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7FACTORS FOR FORMING PERSONNEL POLICY AND STRATEGY IN
HIGHER EDUCATION SYSTEM
Shavkat Kodirovich Muxtorov
PhD student of Bukhara State University
ABSTRACT
This article describes the groups of university staff (faculty, administrative staff and support staff, ie laboratory assistants, methodologists, cabinet managers and laboratory managers) that carry out interrelated activities in the educational process) to develop a strategy for the formation of higher education institution.
Keywords: HR policy strategy, active, passive, reactive, closed and open personnel policy.
INTRODUCTION
The development of personnel policy in higher education institutions (HEIs) is a very complex issue, and the degree to which it is clearly developed and implemented will depend on the future of the organization as a whole. Today, the development of personnel policy in higher education is not sufficiently studied. Many research works have focused on issues related to personnel management, personnel policy in companies and organizations, personnel management in enterprises. One of the most pressing issues today is the conduct of social strategic research in various professional and social groups related to the education system, especially in education management.
The education strategy ensures the flexibility of the higher education system to market changes. The stability of the external and internal environment allows to develop a new management strategy that will increase the competitiveness of the university.
Clear and necessary information is needed today for leaders to better understand the current situation, which is related to setting strategic policies that define the future and implementing the chosen strategy.
As the President of the Republic of Uzbekistan Sh. Mirziyoyev noted on the improvement of these issues: "We all understand that in order to fulfill the large-scale tasks ahead, we must do a number of things to improve the entire system of human resources."
RESULTS
In order to ensure the quality of education, the higher education institution must, first of all, form a personnel strategy. To do this, the head of the institution must engage in various relationships with colleagues, be creative in all aspects of the work, assimilate the necessary information and properly organize its use. Heads of
departments of higher education need to develop a forward-looking strategy to ensure the correct definition of personnel policy to ensure the quality of education [1-30].
In the system of higher education, the modern leader must use a set of organizational, socio-pedagogical and psychological tools for the effective use of human resources in the implementation of the chosen strategy.
There is a long and controversial process in the formulation of personnel policy strategy. When analyzing the personnel policy in modern universities, we need to take into account the process of change. The staff of the university is divided into 3 groups: a group of professors and teachers, administrative and support staff, ie laboratory assistants, methodologists, cabinet managers and laboratory managers.
Personnel policy is relevant for all three groups, and each has its own system of formation. It is advisable to develop a strategy for the formation of these groups of university staff, who will carry out interrelated activities in the educational process.
First of all, it defines the purpose of the whole institution and the personnel policy for each employee, which stems from the personnel strategy in higher education. Then the tasks to be performed to achieve the goals of the institution are identified, in particular, the issue of timely provision of the required number of specialists in the required place. Finally, the university forms a plan for the implementation of personnel policy for all group employees. Experts distinguish between active, passive, reactive, closed and open forms of personnel policy.
Active personnel policy is based on the mission of the university, the developed strategy of its development, taking into account the values and priorities adopted for the university. When implementing an active personnel policy, the university management should analyze in advance the possible occurrence of problematic situations, based on strategic vision. As a result, it also pursues a policy aimed at reducing the level of risk, adjusting the personnel strategy in response to changes in the internal and external environment.
Thus, this type of personnel policy allows the leadership to achieve its goals, to overcome obstacles, random contradictions. The team is formed in a purposeful way based on the support of the teaching staff and staff of the university.
In practice, passive personnel policy is more common, where management activities are carried out on a case-by-case basis. The leadership of the university can apply a changing strategy, rather than a specific one. The movement of personnel takes place spontaneously, depending on how events unfold. The leadership of the university is sometimes irresponsible or unable to influence the process. There are often disagreements and conflicts in the community. As a result, staff turnover will be even higher.
This form of personnel policy is often transient, and the management tries to control the situation, to stop the negative consequences for the university. However,
positive results cannot be achieved due to the lack of a well-thought-out strategy and clearly defined goals, as well as the lack of a promising personnel policy. Therefore, it is necessary to determine in advance the prospects for personnel changes. If the team does not trust the leadership, it can be divided into different groups with different professional and social interests.
One of the most effective forms of personnel policy is a policy based on a clear strategy and analysis results. Team values are a key factor in achieving the goal, so management should pay special attention to the proper selection and motivation of personnel when forming a team.
Theoretical analysis of the use of both open and closed forms in the formation of personnel strategy in higher education. The open approach is more in line with Western management culture. It envisages the recruitment of personnel on a competitive basis, as far as possible, the involvement of highly qualified personnel from outside the system of higher education. The advantages of this personnel strategy are its competitiveness, the need for high professionalism, innovation and transparency. The disadvantages are the strong competition, instability and contradictions.
The closed method of personnel policy in the formation of personnel strategy is based on the development of the internal human resources of the organization itself. This method is more in line with the Eastern culture of management and human resources. In addition, it is specific to communities that require a higher level of knowledge. The advantages of this method are based on the disclosure of the potential of each employee in the team, the full use of their potential, a high level of social protection, the success of the team depends on the contribution of each member. The disadvantage is the limited resources, which can be replenished only when the leadership is changed. In the case of a comparative analysis of open and closed methods of personnel policy, it can be seen that the recruitment of personnel is based on high competition in the open labor market, while in the closed method, there is a lack of highly qualified personnel.
In the open method, the introduction of innovative ideas proposed by new professionals on the issue of staff adaptation is characterized by the ability to quickly join the competitive relationship, and in the closed method, according to the lessons of teachers, the effective start of work tasks characterized by cohesiveness.
Staff training and development is also carried out in open research centers outside the institution. When it comes to moving up the career ladder, it is sometimes difficult to grow in an open way, to be promoted, because this method is dominated by outsourcing. In the closed method, the promotion of employees to higher positions is at the expense of their institution and their careers are planned. Personnel in the institution are moved up the career ladder. Incentives and motivations focus more on external
stimuli in the open method, while in the closed method they take into account social goals, community stability and security.
Setting these goals is often seen as a strategic priority in HR policy. In the development and implementation of personnel policy, it is necessary to take into account a number of risks that may arise in the process of change in higher education and to analyze the negative consequences of conflicts, to develop a comprehensive approach to senior staff management strategy [1-30].
At the same time, to reduce the level of risk, middle and senior managers need to develop the necessary management skills, develop a transparent mechanism for dismissal, the logic and validity of the new personnel policy and the process of all employees in higher education. It is important to ensure that they are fully informed of the changes. These are key factors in shaping personnel policy.
Personnel policy strategy of a modern educational institution is a long-term, comprehensive plan for the implementation of systematic educational activities and effective organization of the organization based on a comprehensive study of all laws, internal and external conditions, personnel policy, goals and objectives. activities aimed at ensuring the conduct of business. According to the above analysis, the laws of higher education in relation to the development of society, the conceptual framework, analysis of external and internal conditions, forecasting alternatives and trends, technologies, methods, organizational forms that ensure the achievement of goals. Includes learning.
In some cases, the strategy of the educational institution is described as a program of activities that determines the development of the organization and management of program implementation, as well as in the form of a set of tasks that include specific indicators of results for each stage of development. is one of the factors determining the strategy.
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