1. Topic: Human Resource Management: Challenges of the XXI century

2. Recommended reading: Summary: 1.Армстронг М. Стратегическое управление человеческими ресурсами/перевод с анг. - М.: Смысл, 2012. 2.Armstrong M. (2006). Strategic human resource management. Typeset by Caxon graphics Ltd. 3. Arthur D. Fundamentals of Human Resources Management.fourth edition. Amacom, 2011. 4. Бакирова Г.Х. Управление человеческими ресурсами. – СПб.: Речь, 2010. 5.Бакирова Г.Х. Тренинг по управлению персоналом. СПб.: Речь, 2011. 6..Базаров Т.Ю. Управление персоналом. Практикум. – М.:ЮНИТИ- ДАНА, 2013. 7. Барбара Арт. Bersin & Associates © 2011. High-Impact Leadership Development for the 21st Century (Part 1): Key Findings, Trends and Analytics. 8.Борисова Е.А. Оценка и аттестация персонала. – СПб: Питер, 2013. 9.Дубинская Е.Н.Техники подбора персонала. - СПб.: Речь, 2012. 10.Blancero D., Boroski J., Dyer L. Key competencies for a transformed human resource organization: results of a field study // Human resource management. - 2011. Vol.35. - № 3. 11.Stewart G., Brown K.G. Human Resource Management. Linking strategy to practice. Wiley, 2010. Further Reading 1.Базаров Т.Ю. Технология центров оценки персонала: процессы и результаты. - М.: Кнорус, 2.Дубинская Е.Н.Техники подбора персонала. - СПб.: Речь, 2012. 3.Кибанов А.Я. Управление персоналом. Учебник. - М.: ИНФРА-М, 2012. 4.Ковалев С.В. Работа с персоналом. – М.: Альфа-Пресс, 2008. 5.Почебут Л.Г., Чикер В.А.Организационная социальная психология. - СПб.: Речь, 2010. 6.Практикум по психологии менеджмента и профессиональной деятельности/под ред.Г.С.Никифорова, М.А.Дмитриевой и др. - СПб.: Речь, 2013. 7.Becker G.S. (2011) Human capital: Theoretical and Empirical Analysis. - N-Y., 2011. Internet resources. www.nasoup.comwww.nasoup.com. http://www.azps.ru http://www.top-personal.ru http://www.hrm.ua http://www.hrm.ru http://www.prenhall.com/desslertour/chapter3.pdf

3. Questions: 1. notion personnel. 2. notion human resources. 3. notion "personnel management". 4. notion "human resource management". 5. transformation personnel management in human resources management. 6.The main role of the professional personnel manager.

4. Under the company personnel understood the full staff of employees. That part of it which is in the state of the organization, called frames. From a statistical perspective personnel (staff) are characterized by the structure, size and as a whole and for individual groups. Today the company personnel is a strategic factor in the future of the organization, which makes it in human resources. Today people are no longer seen simply as an individual, on their own, and in the socio cultural aspect, that is acting as a team and united on a voluntary basis, with the result that put on the agenda management person.

5. Today the personnel is a strategic factor in the future of the organization, which makes it the totality of human resources ¾ personalities, each of which has a special personality, intelligence, capacity for self-development, creativity. If employees work primarily determined by the consumption of other resources (especially cars), but today the situation was diametrically opposite: the effectiveness of their use depends entirely on the people.

6. The transition from personnel management to human resource management means the movement: from narrow specialization and limited liability to wide professional profiles and officials; from a planned career path to a flexible choice of path of professional development; from control staff to create opportunities for its development; from closed to open the selection of experts. It is the need to consider the personal factor leads to the gradual transformation of personnel management in the management of human resources and serves as the boundary between these concepts

7. human capital The conversion of workers in the main source of wealth of the company changed their position. They have become elements of human capital. The idea of human capital was first announced back in XVII-XVIII centuries., And the main provisions of the modern theory of T. Schultz expressed in the articles "The formation of capital formation" (1960) and "Investing in People" (1961) and T. Becker in his book "Human Capital: a Theoretical and Empirical analysis" (1964).

8. Human capital is a set of available people professional abilities, skills, knowledge and motivation, so measure it with the same accuracy as the material resources, it is impossible. This is primarily intellectual capital. Such capital increases its value by the accumulation of relevant information, as a result of increasing its profitability.

9. Any capital, including human, requires investment to maintain in working order, the expansion at the expense of education, the accumulation of information. These investments bring higher economic repeatedly, psychological, social, cultural effects (direct, indirect, individual and collective, short-term, long-term, delayed in time, etc.). According to Becker, this effect is 12-14% per year to the corresponding cost dimension than investments in technology. In addition, training increases people's satisfaction with work and self-esteem.

10. Transformation of Personnel Management in Human Resource Management This transformation of personnel management was expressed in the following key trends: in recent years in developed countries, there is a relative and absolute increase in the number of employees of personnel services; to raise the status of the profession: Head of Human Resources in most corporations have become a member of the management board and even a member of the board of directors; dramatically increased attention to the level of training of human resource managers; in an increasingly competitive environment (including for highly qualified) exclusion from the general personnel policy management strategy adversely affecting the success of the corporation as a whole.

11. Thus, today we can talk about two main approaches to HR: > Doctrine of human resource management (human relations); > Doctrine of human resource management. "Human resource management - an activity performed in the enterprises, which promotes the most efficient use of employees to achieve organizational and personal goals.“ "Human Resource Management - a unique approach to managing people in the company, aimed at achieving competitive advantage through the strategic placement of qualified and loyal staff, using a holistic set of cross-cultural, structural and personnel technician“.

12. key role for the profession of HR manager 1. "HR strategy" - a member of the management team responsible for the development and implementation of HR strategy, as well as institutional mechanisms to ensure it; management and administration services, exercising the functions of human resource management (Vice President for Human Resources). 2. "Head of Personnel Management" - convener of the HR units. 3. "personnel technologies" - a developer and implementer of creative approaches to specific personnel manager areas with expertise in special and technological knowledge, the ability to attract a variety of internal and external resources and to use them effectively with the business prospects of the company (Head of Organizational Development or staff Development).

13. Expert assessment of the importance of these key areas of competence for the success of the HR manager has made it possible to rank them as follows (in descending order of importance). Ethics. Sociability. The ability to listen. Contact. Command orientation. Honesty. Prudence. Effectiveness. Perseverance. Confidence. Commitment to the organization and business orientation

14. Specialists Personnel Management from the beginning there was an aura of advocates of ordinary workers, which, according to their fellow managers. hinder the achievement of the goals of the organization. Human Resource Management was treated as an activity that does not require special training; Unlike other management disciplines it could be satisfied imaginations of common sense, and there was widespread belief that any experienced manager could easily cope with the functions of the HR manager. Lack of specialized training and appropriate qualifications professional reduced authority cadres in the eyes of the authorities and line managers. Against the background of radical changes in the last 15-20 years latest ooks amazing, the fact that human resources, is a fairly mediocre and marginal management activities, has not disappeared at all, but, on the contrary, is experiencing a genuine flowering.

15. Thank you for your attention