HR BUDGETING AS A TOOL OF HR MANAGEMENT

The article presents the results of a study of the use of HR budgeting in personnel management, which allows you to respond in a timely manner to the challenges of the labor market and adequately plan the number of employees and expenses for their maintenance and quickly adjust them. For this, the role of budgeting in enterprise management is analyzed and a phased formation of an HR budget is proposed in accordance with the strategic goals and operational plans of the enterprise. When drawing up an HR budget, it is recommended to take into account the expected level of annual turnover of the enterprise, the increase in material remuneration, changes in the number of employees and plans for working with personnel. It is proposed to evaluate the effectiveness of the HR budget by indicators characterizing the feasibility of the costs of implementing HR measures through the overall, net and relative efficiency; in terms of economic efficiency in terms of profitability of the enterprise and return on sales. The use of special indicators that characterize managerial and analytical approaches to labor costs is substantiated — the share of personnel costs in the cost of production and in the total costs of the enterprise, costs per employee and the specific weight of costs by functional areas (adaptation, training, performance analysis) per one employee. Thus, it has been proven that the adequate formation of the HR budget will provide an opportunity to optimize personnel costs, minimize the consequences of inefficient management decisions, control the implementation of the expenditure part and evaluate the effectiveness of the use of funds according to HR measures. And the HR budget is a tool for optimizing production tasks, rationing the work of personnel at all levels — from the executive to the head of the personnel management service and tariffing it, optimizing work modes and influencing labor productivity.