Legal regulation of modern personnel policy

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Taras Shevchenko National University of Kyiv

LEGAL REGULATION OF MODERN PERSONNEL POLICY

Oleksandra Pohorielova, Ph.D. in Law,

Associate Professor

Articulation of the issue

In the context of market economy development, the use of human working activity is a condition of competitiveness and effective development of both individual companies and the state as a whole. It is human, its ability to work is the most valuable strategic resource of the state and any business entity, a key to achieving social and economic harmony. However, the use of human labor and ensuring labor productivity is not possible without the implementation of highly effective human management in the course of working activity and collective labor, which is provided through the human resource management system. Lack of effective human resource management in the companies, shortcomings of human resource policy of companies, institutions and organizations mostly leads to adverse consequences for reducing the competitiveness of companies, institutions, organizations in the labor market or even their closure, which leads to adverse social phenomena such as unemployment, poverty, mass labor migration from the country due to lack of the jobs and other adverse social consequences that do not contribute to the proper social-economic development of statehood.

Analysis of recent studies and publications

The issues of HR management and personnel policy have been studied by such scientists as K. Javela, A. Javela, N. Denisenko, O. Budiakova, A.M. Hrytsai, V.V. Hotra, T.V. Telychko etc.

The purpose of the article is to study legal framework for the regulation of certain areas of modern personnel policy.

Statement of basic materials

HR management is a process of influencing people (employees), which occurs through the implementation of management activities and through management decisions¹. Permanent changes taking place in the labor market, transition of the economy to “innovative”, modern crisis phenomena, which are manifested in the decline of economic development, especially in the coronary crisis puts before the company the need for continuous improvement of personnel policy. and was able to overcome the challenges facing businesses. The main purpose of management activities in the companies should be the introduction of an HR management system that provides companies with employees, who would be able to create innovative products² and would be aimed at maximizing creative, intellectual potential of employees of the companies, institutions, organizations and the maximum use of labor potential of each individual business entity.

Personnel policy is the main tool of HR management, used to achieve the goals set for the personnel management system³. Personnel policy is a certain program of management activities that ensures the proper implementation of employment by employees of the company, institution, organization. Personnel policy is “general direction of HR work of the company, which ensures functioning of human resources, directions, procedures that are necessary to achieve the goals of the company and its mission in modern economic development”⁴.

Personnel policy reflects HR strategy of the company, institution, organization, which is a key area of strategic activity of companies, institutions and organizations, which determines the goals, decisions of management entities and measures for human resourcing⁵. Modern personnel policy has to be practical, flexible, and adapted to both internal factors and the external environment⁶. For example, the International Labor Organization states that HR strategy should be based on 3 main principles: 1) increasing flexibility in HR management; 2) attracting employees through effective hiring, talent development and creating a favorable working environment; and 3) HR resourcing has to be efficient and effective⁷.

At that, HR policy of any company should be aimed at the interests of employers, who need maximum productivity and efficiency of employees, as well as interests of employees that have to be implemented in the course of their work at the company, institution, organization. The International Labor Organization has determined that the future of labor should be based on a human-centered approach, which determines that a human and human labor should be central to economic, social and business practices⁸. Given this approach, we support the opinion of O.E. Kostyuchenko that creation of such legal conditions through which a compromise was reached between the interests of employees and employers should be one of the interests of the state in the labor sphere⁹.

The Main Commission for the Future of Labor makes a focus on strengthening of the role of social dialogue for the world of work for implementation of a human-centered approach and need for public policy that would promote development of social dialogue¹⁰. According to the Law of Ukraine on Social Dialogue in Ukraine, it is stated that social dialogue in Ukraine is implemented at the national, sectoral, territorial and local levels¹¹, by concluding collective agreements and contracts. At the level of companies, institutions, organizations, a collective agreement in a company is a mechanism for implementing personnel policy. It is the collective agreement that is used to regulate the possibility to take into account interests of both employees and employers, who are interested in making a profit through the highest performance, which can be achieved by meeting the interests of employees, their professional level, moral and psychological climate in the team, work discipline and other beneficial effects of the employees¹².

Given the need that a human (employee) is the central interest and driving force of the companies, an personnel policy should be based on the concept of decent work, it is this concept to be a worthy response to new challenges and threats to employees and employers in the course of implementation of labor relations. In terms of the concept of decent work, in 2011 the UN adopted new guidelines in the field of business and human rights. The UN Guidelines call on governments to protect human rights and businesses - to respect human rights and exercise “due diligence” to avoid social risks, and provide effective remedies for victims of labor rights violations. The provisions on workers' rights in the Guidelines reflect the ILO core labor standards (or the core ILO Conventions).

Personnel policy as a mechanism for implementing HR management begins at the stage of formation of employees of the company, institution, organization and does not end until the end of the business entity¹³. Personnel policy of the companies is mainly aimed at selection and recruitment, adaptation of employees to their working conditions at the company and integration in the team, motivation of employees to productive and highly efficient work, forecasting the need and organization of professional development, career and promotion, certification employees, etc.

The issue of recruitment should correspond to the initiative of the International Labor Organization, which defined the basic principles of fair employment, which in our opinion should be the basis for legislative regulation of recruitment, and will be the basis of this area of personnel policy of the company, institution, organization. Fair reception of workers allows to create conditions for decent work, to create new employment opportunities and improves the functioning of the labor market¹⁴. The principles of fair employment include: the employment of workers should be in compliance with internationally recognized universal human rights and ILO labor standards, which should not be reduced; recruitment should meet the needs of the labor market and newly hired workers should not displace existing employees; relevant employment laws and policies should apply to all employees; the issues of mutual recognition of employees' skills should be taken into account when hiring; the role of labor inspections should be increased, licensing and certification systems should be set aside, recruitment methods should be transparent, clear, and criminal schemes for hiring workers should be prohibited; when hiring abroad, the legislation of the countries of destination shall be taken into account; it is prohibited to collect funds from employees for the hiring procedure; the conditions of employment shall be specified in the employment contract and clearly inform employees about all working conditions; employment shall be voluntary; employees should not be deprived of their documents and have the right to resign at any time¹⁵.

The issue of selection of employees is related to the assessment of business qualities of the employee (the ability of the employee to perform the proposed work), which shall correspond to the position for which the employee is hired. As a legal category, employee appraisal is treated as a process of testing professional qualities of employees with regard to regulatory requirements with specially established procedures¹⁶. It is assessment of the employees that is the influence through which labor legal relations occur, change or terminate. V.M. Andriyiv and T.M. Vakhoneva emphasize the need to create a separate “institute for assessing professional qualities of the employees” and emphasize the need to regulate new methods of assessing professional qualities of the employees, which are not provided by the current labor legislation, thus causing numerous violations of labor rights of employees.

Assessment of the employees is directly related to employees' motivation and their career mobility. Occupational mobility of the employees is one of the types of labor mobility, which in our opinion should be a priority in their development. Competitiveness of the employee, human success, getting a good job and improving one's social status depend exactly on one's ability to learn, improve one's knowledge, skills, and ability to adapt to new conditions in the labor market¹⁷. In addition, the level of professional mobility will depend on the level of vertical mobility, which refers to the change of job function, position and career advancement, which is a form of redistribution of staff and required for the effective use of the labor potential.

Occupational mobility is implemented through a system of occupational training and implementation of the concept of lifelong learning. Modern conditions of technological progress bring to the forefront of modern personnel policy is the issue of continuous professional development of employees, because it is the level of qualification, professional training of employees is the basis for economic growth of the companies. In the context of the development of the digital economy, significant changes are taking place that require highly skilled workers who will carry out mostly intellectual activities, in contrast to which there is a decrease in attention to simple human activities of the same type. Employers (personnel services created for personnel management work) should predict the introduction of new technologies that may be used in the future, and through the analysis should predict the skills that may be needed by employees in the near future, which, accordingly, will be the basis for the organization of employee training. A significant shortcoming of modern Ukrainian realities is the lack of interest of employers to provide and organize training (retraining) for employees. The introduction of new technologies or technological changes is usually accompanied by the dismissal of workers who do not have the necessary skills and the recruitment of new already trained workers. However, one of the main challenges for a person as an employee today is the need for rapid retraining, expansion of existing knowledge and skills that shall be mastered continuously. The introduction of new technologies or technological changes is usually accompanied by the dismissal of workers, who miss the necessary skills and recruitment of new already trained workers. However, one of the main challenges for a person as an employee today is the need for rapid retraining, expansion of existing knowledge and skills that shall be mastered continuously. The introduction of new technologies or technological changes is usually accompanied by the dismissal of workers who do not have the necessary skills and the recruitment of new already trained workers. However, one of the main challenges for a person as an employee today is the need for prompt retraining, expansion of existing knowledge and skills that shall be mastered continuously¹⁸. Employees shall quickly adapt to new (digital) technologies, which continue to acquire more and more development and only the acquisition of new skills in the process of their work, reorientation to new “digital profession” will allow employees to effectively adapt to the challenges of the labor market and be able to continue to work.

Skills development and continuing education (lifelong learning) are fundamental to productive, stable and decent work¹⁹, is an effective mechanism for economic growth and social protection of the working population as a means of avoiding unemployment. Implementing the concept of lifelong learning, which would ensure the effective work of workers, requires the active participation and support of both the state and employers, employees and educational institutions, where organizations and employers have a key role in predicting future skills and competencies²⁰.

At the same time, continuing education provides benefits to both employees and employers. Through continuing education, people gain the opportunity to get rid of poverty, gain a competitive advantage in the labor market and meet their needs and interests, continuous training and retraining help workers to constantly acquire new knowledge and technology. The companies, by increasing the level of knowledge of their employees, provide themselves with a strategic and competitive advantage in the field of innovation, and accordingly, the state creates opportunities for economic transformation and new jobs. At the same time, considering the development of ILO technologies, emphasize the role of the state and social partners in providing workers with continuing education and new skills²¹. As defined in ILO Recommendation 195 on Professional Development²² the state should pursue a policy that would encourage employers to participate in the professional development of their employees, as well as a policy to promote social dialogue on employee training.

Conclusions

Personnel policy is a driving force in the development of any employer and should exist in every single company, institution and organization. Personnel policy should be aimed primarily at satisfying the interests of employees and aimed at providing a guidance to the work of every employee in order to ensure performance and maximize the results of work. Regulation of personnel policy should be provided on account of a social dialogue between its parties; the social dialogue is the driving force through which it is possible to take into account the interests of employees and employers.

In order to build an effective personnel policy, one should provide for legal regulation of the methods and techniques used in HR management, which will meet generally accepted international standards in the field of labor. Selection of employees should be based on the principles of fair hiring of employees with a proper assessment of business qualities and performance.

Particular attention should be paid to the issues of professional development of employees, which should take into account current challenges of economic development and labor market. The system of professional development of employees shall respond quickly to the latest technologies and shall be able to provide new knowledge to employees in the process. At the same time, continuous retraining in the workplace and advanced training are becoming increasingly important, which helps employees to acquire new professional competencies that are becoming necessary in light of the rapid development of digitalization and new technologies, exclusion of existing occupations and job creation. Михайлова Л.І. Управління персоналом. Навчальний посібник. К. Центр учбової літератури. 2007. 248 с. URL: http://repo. snau.edu.ua/bitstream/123456789/1477/3/Михайлова%20Л.L%20Управління%20персоналом.pdf (дата звернення: 25.11.2021).

² Жавела К.А., Жавела А.К. Сучасні концепції та інноваційні технології в системі управління персоналом. Інвестиції: практика та досвід. 2019. № 22. С. 73-78. URL: http://www.investplan.com.ua/pdf/22_2019/14.pdf (дата звернення: 25.11.2021).

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Резюме

Погорелова О.С. Правове регулювання сучасної кадрової політики.

Статтю присвячено дослідженню питань правового регулювання сучасної кадрової політики, яка на сьогодні є ключовим інструментом розвитку підприємств, установ, організації. Запровадження кадрової політики роботодавцями є умовою для максимальної реалізації трудового потенціалу та забезпечення ефективної та продуктивної трудової діяльності працівників. Визначено, що кадрова політика має максимально враховувати як інтереси роботодавця, так і інтереси працівників. У статті зазначається, що кадрова політика має базуватись на людиноцентрованому підході, яка має реалізовуватись через підсилення ролі соціального діалогу, оскільки саме соціальний діалог є тією рушійною силою, за допомогою якої можливе врахування інтересів працівників та роботодавців.

Задля побудови ефективної кадрової політики необхідна наявність належного правового врегулювання способів та методів, які застосовуються при управлінні кадровими питаннями, що має відповідати загальновизнаним міжнародним стандартам у сфері праці.

У статті аналізуються ключові напрями, що має включати кадрова політика підприємств. Одним з основних питань, що включає кадрова політика - добір працівників та прийняття їх на роботу. Автором визначено, що добір працівників та прийняття їх на роботу має базуватись на принципах Міжнародної організації праці щодо справедливого найму працівників, що максимально поєднано з належною оцінкою ділових якостей та результатів трудової діяльності працівників. Для уникнення порушення прав працівників трудовим законодавством мають бути передбачені ключові питання кадрової політики, нові методи добору працівників, оцінки працівників, професійної мобільності працівників тощо.