Personnel consulting: essence, functions and structure Essence. Consulting in personnel management: current state and development prospects Consulting in personnel management

Klopotovskaya P.V.,
PhD in Economics, Head of HR Consulting Department
ACG "Gorislavtsev and K.",
Moscow, Russian Federation

To date, consulting in personnel management has firmly established its position as a sought-after area of management consulting (Figure 1).

Figure 1 - Revenue structure of consulting companies by areas of activity in 2013-2015 (in %) .

At the end of 2013, the total income of the largest consulting companies providing consulting services in personnel management amounted to 3.3 billion rubles. with a market size of 3%. At the end of 2014, there was a decrease in the total income of the largest consulting groups. Consulting companies earned only 2.3 billion rubles. At the end of 2015, the volume of the consulting market in personnel management amounted to 2%.

Of course, the development of HR consulting is influenced by both external and internal factors.

External factors include:

foreign economic (political and economic situation);
legal;
demographic;
financial (solvency of client organizations).

Internal factors include:

high competition among consulting companies providing services in the field of personnel management;
specialization of consulting activities in the field of personnel management by sectors of the Russian economy;
the complexity of the services provided (this factor implies that the consultants have theoretical and practical knowledge and experience in various sectors of the Russian economy in order to provide the widest range of services);
increasing the requirements of client organizations for professional and personal qualities consultants.

To date, there is no consensus on the prospects for the development of management consulting in general, and in particular personnel consulting. Some researchers argue that the next decade will bring a decline in business activity in the management consulting industry, and most consulting firms will remain unclaimed, other researchers argue that in the near future the industry will develop at an accelerated pace, at the level of 10-12% per year.

In our opinion, the further development of consulting in personnel management depends on the industry specifics of consulting companies.

For heads of organizations, it is important to have a successful industry experience of a consulting company (executor), and heads of personnel management services are interested in the fact that methods in the field of personnel management and development of consultants are adapted and applicable to their business area.

Considering the experience of Western consulting companies, one can see that initially most companies provided services in the field of personnel management for all sectors of the economy, but over time there was segmentation and specialization by industry. We see similar trends towards segmentation of the HR consulting market in accordance with industry specifics in Russia, which is facilitated by the following circumstances:

complication of industry specifics;
the increasing complexity of consulting projects in the field of personnel management;
complex sectoral structure of the Russian Federation.

Demand analysis for consulting services in the field of personnel management by enterprises and organizations of various industries and sectors of the economy, according to the results of 2013, allows us to identify the leading industries that use the services of personnel consulting (table 1) .

Table 1 - Leading industries following the results of 2013 using consulting services in personnel management

No. p / p	Industry name	Revenue in 2013 (million rubles)
1	Oil and oil and gas industry	321
2	mechanical engineering	284
3	Banks	254
4	Power industry	209
5	Transport	153
6	Trade	138
7	Chemical industry	129
8	Metallurgical industry (including coal industry)	112
9	Information Technology	91
10	food industry	88

The data obtained indicate that HR consulting is relevant, in demand and used in all sectors of the economy.

Industry specificity is a promising direction in the activities of consulting companies, further success and development of consulting in the field of personnel management.

List of used literature:

Kashin V.K. International consulting: educational and methodological complex / V.K. Kashin. -M. : Ed. Center EAOI, 2009. -82 p.
Management consulting. Market Guide professional services/ a series of business reference books "Provereno.Kommersant". M.: Kommersant XXI, Alpina Publisher, 2002. -264 p.
Sudaryanto Ya.P. International market of consulting services in Russia: Tutorial/ Ya. P. Sudaryanto, A. V. Gureev. - M.: Publishing and Trade Corporation "Dashkov and Co", 2013. - 240 p.
Lukyanova T.V., Klopotovskaya P.V. The demand for consulting in the field of personnel management / T.V. Lukyanova, P.V. Klopotovskaya // Kadrovik. - 2013. - No. 8. - S. 124 - 131.
Interactive map: the level of demand for consulting services from enterprises and organizations in various industries and sectors of the economy, based on the results of 2013 [Electronic resource] // Expert RA, Rating Agency. - Access mode: http://raexpert.ru/ratings/consulting/2013/map/, free.

Klopotovskaya P.V. Consulting in personnel management: state of the art and development prospects [Electronic resource] // Audit and consulting group "Gorislavtsev and K.". - Access mode:

The author recognizes the concepts of "consulting in personnel management" and "personnel consulting" as identical

Consulting is a type of professional services provided to corporate clients interested in optimizing their business. The range of problems solved by consulting is very wide: strategy, ecology, labor organization, investments, personnel policy, finance, taxes, etc. In other words, consulting is any assistance in solving a particular problem provided by external consultants.

As a type of professional activity, counseling originated at the end of the 19th century. As the economy becomes more complex and the corresponding development of economic and social sciences a new area of professional services began to take shape - consulting in economics and management, and one of the first professional consultants in this area was the founder of the theory of scientific enterprise management F. Taylor (the author of the well-known Taylorism system). The first management consulting firm was formed in 1914 in Chicago. In the 20-30s. such firms spread in Europe (primarily in England and Germany), in the 40-50s. - and in other regions of the world (Asia, Africa, Latin America).

The range of problems solved by consulting is very wide. To date, there is no clear classification of services provided consulting companies in the field of personnel management. Each company classifies the service based on its own representation. The total mass of consulting services can be classified according to the following criteria: Efremov V.S. Consulting activities: Textbook / V.S. Efremov. - M.: Yurayt-Izdat, 2012. - S. 70.

1) By direction: business consulting; psychological counseling.

2) By industry or subject area consulting: consulting in personnel management; legal consulting; IT consulting; marketing consulting; consulting in logistics, etc.

In the European Directory of Management Consultants Grigoryeva N.N. Organizational consulting. Training course/ N.N. Grigoriev. - M.: MIEMP, 2010. - 36 p. the subject classification of consulting services is given, it is divided into 8 groups:

General management is the development and planning of a general development strategy; forecasting; organization of branches, departments and new firms, change of ownership, etc.

Administration - issues of formation and registration of companies, organization of office work, data processing, i.e. organization management optimization.

Financial management- questions financial planning and control, taxes, accounting, insurance, etc.

Personnel management - selection of employees, control of the level of training of personnel, remuneration systems, advanced training and training of personnel, etc.

Marketing - formation structural divisions sales and marketing, selection of reliable wholesale partners, search for new customers and markets, promotion and research of sales prospects.

Manufacturing technology selection production process, stimulation of labor productivity, evaluation and control of product quality, etc.

Information technology- use of computers and information systems in management.

Specialized services are those types of services that do not belong to any of the above groups: training consulting, information consulting, telecommunications consulting, environmental consulting, public sector consulting, etc.

One of the fastest growing markets in the world is the management consulting market. Its growth is 15-20% per year, which is 2-3 times higher than the rates of development of the markets for science-intensive products and consumer services. This category of consulting activities also includes consulting in the field of management. by human resourses and their development (including specialized training of employees), as well as the formation (or transformation) corporate culture and leadership style of personnel management.

In work personnel services Every organization has the following questions:

1. Where and how to attract professional staff?

2. How to increase staff motivation?

3. Will employee training increase work efficiency?

4. How to optimize the number of staff?

5. The company is growing rapidly, it is necessary to formalize procedures, establish common rules of the game. How to deal with it?

6. Should top management be assessed?

7. How not to make a mistake in choosing a new manager?

In search of answers to these and other questions related to the organization effective work personnel management services, the implementation of personnel consulting procedures will help.

Let's consider how HR consulting is defined by practitioners and scientific experts? So, Arefieva N. characterizes personnel consulting in this way - it is a system of organizational and psychological measures for diagnosing and, if necessary, correcting organizational structure and / or culture of the enterprise (organization) in order to improve production indicators, optimizing the socio-psychological climate, strengthening staff motivation. Specialists of the ProfBukh group of companies understand personnel consulting as an activity aimed at solving the most complex tasks in the field of human resource management at an enterprise. Arefieva N. Personnel consulting - what is it // Management consulting. Guide to the market of professional services / N. Arefieva. - M.: Kommersant XXI, Alpina Publisher, 2002.

Personnel consulting - provision of consulting services to top management of organizations on personnel management issues. Tselyutina T.V. Directions and technologies of consulting on human resource management / T.V. Tselyutina // Economics and management: problems and development trends. - Yaroslavl, 2011. - No. 12. - 103 p.

The European Federation of Associations of Economics and Management Consultants (FEACO) defines it as follows: “Management consulting consists of providing independent advice and assistance in management matters, including identifying and evaluating problems and/or opportunities, recommending appropriate measures and assisting in their implementation.” Grigorieva N.N. Organizational consulting. Training course / N.N. Grigoriev. - M.: MIEMP, 2010. - 36 p.

Thus, personnel consulting is a kind of management consulting(consulting), and based on this - personnel consulting (HR consulting, HR-consulting, HR-consulting) - a type of activity related to solving the problems facing top managers in the field of human resource management in order to increase business profitability. Tsycarova T.E. Management consulting: text of lectures / T. E. Tsytsarova. ? Ulyanovsk: UlGTU, 2009. ? 63 p.

The goal of HR consulting is to provide the client organization with the latest and greatest effective ways work with human resources.

The subject of personnel consulting is a consultant or consulting firm, the object is the client (managers and specialists of the organization in need of consulting services).

The product of consulting activity is a service provided to a client. Under the service of an individual or organization is understood the implementation of a certain plan of activity that is useful and acceptable to the client.

This type of consulting services is aimed at satisfying the functions related to the field of personnel services, namely, within the framework of personnel consulting, the following tasks are solved: Kubr M. Management consulting: an introduction to the profession / M. Kubr. - M.: Planum, 2006. - 977 p. pp.404-406.

1) Organization from scratch of the activities of the personnel service.

2) Improving the efficiency of the current personnel management service.

3) Development and optimization of individual procedures for personnel management: documentation support for personnel management; search, selection and adaptation of personnel; personel assessment; incentive and motivation system; education and development.

In the course of personnel consulting, the following can be carried out: Klopotovskaya P. Personnel consulting: essence and content // Science Magazine"Humanitarian, socio-economic and social sciences" / P. Klopotovskaya. - 2012. - No. 5.

Analysis of the current state and personnel potential of the company;

Analysis official functions and organizational and personnel structure of the enterprise;

Assessment of the personnel of the organization, identification of the personnel reserve;

Analysis of the existing system of personnel management, personnel management and its motivation;

Analysis of the effectiveness of the methods of attracting, adapting and promoting personnel existing in the organization;

Grade professional level employees of the company based on its goals and objectives;

Diagnostics of the psychological climate and organizational culture;

Evaluation of the effectiveness of management styles, interaction of the management team with the team;

Optimization of management technology and personnel activities.

The article deals with a special area of management consulting - personnel consulting.

For Russia, personnel consulting is a relatively new direction. The article proposes a definition and classification of personnel consulting, considers the stages of development of personnel consulting in conjunction with the science of personnel management, and formulates the prerequisites for its development.

Global changes in the modern economy - informatization, globalization, international competition - give rise to new challenges, management solves more and more complex tasks. The rapid changes taking place in the world make it almost impossible for the management team of an organization to maintain the required level of knowledge about the industry, consumers of its products or services, competitors. There is less time for making managerial decisions, and there are more risks from their adoption.

Multiple complication economic processes in our time has led to the fact that the transfer of advanced management methods has become an independent sphere of economic relations. National and international markets for consulting services have emerged and have become necessary condition to create and disseminate economic and managerial knowledge.

Management consulting is interpreted today as the professional assistance of independent consultants to owners and top managers in identifying management problems, analyzing them, developing recommendations for their solution, as well as their implementation.

The range of problems solved by consulting is wide, so the focus can be divided into narrow, in one or several related areas, and multidisciplinary, which includes the full range in many areas and at all stages of consulting support.

According to the classification of the European directory of consultants, there are 84 types of consulting services, grouped into 8 main groups.

General management is the development and planning of a common development strategy; forecasting; organization of branches, departments and new firms, change of ownership, etc.
Administration- issues of formation and registration of companies, organization of office work, data processing, i.e. organization management optimization.
Financial management- issues of financial planning and control, taxes, accounting, insurance, etc.
Personnel management- selection of employees, control of the level of training of personnel, remuneration systems, advanced training and training of personnel, etc.
Marketing- formation of sales and marketing departments, selection of reliable partner wholesalers, search for new customers and markets, promotion and research of sales prospects.
Production- choice of technology of the production process, stimulation of labor productivity, evaluation and control of product quality, etc.
Information technology- use of computers and information systems in management.
Specialized Services- these are the types of services that do not belong to any of the above groups: training consulting, information consulting, telecommunications consulting, environmental consulting, public sector consulting, etc.

Personnel is the key and most difficult resource to manage in an organization. Changes associated with post-industrial development cause fundamental shifts in the forms and methods of human resource management, which requires constant improvement of approaches and methods of personnel management.

At the macroeconomic level constant socio-economic, scientific, technical and technological development is the cause of changes in the content of labor, the emergence of qualitatively new jobs, changes in educational and qualification levels workers, the emergence of new specialties and professions, changes in the qualitative characteristics of workers.

At the microeconomic level the ongoing changes require the timely identification of innovative problem situations in conjunction with the problems of personnel management. Among the problems that arise in this regard, we can note the contradictions between the technical level of the new production and the existing level of personnel qualification, between the qualitatively new tasks of personnel development and the insufficient level of training of the personnel management service for this work, between the levels of qualification and motivation of employees, between the existing organizational structure and implemented strategy and others.

The resolution of these contradictions requires constant updating of personnel management systems, purposeful activities of the organization's managers and personnel management service specialists to ensure the pace and scope of updating personnel management work in accordance with the current and future goals of the organization, professional help which is provided by consultants.

We have formulated the prerequisites for the development of consulting in the field of personnel management:

the need to solve problems of increasing production efficiency, the most important asset of which is intellectual capital;
increasingly widespread concept human capital, the main provisions of which justify personnel investments;
increasing the knowledge intensity of the personnel management sphere, requiring specialists to know the best examples of world achievements, having the skills scientific work, experience in implementing projects in the field of personnel management and other critical competencies;
increasing the managerial competence of managers at various levels, their understanding of modern realities, and, as a result, their demand for consulting services in the field of personnel management.

The development of personnel consulting in Russia has gone through a number of stages, which are organically linked with the development of the science of personnel management (Table 1).

Table 1

The development of personnel consulting in relation to the science of personnel management

Stage	The science of personnel management	Consulting
Origin 1990-2000	The beginning of the training of specialists in personnel management within the specialty "Management". Formation of a scientific school of personnel management. The emergence of personnel management systems in Russian enterprises	The arrival of Western consulting companies, the creation of a market for consulting services. The emergence of the first school of management consultants in the structure of the Academy of National Economy under the Government of the Russian Federation. Formation of the concept of "consultant"
Formation 2000-2008	Separation of personnel management into an independent specialty. Widespread at Russian enterprises, personnel management systems that implement modern approaches to personnel management. The appearance of the first professional communities personnel management specialists	Separation of a new direction in the structure of management consulting - personnel, mainly within the framework of large diversified consulting companies.
Development 2008 - present	Separation of personnel management into an independent area of training. Regular holding of international and interuniversity conferences and forums on personnel management issues	Growth in the number of companies specializing in HR consulting. Active promotion of consulting services in personnel management

HR consulting as a type of activity in Russia is currently at the stage of institutionalization, and as a type of business it is an increasingly significant segment of the business services market, which reflects the need for organizations to improve the efficiency of personnel management. All this gives rise to the need for theoretical and methodological substantiation of the modern practice of personnel consulting. How do practitioners and academics define HR consulting?

Arefyeva N.: personnel consulting is a system of organizational and psychological measures for diagnosing and, if necessary, correcting the organizational structure and / or culture of an enterprise (organization) in order to improve performance, optimize the socio-psychological climate, and increase staff motivation.

Specialists of the ProfBukh group of companies understand personnel consulting as an activity aimed at solving the most complex tasks in the field of human resource management at an enterprise.

HR-capital experts define HR consulting as a type of activity related to solving the problems facing senior managers in the field of human capital management in order to increase business profitability.

HR consulting— provision of consulting services to top management of organizations on personnel management issues.

HR consulting (HR consulting, HR-consulting, HR-consulting) is a type of activity associated with solving the problems facing top managers in the field of human resource management in order to increase the profitability of a business.

The above definitions are distinguished by a variety of subjective approaches. It should be noted that we are in solidarity with those authors who recognize consulting and consulting as synonyms. In addition, in our opinion, personnel consulting is a kind of management consulting (consulting), which gives us the right, based on the objectives of our study, to determine HR consulting as professional assistance to managers and specialists of organizations in the analysis, substantiation of development prospects and the use of organizational and economic innovations aimed at solving the problems of the organization in the field of personnel management.

Thus, the goal of HR consulting is to provide the client organization with the latest and most effective ways to work with human resources. Subject HR Consulting is a consultant or consulting firm, object- client (managers and specialists of the organization in need of consulting services).

The consulting process is a knowledge-intensive process. Consulting services are provided by professionals and specialized advisory (consulting) firms, which are valued for their high professionalism, objectivity and independence, extraordinary assessment of situations and non-standard recommendations.

The functions of HR consulting can be formulated as follows:

conducting a survey, or audit: the consultant examines the resources of the company, the results of its activities, management policies in order to determine its strengths and weaknesses and key issues
implementation of special studies and reviews in the field of personnel management;
development of managerial decisions on certain problems;
assistance in the implementation of problem solving;
performing the functions of an expert.

The process or technology of personnel consulting can be represented as the following main sequential actions:

Clarification of the problem that arose at the object of consulting.
Discussing the essence of the problem with the object.
Studying the problem, diagnosing the situation.
Development of advice and recommendations (offering certain technologies for solving the problem).
Bringing advice and recommendations to the object of consulting.
Providing prompt assistance to the object in the process of resolving a problem situation.
Evaluation of the results and consequences of actions taken by the consulting object, making adjustments to the proposed technology.
Analysis of the effectiveness of advice and recommendations.

We offer an original classification of personnel consulting (table 2), which makes it possible to characterize the content and features of personnel consulting.

table 2

Classification of personnel consulting

Classification sign	Content
By subject	personnel management methodology personnel management system personnel management technology
By level	strategic operating
By frequency	one-time long-term
In relation to the object	interior external
By shape	expert process

In conclusion, we formulate the principles of personnel consulting, the implementation of which is mandatory for specialists and largely determines the effectiveness of their activities.

the principle of professional competence (constant increase in the level of professional competence by consultants);
the principle of priority of the client's interests (the interests of the current client are higher than the interests of former clients and their own);
the principle of independence and objectivity (independence of thought and independence of behavior allow the consultant to express an unbiased opinion without a conflict of interest or the negative influence of others);
the principle of scientific character (using the latest achievements of science).

Polina Klopotovskaya, Head of HR Consulting Department (

The purpose of HR consulting- creation and implementation of individual technologies for personnel management, implementation of their implementation and control for the successful functioning of the organization (i.e., maximizing its profits) through increased productivity.

As part of HR consulting, the following tasks:

1. Organization from scratch of the activities of the personnel service.

2. Improving the efficiency of the current personnel management service.

3. Development and optimization of individual procedures for personnel management.

In the course of personnel management, the following can be carried out:

· Analysis of the current state and personnel potential of the company;

· Analysis of job functions and organizational and personnel structure of the enterprise;

· Analysis of the existing system of personnel management, personnel management and its motivation;

· Optimization of management technology and personnel activities.

Functions of personnel consulting

1) Analysis of staff needs

2) Analysis and regulation of activities

3) Search, selection, registration and adaptation of new specialists

4) Assessment of the level of qualification (certification)

5) Development of individual development and rotation programs (personnel reserve)

6) Training, upgrading and maintaining qualifications

7) Performance evaluation

8) Stimulation and motivation of work

9) Diagnosis and correction of the socio-psychological climate

Personnel consulting is carried out in two main stages: analytical and programming.

The implementation of the analytical stage, as a rule, begins with an understanding of the topic and tasks of counseling. The main activities at this stage include:

1) analysis of the prehistory of events - specification of the situation that led to the need for consultation, the course of its development, the position of the customer, the reasons for the impossibility of independently solving the problem;

2) collection additional information and hypotheses about personnel processes in the organization (search for data from various sources, construction of a hypothetical model of the situation, analysis of similar situations, search for the causes of processes, patterns and means used in such situations);

3) diagnosis of the situation at the object of counseling - data collection in order to test and refine hypotheses, search for additional information to specify a possible counseling strategy;

4) clarification of the strategy and determination of the personnel consulting program - correction of the strategy taking into account the data obtained in the course of diagnosing the situation at the consulting object, formulating an idea of the result of the consulting process, specific steps and proposed activities.

The programming stage aims to activate the human resource of the organization in the direction of the expected results. This requires the creation of:

1) “developing environment” - the formation of an artificial process in an organization aimed at training its employees in ways to identify and solve problems;

2) "supporting environment" - creating conditions for the process to proceed;

3) "fixing environment" - the transfer of the model process into a self-regulating one.

Introduction

The emergence and development, and hence the systematic study of the industry of management consulting services, becomes almost inevitable for an economy in which industrial relations are regulated by creating political, economic, legal, socio-psychological and other conditions. Accordingly, management consultants are involved in order to remove the uncertainty that arises at different stages of the process of preparation, adoption and implementation of responsible management decisions.

At the same time, in modern conditions the problem of personnel management is a key one in the restructuring of the management system of any enterprise (organization, firm), because Based on the conditions of the new management paradigm, now the personnel is considered as the main resource of the enterprise, which must be competently managed and invested in its development.

Currently, there is a tendency to complicate the structural and functional composition of organizations, which inevitably creates a demand for the introduction of more effective forms and methods of personnel management. Specialists have become more educated and professionally trained, better informed and better aware of their rights, their level of employment and life demands have increased, the system of values has changed dramatically. There was a need for qualitatively new tasks of personnel development, while an insufficient level of preparation of the personnel management service for this work was revealed. Lukyanova T.V. Innovation management in personnel work: educational and practical guide / T.V. Lukyanova and others - M.: Prospekt, 2012. - P.12.

The resolution of these contradictions requires constant updating of personnel management systems, purposeful activity of the heads of the organization and specialists of personnel management services to ensure the pace of updating work on personnel management in accordance with the current and future goals of the organization, in which professional assistance is provided by consultants. Personnel consulting is a type of activity related to solving the problems facing top managers in the field of human resource management. The main goal of consultants in the field of personnel management is to improve the quality of the activities of personnel services, which in turn will have a significant impact on the efficiency of the company as a whole and increase the individual productivity of each employee.

For Russia, HR consulting is a relatively new direction, but the most growing sector of the economy.

General problems of personnel management in the domestic literature are considered in the works of V.V. Avdeeva, T.Yu. Bazarova, V.R. Vesnina, O.S. Vikhansky, I.P. Gerchikova, A.P. Egorshina, A.I. Naumova, O.K. Platova, V.I. Luneva, N.N. Treneva, V.K. Tambovtseva, G.N. Chernetsova, Yu.A. Tsypkina and others. Particular issues of personnel consulting are mainly covered in periodicals.

The purpose of this work: to study the features of personnel consulting.

To achieve the goal, it is necessary to solve the following tasks:

Give the concept of the term "personnel consulting";

To identify the features of personnel consulting;

Explore the formation of personnel consulting in the Russian Federation.

This work is a summary presentation of the material on the topic of research, based on the study and analysis of theoretical sources of the above and other authors.

The work consists of an introduction, two chapters of the main part, a conclusion and a list of references.

1. Personnel consulting: concept, essence

1.1 Basic concepts and definitions

As a type of professional activity, counseling originated at the end of the 19th century. As the economy became more complex and the corresponding development of economic and social sciences, a new area of professional services began to form - consulting in economics and management, and one of the first professional consultants in this area was the founder of the theory of scientific enterprise management F. Taylor (the author of the well-known Taylorism system). The first management consulting firm was formed in 1914 in Chicago. In the 20-30s. such firms spread in Europe (primarily in England and Germany), in the 40-50s. - and in other regions of the world (Asia, Africa, Latin America).

The range of problems solved by consulting is very wide. To date, there is no clear classification of services provided by consulting companies in the field of personnel management. Each company classifies the service based on its own representation. The total mass of consulting services can be classified according to the following criteria: Efremov V.S. Consulting activity: Textbook / V.S. Efremov. - M.: Yurayt-Izdat, 2012. - S. 70.

1) By direction: business consulting; psychological counseling.

2) By industry or subject area of consulting: consulting in personnel management; legal consulting; IT consulting; marketing consulting; consulting in logistics, etc.

In the European Directory of Management Consultants Grigoryeva N.N. Organizational consulting. Training course / N.N. Grigoriev. - M.: MIEMP, 2010. - 36 p. the subject classification of consulting services is given, it is divided into 8 groups:

General management is the development and planning of a general development strategy; forecasting; organization of branches, departments and new firms, change of ownership, etc.

Administration - issues of formation and registration of companies, organization of office work, data processing, i.e. organization management optimization.

Financial management - issues of financial planning and control, taxes, accounting, insurance, etc.

Personnel management - selection of employees, control of the level of training of personnel, remuneration systems, advanced training and training of personnel, etc.

Marketing - the formation of structural divisions for sales and marketing, the selection of reliable partner wholesalers, the search for new customers and markets, promotion and research of sales prospects.

Production selection of production process technology, promotion of labor productivity, evaluation and control of product quality, etc.

Information technology - the use of computers and information systems in management.

One of the fastest growing markets in the world is the management consulting market. Its growth is 15-20% per year, which is 2-3 times higher than the rates of development of the markets for science-intensive products and consumer services. This category of consulting activities also includes consulting in the field of human resource management and their development (including specialized training for employees), as well as the formation (or transformation) of the corporate culture and management style of personnel management.

In the work of personnel services of any organization, questions arise:

1. Where and how to attract professional staff?

2. How to increase staff motivation?

3. Will employee training increase work efficiency?

4. How to optimize the number of staff?

5. The company is growing rapidly, it is necessary to formalize procedures, establish common rules of the game. How to deal with it?

6. Should top management be assessed?

7. How not to make a mistake in choosing a new manager?

In search of answers to these and other questions related to the organization of the effective work of the personnel management service, the implementation of personnel consulting procedures will help.

Let's consider how HR consulting is defined by practitioners and scientific experts? So, Arefyeva N. characterizes HR consulting in this way - it is a system of organizational and psychological measures for diagnosing and, if necessary, correcting the organizational structure and / or culture of an enterprise (organization) in order to improve production indicators, optimize the socio-psychological climate, and increase staff motivation. Specialists of the ProfBukh group of companies understand personnel consulting as an activity aimed at solving the most complex tasks in the field of human resource management at an enterprise. Arefieva N. Personnel consulting - what is it // Management consulting. Guide to the market of professional services / N. Arefieva. - M.: Kommersant XXI, Alpina Publisher, 2002.

Thus, personnel consulting is a kind of management consulting (consulting), and based on this - personnel consulting (HR consulting, HR-consulting, HR-consulting) is a type of activity related to solving the problems facing top managers in the field of human resource management. resources to increase business profitability. Tsycarova T.E. Management consulting: text of lectures / T. E. Tsytsarova. ? Ulyanovsk: UlGTU, 2009. ? 63 p.

The goal of HR consulting is to provide the client organization with the latest and most effective ways to work with human resources.

The subject of personnel consulting is a consultant or a consulting firm, the object is the client (managers and specialists of the organization in need of consulting services).

1) Organization from scratch of the activities of the personnel service.

2) Improving the efficiency of the current personnel management service.

In the course of personnel consulting, the following can be carried out: Klopotovskaya P. Personnel consulting: essence and content // Scientific journal "Humanitarian, socio-economic and social sciences" / P. Klopotovskaya. - 2012. - No. 5.

Analysis of the current state and personnel potential of the company;

Analysis of job functions and organizational and personnel structure of the enterprise;

Assessment of the personnel of the organization, identification of the personnel reserve;

Analysis of the existing system of personnel management, personnel management and its motivation;

Analysis of the effectiveness of the methods of attracting, adapting and promoting personnel existing in the organization;

Evaluation of the professional level of the company's employees based on its goals and objectives;

Diagnostics of the psychological climate and organizational culture;

Evaluation of the effectiveness of management styles, interaction of the management team with the team;

Optimization of management technology and personnel activities.

1.2 HR consulting in Russia

HR consulting management personnel

HR consulting in Russia was formed, like its other types at the very beginning of the 1990s, went through a number of stages, which, at the same time, are organically connected with the development of the science of personnel management (Table 1)

With the onset of market transformation processes, business leaders found themselves in a very difficult situation, which served as a source of huge potential demand for management consulting.

The prerequisites for the development of consulting in the field of personnel management in Russia were:

The need to solve problems of increasing production efficiency, the most important asset of which is intellectual capital;

Increasingly widespread concept of human capital, the main provisions of which justify personnel investments;

Increasing the knowledge intensity of the personnel management sphere, which requires specialists to know the best examples of world achievements, having scientific work skills, experience in implementing projects in the field of personnel management and other critical competencies;

Improving the managerial competence of managers at various levels, their understanding of modern realities, and, as a result, their demand for consulting services in the field of personnel management.

Table 1 - The development of personnel consulting in relation to the science of personnel management Klopotovskaya P.V. The demand for consulting in the field of personnel management / P.V. Klopotovskaya, T.V. Lukyanova // Kadrovik. - 2013. - No. 8.- P. 124-132.

	The science of personnel management	Consulting
Origin 1990-2000	The beginning of the training of specialists in personnel management within the specialty "Management". Formation of a scientific school of personnel management. The emergence of personnel management systems in Russian enterprises	The arrival of Western consulting companies, the creation of a market for consulting services. The emergence of the first school of management consultants in the structure of the Academy of National Economy under the Government of the Russian Federation. Formation of the concept of "consultant"
Formation 2000-2008	Separation of personnel management into an independent specialty. Widespread at Russian enterprises, personnel management systems that implement modern approaches to personnel management. The emergence of the first professional communities of HR specialists	Allocation of a new direction in the structure of management consulting - personnel, mainly within the framework of large diversified consulting companies.
Development 2008 - present	Separation of personnel management into an independent area of training. Regular holding of international and interuniversity conferences and forums on personnel management issues	Growth in the number of companies specializing in HR consulting. Active promotion of consulting services in personnel management

With the onset of the global financial crisis in late 2008, professional associations consultants, as well as the entire consulting market, found themselves in new difficult conditions that forced them to significantly revise their activities. In a situation where companies and individual consultants were faced with the question of survival, they realized the benefits of merging. Today, there are leaders in HR consulting: ECOPSY Consulting, Euromanagement, Compulink Group, IT Group of Companies, IBS, etc.). Map of Russian consulting // Auditor. - 2011. - No. 3. - S. 18-22.

It is important to note that in different periods of development of both consulting itself and customer organizations, different directions were in demand. Thus, in 2002, services for the assessment and development of personnel were in the greatest demand, while services for the individual development of top managers - coaching - were in demand. In 2003, the greatest demand was for services development of KPI (key indicators efficiency), systems of motivation and certification of personnel. In 2004-2005, services for the implementation of personnel management information systems were in the greatest demand. In 2006-2007, the greatest demand was recorded for personnel assessment services, individual assessment centers, development and implementation of competency models, automated systems human resource management, allowing to optimize work not only in terms of personnel office work and calculation wages. In 2008-2009, the main focus shifted to the calculation normative number personnel, automation of basic HR functions: payroll, time tracking, personnel administration, organizational structure management. In 2010-2011, services in the field of personnel development, master classes for company executives become topical areas. At the same time, the demand for classic HR services is decreasing: the creation of managerial competencies and management procedures for goals, the development of bonus systems. The client is increasingly doing it himself.

As many experts note, the relevance of demand for various areas of personnel services is associated with the dynamics of the development of the market itself, as well as with the dynamics of the development of organizations. Today, the structure of the Russian consulting market is as follows (Fig. 1). There.

Figure 1 - Structure of the Russian consulting market, %

As can be clearly seen from the diagram, one of the most demanded services in the Russian market is consulting in the field of personnel management. Moreover, according to experts, in the future demand for this species services will only increase.

Thus, based on the above data, we can conclude that the list of services provided by consulting companies in the field of personnel consulting today covers a wide range of areas. It is obvious that HR consulting has firmly won positions in many vital sectors of the country and a competitive environment has been created that can provide services in the field of HR consulting of a wide range and high quality.

However, despite the high dynamics of development, the change in attitude towards consultants in Russia, and other positive developments, experts agree that Russian market consulting services is not mature and is still at the stage of development, which involves the emergence large companies- leaders, market concentration as a result of mass mergers and acquisitions, significant product differentiation - consulting services.

2. HR consulting as an element of personnel service development

So, we found out that personnel consulting (personnel consulting) is a special professional activity personnel management specialists. It involves assisting the organization or individual leaders in resolving managerial problems. Kudryavtseva E.I. Personnel management / E.I. Kudryavtsev. - St. Petersburg: MIPK Publishing House, 2008. - 293 p.

Personnel consulting as a personnel management program is possible in two versions.

In the first option, HR consulting represents any assistance provided by the consultant in matters of content, process, task structure. At the same time, the personnel consultant himself does not solve the issues with which they turn to him for help, but creates a special situation in which the clients themselves find the solution. In other words, the task of personnel consulting is to apply a special technology for analyzing problems, in which the person himself or a group of people is able to see own situation on the other hand, discover unused reserves and choose an acceptable solution for yourself. In this sense, all employees of the organization are personnel consultants for each other, when colleagues turn to colleagues for help or ask them to clarify certain circumstances that cause doubts.

Therefore, personnel consulting in the first variant assumes the potential participation of the following subjects: top managers (top managers); department heads; specialists; line managers; performers.

The Human Resources Manager is a representative of a group of specialists. Accordingly, any employee of the organization, regardless of rank, can turn to him with questions regarding the problems of organizing interaction with colleagues, subordinates, managers, or with issues of organizing their own activities. Personnel counseling of this kind is carried out individually and in a group.

Individual personnel consulting is carried out using the modeling method. The counselor organizes procedures by which the counselee describes the situation that causes difficulty and gets the opportunity to analyze it.

As modeling techniques, such as SWOT analysis, semantic modeling (verbal description of characteristics), structural modeling, etc. are used.

The modern form of counseling is called coaching. Coaching is a specific form of counseling, in which the counselee himself gradually draws up an action plan aimed at realizing his goals, sees his opportunities and learns to use them. In the process of coaching, the consultant does not put pressure on the client, does not offer him options for getting out of the situation. The task of the consultant is to control the course of reasoning of the consulted in order to prevent logical and factual errors in decision-making.

Group personnel consulting is carried out in the form of seminars, trainings and conferences. At the seminars, the personnel consultant primarily acts as a teacher - a carrier of new information. Seminars, as a rule, are used when there are no serious problems in the organization, the staff works stably. The purpose of the seminar is to tell in more detail about some aspect of the activity - technologies, materials, means of activity, forms of its organization, new documents that formalize the activity, etc.

The workshop is structured in two parts:

Informational - the main part of the seminar, devoted to the presentation of new material;

Explanatory - answers to questions and clarifications of certain aspects.

At the same time, a seminar as a form of personnel consulting cannot replace staff training, but only complements it.

Training as an independent form of group personnel consulting is being used more and more widely. The main task of the training is to create a new state of the group, in which the problems of the participants receive new coverage. It is the achievement of a new state that allows during the training to quickly form skills that are not formed during seminars, discussions and training. Training is action oriented. During the training, participants receive answers to the following questions:

1) How to act in specific circumstances;

2) What is your own resource for the effectiveness of actions;

3) Due to what this resource can be increased;

4) What internal mechanisms are an obstacle to individual efficiency;

5) What is the range of actual competence.

These issues can also be resolved in the course of individual counseling. However, group work allows you to significantly save time, since the group creates special socio-psychological effects that intensify the processes of skills formation.

Trainings are also used to form the special properties of the group as a whole, such as integrity, flexibility, communication, and also to give the group common features of the corporate culture. To this end, the training trains the skills of telephone conversations, negotiations with clients and partners, behavior skills, communication style features, appearance etc.

The conference is a special type of consultation that has not yet been developed to the proper extent. The objective of the conference is to create conditions for a direct dialogue between employees of the organization and a representative of a particular level of management or a specialized unit. During the preparation of the conference, questions are preliminarily collected from potential participants addressed to the person invited to the conference. The conference itself is a direct meeting of the organization's employees with an invited person. At the beginning of this meeting, the answers to the questions received are presented in general. Further, it is supposed to work in the mode of a press conference, when questions come from the audience and require a mandatory direct answer. At the end of the conference, the results are summed up and the procedure for considering the questions and proposals received is reported.

Conferences need to be carefully prepared by preparing participants for them. In this, the main role is played by personnel consultants acting as PR support. if properly conducted, the conference can remove many contradictions in the organization, prevent organizational conflicts, adjust the elements of organizational culture, in particular, to approve the image of top management and individual specialists.

The second variant of HR counseling represented by special projects implemented in the organization. In this case, the organization, as a rule, has already encountered operational problems and acts as a customer for resolving these problems. Such consulting is most often carried out by an external consulting service, to which the organization addresses in the role of customer. The task of consultants:

1) Identification of organizational and managerial problems;

2) Analysis of the identified problems, identification of their sources and assessment of the possibilities for their resolution;

4) Provision of methodological and organizational assistance in the implementation of the recommendations.

Thus, the second option of personnel consulting involves the introduction of consultants into the system of organization of activities and management and participation in management as specialists. In this sense, personnel consulting is similar to crisis management and is sometimes an essential part of it. T.Yu. Bazarov Personnel Management: Textbook / Ed. T.Yu. Bazarova, B.L. Yeremen. - M.: Unity-Dana, 2009. - S. 238. suggests that personnel consulting of this kind be divided into types depending on what characteristics of consulting come to the fore. HR consulting paradigms are presented in two variants:

Two behavioral roles of a consultant can be distinguished: resource consultant; process consultant:

In terms of resources - examination of the current state of the professional and personnel state and proposal of ways to resolve personnel problems. The resource consultant (expert) assists the client, but the management of the organization does not expect him to deal extensively with the social and behavioral aspects of the process of change in the organization. He participates in the discussion, delivers necessary information, develops a new system, trains staff, makes some recommendations, but his actions are limited.

By process - organization of the process of resolving problems and training employees of the organization to take independent actions within the framework of the created algorithms. The process consultant is an active subject of changes in the organization, he tries to teach the client to solve his problems by transferring methods, predicting the consequences of changes, assessment approaches so that the organization itself can further diagnose and eliminate (solve) its own problems.

The difference between these behavioral roles of the consultant is that while the resource consultant tries to suggest to the client what to change, the process consultant mainly suggests how to change and helps the client through the process of change and resolve human relations problems as they arise. E. Schein describes this model as "a type of consultant's activity that helps the client to notice, understand and influence events in the course of processes that occur in the client's environment." Kornyushin V.Yu. HR consulting. Educational-methodical complex / V.Yu. Kornyushin. - M.: MIEMP, 2010. - 86 p. S. 12.

Consulting paradigms are directly related to the type of consulting order, which can be expressed in two forms:

1) Order-task - a specific formulation of the problem with the application of a specific consulting product.

By addressing the consultant with an order-task, the customer wants to solve a specific problem and even suggests how this can be achieved. He actually delegates the executive function to consultants, giving them the opportunity to choose their own means;

2) Order-problem - the formulation of the problem that requires clarification and concretization.

Here the customer actually only defines the problem field in which he himself is ready to move under the guidance of a consultant. At the same time, the customer does not have clear ideas about specific tasks, rather, only an image of the desired future. The consultant in this case must teach the customer to solve problems on his own using the tools offered by the consultant.

Personnel consulting is carried out in stages. Broadly speaking, two stages can be distinguished.

In more detail, the process or technology of personnel consulting can be represented as the following main sequential actions:

1. Clarification of the problem that has arisen for the consulting object.

2. Discussion with the object of the essence of the problem.

3. Studying the problem, diagnosing the situation.

6. Providing operational assistance to the object in the process of resolving a problem situation.

7. Evaluation of the results and consequences of actions taken by the consulting object, making adjustments to the proposed technology.

The scheme of personnel consulting is shown in Figure 2.

Figure 2 - Stages of personnel consulting

Counseling as a method of intervention and service delivery includes education, research and information Services. It can be expert and process (Fig. 3).

Figure 3 - Content blocks of counseling

The training of the counselor and the client is reciprocal, although sometimes the client is not aware of what the counselor is teaching. Training is often used as a method of intervention for change and to help one cope with changes in an organization. Therefore, the consultant organizes training seminars for management personnel in the process of consulting. This practice requires teaching skills and developed learning technologies.

Scientific work and consulting are interconnected. The fact is that when working with management problems, the consultant must be familiar with the results. scientific research and be able to use them. For example, before recommending any method, he needs to know whether anyone has studied its application in similar conditions, what are the negative and positive consequences of the applied method, etc. From here, the consultant must maintain contact with leading researchers in the field of management, which naturally contributes to both practice and scientific development. Many problems can be solved only with the help of scientific developments, having gained new knowledge.

Information in counseling is of great importance and can influence the behavior of people who are interested, and are able to draw conclusions and make decisions based on it. management decisions. Sometimes the only task that the client sets before the consultant is to provide the client with information on the problem of interest to him. Thus, the balance of these methods of intervention allows you to get the best effect for the client.

It should be noted that the following consulting services in the field of personnel management are currently being updated: assessment of working personnel (personnel audit); holding seminars and trainings; coaching of executives and top managers; benchmarking (legitimate business intelligence), etc. Consultants actively use project management technologies; questioning, interviewing, conducting complex sociological research, monitoring, audit; trainings and coaching sessions, as well as focus group elements. A quick result is brought by a group discussion, diagnostics of team relations, elements of socio-psychological, reflective and organizational training and groups personal growth. Kravtsova N. Personnel consulting / N. Kravtsova. - Irkutsk: BSUEP, 2003. - S. 35.

Technologies for solving complex problems, modeling the desired future, and many others are gaining popularity. In the process of problem solving, group problem solving technology is used, the procedures of which prescribe certain actions aimed, ultimately, at solving the problem; diagnosis of the situation; posing problems; setting goals; decision making; project development; development of implementation programs.

The main technology used by consulting companies in recruitment is executive recruiting (high-quality recruiting) and executive search (direct search for highly qualified specialists).

Consultants assist the client in testing and evaluating candidates. This is done through interviews, psychological or aptitude tests, through assessment centers, and by scrutinizing all recommendations. At the same time, they are also engaged in the development and distribution of computer psychometric tests for the selection, certification and evaluation of personnel.

The effectiveness of the activities of HR consulting specialists is largely determined by the principles, the implementation of which is mandatory for them:

The principle of professional competence (constant increase in the level of professional competence by consultants);

The principle of priority of the interests of the client (the interests of the current client are higher than the interests of former clients and their own);

The principle of independence and objectivity (independence of thought and independence of behavior allow the consultant to express an unbiased opinion without a conflict of interest or the negative influence of others);

The principle of scientific character (using the latest achievements of science).

Conclusion

Thus, the rapidly changing environmental conditions and increased competition in various business sectors today present high demands on the management of human resources to company leaders.

In this paper, a theoretical analysis of the features of personnel consulting and its use in the development of personnel services was carried out. At the same time, the following tasks were solved:

The essence and content of consulting, its place in the system of personnel services;

The goals, objectives and stages of counseling are defined.

Personnel consulting is an activity carried out by the order of the client by specialists, specialized enterprises and organizations in the field of personnel management, the result of which is the development of recommendations for solving the problems posed.

The main task of consultants in the field of personnel management is to assist managers in optimizing the attraction and use of the organization's human resources.

Therefore, personnel consulting can be defined as a system of organizational and psychological measures for diagnosing and, if necessary, correcting the organizational structure and / or culture of an enterprise (organization) in order to improve performance, optimize the socio-psychological climate, and increase staff motivation.

We have studied the features of personnel consulting in the Russian Federation. Reformation Russian economy led to an increase and expansion of demand for consulting services in the field of personnel management. Professional consultants, based on the analysis, identify problems and find ways to eliminate them.

There are two behavioral roles of a consultant: resource consultant - examination of the current state of the professional and personnel state and proposal of ways to resolve personnel problems; process consultant - organization of the problem resolution process and training of employees of the organization to act independently within the framework of the created algorithms.

Any consulting project includes the main stages: diagnostics (problem identification); development of solutions to the problem; implementation of solutions in practical activities companies. Broadly speaking, two stages can be distinguished.

At the first stage, an analysis of the situation is carried out and a basic strategy for resolving the problem is determined;

At the second stage, specific procedures are formed and an action plan is developed, employees are trained to use these measures to improve the efficiency of their own activities, and managers are trained to manage a system of new measures of organizational procedures.

The training of the counselor and the client is reciprocal, although sometimes the client is not aware of what the counselor is teaching. The consultant during the consultation process organizes training seminars.

Currently, the following consulting services are being updated: assessment of working personnel (personnel audit); holding seminars and trainings; coaching of executives and top managers; benchmarking, etc.

At the same time, consultants actively use project management technologies; conducting comprehensive sociological research, audit; trainings, etc. An effective result is brought by a group discussion, diagnostics of team relations, elements of socio-psychological, reflective and organizational training.

The effectiveness of the activities of HR consulting specialists is largely determined by the principles, the implementation of which is mandatory for them.

List of sources used

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