and effectively implement new competencies within their functions and “sell” them to the bank's staff.

The adaptation of employees to the new strategy took place, first of all, due to internal communications and the involvement of personnel of all levels in the bank's business processes.

An effective management team was gradually formed, which gave impetus to the intensive development of the retail business, business diversification, which entails the modernization of all business processes, including personnel management. At the moment, 80% of the bank's management team consists of managers of leading banks who were responsible for key areas there: product development, methodology, organization of the sales system, risks, finance, etc.

In addition, since February 2012, MBRD Bank changed its name to OJSC MTS-Bank, sharing the brand with MTS, which is also part of AFK Sistema corporation.

EV: “The name change is an element of the business strategy. Our goal for the next few years is to reach a qualitatively new level of activity and establish ourselves as a leading universal bank on a federal scale. The key challenge is to build a solid retail portfolio and profit margins. It is planned to implement this through the bank's network, products, technologies, services and, of course, people. Besides, MTS is one of the most expensive brands in Russia, and we have big joint plans. "

Change of business tasks aimed at increasing sales volume indicators and the bank's transition to a new one

high quality level, determined the need for specialists who are able to develop the bank, work in the retail sector and achieve high business results.

It was planned to train bank employees to provide services to the population in accordance with the unique structure of the company without involving external specialists - through the introduction of the institution of internal trainers.

From a culture of performance to a culture of active partnership

With the aim of a full-scale change in the bank's personnel strategy, the introduction of effective personnel technologies that contribute to the rapid build-up of competitive advantages, the personnel management department initiated the Time to win project: from a culture of performance to a culture of active partnership, addressed to bank personnel of all levels of positions and categories (top management, front staff, middle management).

HR management practices are developed taking into account the strategic principles of the HR policy of Sistema JSFC, but are being implemented based on the banking sector's specificity, labor market reviews and competitors' indicators.

To implement the ambitious tasks of the project, it was necessary to carry out a whole range of measures aimed at changing the personnel policy in all areas and forming the cadre elite. First of all, the bank created attractive financial conditions for attracting personnel with developed competencies from the market, which made it possible to form an effective management team. In addition, a system for retention of key specialists and management was developed. The next step was the introduction of an end-to-end motivation system based on KPI performance and assessment results, as well as the development of transparent operational motivation schemes for key categories of personnel (primarily front-line personnel, including branches, with an emphasis on short-term achievements).

Within the framework of the project, a training system was created that can solve the problem of regular mass training of personnel with internal resources (through the introduction of the institution of internal trainers). An important element was the introduction of effective tools for internal communications and a system of operational personnel assessment. To further stimulate involvement, it was decided to offer the staff social tasks (collecting donations "Billion in small change", "Donor Day", assistance to a sponsored orphanage). The next stage is to ensure a system of succession and the formation of an operational personnel reserve.

To solve problems that meet the key business needs, it was necessary to provide the bank with employees of the required qualifications in the optimal number, to implement best practics personnel management to improve the productivity and efficiency of employees, to form an attractive image of the employer. In addition, it was required to increase the involvement of personnel in key business processes and readiness to implement changes, as well as develop the competencies necessary for the implementation of the new business strategy among employees at all levels.

From quantity to quality

The restructuring of the personnel system began with the replacement of personnel, which turned out to be ineffective for solving new business problems. In addition, a number of redundant management links were disbanded, which made it possible to save the payroll fund.

Against the background of active rotation, a new corporate culture, principles and rules were formed in parallel. In particular, relevant values \u200b\u200bhave been developed, which are constantly transmitted to the bank's staff.

E.V .: “A striking example of the new principles of corporate culture is the value of“ Thinking with Opportunities, Not Limitations ”, which fully fits into our reality and is used not only when it comes to the bank's values, but also at workshops and interaction between employees ". The principles of the bank's personnel policy involve attracting ready professionals and promising candidates, encouraging worthy ones, investing in effective ones and retaining and creating a comfortable environment for loyal ones.

The bank, in turn, guarantees the employee confidence in the stability and reputation of the employer in full compliance with labor legislation, the opportunity to show potential and initiative in a team of professionals, as well as a worthy assessment and remuneration and assistance in professional development.

E.V .: “The competitive market is such that a person must come to the company ready for the position, quickly get used to through adaptation measures and training and start working for the result. It is in our interests to shorten the adaptation time. "

Motivation

In order to create attractive conditions for job seekers and highly qualified employees, motivation schemes were revised for almost all categories of bank employees. In particular, competitive motivation schemes have been developed and implemented, based both on the results of KPI fulfillment and the annual assessment of personnel efficiency, and on the performance of business indicators, with an emphasis on short-term achievements for key categories of personnel (front-line personnel, including branches).

E.V .: “The assessment technology helps the business to pinpoint and deal with key or problem areas in the format of one-time assessment activities and provide feedback between the manager and the employee as part of the annual assessment of personnel performance”.

The level of remuneration in the company is implemented based on the market benchmark.

EV: “This year, a KPI matrix was also developed, based on cross-cutting indicators that generally affect the execution of the overall strategy. It should be noted that all top managers now have business indicators. For example, starting in 2012, the HR department has a metric - fulfillment of sales plans for retail products. How do we influence the performance of this indicator? The speed of filling vacancies, the quality of personnel, the timeliness and correct focus of training, as well as the acceleration of adaptation procedures depend on us. As a rule, in the current work, non-earning units show their separate importance. And we want those who bring business to be completely satisfied with the work of the back office. "

As for intangible motivation, the company regularly holds team-building corporate events, professional contests for employees of the retail block and participants project teams (for example, "Best Credit Card Salesman", " Best manager project for the introduction of a new ABS "). As well as corporate contests on the occasion of holidays and corporate events.

To attract external personnel with developed competencies to retain effective specialists, the bank offers an additional social package. It includes material benefits, personal premiums for seniority, voluntary medical insurance, compensation for housing costs for nonresident workers, as well as payment for training and advanced training of an employee. In addition, the social package includes payment for mobile communications and meals for certain categories of employees.

Self-study

As part of the project, the personnel training system in the Moscow region and the bank's regional network was resumed. For the mass coverage of the staff of the branches, the institute of regional trainers has been introduced, capable of implementing the bank training standards at a high professional level.

EV: “The training system was developed by the HR department in close cooperation with the heads of business units. The key idea is to teach professionally, quickly and effectively. Use the most economical methods adequate to the tasks being solved. "

Thus, by the forces of the training department, five regional trainers were selected, hired and trained in the head office within 30 days. During the initial internship, they received a package of product training programs and training in sales technology.

EV: “Last year, a training program for regional trainers was launched with the participation of an external provider. Thus, we manage to combine the transfer of new training programs with the development and constant monitoring of regional employees, and work in the same way. "

Employees of the retail block - front-staff are almost completely trained by the forces of regional trainers in Moscow and branches. Currently, the B2B sector is being trained, and then, according to the plan, extending the training of line management to the bank's regional network. At the same time, the training department of the head office conducted training in the management skills of the middle management of branches - directors of additional offices, heads of retail business departments.

Today, the bank offers not only external training, but also distance and full-time internal training. Distance learning covers more than 70% of the bank's product line and all the necessary skills for working with banking software. More than 75% of the personnel are involved in distance learning; on average, each front-line employee has passed and successfully passed the final testing for six to eight courses.

Internal face-to-face training covers up to 85% of front-line personnel and includes training in sales technology and customer service, as well as management skills. According to the results of the assessment, more than 60% of trained personnel (data for Moscow and the Moscow region) showed a high and sufficient level of development of the necessary competencies. Currently, checklists have also been introduced, which allow you to track and evaluate changes in employee behavior.

Management training is provided to 95% of subsidiary directors and retail managers. In addition, a series of trainings for the middle management of the head office and branches was launched, which now apply not only to the retail sector, but also to managers of all other areas. At this stage, the focus is also on the managerial competencies of managers. In particular, a training program for department directors has been launched.

Assessment activities

In order to increase responsibility for the results of its work following the results of developmental, motivating steps, the bank has implemented appraisal measures. A system of operational assessment of the effectiveness of personnel activities has been introduced in accordance with emerging business tasks. In particular, a toolkit has been developed in the area of \u200b\u200bpersonnel assessment, motivation and training - the Talent Q questionnaire, ability tests, cases and other tools. These events are held consistently for key areas, clearly in accordance with the needs of the business. For example, an assessment of management skills board-2 (the level of department directors) was implemented for all managers of the Moscow region and branches, an assessment of front-line personnel: consultant managers, operations officers, heads of operational departments, heads of individual regions. Based on the results of the assessment, specific management decisions were made, groups of reservists were identified, measures were implemented and are continuing to retain and develop this category of employees. In particular, certain areas were strengthened, other managers were involved.

EV: “Engagement is an important area for us. A person is involved when they are willing to put in extra effort and do more than they are supposed to. job description... We measure engagement metrics annually using a Hay Group survey. It should be noted that, despite such a pace of restructuring - rotation, dismissal, hiring new employees, the formation of a new culture, the level of engagement, according to the study, increased by 8% in all areas in relation to 2010. The highest scores were shown by top managers ".

According to the Hay Group research, 50% of MTS Bank employees assess corporate culture as a culture that supports change. More than one third of employees are motivated to make additional efforts to achieve the goals of the bank, to perform functions that go beyond the scope of job descriptions.

Internal communications

One of the most important elements for achieving this goal is effective and timely communication at all levels. In order to ensure a common understanding of the new strategy and the necessary efforts to implement it, a set of measures was implemented. First of all, a series of strategic sessions was held for the top management of the bank to develop a new business strategy and deploy it into concrete actions - “Key performance indicators of managers for 2012”.

The training program for heads of Moscow subsidiary offices includes a four-hour kick-off meeting with the participation of managers directly reporting to the chairman of the board. Such programs were implemented for the top management of all additional offices of the head office and branches.

In October 2011, adaptation meetings started, which the HR director conducts for new employees. At them the main strategic tasks facing the bank are announced, an acquaintance with the history, structure, values \u200b\u200band approaches to work in the company passes.

In June 2011, the corporate newspaper “PRO Bank” began to appear once a month, which covers all the main trends and results in an accessible and colorful form.

EV: “We also involved personnel in the processes of modernizing internal communication channels. In particular, a branch employee suggested the name of the newspaper. The layout of each issue is always a target setting, what you should pay attention to. "

In December 2011, an updated intranet portal with expanded capabilities and a new design was launched. The actual news feed, information about the structure and areas of responsibility of departments has been posted, a database of all internal documents has been created, corporate competitions, promotions and announcements for employees have been launched and published on a regular basis. Among other things, the hotline “TOP-question”, within which the bank's employees can anonymously receive a quick answer to their question from top management.

In order to unite the team, the bank regularly holds corporate events - the Bank's birthday, the summer sports day of AFK Sistema, as well as sports competitions. Much attention is paid to corporate contests of various subjects - professional achievements, photographs, humorous ones.

E.V .: “For example, we announced a competition" Roadmap - the mission and values \u200b\u200bof the bank ", within which any employee can develop the values \u200b\u200bof the company, formulate a mission that will meet the strategy and personnel policy of the bank. The grand prize for the winner is a travel package. "

Despite the tight deadlines and lack of resources, all activities were implemented at a high level of quality, with a high involvement of experts and personnel from business units, which became possible thanks to the team and professional activities of the bank's top management and with the direct participation of the HR department.

"A brawler appeared in the company"

EV: “The bank has changed significantly over the past two years. However, many changes are not yet obvious to the external market. We have established many internal processes and implemented a large amount of HR technologies. The bank continues to move forward - the formation of a personnel reserve is nearing completion (a pool of promising employees with high potential for professional and career development - Hi-Po and key performers has been formed), the transition to a new IT system is underway. Offices of MTS Bank are still far from the standards that should be in the banking sector. According to the results of independent research, we still have insufficient standards for service, speed of service, and handling complaints. "

Over the past year, the growth rate of retail sales of MTS Bank is 2.5-3 times higher than the average market volume.

EV: “The bank now has everything that was planned within the framework of the project - all types of incentive systems, a fairly low level of turnover in all key areas. It is important for us to be staffed with the required number of personnel in a short time. First of all, this, of course, concerns the employees of the retail direction - the front-line, at the same time for us the IT-direction is a key and very difficult one. We keep changing the ineffective ones to the efficient ones. In general, people understood that positive changes have taken place in the bank. However, new problems emerged - staff retention and development, which becomes the bearer of competitive information and intellectual property, and this is not an easy task for line management and HR specialists, so we have something to work on. "

The HR department is a separate structural unit of the enterprise that reports to the head of the enterprise.
Company objectives

The development of the main directions of the personnel policy and strategy of the enterprise falls on personnel officers. In addition, the department performs the following main tasks:

• selection of new employees and filling vacant positions;
• work with personnel, training, improving their professionalism;
• quantitative accounting of the staff;
• ensuring the legitimate rights and interests of workers;
• work on personnel documentation in accordance with labor legislation;
• creation of the company's personnel reserve.

"Ufa Engine-Building Production Association" is an enterprise that began its history in 1925. On the territory of the Russian Federation, it is the largest developer and manufacturer of aircraft engines.

More than 20 thousand employees are UMPO employees. UMPO personnel are divided into two main sectors:

• vacancies for production workers;
• vacancies for managers, employees and engineers.

The management of such a large number of employees is carried out by the personnel department, whose tactical work is aimed at the following areas:

• building the productive structure of workers;
• attracting high-quality human resources to the enterprise;
• creation of conditions where all employees will grow professionally;
• formation of our own corporate culture and a single team spirit;
• providing an attractive social program.

On the official website of the enterprise, you can find out about the open positions of UMPO. There, a potential employee can fill out a job application form.

A special social program has been developed for UMPO employees, which includes:

• availability of free meals for employees;
• full social package in accordance with the Labor Code of the Russian Federation;
• housing provision for employees;
• training;
• organization of health and sports events.

Career at MTS

MTS is a large mobile network operator that serves about 100 million subscribers in Russia, Armenia, Belarus, Ukraine, Turkmenistan and Uzbekistan. The team of MTS employees numbers over 70 thousand people.
The HR department has created a unique formula for the success of each MTS employee with the original name PROSTO, where:

• P - partnership - an employee's work is a team assistance, where you can get help and support;
• R - efficiency - an MTS specialist, based on the results of his employment, should get a result, that is, be able to find a solution to the company's current problems;
• О - responsibility - the ability not only to assume obligations, but also to be responsible for your words and deeds;
• C - courage - an MTS employee must be an enthusiast who is not afraid to offer new creative ideas and non-standard solutions;
• T - creativity - the thinking of a company specialist should go beyond the generally accepted standards in the field of MTS customer service;
• О - openness - the ability not to hide one's opinion, honesty, attentiveness to other members of the work collective.

The HR department at MTS not only develops such innovative methods of interaction with employees, but also recruits new specialists who are ready to work for the benefit of the mobile operator. Therefore, MTS personnel officers developed a special website with the slogan “Work for MTS”, where you can get acquainted with vacancies, requirements for an applicant for the position and the company's activities. The career growth process is transparent and convenient due to the fact that each employee manages it independently.

Work at Rostelecom

Rostelecom is one of the largest telecommunications companies with offices throughout Russia and Europe.
In order to work at Rostelecom, you need to keep track of current vacancies in your region and, if you have the desired position, respond to it. The latest information from the HR department can always be viewed on the official website. The Rostelecom team needs active, enthusiastic employees who are used to thinking big.

The corporate values \u200b\u200bintroduced by HR specialists, which are developed by each member of the Rostelecom team:

• the client is the future of the entire Rostelecom company;
• intelligence is the main assistant in making daily work decisions;
• you need to work as if you are serving yourself;
• attitude towards performance.

Rostelecom offers its potential employees:

• official employment;
• participation in the non-state pension system;
• corporate sports and participation in the Rostelecom Olympics;
• special banking conditions;
• social offers for employees and their children.

For future employment, Rostelecom offers to go through special program an internship, after which a specialist receives the right of priority registration in the state. In addition, a convenient territorial navigation has been created on the Rostelecom website so that the applicant can contact the local HR department.

Sberbank: HR department

Today Sberbank occupies one third of the entire banking system of the Russian Federation. In addition to working in Russia, the company is expanding its influence overseas. Therefore, "Sberbank" can boast that its personnel officers are specialists with tools of the international type of management.

The intensive growth of this banking system requires constant recruitment and renewal of human resources. Sberbank is recruiting employees in three main areas:

• vacancies for employees who are just starting their careers;
• vacancies for experts with experience and knowledge of banking;
• vacancies for managers and solving large-scale tasks that Sberbank sets itself.

In order to get into the Sberbank team, you need to contact a representative of the HR department. It is also convenient to find out the latest information about open positions on the official Internet resource.

Sberbank sets the following requirements for applicants:

• skill to work in team;
• the level of knowledge in the field of banking technologies and customer service;
• professional experience;
• personal qualities of the applicant for the position that Sberbank offers.

Sberbank offers its current and potential employees personal development, which includes:

• self-education (Sberbank created its own library);
• corporate training;
• improving professional skills and abilities;
• improving English;
• coaching.

How to become an employee of Velesstroy?

Velesstroy is a powerful construction company RF. Specificity - execution of works in the oil and gas and electric power sectors of the country's economy. The activities carried out by Velesstroy are based on three main principles. One of them is a caring attitude towards each specialist of the company, which is successfully carried out by the HR department.

Employment at Velesstroy is:

• a high level of remuneration, which guarantees financial stability;
• safe working conditions;
• compliance with legal requirements in the field of labor relations;
• the opportunity to build a career in the Velesstroy team;
• work with modern technologies, equipment and materials.

Velesstroy believes that its success is a merit of the personnel, therefore the staff of the personnel department developed the following methods for the team of workers:

• original corporate program for Velesstroy employees;
• development of talents;
• career advancement within the company.

In addition, the following directions of personnel policy have been developed, which is being implemented by Velesstroy:

• selection of new employees and their adaptation in the workplace and in the team;
• motivation for remuneration;
• planning an individual career for each member of the Velesstroy team;
• development of corporate culture and talents;
• regular training and others.

On the official website you can find out about vacancies, job requirements of the company "Velesstroy" and send a questionnaire for possible employment.

Become a member of the MFC team

MFC are special centers for receiving, registering and issuing documents in the process of providing citizens with state and municipal services. In other words, the MFC is an organization that works on the principle of “one window”. In carrying out its functions, the MFC actively cooperates with federal authorities and municipalities. The provision of documentation in the structural units of the MFC is possible personally by a citizen or by means of electronic data transmission.

You can find out about MFC vacancies on the official websites of local offices. There is a detailed description for each open position in the MFC. Requirements for the candidate, responsibilities, salary level and contacts of an employee of the personnel department are indicated. As a rule, an employee of the MFC will receive:

• official employment in accordance with the Labor Code of the Russian Federation;
• full social package;
• the opportunity for career growth in the system of MFC employees;
• five-day work schedule.

The main corporate principle of MFC employees is the desire to help citizens government services with maximum comfort.

Work at NLMK

NLMK is a large Russian steel and rolled steel mill located in Lipetsk. NLMK's employees include an HR team, one of the main areas of which is staff management and work with educational institutions to attract young specialists to NLMK. Professional development of NLMK personnel is a guarantee of the successful operation of the entire plant.

NLMK is responsible for its employees. The HR Department developed the priority areas of NLMK's HR policy:

• growth in labor productivity due to an increase in production productivity at NLMK;
• optimization of the industrial safety system;
• creation of a unique corporate culture;
• improvement of the labor protection system at the enterprise;
• creating a favorable social and economic environment for NLMK specialists;
• creating a safe environment for workers in the performance of work duties.

On the NLMK website, you can find out about open vacancies at the company and see the contact details of the territorial divisions.

It is unnecessary to talk about the importance of the functioning of the personnel management system in huge enterprises, for example, at NLMK or UMPO, or in government agencies, such as the MFC. Without this department, a large-scale organization simply will not be able to carry out its activities normally. On the shoulders of personnel officers, who carry out direct orders of the management, the selection of personnel, the development of personnel documents, the development of corporate culture and the organization of interaction between employees and personnel fall.

Introduction

Basic concepts of personnel policy

Analysis of the specifics of the personnel policy of MTS OJSC

1 Brief description of MTS OJSC

2 Analysis of MTS OJSC personnel

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

Conclusion

List of sources used

Introduction

Sound HR policy is a key success factor for any organization. The personnel is the main and most valuable resource of the organization, its effective management 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 relevance of the analysis of the organization's personnel policy 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.

· to reveal the basic concepts of personnel policy;

· give a brief description of MTS OJSC;

· describe the personnel of MTS OJSC;

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

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

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

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

1. Basic concepts of personnel policy

The organization's activities in the field of personnel management should be determined by the main areas of personnel management, the most significant for the 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 disclosing 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 according to which the system as a whole behaves and according to which the people entering 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, hR policy of the organization -general direction of personnel work, a set of principles, methods, forms, organizational mechanism for the development of goals and objectives aimed at preserving, strengthening and developing human resources, to create a qualified and highly efficient 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 is to ensure the optimal balance of the processes of renewal and preservation of the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the legislation, and the state of the labor market.

Personnel policy, like any system, has its own structure. Its most important elements include the subject, the object of personnel policy. By the subject HR policy of the organization is the HR management system of the organization, consisting of personnel management service, independent structural units of the organization and line managers. Object the personnel policy of an organization is its personnel. Staff - the 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 "personnel" and "personnel" are most often viewed as synonyms.

What are the areas of personnel policy? Let's designate the main ones:

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

b) development of personnel development programs 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 for the selection 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 the organization, as a subject of management, cannot change, but must be taken into account in order to correctly determine the need for personnel and the optimal sources of covering this need. For example, these include:

· labor market situation (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 environment (legislation in the labor sphere, social sphere and labor protection sphere.

Internal environmental factors - these are factors that, accordingly, lend themselves to control by the organization. As an example, these include:

· the goals of the organization (based on them, the personnel policy is formed);

· financial resources;

· human resources 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 must be observed:

1.scientific principle (the use of modern scientific developments to ensure 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 interrelation of individual components of this work);

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

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

Let's reveal the main essence of these varieties.

Passive personnel policy - a situation when the organization's management 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 reasons for their occurrence, analyzing personnel needs .

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

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

Active personnel policy -the management has not only a forecast, but also a means of influencing the situation, the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation. However, the mechanisms that can be used by the management in analyzing the situation lead to the fact that the grounds for the forecast and programs can be both rational (perceived) and irrational (hardly amenable to algorithmicization and description).

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

When 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 personnel diagnostics tools, but also forecasting the personnel situation for the medium and long term. The organization's development programs 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 human resources program with options for its implementation.

When adventurous personnel policy, the management of the enterprise does not have a qualitative diagnosis, a well-founded forecast of the development of the situation, but seeks to influence it. The personnel department of the enterprise, as a rule, does not have the means of predicting the personnel situation and diagnosing personnel, however, the plans for the development 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. In this case, the plan for working with personnel is based on a rather emotional, poorly reasoned, but, perhaps, correct idea of \u200b\u200bthe goals of working with personnel.

Also highlight personnel policy open and closed types. Open type of organization is ready to hire any specialist of relevant qualifications at any level without taking into account work experience in other organizations. The essence closed such as the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and 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, and 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 agree on 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, events, technologies.

Stage 3. Monitoring. The main goal is to implement specific measures for personnel management and assess the effectiveness of these activities.

Summing up the above theoretical points, it is necessary to define the concept of personnel policy, the definition of which will be used further in the work. So, the personnel policy of the organization - this is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for the development of goals and objectives aimed at maintaining, strengthening, developing human potential, 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 organization's strategy.

Having identified the main components and types of personnel policy, it is necessary to refer to the analysis of the personnel policy of the MTS OJSC organization, which can be carried out by identifying 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 specifics of the personnel policy of MTS OJSC

.1 Brief description of MTS OJSC

Mobile TeleSystems OJSC (MTS) is the leading telecommunications operator in Russia and the CIS. Together with its subsidiaries, the company serves over 100 million subscribers. MTS OJSC was founded in 1993. MTS OJSC slogan: “One step ahead”.

MTS OJSC strategy 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 products and communication 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" - offering services in all telecommunications areas - Internet, television, mobile and fixed line communications. The goal is to be the leading telecommunications operator in all markets where it operates. The main principles of the company are: responsible business conduct, responsibility of a telecom operator, equal opportunities, innovation, assistance to economic growth and social welfare, responsibility to the state, long-term investments, focus on results, information openness.

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 line;

· broadband internet access;

· cable television;

· related services, in particular content selling services.

The company regularly introduces 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 TV, and also develops its own line of mobile devices, both telephones and smartphones, and devices for wireless access on 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 functionality social network.

MTS gives priority to customer service and maintenance. The company develops its own mono-brand network of more than 4150 MTS showrooms in Russia and has a wide distribution network of MTS dealer sales points throughout the country. GPRS-roaming "MTS" is available in more than 200 countries.

MTS successfully implements the tasks of strengthening leadership and maintaining high business efficiency. The main directions of development of the MTS Group were the development of infrastructure for 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.

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

.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 - Personnel characteristics of MTS OJSC

Characteristics 2010 2011 123 Number of personnel, people 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% Coefficient of internal mobility of personnel 10% 12 % Labor productivity (per employee), RUB mln 17.0526.2 Average salary RUB 37,660 RUB 44,200 Cost of training employees (% of total costs) 2.74% 0.92% Percentage of new jobs created (due to development of new projects) 5% 7% Number of trained employees, people 881 614 402 Net profit, billion rubles 26,640.1

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

The 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 increases due to professional training of employees, sending them to 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 loyalty 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 canceling the system of fines.

The decrease in the level of absenteeism in 2011 means that the number of productive hours 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). An increase in the coefficient of internal staff mobility 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. In MTS OJSC, the level of average wages in 2011 increased compared to 2010, its value amounted to 44,200 rubles, this was due to an increase in funds allocated to the payroll fund. The cost of training employees in 2011 decreased due to the development of an internal mentoring system. An example is the direction 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, accordingly, 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.

In this section, an analysis of indicators related to the personnel of MTS OJSC was carried out. The conclusion on how the change in these indicators is related to the organization's personnel policy can be made after analyzing the personnel policy of MTS OJSC directly.

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

personnel personnel certification motivation

Before evaluating the HR policy of MTS OJSC, it is necessary to describe its goals. The goals of MTS OJSC HR policy are to provide the company with qualified personnel, maximize investment efficiency in personnel development, increase personnel motivation and labor productivity. Taking into account the strategy of MTS, the goal of which is to be the leading telecommunications communicator in all markets of presence. This, of course, is only possible if the company has qualified, highly productive personnel, whose work will make it possible to provide consumers with innovative, high-quality and affordable products and communication 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, relying on the previously listed main directions, as well as carrying out their characteristics in accordance with the main stages of the formation of personnel policy, the results achieved and changes in labor indicators.

In support of such a direction of personnel policy as forecasting job creation, 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). most anticipating the need to create new jobs for workers working on new projects. The goal of this direction is to increase the percentage of new job creation. This direction coincides with the goals of the organization and its principle of development of innovations. Monitoring of the implementation of new projects is carried out by HR managers in accordance with the drawn up project implementation plans. If we trace the dynamics of personnel indicators, then 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 and self-education of personnel. The goal of this direction is to increase the number of trained employees, but also to reduce training costs. This direction helps to support MTS in the goal of being a leading company in its activities, which, of course, is possible only with the availability of qualified personnel, while observing such principles of the company's activities as responsible business conduct, responsibility of a 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 are being carried out to introduce them into the internal structure, business processes of the company and the accepted procedures for interactions; For existing employees, team-building activities are carried out to improve the corporate spirit and strengthen the corporate culture, training at the internal Corporate University, the development of a system of internal mentoring, i.e. sending key employees to trainings, and they, returning from there, share their experience with the rest of the employees. Monitoring of the effectiveness of these measures 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 personnel training decreased by 1.82%.

As an example of the activities carried out, you can specify the personnel certification procedure. In this case, the certification process involved checking the professional qualities of a new employee of the mobile application development department, 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: interviewing an employee with the head of the department in which the employee works, observation, filling out the certification sheet, analyzing the employee's personal file. In the certification sheet, a record was made about 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 the employee's work was also attached. The result of the certification activities for the new employee of the mobile application development department is presented in Table 2.

Table 2 - Results of certification

Factor Comment Professional qualities Communication skills, dedication, analytical mindset, good mathematical base, communication skills, responsibility Participation in new developments No Comments to the employee Absent Result of the knowledge test 72% Specificity of work Supports already created content Desire to develop Strives for self-development

Based on the results of the certification, it can be concluded that the newly arrived employee meets the requirements of professional qualities necessary for his specialty, his level of knowledge is sufficient, however, to participate in the development of new projects that this department is engaged in, 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 of 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, one should note its goal - to reduce staff turnover and the level of absenteeism in MTS OJSC. It should also be noted that the organization has a system of grades. 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 has completed tasks for 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. Workers' satisfaction with work also increases due to the awareness that the industry itself 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 assessing the performance of employees, vocational training through internal trainings, increasing the size of fixed salaries, abolishing fines. Performance monitoring is carried out by HR managers based on performance assessment, feedback questionnaires. It is also important to note that this area is consistent with the principles of MTS responsible business conduct, focus on results. As a result, it should be noted that the measures taken are effective, since the goals of changing the indicators are being achieved: the level of absenteeism decreased in 2011 by 2%, and the turnover of personnel - by 3%.

Touching upon such a direction of personnel policy as the creation of modern systems for the selection and selection of personnel, it is important to note that MTS in all employees first of all wants to see professionalism, company loyalty, customer focus when interacting with subscribers and with 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 to increase 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: search for resume of candidates for internet networks, search for alternative sources of attracting candidates (placement in the media, establishing contacts with universities); conducting telephone, personal interviews with candidates; organization of adaptation of employees at introductory trainings. Monitoring: the process of personnel certification, questionnaires, labor efficiency analysis. 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 in its personnel policy fully supports this direction, since 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 communication products and services. The goal is to increase the percentage of employees with higher education. Activities undertaken 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 arising, conducting social surveys for 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 primarily builds its 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 doing business responsibly, ensuring equal opportunities, and promoting the well-being of society are being implemented. Activities carried out: providing employees with free voluntary medical insurance, labor protection, professional training of personnel, organizing sports activities for employees, providing targeted holidays in connection with certain life situations. The purpose of the 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 attestation of personnel, observation of the company's external environment. Assessing the dynamics of changes in the previously stated indicators, we can conclude that the measures taken are effective, since the level of absenteeism in 2011 compared to 2010 decreased by 2%, and the number of trained employees increased by 5586 people.

Within the framework of such a direction of personnel policy as the development of employment programs, MTS OJSC participates in a number of targeted territorial employment programs, an example of the event carried out is the agreement signed in 2009 in St. Petersburg on social development and innovation development. Additional measures 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 precisely to attract students; career advancement based on rotation between regions and management levels. The goal is to increase the rate of internal staff mobility, as well as the number of qualified employees. This means that employees have a real chance to gain useful experience and skills and get acquainted with the company's business in various regions, which corresponds to the principles of information openness and responsible business conduct. The presence of career advancement of employees at the regional level allows us to have high-quality employees in all markets of presence, which corresponds to the strategy and goals of MTS. An indicator of the effectiveness of this area is the 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, as well as an increase in the coefficient of internal staff mobility to 12%.

At the end of the analysis of personnel policy, it is necessary to characterize such a direction of personnel policy as strengthening the stimulating role of remuneration. The purpose of this area is to increase the average wages of employees, reduce staff turnover. Today, MTS OJSC has the following activities and technologies: a remuneration system, consisting of fixed and variable parts, providing employees with a package of compensations and benefits, setting the amount of bonuses 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 grade (grade) based on the analysis of the labor market in the region of presence and the policy of positioning MTS in relation to the labor remuneration market, which is already included in the monitoring system for this direction. The monitoring system also includes: assessment of the results achieved by employees on the basis of a personal plan and the issuance of bonuses. It can be concluded that wages with a fixed part in it, as well as the presence of bonuses, play the role of an incentive to productive activity. Analyzing the dynamics of changes in the indicators of turnover and the size of wages, we can conclude that the increase in wages in 2011 had an effective impact on staff motivation, since 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 spheres. Also, when developing a personnel policy, MTS OJSC also takes into account internal factors: assessment of employees' capabilities, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the scientific principle, which implies the use of modern developments, the principle of complexity and consistency in adherence to the main directions of personnel policy, the accounting principle - in tracking the dynamics of changes in personnel indicators, the principle of efficiency - in reducing costs while increasing their effectiveness.

Conclusion

The personnel policy of the 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 the optimal balance of the processes of updating and maintaining the number and quality 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, accounting and efficiency principles.

In this paper, an analysis of personnel policy was carried out using the example of MTS OJSC. In summary, 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 goals of MTS OJSC HR policy are to provide the company with qualified personnel, maximize investment efficiency in personnel development, increase personnel motivation and labor productivity. Let's designate the strategy of MTS, 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 products and communication services and, as a result, contribute to improving the quality of life of society. Based on all this, it can be concluded 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 conducts not only forecast and analysis of certain situations in the field of personnel, but also develops and implements programs for their solution, there is a personnel assessment and development system that helps to fully reveal its potential ... An example is the introduction in 2011 of a system of bonuses based on personal achievements and employee performance. The organization also constantly monitors the development of personnel, in particular, sends employees to additional courses, trainings at its own Corporate University. It is also important to note that MTS OJSC implements an open personnel policy: the company recruits not only professionals, but also young specialists who have just graduated from a university.

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

The rate of increase in the creation of workers in 2011 increased by 2%, given 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 also increased.

An increase in the number of employees trained in internal courses by 14402 people and a decrease in personnel development costs by 1.82% speaks of 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 turnover of personnel - by 3% suggests that the direction of MTS OJSC personnel policy on the use of motivational mechanisms is effective. The measures used include an increase in the fixed part of the salary, bonuses for individual results, staff training, career opportunities, provision of free voluntary health insurance to employees, labor protection, professional training of staff, organization of sports activities for employees, provision of targeted holidays in connection with certain life situations ..

It is important to note that the labor productivity of one employee in 2011 compared to 2010 increased to 26.2 million rubles, which is associated with an increase in job satisfaction, the development of the personnel selection and selection system, which allows hiring qualified specialists. The system of marketing activities in the field of personnel has 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 increased to 81%.

Providing opportunities for career growth, personnel rotation between regions within the framework of the development of employment programs, helped to increase the number of MTS OJSC personnel to 20,519 people, and to increase internal mobility in 2011 to 12%. The growth of net profit in 2011 by 13.5 billion rubles serves as an indicator of the company's performance, since it employs qualified personnel.

As part of the HR policy of MTS, as an increase in the stimulating role of remuneration, an increase in wages can be traced in 2011, which had an effective impact on staff motivation, since the turnover of personnel decreased by 3%. Within the framework of this direction, for a positive change in these indicators, a number of measures were taken, namely, an increase in the fixed part of wages, bonuses for an individual result.

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 loyalty of employees to the organization. The company achieved this result by increasing the job satisfaction 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 spheres. Also, when developing a personnel policy, MTS OJSC also takes into account internal factors: assessment of employees' capabilities, the company's budget, goals and strategy of the company. The fundamental principles of any personnel policy are also reflected in MTS: the scientific principle, which implies the use of modern developments, the principle of complexity and consistency in adherence to the main directions of personnel policy, the accounting principle - in tracking the dynamics of 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. Conducting various activities in the main areas of personnel policy aimed at personnel development, selection of qualified personnel, speaks of the company's understanding that the personnel of any developed modern organization is one of its most important resources.

List of sources used

1.HR-Portal. Personnel management, assessment, certification, personnel records management // Internet resource: # "justify"\u003e 2. Turchinov A.I. Personnel Management. / Tutorial. Moscow: RAGS Publishing House, 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. / Tutorial. - M .: Moscow, INFRA-M, 2010

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

.Shapiro S.A., Shataeva O.V. Fundamentals of Human Resource Management in Modern Organizations. / Tutorial. - M .: GrossMedia, 2008

.Communication operator MTS // Internet resource: # "justify"\u003e. S.V. Shekshnya Personnel management of a modern organization. / Educational and practical guide. - M .: ZAO 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 Mobile TeleSystems OJSC (MTS)

Performed:
.

Checked:

Omsk
2011
Content:

The history of Mobile TeleSystems OJSC (MTS) ………………….… 3
Brief description of MTS …………………………………………………………… ... .4
MTS personnel policy …………………………………………………………………. ...five
MTS corporate culture ……………………………………………………………… ... 7
MTS corporate values \u200b\u200b……………………………………………………………… .7
MTS corporate programs …………………………………………………………… ..9

4.2.1. Idea Factory ………………………………………………………………… ........... 9

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

4.2.3. Corporate events …… .. …… .. …………………………… ……………… ..9

The history of the origin of Mobile TeleSystems OJSC(MTS)

OJSC Mobile TeleSystems is a Russian telecommunications company that provides services inRussia and CIS countries under the trademark "MTS ".
MTS was founded in October 1993OJSC 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 out shares in Siemens.
On March 1, 2000, as a result of the merger of MTS CJSC and RTK CJSC, Mobile TeleSystems OJSC was formed.
Today Mobile TeleSystems OJSC (MTS) is the largest mobile operator in Russia and the CIS countries.

Brief description of MTS

MTS company provides servicescellular communication (in GSM and UMTS standards), services local telephone connection, broadband internet, cable TVand related services, in particular content selling services. As of March 31, 2011 the company served over 103 million subscribers in all countries of its presence.
Based on company researchInterbrand 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% in relation to 2008).
The main legal entity of the company is Mobile TeleSystems OJSC (full name - Open Joint Stock Company Mobile TeleSystems), registered in Russia. The company is headquartered inMoscow.
Speaking about the structure and management system of MTS, we note that the main document governingcorporate governancein OJSC "Mobile TeleSystems", is its charter. According to the charter, the supreme governing body of the company isgeneral Meeting of Shareholders, which is held at least once a year. The general management of MTS OJSC in terms of issues not attributed to the competence of the general meeting is carried outthe board of directors, which is composed of nine members, including three independent members. Chairman of the Board of Directors (as of June 2011) - Former CEODeutsche Telekom Ron Sommer.
The executive bodies of MTS include a collegial executive body - the board and the sole executive body - the president. The President of the company as of June 2011 wasAndrey Dubovskov.
The company operates 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 the implementation of the planned 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. The "Mobile TeleSystems" adopted the "Code of Ethics" and "Code of Corporate Conduct".

HR policy of MTS

The basis of any business is real people, company employees. 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, is passionate about the cause and has the appropriate qualifications. That is why taking care of employees is one of the priorities that determines the leadership of MTS from the moment the company was founded to the present day.
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 take pride in building a career in one of the best Russian companies.
MTS believes in youth - more than half of all company employees have not yet reached the age of thirty. Every year, about 2.5 thousand young people join the staff of the company in Russia alone, more than a quarter of whom are yesterday's students.
MTS conducts an active dialogue with young talents, preferring non-standard, innovative ways of communication to a trivial approach - business games in leading Russian universities, personal growth trainings, participation in debates, master classes from MTS leaders, joint projects with business schools.
Basic principles of career advancement:

promotion of rotation

MTS encourages 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 acquainted with the company's business in various regions.

priority of internal candidates

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

integration training - for new employees;
vocational training - for the successful performance of job duties;
training in management and communication skills - programs and courses for those who want to deepen their knowledge in specific areas or gain additional useful skills.

Each year, an individual development plan is drawn up for each employee, which implies 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 undergo training 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, which is understood, shared and implemented by every MTS employee and which allows him to feel himself 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 community 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 simple language explains complex concepts: the constituent elements of corporate culture, mission content, leadership values, etc. The uniqueness of the "ABC of Corporate Culture" is that it was created by the MTS employees themselves, which, in turn, proves that creative, active and caring people work at MTS.
Further, we will highlight the fundamental points contained in the "ABC of corporate culture" MTS.
MTS brand is everything for us. Idea and image. Reputation and image. This is the perception of the company by our clients and the impressions that remain in their minds from interacting with MTS - whether it is watching a commercial on TV or communicating with a call center specialist. Our clients appreciate 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 the reasons why clients choose our company.
MTS vision- 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 problems.
MTS mission - to enable clients to get more out of life.
Leadership values:Every team member strives for leadership. This idea found expression in the development of values \u200b\u200bsuch as:

Customer focus- in their work, first of all, they are guided by clients, their interests and needs.
Corporateness- commitment to the interests of the company, focus on effective work in cooperation with colleagues.
A responsibility- willingness to be responsible for the result of their actions.
Openness- willingness to express their 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 provide support.
Professionalism- constant movement forward, the desire to develop and solve more complex and professionally interesting tasks.
Effectiveness- the work of employees and departments is assessed by results. This is the main criterion for the company's success.
Consistency- MTS values \u200b\u200bthe ability of employees to see the problem in a systematic way, comprehensively comparing facts, events and trends.
Courage- determination, 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 outside of the usual.

MTS considers these qualities to be the most important for each team member. In the "ABC of Corporate Culture" abbreviation MTS stands for "young talented specialists", which makes it clear how carefully the company approaches the selection of personnel.
The style of work at MTS is very dynamic. All employees of the company strive to achieve the best result and understand that the success of a business depends on the contribution of everyone in their workplace. This is an adventure that requires the maximum that you 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 to be important:

Flexibility -the principle of survival in business. It assumes openness to new things, which MTS elevates to the level of general corporate competence. A property that helps an employee navigate the terrain, maintain efficiency and loyalty to the business in a changing environment. Over time, it develops into the ability to anticipate and stay ahead of competitors.
The 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 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 due 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 in their implementation!" - Under this slogan, MTS is running the Idea Factory program. Each employee can put forward his proposal for improvement in any area of \u200b\u200bthe company. During the work of the "Factory" more than 3000 ideas were received from the employees, and the economic effect of their implementation is measured in tens of millions of dollars.
The authors of the best initiatives receive additional rewards from the company - cash prizes 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.................

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Today the staff turnover in the sales offices of MTS OJSC is one of the many problems that modern enterprises face. It is necessary to distinguish between its natural level in the range of 3-5% of the number of personnel and increased, causing significant economic losses. The natural level contributes to the renewal of production teams. This process is ongoing and does not require any extraordinary measures on the part of personnel services and management. Some employees retire, some quit for various reasons, new employees come to their place - every enterprise lives in this mode. But, the level of turnover is much higher than the natural one among sales consultants of the investigated sales office of MTS OJSC. In this case, the costs become significant and increase with the increase in staff outflow. The costs are associated with the costs of training a hired employee, losses caused by the procedure for hiring workers for a vacant job, and loss of working time.

Study of the composition and structure of personnel policy in MTS OJSC

The main goals of MTS OJSC policy in the field of personnel management:

Ensuring maximum flexibility and adaptability of organizational management and personnel management;

Comprehensive personnel performance management;

Comprehensive personnel quality management;

Maximum efficiency of investments in personnel development.

To achieve the set goals, the MTS management:

1. Builds relationships between employees and employers, strictly observing the requirements of the legislation of the Russian Federation and the principle of social partnership, aimed at achieving agreed interests, social stability and general welfare. The company's management shows concern for its employees, reflecting a sincere desire to promote the well-being and success of employees at all levels, creating competitive working conditions for them and the necessary degree of confidence in the future.

2. Formulates and sets clear, measurable, realistic goals for the company, its divisions and each employee, monitors their achievement and determines decent and fair remuneration and encouragement depending on the results achieved.

3. Forms and supports a corporate culture based on universal human and corporate values.

The management defines the following corporate values \u200b\u200bof the Company:

Employees are the main value of the Company. It is the workers who solve production, commercial, financial and management issues on a daily basis. It is the employees who create the very values \u200b\u200bon a daily basis that we consider the well-being of our Company, its shareholders and employees, as well as our customers and partners.

Efficiency - the growth and development of the Company, the level of capitalization, the growth of shareholders' income and the competitiveness of the Company depend on the efficiency of each employee.

Quality - the quality of work at each workplace affects the quality of services provided, the efficiency of business processes and the reputation of the Company.

Responsibility - the responsibility of each employee of the Company determines the fulfillment of all obligations assumed to customers, partners, employees and shareholders.

Trust is the key value of the Company, the foundation for achieving goals and the key to successful teamwork... Trust requires getting results promised to other people; trust requires decency in dealing with people; trust requires showing concern for the well-being of others.

4. Mastering and developing methods and means of personnel management on the basis of advanced domestic and foreign achievements and experience in this field, applying this knowledge in the following strategic directions of the personnel management system:

Organizational management;

Personnel management planning;

Selection, recruitment and rotation of personnel;

Personel assessment;

Personnel training and development

Compensation and staff motivation;

Corporate culture management.

5. Improves the existing personnel management system by planning activities, organizing and monitoring work performance, analyzing and regulating the functioning of the personnel management system

Based on a comparison of the human resources plan with the number of personnel already employed in the organization, the HR director and company leader determines the vacancies that need to be filled. If such places exist, the recruitment process begins, consisting of several stages: detailing the requirements for a vacant job and a candidate for its occupation, selection of candidates, selection of candidates and hiring.

Hiring begins with a detailed definition of who the organization needs. To facilitate the selection of candidates for MTS OJSC, a qualification card has been created, which describes the main characteristics that an employee must have in order to successfully work in this position. The map is prepared by the head of the department and the director of human resources. The card is a set of qualifications (general education, special education, special skills, knowledge of foreign languages, computer skills, drawing skills, etc.) that an “ideal” employee holding this position should have. The use of a qualification card enables a structured assessment of candidates (for each characteristic) and comparison of candidates with each other. Having identified the requirements for the candidate, the HR director begins to attract candidates using several methods:

1. Search within the organization. Before entering the labor market, they first try to search among their employees, placing advertisements for vacancies on the stands of the company, contacting the heads of departments with a request to nominate candidates and analyzing personal files in order to select employees with the required characteristics.

2. Announcements in the media. To attract candidates, MTS OJSC places advertisements in specialized newspapers and headings.

The advantage this method is a wide coverage of the population at a relatively low initial cost. The disadvantage is the flip side of the advantage: a huge influx of candidates, most of whom do not have the required characteristics.

3. Private recruiting agencies. By contacting one of the private agencies, the HR director makes it easier for himself to initially select candidates by considering only candidates proposed by the agency's specialists.

It is also necessary to apply the placement of vacancies on the Internet when recruiting. It does not cost much and is as effective as posting ads in the media. But there is no one-size-fits-all method for selecting candidates, so HR staff use different methods depending on the vacant position.