Business process optimization of a personnel management system based on the process oriented approach

Abstract

The development of company, as a rule, demands revision of the developed personnel management system, which is ceasing to answer over time her strategic objectives and not allowing satisfying the need for personnel. In article the experience of the “Rosizhiniring Energy” company, which optimized this system and has chosen the process-oriented approach for management is considered. Structure of article consists of introduction, the main part and the conclusion. In relation to a personnel management, system process management acquires special relevance because this system mentions all activities of the organization at all levels of hierarchy and directly or indirectly penetrates all business processes proceeding in this hierarchy. Strategy of “Rosizhiniring Energy” is focused on geographical expansion and opening of new separate divisions for implementation of projects. Full transition of a personnel management system and all organization to a process oriented management will allow divisions to observe certain standards of work, to provide qualitative feedback following the results, to use uniform criteria for evaluation of activity. Main methods of a research in this article – analysis of scientific literature, the methods of the theories of management and organization. The authors have made conclusions that modeling and the analysis of business processes of the organization will allow to structur the activity of the organization, to reveal strengths and zones of development according to the strategy of the organization, to define persons, which are responsible for business processes. It should be noted the economic efficiency of introduction of the process focused approach to a personnel management system of “Rosinzhiniring Energy” company: the personnel fluidity coefficient has decreased by 1.5–2 times; financial expenses within the budget of HR-department were reduced by 20% owing to increase in labor productivity; the annual budget has decreased by staff recruitment on 450–600 thousand rubles; costs of training of personnel of 20% were reduced.