Abstract: the article discusses the main directions of the personnel policy of JSC “Atomenergomash”, one of the largest energy machine-building holdings in Russia. The article considers key performance indicators of JSC “Atomenergomash” for 2018, namely, net profit, revenue, labor productivity, number of agreements concluded in the field of commercial activity, number of scientific articles, effect of the implementation of RPS, etc. Analysis of the personnel structure of the enterprise’s employees, which showed that JSC “Atomenergomash” is dominated by men in relation to women – an average of 65 to 35, which is due to the severity of work in production. The dynamics of the average salary of employees of JSC “Atomenergomash” for 2017-2018 is considered, which indicates an increase in salaries of employees by 6.2 thousand rubles. In 2018 compared with 2017, the key areas of the enterprise’s social policy were analyzed, namely, a package of social compensations for employees of JSC “Atomenergomash” was considered, including payments and benefits for medical insurance, pension programs, housing programs, sanatorium-resort treatment and rest for employees holding and their children. The main provisions of a single policy for managing the effectiveness of staff activities, namely the development of KPIs for employees, recommendations for the formation of a personnel reserve, individual plans for the development of employees’ competencies are highlighted.
Keywords: engineering, personnel policy, division, staff turnover, personnel, social policy