Effective time management: an effective technique for managing your own time. Methods of effective management in an organization Methods of effective personnel management include

Introduction

Time management is the art of time management. Using this technique, you can significantly increase your efficiency, increase your income and free up additional time.

Let's start with the basics. One of the main ideas is that time management is about managing not only your time, but also your life. This is not just a way to better organize your time in order to do more and earn more, it is real management of your own life. In this regard, Peter Drucker said: “You cannot control time, you can only control yourself.” The second idea: the quality of time management determines the quality of your life. You can look at any aspect of your life and it will become clear that your positive experience in life, your success and the effectiveness of your actions are determined by how well you use your time.

In my youth, I compared my life to the sun, and time management to a planet spinning somewhere in orbit. And when this planet approaches, you think about it, and when it moves away, you forget. But then I suddenly realized that time management is the sun, and all the components of my life - family, relationships with other people, income, earnings, health, self-development - are planets that move around it. And when I realized this, I realized that everything that happens needs to somehow fit within a certain framework, that I need to learn to manage my time. Having managed to position the sun correctly, I will achieve the correct course of the planets.

Time management is an art that can be mastered and must be learned. Just like driving a car or riding a bicycle, you can learn to manage your time well. And my task is to show you how this can be done.

Time Management Basics

Time can't be stretched

Time management consists of many elements. You should choose one of them, the one that you think will help you the most, and study only that one. Don’t try to master everything at once, choose the most important thing, tell yourself: “This is what I need, this is what will help me,” and study. I will make you happy: if you start studying one time management skill, then, as you achieve success in it, you will simultaneously begin to develop the other components. However, if you set out to study several directions at once, you are unlikely to achieve anything.

Rule #1. Let's say you have a lot to do every day and you have very little time. On average, a person is 110% busy. If you have such a situation, you will be 120–130% loaded. You are like a worker working on a faulty conveyor belt that cannot be stopped. Like in one famous cartoon: the hero works on a candy conveyor and tries to fill all his pockets with candy and eat as much as possible. You are exactly the same hero. The more you do, the more work comes your way. Every day you receive 20–30 letters, and your phone rings non-stop.

Rule No. 2. The fact that you have more and more work and responsibilities is a natural situation for an adult. The better you do your job, the more opportunities you have and the more responsibilities you take on. And here's what's interesting: if you are a responsible person, you will not refuse new tasks. You say, “Okay, I’ll do this and this and this and that. Need anything else? Well, okay, let’s get this out of the way.” And very soon you begin to resemble a person who bought half a store and is trying to carry it all out without a bag. Hands are full, purchases are falling. You won't succeed. I'm sorry to disappoint you, but you can never do everything. It doesn’t matter how well you work, it doesn’t matter how much time you spend on it, what time you get up in the morning, how many weekends you spend on it. You can never redo all the work. Time is not rubber; it cannot be stretched out indefinitely.

Rule No. 3. You can manage your time effectively only if you stop taking on more and more new work that fills you up to your ears. Stop doing low-value tasks and do more important ones. I'll make you happy: you spend only 20% of your time on really important things. So if you double the time you spend on that 20%, you can do almost twice as much as before. And if you can give up 80% of unnecessary things, you will free up a lot of time and be able to manage your life. We'll talk about how this can be done later.

Determine your true goals

Goals are the starting point for time management. When choosing goals, you need to be clearly aware of your own values, the basis of your life. Ask yourself: what is really important in my life? What is truly important - health, family, future? You need to clearly understand what place health, family, business, career, etc. occupy in your life.

There is a very simple rule to determine what is important to you: look at what you do. In difficult situations, when you have to choose between different things, your true values truly come out. Many people think that their true values are what they want, or hope, or dream their values are, or what they call their values. But in reality, your values are what you do. Everything you hold dear is revealed in your actions. Especially when you have to choose. Let's say you say that family is most important to you. And then your boss asks you to finish something tonight, and you cancel a trip to the zoo with your son or dinner with your wife to get the job done. Everything is obvious here: work is more important to you.

By the way, the most successful people I have met would never work at the expense of their family. And they clearly understand this. Let's say you turned down this job and your boss gave it to someone else. Are you saying that you could lose your job this way? Just think about it! If you are in danger of losing your job because you are devoting time to your family, then it is unlikely that such work should be put in first place. So start with your values and remember that they are determined mainly by how much time you are willing to spend on them.

You can also say what is important to you by determining how much of your time, that is, your life, you are willing to invest in it. People sometimes say, “Golf isn't that important,” but they play it three or four times a week. Communication with friends is also not so important, but they also spend two hours on it after work every day, or TV - it’s not important at all, but they watch it for five hours a day. Your time tells both you and everyone around you what is truly important to you.

Interestingly enough, by changing your schedule, you will simultaneously change your values. In fact, you can become a better person, a more interesting person, simply by occupying your time with the same things a more interesting person would do with your time.

The second principle in choosing goals. Imagine now that you have exactly six months to live. How would you spend your time? Think about it. Imagine that you were at the doctor's and he told you: “I have two news for you: good and bad. The good news is that you will live just fine for the next six months. And the bad news is that in six months you will drop dead from an incurable disease.” If you had six months to live, how would you spend it? I don’t know what you would choose, but I’m sure that no one would run back to the office to answer ongoing calls, because when you have very little time left to live, the only thing you would think about is your true values. And you would almost certainly think first of the other person or people in your family. Therefore, your answer to this question should first tell you about your true values. This is one of the best ways to be truly honest with yourself.

Interesting fact: in court, a person's confession made on his deathbed is considered the most truthful. For no one, when near death, experiences delusions about their true values. When dying, people always tell the truth. So ask yourself this question now: “What would I do if I had six months to live?” Use this question to select your main tasks. Look at your busy life and think, “What if I really were terminally ill? What would I change from today?”

There is one more question that you must answer: what would you do if you had a million dollars, free of taxes and liabilities? Be sure to write down your answer! Imagine that they call you and say: “You won a competition in which you participated six months ago, while you were still on vacation. You are entitled to a million dollars, it is not subject to any fees or taxes, and you can receive it in cash, in your bank account or in any other form.”

The classic approach among personnel management methods is the carrot and stick principle. However, for a long time this approach cannot be called successful.

In this article you will read:

What does the system of personnel management methods include?
What are the goals and objectives of the personnel management system?
What are the basic and secondary principles of personnel management?
What are the three groups of personnel management methods?
What methods of managing staff motivation are used in practice.
How to evaluate the effectiveness of personnel management methods.

In modern realities, both foreign and Russian companies are trying to apply tangible and intangible methods of personnel management that allow them to achieve certain goals and objectives in terms of economics and profit, and also help maintain and strengthen the loyal attitude of employees to their organization.

Best article of the month

If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation you are doomed to time trouble.

We have published in this article a delegation algorithm that will help you free yourself from routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to correctly assign a task so that it is completed, and how to supervise personnel.

System of organization personnel management methods

First, let's briefly look at the essence of personnel management methods.

In general, the entire system of personnel management methods includes:

Control object. The object of management is all employees (both individually and the entire team as a whole), since the methods and technologies of personnel management are aimed directly at them.
Subject of management. The subject of management is the personnel manager or immediate supervisor, who develops solutions and implements them.
Management methods. The main methods of personnel management of an organization are those ways in which a subject influences an object to achieve its goals.
Managment structure HR is a process of interaction between all departments of the company, the mutual subordination of employees who are directly involved in personnel management.

The main goals and objectives of the system of personnel management methods

Methods of effective personnel management help the management team to ensure the competitiveness of the company, constantly increase its productivity, and maintain stability. The goals, methods, and principles of personnel management are aimed at realizing the goals of personnel management and creating conditions under which the professional potential of employees constantly grows and develops. The purpose of the entire management system is to achieve the main goal, increasing profitability, therefore the functions of personnel management methods can be grouped into several subsystems.

Personnel management methods include the following 4 groups:

Economic methods of personnel management are aimed at achieving planned revenue and profit values.
Scientific and technical methods of personnel management are designed to ensure the modern level of production and products.
Production and commercial methods of personnel management ensure the competitiveness of manufactured goods and offered services.
Social methods of personnel management are aimed at ensuring the necessary level of employee satisfaction with the quality and evaluation of their work.

The tasks and methods of personnel management are components of the main goal - attracting, effectively using and developing highly qualified specialists who are loyal to the organization.

Principles and methods of personnel management of an organization

It is customary to identify the basic and auxiliary principles and methods of the personnel management system, which, in turn, are general in nature. That is, each specific organization itself chooses exactly the combination of principles and methods of personnel management that suits the specifics of its activities.

Basic principles and methods for constructing a personnel management system:

subordination to common interests(teamwork, assistance and mutual understanding among representatives of the work team);
division of labor(increases overall productivity with the same amount of effort from each employee);
discipline(compliance with the charter, norms and rules);
unity of management(there must be one boss from whom orders come, no double control);
communication lines(all links of the control chain must be interconnected);
unity of leadership(presence of unified management and a clearly established plan);
power(the leader must be an authority and enjoy universal respect);
staff remuneration(the bonus part of the material remuneration of employees is of particular importance).

Supporting principles of personnel management:

order(proper organization of work);
justice(working conditions for all employees should be the same, and there should also be no personal sympathy from management towards individual employees);
staff stability(avoiding staff turnover);
initiative(you should support the opinion of specialists, and also listen to their initiative proposals);
corporate spirit(a strong corporate culture is the key to good and harmonious relationships in the team).

Methods for building personnel management

Methods for building personnel management are ways of influencing employees in different ways, which are based on the basic principles of personnel management and are used to achieve certain goals and objectives.

Traditionally distinguished 3 groups of personnel management methods:

administrative;
economic;
socio-psychological.

Administrative (organizational) methods of personnel management

The essence of administrative methods of personnel management is the impact on employees, which should be based on power, discipline and penalties. Within the framework of this approach, the motives of employee behavior are influenced, namely:

desire to follow corporate culture;
call of Duty;
responsibility;
loyalty to the company;
discipline.

This group of personnel management methods involves direct impacts, when any administrative or regulatory act must be compulsorily executed.

Methods of administrative influence

1. Organizational Impact(institution’s charter, staffing, organizational management structure, etc.).

All administrative documents, with the exception of the charter, can be drawn up as enterprise standards and must be put into effect by an appropriate order signed by the manager. However, these methods of personnel management and the effectiveness of their impact directly depend on the mentality of employees, their willingness to strictly follow instructions and work according to the rules.

2. Administrative influence(instructions, orders and instructions, instructions, etc.).

The goals and methods of personnel management within the framework of administrative influence imply the implementation of internal regulations or maintaining the institution’s management system within the specified parameters thanks to direct administrative regulation. The most categorical form of influence of this kind is considered to be an order, failure to comply with which is punishable (i.e., certain sanctions are applied).

3. Financial liability and penalties(deprivation of bonus, deduction from salary, etc.).

4. Disciplinary liability and penalties(reprimand, reprimand, dismissal).

5. Administrative responsibility(fines, warnings, etc.).

Today, such radical methods of personnel management are not so common. Soviet-era personnel service methods were based on administrative measures; now this trend is becoming a thing of the past. However, even today there are organizations that can fine you even for being late for work for five minutes (for example, Sberbank). Many factories that have been in operation since Soviet times are still equipped with a checkpoint system that records the time an employee spends at his place.

We looked at administrative methods of personnel management. Economic methods are also worth examining in more detail.

Economic methods of personnel management

Economic (socio-economic) methods of personnel management include all options for material incentives for employees. These personnel management methods are divided into 2 groups:

1. Operating within the enterprise:

salary;
incentive payments (bonuses, bonuses);
guarantees and compensation (compensation for expenses for relocation and accommodation of the employee and his family members; compensation for expenses for medical services, etc.);
participation of employees in the profit and capital of the organization (distribution of the company’s profit based on the results of the quarter or year among employees in the form of a bonus);
a system of punishments and rewards for labor quality and work efficiency (introduction of a grading system and key performance indicators).

2. National:

providing social guarantees to employees (pensions, scholarships, unemployment benefits, sick leave payments, etc.);
determination of the minimum wage;
personal income tax.

The main advantage of this group of personnel management methods is flexibility, since their interests are taken into account when influencing employees. The mobility of the system allows it to be modified depending on a particular management task. In addition, the performance and potential of employees increases significantly when there is an opportunity to receive financial rewards for their work.

Expert opinion

Incentives for everyone

Maria Kravchenko,

General Director of the Novturinvest group of companies, Veliky Novgorod

Our company has a separate motivation system for each department. For example, maids receive an additional payment for each room cleaned beyond the established norm. Mentors who train new employees also receive additional compensation. Plus, restaurant workers receive additional rewards for knowing foreign languages, working at a banquet, and so on. Those employees whose work experience is more than one year receive bonus funds for vacation with partial compensation for children’s vouchers to a camp or sanatorium.

Social and psychological methods of personnel management

This group of personnel management methods includes:

the boss’s ability to motivate employees and effectively manage staff, demonstrating a personal example of good work;
the boss’s ability to form work groups taking into account the psychological types and characters of workers, that is, creating a favorable atmosphere and optimal climate in the work team;
participation of employees in the management of the organization and in the development of management decisions;
involvement of employees and identification of themselves and their attitudes in work with the goals and mission of the organization;
providing employees with opportunities to meet their spiritual and cultural needs;
support for generally accepted social and ethical norms;
providing employees with social protection in the form of bonuses, benefits, social packages, and so on;
creating a system of rewards and moral sanctions that combines both negative and positive incentives.

Social and psychological methods of enterprise personnel management are widespread in modern companies that deal with Internet technologies. For example, Google allows workers to stay overnight, and the office is equipped with sleeping places and showers. The company also provides a free gym, tables and equipment for playing ping pong and video games. Weekly yoga classes are held in the office with the participation of an invited specialist. There is a stationary massage room, where you can make an appointment with a specialist. For those who were unable to get to a professional massage therapist, there are special massage chairs located throughout the office building.

Which HR management methods are best to use and where?

As practice shows, organizations strive to use all traditional methods of personnel management in combination, but the effectiveness of their use directly depends on the specifics of production. Thus, in authoritarian enterprises it is better to use administrative methods of personnel management, and in a state organization, due to low salaries, it is better to use socio-psychological methods of personnel management.

Economic methods of personnel management will be more effective in those organizations where the main emphasis is on material incentives for employees. However, in this case we should not forget about social methods of personnel management, which can also play a role.

Methods for managing staff motivation

Motivation management methods combine elements of economic and socio-psychological methods of personnel management. Accordingly, direct and indirect methods of personnel management and its motivation are distinguished.

Direct financial motivation involves methods of stimulating employees through the payment of monetary rewards (bonuses, bonuses, gifts, etc.).

Indirect material motivation includes the following control methods:

payment for travel packages;
life and health insurance;
tuition fees;
additional days off and holidays;
the opportunity to purchase company goods at a reduced price.

Material motivation is divided into 2 groups:

Fines system. Penalties are applied to an employee in case of poor performance or due to a mistake.
Reward system. Reward employees for a job well done or for some achievement.

Non-material motivation has many more types:

Leader's praise. This method of personnel management in the form of incentives is very effective. The thing is that a kind word from management contributes to the employee’s desire to develop and work even better. A striking example of such incentives is the honor board (physical or virtual).
Career growth. The employee understands that if the work is completed efficiently and always on time, then he can count on a promotion, which means his social status will increase and new opportunities for development in the professional field will appear.
Training at company expense is an excellent motivational tool for an employee who wants to take any courses at the expense of the organization.
Good atmosphere in the team. Warm and friendly relationships in the team contribute to higher quality work. The opposite rule also applies: a bad atmosphere has a detrimental effect on the mood of employees.
Company image. Many people want to work for a prestigious company that has a good status not only as a player in the market, but also as an employer.
Sports and cultural events. Team building events and simply pleasant corporate events are an excellent motivational tool and help create a favorable atmosphere in the work team. In addition, only after a good rest will employees be able to perform well.

Each boss chooses from these two groups those incentive tools that are suitable specifically for his business.

8 original methods for managing staff motivation

In order to increase the work efficiency of representatives of the workforce and competently use personnel management methods, it is not always worth resorting to material and costly methods of incentives. There are many original and simple methods that require minimal financial outlay.

Playful punishment of the worst employees. As a humorous punishment, funny titles and titles can be invented for the worst employees, for example, “Turtle of the Month.”
Entertainment. Most foreign companies have entertainment areas on their office premises where employees can relax and take their mind off work. This avoids thoughts of a depressing work environment and increases staff efficiency.
Spontaneous gifts. Small but pleasant surprises perfectly lift the mood of employees and motivate them to work.
Attention to family members of employees. A manifestation of such attention can be children's trips to camps or sanatoriums, New Year's sweet gifts, and so on.
Replacing premiums with more budget-friendly options. If the organization's budget does not allow paying bonuses to the best employees, then they can be rewarded with something else, for example, an additional day off.
Bonuses for those in good health. This method has long gained popularity abroad. It involves rewarding those employees who have never gone on sick leave in a year, and who also regularly undergo all the necessary medical examinations from the institution.
Free attendance at work. The best of the best can be transferred to a free schedule.
Large selection of prizes for good work. You can provide a choice of pleasant prizes to the best employee (gym membership, trip to a restaurant, movie, etc.).

When choosing forms of motivating employees, you need to rely on the real capabilities of the organization. An experienced HR manager will be able to correctly select an effective set of methods to reinforce employee motivation.

Expert opinion

Yulia Nemova,

Head of Human Resources, Landia Group of Companies, Moscow

Negative consequences can be caused by the actions of employees who have been working in the company for quite a long time. In this case, motivational issues require special attention, because it is necessary to take into account the decrease in labor productivity due to the lapse of time and possible professional burnout. In addition, such behavior of the “old guys” and their attitude towards work can negatively affect the degree of motivation of other employees. Therefore, the cost of retaining these experienced employees must be weighed against maintaining operational efficiency. Sometimes it happens that it is more profitable to invest money in finding and training new employees with greater loyalty to their company and work.

Modern methods of personnel management in an organization: 5 techniques that will benefit the business

Method 1. Discuss work results with your employees. Almost all successful companies use joint discussions between bosses and subordinates about the results of their work as a method of personnel management. To do this, the management team needs:

regularly communicate with employees and discuss the effectiveness of resource use;
assist employees in finding the most effective and less costly ways to complete assigned tasks;
allocate up to 50% of your own working time to employee development;
hold regular meetings with employees and discuss work results, establish feedback to explain to the team which actions were performed correctly and which should be changed or supplemented;
encourage employees to propose ideas that are aimed at optimizing processes (this indicator is usually included in KPIs).

Method 2. No mutually exclusive goals. Often, due to inconsistency among leaders in a company, mutually exclusive goals and objectives arise. Usually the reason lies in the formulation of the problem from the bottom up. In this case, ordinary employees themselves determine the criteria for evaluating their work (that is, they actually form their own KPIs). However, as practice shows, employees know only one side of the business, not understanding the overall picture of affairs, and therefore self-established indicators do not correspond to the goals of management and the business as a whole. The practice of the world's leading companies uses the principle of setting tasks from top to bottom.

Method 3. Managers need to be involved in overall teamwork. In Russia, only 46% of managers are engaged in solving assigned tasks together with subordinates, while in foreign organizations this is a common practice. This becomes a source of disagreement in many Russian companies, where bosses prefer to work separately from subordinates, destroying the sense of community and team. In the world's leading companies, senior managers are specifically given tasks that require an integrated approach and interaction with all employees. For the Russian Federation, this principle is still rather a rare exception to the generally accepted rules.

Method 4. Personal participation of the manager in personnel management. As part of this method, managers must be involved in the main work process (meetings summarizing the day, joint search for the optimal solution, and so on). The manager can also support corporate values through messages on his behalf through the official website, corporate email, and so on.

Method 5. Encouraging initiative on the part of employees. Top managers of the world's leading companies provide their subordinates with time, financial and human resources, as well as certain powers. According to fixed regulations, ideas are collected, feedback works smoothly. If an idea is approved, the employee is encouraged. In Russia, approximately 30% of companies use such a system, that is, in 70% of cases, employee initiative remains unattended.

Expert opinion

How to develop a culture of innovation and encourage new ways of working for your staff

Anna Safonova,

expert at Korn Ferry Hay Group, Moscow

The Russian furniture factory "Maria" has introduced the following practice into its work: each senior manager must personally go through all stages of working with the client, from taking measurements to calling for quality control after the order is completed. There are six such stages in total:

remove the measurement;
discuss the kitchen project with the customer in the studio;
visit production;
take part in kitchen installation;
communicate with the buyer in case of a complaint;
call him after the sale.

After all stages have been completed, the top manager must fill out an online report and submit it within three days. In this report, he should describe all the problems that arose at each stage, as well as propose ideas for solving these problems.

Coaching as a method of personnel management

In addition to traditional methods of personnel management, Western coaching, which is a direction of modern psychological and business consulting, has become widespread in Russia.

This method includes a combination of various methods of individual psychological counseling, socio-psychological training and traditional mentoring of experienced specialists over young ones.

The main task of the trainer is to encourage the trained employee to take independent actions and decisions. In this case, the mentor should only help in finding a solution, and not solve the problem for the employee. The main task of the dialogue between the coach and the employee is to encourage the latter to deeply understand his capabilities and limitations, as well as his goals in principle.

Main stages of coaching:

Building relationships between mentor and trainee. Also at the first stage, the basic rules of work are agreed upon.
At the second stage, intermediate tasks for each specific meeting are determined, and the employee expresses his expectations regarding each discussion.
At the third stage, the current situation is studied (the coach asks questions and evaluates the client’s attitude to the current situation, then the employee, together with the mentor, examines his attitude to this situation).
Internal and external obstacles that prevent the employee from achieving the goal are identified.
Potential opportunities for overcoming these obstacles are then analyzed (the coach provokes the employee to find a solution).

Every mentor-employee meeting begins with an analysis of what has been done previously and what could be done better.

The following are distinguished: types of coaching:

external(the coach is invited from outside);
interior(organized by the manager himself through communication with subordinates or with a specific employee through meetings, negotiations, and so on).

Personnel management practices across generations

The researchers roughly divided people into categories according to their age and the period in which they were born, and identified the following generations:

Velikoye - born 1900-1923
Silent (“artists”) - born 1923-1943
Baby boomers (“wanderers”) - born 1943-1963.
Generation X (“prophets”) - born 1963-1984
Generation Y (“heroes”) - born 1984-2000
Generation Z - those born in the first three years of the 21st century.
Generation Alpha - children born after 2003.

Today, the labor market is predominantly made up of people of generation X and generation Y. Generation Z will soon enter the workforce. To effectively use various methods of personnel management in modern conditions, you should know the characteristics of these generations.

1. Generation X(“prophets”) - born 1963-1984

Representatives of this generation experienced an era of global political changes and the introduction of technological innovations. Largely due to this, they have the ability for alternative thinking and increased learning ability, and also know how to choose. Many representatives of this generation began their working career early and therefore know how to survive on their own. The main values of such people:

workaholism;
individualism;
ability to compete;
desire for professional growth;
efficiency;
pragmatism.

Representatives of Generation X are the “golden” group of personnel, that is, they are very valuable to any organization.

How to manage Gen Xers

The basis for the high level of labor productivity of these people is:

stability of the company;
opportunity for career growth;
the presence of the right motivation system.

Such employees need to be retained in the organization and the company's goals must be clearly communicated, even providing strategically important information. They should be involved in making important management decisions.

It is important to know that if a company does not have a good motivational system, representatives of this generation will most likely start looking for another job even in a crisis, since they are not afraid of difficulties.

2. Generation Y(“heroes”) - born 1984-2000

Representatives of this generation are quite relaxed and free, quickly adapt to changes, have a positive attitude and love communication. They grew up at the peak of technology development and information progress, so computer control comes easily to them. A particularly strong side of these people is their inability to think in stereotyped and primitive ways.

Fashion, creativity, and freelancing become a comfortable field of activity for them. They have a high learning ability and prefer to work in large organizations.

How to manage Generation Y people

To organize the work of representatives of this generation, it is worth using such elements of personnel management methods as:

corporate culture;
Company's mission;
company values;
traditions of the enterprise.

It is worth setting tasks for them briefly and clearly, identifying all the important nuances.

Let's look at an example.

An incorrectly posed task will sound like: “Make a report on smartphone sales.” “Igrek” will find an example of the first report he comes across on the Internet and make his own by analogy, which is unlikely to suit the manager.

The correct wording of the task would be: “We need a report on smartphone sales for the second quarter of this year by Tuesday. You can take sales data from Oleg, Anatoly will give you an algorithm and formulas for calculations. The report is needed for an important meeting. Give the completed report to Alexey for verification.”

In the second case, the “player” will do everything according to the instructions and the manager will receive all the necessary information.

3. Generation Z(“artists”) - those born in the first three years of the 21st century.

Representatives of this generation were born in the digital age. It is difficult for them to imagine a world without smartphones, computers and other gadgets. These people instantly process information and know how to find what they need among the information noise.

At the moment it is impossible to say exactly what these people will be like in their work. According to research conducted by Millennial Branding, the values of Generation Z will be reduced to free communication and perceiving the world with enthusiasm. The main qualities of these people will be:

learning ability;
desire for self-education;
creative approach.

Presumably, the interests of the generation will be concentrated on innovative technologies and science, biomedicine, art and robotics.

Excellent methods of managing personnel born during this period will be:

encouragement of creativity;
promotion of freedom;
the ability to use non-standard approaches to solving problems;
opportunity to work on important and interesting projects.

Representatives of this generation do not accept such a concept as “need”; “I want” is much closer and more important to them. That’s why they work not because they “have to,” but through their “I want.” Therefore, if the “old people”, born and raised in earlier years, are accustomed to working precisely because they “have to”, then the younger modern generation rather wants to have an interesting time, travel the world and make a career for which they simply “will not be offended” .

How to properly manage representatives of generation Z

A competent approach to using Generation Z personnel management methods would be the following algorithm:

Provide a good career path that will be combined with horizontal career advancement (expansion of knowledge), and will not only allow you to earn good money. Representatives of this generation need to be passionate about work, and for this it must be interesting (bright projects, research activities, a large area of responsibility).
Try to ensure that employees from this generation have the opportunity to travel due to their work (studying abroad, work trips to other countries, and so on).
The main thing to remember is that it is important for each representative of this generation to feel like a person, an individual, to be different from others (and first of all, those around them should consider them a person and a bright individuality). Therefore, it is extremely important to give Gen Z people the opportunity to be unique, and in a way that others can see (for example, you can quote their statements, pointing to the author of the “catch phrase”).

Thus, if all the described conditions are met, representatives of this generation will feel good, which means they will work well.

Non-standard methods of personnel management abroad

Foreign companies actively use various methods of personnel management, which are mainly aimed at training employees and developing their knowledge. The most interesting of them are worth considering.

1. Secondment.

This method of personnel management implies a certain work "business trip" of an employee for an allotted time to another organizational structure to acquire new skills (staff rotation). This method has one more very important nuance: secondment can be carried out not only within one company (employees change jobs or departments within a specific organization), but can also be external, when employees are “seconded” to organizations that work in a different field (commerce, public sector, schools, local companies, charities).

In foreign organizations, external secondment has become more widespread; this method of personnel management is especially widely used in companies with a flat structure, which limits the possibility of career growth and any promotion of employees, and therefore limits the development of new skills.

There is a short-term exchange (within 100 working hours), and there is a long-term one, which lasts within 12 months. This method of personnel management is effective for employees of any level - from management to representatives of technical staff.

Here are examples of the application of this method of personnel management:

Customer service employees are sent to gain new knowledge and experience in managing the end-to-end supply chain of the company's suppliers and customers.
Retail chain Budgens sent a group of managers to a school in Derbyshire to learn communication and interpersonal skills. The creativity of Budgens staff was also put to the test when the group was tasked with coming up with something special for the school's students, resulting in the creation of 'Creative Play Zones'. In addition to the acquired skills, a significant advantage of this experiment was the increased cohesion of the team of Budgens employees.

As for the Russian Federation, one can easily identify the bottlenecks of this method:

this method of personnel management is little known in our country;
there is no developed documentation base for registration of external secondment;
there is no mechanism for replacing the person who goes on such a training trip (no one will do his work, and it will accumulate).

2. Buddying (buddysystem).

This method of personnel management represents a kind of assistance, even protection of one employee to another in order to achieve positive results by transmitting new and training information to each other.

This method of personnel management is most often used when:

it is necessary to train a new employee during his adaptation period (both a novice and an experienced one when transferred to another position within the company);
it is necessary to optimize the process of information exchange between departments (divisions) of the company;
it is necessary to optimize the process of information exchange between companies that conduct common projects;
It is necessary to carry out activities aimed at team building.

Buddying is based on providing each other with information and/or objective and honest feedback on tasks (both personal and corporate) related to learning new skills.

However, it is worth clearly understanding the difference between this method of personnel management and conventional coaching (mentoring), discussed earlier in this article. If within the framework of coaching there is a coach and a student employee, then within the framework of buddying its participants are absolutely equal, without dividing into “senior” and “junior”, coachee and student, and so on.

Among companies in the Russian Federation, this method of personnel management is quite common, especially in the form of assigning a “friend-partner” to a newcomer, who quite informally introduces the newcomer to the course of business.

3. Shadowing.

Shadowing (free translation - “being a shadow”) as a method of personnel management is usually used only by those companies that are ready to hire young people without work experience. For example, a senior student wanted to become a marketer or something else. The organization allows him to spend a couple of days on its territory to get acquainted with the specifics of the work (as if it allows him to be a shadow in the organization and monitor everything that is happening). Sometimes such a student may even be entrusted with some not very serious task related precisely to the field of activity in which he wants to work.

Thus, the student witnesses “one day in the life of a marketer” and begins to understand at least approximately the essence of his future work, can analyze his knowledge and understand what skills he still lacks. In addition to the fact that this method is simply interesting, it arouses in the student an increased interest in his specialty and motivates him to successfully graduate from university.

However, in order for the learning process to be as effective, truthful and informative as possible, before launching the shadowing program as an interesting method of personnel management, it is imperative to conduct a series of trainings for those whom these “shadows” will follow.

It is worth noting that company employees are very willing to take on such an “additional task”, since it does not require a large amount of effort and time resources, and the likelihood of getting a motivated employee into their department increases significantly. In addition, in the process of shadowing, not only the “shadow” itself gains new knowledge - the employee to whom she is assigned also learns additional communication skills.

How to evaluate the effectiveness of human resource management methods

To further improve human resource management practices within your company, you need to be able to evaluate existing methods. This assessment is based on an analysis of such components as:

1. Economic efficiency of personnel management. To do this, a comparative analysis of profits and costs is carried out. This indicator allows you to evaluate the company’s performance on completed projects. Typically, the economic efficiency of personnel management is assessed using three main indicators, namely on the basis of:

cost effectiveness ratio;
payback period;
annual economic effect.

Other indicators selected by the company's management may also be used.

2. Social efficiency of organization personnel management. The social nature of work is assessed. To do this, they usually measure:

staff motivation;
socio-psychological climate in work groups;
the level of development of human resources in the company according to various criteria (average employee salary, share of the wage fund in revenue, wage growth rate, and so on).

3. Organizational effectiveness of personnel management. This component of assessing the effectiveness of HR management methods in a company involves analyzing such indicators as:

uniformity of staff load;
standards of employee control per manager;
personnel growth rate;
quality of management personnel;
other indicators important for a particular organization.

Also within the framework of HR management, there are other approaches to measuring the effectiveness of personnel management methods in a company. To assess the level of quality of personnel management, you can:

evaluate the final results of the entire company using economic indicators, for example, using sales volume, net profit, costs, and so on;
assess overall labor productivity using productivity valuation, average output per employee, labor productivity growth rate, and so on;
determine the level of quality of work life by analyzing the characteristics of work groups, remuneration systems, career opportunities for employees, and so on;
determine the total labor contribution, for example, under different remuneration systems (non-tariff or hourly) and so on.

1. David Meister “First among equals. How to lead a group of professionals."

An excellent epigraph for the book could be the famous phrase: “Gathering good people is not so difficult. It's a lot harder to get them to play together." (Casey Stengel, New York Yankees manager) The author of this book is a recognized global authority in the field of HR management. The publication contains techniques for successfully managing talented, ambitious and confident employees who are perceived as equals rather than simply subordinates.

2. Jeffrey Liker and David Mayer, “Talented Employees.”

The book will tell you about an interesting method of education and training in the spirit of the Toyota company, where unique methods of personnel management are used and the entire HR system is unique. At the heart of HR management and recruitment at global leader TWI is a well-thought-out, standardized training process that allows you to achieve unsurpassed results with the most ordinary people. Moreover, this approach actually leads to a faster and less costly result in terms of financial resources than all known and widely used methods, as this book about practice in the field of Toyota HR management demonstrates.

3. Marcus Buckingham “Damn the flaws! How to use your strengths."

Consider how Richard Branson, the CEO of Virgin, uses his appearance to further his business. This is one of the most striking examples of presenting your characteristics in the most favorable light. The author of this book will tell you how to correctly identify and highlight personal strengths and the strengths of your employees, and then use them as effectively as possible. This book will teach you how to benefit from the individuality of your people.

4. Edward Michaels "War for Talent."

It’s no secret that “the king is made by his retinue,” and that is why the leader will sooner or later “get into trouble” if he cannot retain talented people. In this book, Edward Michaels, director of McKinsey & Company, explains how leaders of 77 corporations do it.

5. Claudio Fernandez Araoz “The choice of the strongest. How to make major decisions about people as a leader.”

Many managers of large companies are concerned about the question of how to find and correctly place people in their positions. The thing is, trial and error can be expensive. In this regard, many managers prefer to entrust the selection of personnel to experts, but this is not an option, since the main employees must be selected by the manager himself. It is important to understand that the skill of competent personnel selection can be trained. No other investment in your development will give such a high return. Claudio Fernandez Araoz, partner and member of the management committee of executive search firm Egon Zehnder International, explains how.

State educational institution of higher professional education

"Chelyabinsk State University"

"The effectiveness of personnel management methods."

Completed by: Khuzhina E.Sh.

Checked by: Podoved M.V.

The concept of personnel management in the organization…………………………………….3

Principles and methods of building an organization’s personnel management system…….…....6

Management of work with personnel in the organization……………………………………………………...14

Management of career and professional advancement of personnel in the organization…….22

Six effective methods of personnel management: what works in Russia…………...29

Methods of human resource management…………………………………………………….......30

Study of the effectiveness of practical methods of human resource management in Russian companies………………………………………………………………………………..………31

Used literature…………………………………………………………………………………34

1. The concept of personnel management in an organization

Until recently, the very concept of “personnel management” was absent in our management practice. True, the management system of each organization had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.

The main structural unit for personnel management in an organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To perform the latter functions, personnel training departments or technical training departments are often created.

HR departments are neither a methodological, nor an information, nor a coordinating center for personnel work. They are structurally separated from labor management and wages departments, occupational health and safety departments, legal departments and other departments that perform human resource management functions. To solve social problems, social research and service services are created in organizations.

Human resource management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks to manage personnel and ensure normal working conditions. The most important among them: socio-psychological diagnostics; analysis and regulation of group and personal relationships, management relationships; management of industrial and social conflicts and stress; information support of the personnel management system; employment management; assessment and selection of candidates for vacant positions; analysis of human resources and personnel needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of workers; management of work motivation; legal issues of labor relations; psychophysiology, ergonomics and aesthetics of work. If under the conditions of a command-administrative system these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in solving them.

The basis of the concept of personnel management of an organization is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.

Changes in the economic and political systems in our country simultaneously bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system. In summary, we can distinguish three factors that influence people in an organization.

The first is the hierarchical structure of the organization, where the main means of influence are relations of power - subordination, pressure on a person from above, through coercion, control over the distribution of material goods.

The second is culture, i.e., joint values, social norms, and behavioral guidelines developed by a society, organization, or group of people that regulate the actions of an individual and force the individual to behave one way and not another without visible coercion.

The third is the market - a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and buyer.

These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority is the shape of the economic situation in the organization.

During the transition to a market, there is a slow move away from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations and property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is the employees, and outside the organization are the consumers of the products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Move to social norms based on common economic sense, without forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement personnel policies and coordinate labor resource management activities in the organization . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

Of course, the structure of the personnel management service is largely determined by the nature and size of organizations and the characteristics of the products produced. In small and medium-sized organizations, many personnel management functions are performed primarily by line managers, and in large ones, independent structural units are formed to implement the functions.

In a number of organizations, personnel management structures are being formed that unite under the unified leadership of the deputy director for personnel management all departments related to work with personnel. On rice. 1 The composition of the functional subsystems of the organization's personnel management system is presented, combining homogeneous functions, the carriers of which are various departments for working with personnel. Depending on the size of the organization, the composition of the divisions will change: in small organizations, one division can perform the functions of several subsystems, and in large organizations, the functions of each subsystem, as a rule, are performed by a separate division.

Rice. 1. Composition of functional subsystems
personnel management systems of the organization and their main functions.

Working conditions subsystem	Labor relations subsystem	Personnel registration and accounting subsystem	Personnel planning, forecasting and marketing subsystem	Personnel development subsystem
compliance with the requirements of occupational psychophysiology	analysis and regulation of group and personal relationships	registration and accounting of admissions, dismissals and transfers	development of HR strategy	technical and economic training
compliance with labor ergonomics requirements	analysis and regulation of management relations	information support for the personnel management system	human resources analysis	retraining and advanced training
compliance with technical ethics requirements	management of industrial conflicts and stress	career guidance	labor market analysis, planning and forecasting personnel needs, advertising organization	work with personnel reserve
occupational health and safety	socio-psychological diagnostics	employment provision	workforce planning	business career planning and control
environmental protection	compliance with ethical standards of relationships	relationship with external sources providing the organization with personnel	professional and socio-psychological adaptation of new employees
management of interaction with trade unions	assessment of candidates for a vacant position
ongoing periodic personnel assessment

Subsystem for analysis and development of labor incentives	Legal services subsystem	Social infrastructure development subsystem	Subsystem for developing organizational management structures
rationing and tariffing of the labor process	solving legal issues	catering organization	analysis of the existing organizational structure of management
development of remuneration systems	approval of administrative documents for personnel management	housing services management	design of management organizational structure
use of moral incentives	resolving legal issues of economic activity	development of culture and physical education	staffing development
development of forms of participation in profits and capital	ensuring health protection and recreation	construction of a new organizational structure of management
work motivation management	provision of child care facilities
management of social conflicts and stress
organization of sales of food and consumer goods

Generalization of the experience of domestic and foreign organizations allows us to formulate the main goal of the personnel management system: providing personnel, organizing their effective use, professional and social development. In accordance with these goals, the organization's personnel management system is formed. As the basis for its construction, principles are used, i.e. rules and methods developed by science and tested in practice.

2. Principles and methods of building an organization’s personnel management system

There are two groups of principles for constructing a personnel management system in an organization: principles that characterize the requirements for the formation of a personnel management system, and principles that determine the directions for the development of a personnel management system (Table 1). All principles of constructing a personnel management system are implemented in interaction. Their combination depends on the specific operating conditions of the organization’s personnel management system.

Table 1. Principles for constructing a personnel management system in an organization


Principles characterizing the requirements for the formation of a personnel management system
Conditionality of personnel management functions by production goals	Personnel management functions are formed and changed not arbitrarily, but in accordance with the needs and goals of production.
Primary functions of personnel management	The composition of the subsystems of the personnel management system, the organizational structure, requirements for employees and their number depend on the content, quantity and labor intensity of personnel management functions.
Optimal ratios of intra-infrafunctions of personnel management	Determines the proportions between the functions aimed at organizing the personnel management system (intrafunctions) and the functions of personnel management (infrafunctions).
Optimal balance of management orientations	It dictates the need to advance the orientation of personnel management functions towards the development of production in comparison with functions aimed at ensuring the functioning of production.
Potential imitations	The temporary departure of individual employees should not interrupt the process of carrying out any management functions. To do this, each employee of the personnel management system must be able to imitate the functions of a superior/subordinate employee and one or two employees of his level.
Economical	It assumes the most efficient and economical organization of the personnel management system, reducing the share of costs for the management system in the total costs per unit of output, and increasing production efficiency. If, after measures to improve the personnel management system, management costs have increased, then they should be offset by the effect in the production system obtained as a result of their implementation.
Progressivity	Compliance of the personnel management system with advanced foreign and domestic analogues.
Prospects	When forming a personnel management system, the development prospects of the organization should be taken into account.
Complexity	When forming a personnel management system, it is necessary to take into account all factors affecting the management system (relations with higher authorities, contractual relations, state of the management object, etc.).
Efficiency	Timely decision-making to analyze and improve the personnel management system, preventing or promptly eliminating deviations.
Optimalities	Multivariate development of proposals for the formation of a personnel management system and selection of the most rational option for specific production conditions.
You just	The simpler the HR system, the better it works. Of course, this excludes simplification of the personnel management system to the detriment of production.
Scientific	The development of measures for the formation of a personnel management system should be based on the achievements of science in the field of management and taking into account changes in the laws of development of social production in market conditions.
Hierarchy	In any vertical sections of the personnel management system, hierarchical interaction between management links (structural divisions or individual managers) must be ensured, the fundamental characteristic of which is the asymmetrical transfer of information “downward” (disaggregation, detailing) and “upward” (aggregation) through the management system.
Autonomy	In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers must be ensured.
Consistency	Interactions between hierarchical units vertically, as well as between relatively autonomous units of the personnel management system horizontally, must be generally consistent with the main goals of the organization and synchronized in time.
Sustainability	To ensure the sustainable functioning of the personnel management system, it is necessary to provide special “local regulators”, which, if they deviate from the given goal of the organization, put a particular employee or department at a disadvantage and encourage them to regulate the personnel management system.
Multidimensionality	Personnel management, both vertically and horizontally, can be carried out through various channels: administrative and economic, economic, legal, etc.
Transparency	The personnel management system must have conceptual unity, contain a single accessible terminology, the activities of all departments and managers must be built on common “supporting structures” (stages, phases, functions) for personnel management processes that differ in economic content.
Comfort	The personnel management system should provide maximum convenience for the creative processes of human decision-making, development, adoption and implementation. For example, selective printing of data, variety of processing, special design of documents highlighting essential information, their harmonious appearance, elimination of unnecessary work when filling out documents, etc.
Principles that determine the directions of development of the personnel management system
Concentrations	It is considered in two directions: the concentration of efforts of employees of a separate unit or the entire personnel management system to solve basic problems or as the concentration of homogeneous functions in one division of the personnel management system, which eliminates duplication.
Specializations	Division of labor in the personnel management system (the labor of managers, specialists and employees is distinguished). Separate units specializing in performing groups of homogeneous functions are being formed.
Parallelism	It involves the simultaneous implementation of individual management decisions and increases the efficiency of personnel management.
Adaptability (flexibility)	It means the adaptability of the personnel management system to the changing goals of the management object and its operating conditions.
Continuity	It assumes a general methodological basis for carrying out work to improve the personnel management system at its different levels and by different specialists, and their standard design.
Continuity	No interruptions in the work of employees of the personnel management system or departments, reduction of document storage time, downtime of technical controls, etc.
Rhythmicity	Performing the same amount of work in equal periods of time and regularly repeating personnel management functions.
Straightness	The orderliness and focus of the necessary information to develop a specific decision. It can be horizontal or vertical (relationships between functional units and relationships between different levels of management).

Science and practice have developed tools for studying the state of the current personnel management system of an organization, constructing, justifying and implementing a new system (Table 2).

Table 2. Classification of methods for analyzing and constructing an organization’s personnel management system

Examination methods (data collection)	Analysis methods	Formation methods
Self-examination	System analysis, economic analysis	Systems approach
Interviewing, conversation	Decomposition	Analogies
Active monitoring of the working day	Consistent substitutions Comparisons	Expert-analytical Parametric Blocky
Momentary Observations	Dynamic Structuring goals Normative	Simulation Functional and cost analysis Structuring goals
Questionnaire	Parametric Simulation	Experienced Creative meetings
Studying documents		Collective notebook Security questions
Functional cost analysis	Main components Balance Correlation Regression Analysis Experienced Matrix	6-5-3 Morphological analysis

Let us reveal the essence of these methods.

System analysis serves as a methodological tool systematic approach to solving problems of improving the personnel management system. The systematic approach guides the researcher towards revealing the personnel management system as a whole and its components: goals, functions, organizational structure, personnel, technical management tools, information, methods of managing people, management technology, management decisions; to identify the diverse types of connections between these components and the external environment and bring them together into a single holistic picture. The external environment for personnel management is not only other subsystems of the management system of a given organization (for example, the subsystem for managing external economic relations, etc.), but also external organizations (suppliers and consumers, higher organizations, etc.).

Decomposition method allows you to break down complex phenomena into simpler ones. The simpler the elements, the more complete the penetration into the depth of the phenomenon and the determination of its essence. For example, a personnel management system can be divided into subsystems, subsystems into functions, functions into procedures, procedures into operations. After dismemberment, it is necessary to recreate the personnel management system as a single whole, that is, synthesize it. In this case, the decomposition modeling method is used, where models can be logical, graphical and digital.

Sequential substitution method allows us to study the influence on the formation of the personnel management system of each factor separately, under the influence of which its state has developed, excluding the actions of other factors. Factors are ranked and the most significant are selected.

Comparison method allows you to compare the existing personnel management system with a similar system of an advanced organization, with the standard state or the state in the past period. It should be taken into account that comparison gives a positive result provided that the systems under study are comparable and homogeneous.

The boundaries of comparability can be expanded by eliminating incomparability factors.

Dynamic method provides for the arrangement of data in a dynamic series and the exclusion of random deviations from it. Then the series reflects stable trends. This method is used in the study of quantitative indicators characterizing the personnel management system.

Goal structuring method provides quantitative and qualitative justification for the goals of the organization as a whole and the goals of the personnel management system in terms of their compliance with the goals of the organization. Analysis of goals, deployment of them into a hierarchical system, establishment of responsibility of departments for the final results of work, determination of their place in the production and management system, elimination of duplication in their work are an important prerequisite for building a rational personnel management system. When structuring, interconnection, completeness, and comparability of the goals of different levels of personnel management must be ensured.

Expert-analytical method improvement of personnel management is based on the involvement of highly qualified personnel management specialists and management personnel of the enterprise in the improvement process. When using this method, it is very important to develop forms of systematization, recording and clear presentation of expert opinions and conclusions. Using this method, the main directions for improving personnel management, evaluating the results of the analysis and the causes of shortcomings are identified. However, it does not always have high accuracy and objectivity due to the fact that experts do not have uniform assessment criteria. This method is most effective for multi-step examination.

An exceptional effect in the practice of improving personnel management gives normative method. It provides for the use of a system of standards that determine the composition and content of personnel management functions, the number of employees by function, the type of organizational structure, the criteria for constructing the structure of the organization’s management apparatus as a whole and the personnel management system (controllability standard, degree of centralization of functions, number of management levels, number units, the size of divisions, the order of subordination and interrelationships of divisions), division and cooperation of labor of managers and personnel management specialists of the organization.

Increasingly used parametric method. The purpose of this method is to establish functional dependencies between the parameters of the elements of the production system and the personnel management system to identify the degree of their compliance.

Recently, when improving the personnel management system, they began to use method of functional cost analysis. This method allows you to choose an option for constructing a personnel management system or performing a particular personnel management function that requires the least cost and is the most effective in terms of final results. It allows you to identify unnecessary or duplicative management functions, functions that for one reason or another are not performed, determine the degree of centralization and decentralization of the personnel management function, etc.

Principal component method allows you to reflect the properties of dozens of indicators in one indicator (component). This makes it possible to compare not many indicators of one personnel management system with many indicators of another similar system, but only one (1st, 2nd or 3rd component).

Balance sheet method allows you to make balance comparisons and linkages. For example, the results of processing photographs of the working day and technological maps for performing management operations and procedures are compared with the actual working time for their implementation.

Experienced method is based on the experience of the previous period of this personnel management system and the experience of another similar system.

The greatest development in improving personnel management has received method of analogies. It consists in the use of organizational forms that have proven themselves in functioning personnel management systems with similar economic and organizational characteristics in relation to the system in question. The essence of the analogy method is to develop standard solutions (for example, a standard organizational structure for personnel management) and determine the boundaries and conditions of their application.

An effective method of using standard solutions to improve personnel management is block method typification of subsystems of linear-functional and program-target structures. Standard block solutions are linked together with original organizational solutions in a unified organizational personnel management system. The block method speeds up the process of forming a new personnel management system and increases the efficiency of the system at the lowest cost.

Creative meeting method involves a collective discussion of the directions of development of the personnel management system by a group of specialists and managers. The effectiveness of the method lies in the fact that an idea expressed by one person causes new ideas from other participants in the meeting, and they, in turn, generate further ideas, resulting in a flow of ideas. The purpose of the creative meeting is to identify as many options as possible for improving the personnel management system.

Collaborative Notepad Method(“bank” of ideas) allows you to combine the independent submission of ideas by each expert with their subsequent collective assessment at a meeting to find ways to improve the personnel management system.

Test question method is to intensify the creative search for a solution to the problem of improving the personnel management system using a pre-prepared list of guiding questions. The form of questions should be such that they contain a “hint” about what and how should be done to solve the problem.

Method 6-5-3 is intended to systematize the process of finding ideas for the development of a personnel management system. The essence of this method is that each of the six members of the expert group writes three ideas on a separate sheet of paper and passes them on to the rest of the group, who, in turn, write three more ideas based on the already proposed options, etc. At the end of this procedure, 18 solutions will be written on each of the six sheets, and there will be a total of 108 options.

Morphological analysis is a means of studying all possible combinations of organizational solutions proposed for the implementation of individual personnel management functions. If we write down all the functions in a column, and then against each function, line by line, indicate all possible options for its loss, we will obtain a morphological matrix. The idea of this method is to break a complex problem into small subtasks that are easier to solve individually. It is assumed that the solution to a complex problem consists of solutions to subproblems.

The greatest effect and quality of the personnel management system is achieved when the system of methods is used in a complex. The use of a system of methods allows you to look at the object of improvement from all sides, which helps to avoid miscalculations.

For example , functional cost analysis (FCA) Personnel management systems as a universal method allow the use of a system of methods when carrying out the process. FSA includes the following stages: preparatory, informational, analytical, creative, research, recommendation, implementation.

At the preparatory stage, a comprehensive survey of the state of production and management of the organization is carried out, a FSA object is selected, specific tasks for conducting the analysis are determined, a work plan and an order for conducting FSA are drawn up. The following methods are used here: self-examination, interviewing, photographs of the working day, questionnaires, etc.

At the information stage, information is collected, systematized and studied that characterizes the personnel management system or its individual subsystems, as well as data on similar systems and best practices in improving management. The same methods are used here as at the preparatory stage.

The analytical stage is the most labor-intensive. It is used to formulate, analyze and classify functions, decompose them, analyze functional relationships between divisions of the management apparatus, and calculate the costs of implementation and the level of quality of functions. Here the degree of significance of the functions and the reasons for their inconsistency with the level of costs and quality of the functions are determined. Excessive, harmful, unusual, duplicated functions are identified. Tasks are formulated to search for ideas and ways to improve the personnel management system. At this stage, the analysis methods given in table are used. 2.

At the creative stage, ideas and methods for performing management functions are put forward, options for implementing functions are formulated on their basis, preliminary assessment and selection of the most appropriate and realistic ones are carried out. In order to find as many options as possible for ways to improve the personnel management system, it is recommended to use the following methods: creative meetings, collective notebook, test questions, “6-5-3”, morphological analysis, etc. The choice of methods for searching for ideas is based on the characteristics of the object of analysis and specific situations that arose in the process of performing management functions.

At the research stage, a detailed description of each selected option is made, their comparative organizational and economic assessment and the selection of the most rational of them for implementation. At this stage, a draft personnel management system is being developed with all the necessary justifications. The project can cover the entire personnel management system or a separate subsystem or division. The complexity and duration of project development depends on the nature of the design object. The justification methods given in Table 1 are used here. 2.

At the recommendation stage, the draft personnel management system developed using the FSA is analyzed and approved, and a decision is made on the procedure for its implementation. A schedule for implementing FSA recommendations is drawn up and approved.

At the stage of implementation of the FSA results, socio-psychological, professional, material and technical preparation for implementation is carried out. Here, a system of material and moral incentives for the implementation of the project is developed, training, retraining and advanced training of personnel are carried out, and an assessment is made of the economic efficiency of its implementation.

As can be seen from the example, the methods of analysis and construction of a personnel management system organically fit into the logic of the stages of conducting FSA, which makes it possible to build them into a system.

3. Personnel management in an organization

3.1. The essence, goals and objectives of personnel planning

The concept of a long-term, future-oriented personnel policy that takes into account all these aspects can be realized through personnel planning. This method of personnel management is able to coordinate and balance the interests of employers and employees.

The essence of personnel planning is that it has the task of providing people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements. From the point of view of productivity and motivation, workplaces should allow workers to optimally develop their abilities, increase labor efficiency, and meet the requirements of creating decent working conditions and ensuring employment. On pic 2 shows the place of personnel planning in the organization's personnel management system.

Rice. 2. The place of personnel planning in the personnel management system in the organization

Personnel planning is carried out both in the interests of the organization and in the interests of its personnel. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are primarily attracted to those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization.

It should be remembered that personnel planning is effective when it is integrated into the overall planning process in the organization.

Personnel planning should answer the following questions:

How many workers, what qualifications, when and where will they be needed?

How can we attract the necessary personnel and reduce redundant personnel without causing social harm?

How can staff be better used according to their abilities?

How to ensure the development of personnel to perform new skilled work and maintain their knowledge in accordance with production requirements?

What costs will the planned staffing activities require?

The goals and objectives of personnel planning can be presented in aggregate form in the form of a diagram presented on rice. 3.

Rice. 3. Goals and objectives of personnel planning in the organization

Personnel planning is implemented through the implementation of a whole complex of interrelated activities, combined in the operational plan for working with personnel.

3.2. Operational plan for working with personnel

The structure of a standard operational plan for working with personnel in an organization is shown in rice. 4.

Rice. 4. The structure of a standard operational plan for working with personnel in an organization.

To develop an operational plan for working with personnel, it is necessary to collect the following information using specially designed questionnaires:

information about the permanent staff (first name, patronymic, last name, place of residence, age, time of entry to work, etc.);

data on the structure of personnel (qualification, gender, age, national structure; proportion of disabled people, proportion of workers, employees, skilled workers, etc.);

staff turnover;

loss of time as a result of downtime, illness;

data on the length of the working day (full-time or part-time, working one, several or night shifts, duration of vacations);

wages of workers and employees (its structure, additional wages, allowances, payment at the tariff and above the tariff);

data on social services provided by the state and legal organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Questionnaires should be designed in such a way that, along with production goals, they can also serve personnel planning. Information about personnel can be systematized and presented in the form of a diagram shown in rice. 5

Rice. 5. Personnel information

Personnel information is a collection of all operational information, as well as processes for processing it for personnel planning.

Personnel information must meet the following requirements:

simplicity - this means that information should contain as much data and only to the extent necessary in this particular case;

clarity - information should be presented in such a way that the main thing can be quickly determined and verbosity avoided. To do this, you need to use tables, graphs, color design of the material;

unambiguity - information should not be unclear; in their interpretation, one should ensure the semantic, syntactic and logical unambiguity of the material;

comparability - information must be presented in comparable units and relate to comparable objects both within the organization and outside it;

continuity - information about personnel submitted for different time periods must have the same calculation method and the same presentation forms;

relevance - information must be fresh, prompt and timely, i.e. presented without delay.

Planning for personnel requirements is the initial stage of the personnel planning process and is based on data on existing and planned jobs, a plan for carrying out organizational and technical activities, a staffing table and a plan for filling vacant positions. When determining personnel requirements in each specific case, the participation of the heads of the relevant departments is recommended.

The scheme for planning personnel requirements is given on rice. 6.

Rice. 6. Scheme for planning personnel requirements

The task of planning to attract personnel is to satisfy the future need for personnel through internal and external sources (Fig. 7).

Rice. 7. Sources of attracting personnel

The advantages and disadvantages of internal and external sources of personnel attraction are given in table. 3.

Table 3.

Advantages and disadvantages of internal and external sources of personnel attraction

Benefits of attracting

Disadvantages of Attraction

Internal sources of personnel attraction

Emergence of chances for career growth (increasing the degree of attachment to the organization, improving the socio-psychological climate at work)

Low recruitment costs

Applicants for the position are well known within the organization

The applicant for the position knows the organization

Maintaining the level of remuneration prevailing in a given organization (an outside applicant may make higher demands regarding remuneration existing in the labor market at the moment)

Quickly fill a vacant full-time position, without lengthy adaptation

Freeing up the occupied position for the growth of young personnel of the organization

"Transparency" of personnel policy

High degree of controllability of the current personnel situation

Possibility of targeted staff development

The emergence of an opportunity to avoid always unprofitable staff turnover

Increased labor productivity (if the transfer to a new position coincides with the desire of the applicant)

Solving the problem of employing our own personnel

Increased motivation and job satisfaction

Limited frame selection options

There may be tension or rivalry in the team if several candidates appear for the position of manager

The emergence of familiarity when solving business issues, since only yesterday the applicant for the position of manager was on an equal footing with his colleagues

Reluctance to refuse anything to an employee who has extensive experience in this organization

Reduced activity of ordinary employees applying for the position of manager, since the deputy manager is automatically the successor

Quantitatively, transfer to a new position does not satisfy the need for personnel

Only qualitative needs are satisfied, but through retraining or advanced training, which is associated with additional costs

External sources of recruitment

More choice

The emergence of new impulses for the development of the organization

A new person, as a rule, easily achieves recognition

Hiring covers the absolute need for personnel

Higher recruitment costs

The high proportion of employees hired from outside contributes to increased staff turnover

The socio-psychological climate in the organization is deteriorating

High degree of risk during the probationary period

Poor knowledge of the organization; Long adaptation period

Blocking opportunities for career growth for employees of the organization

One of the problems of working with personnel in an organization when attracting personnel is the management of labor adaptation. During the interaction between the employee and the organization, their mutual adaptation occurs, the basis of which is the employee’s gradual entry into new professional and socio-economic working conditions.

There are two areas of adaptation:

primary, i.e., the adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions);

secondary, i.e., the adaptation of workers who have experience in professional activities (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

In the context of the functioning of the labor market, the role of secondary adaptation increases. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the initial adaptation of young workers. This category of personnel requires special care from the administration of organizations.

Planning for staff layoffs or reductions is essential in the workforce planning process. Due to the rationalization of production or management, a surplus of labor is created. Planning the release of personnel allows you to avoid the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of personnel management activity has received virtually no development in domestic organizations.

Planning work with resigning employees is based on the classification of types of dismissals. The classification criterion is the degree of voluntariness of the employee’s departure from the organization:

at the initiative of the employee, i.e., at his own request;

at the initiative of the employer or administration;

in connection with retirement.

In view of the importance of such an event as leaving the organization, the main task of personnel management services when working with resigning employees is to mitigate the transition to a different production, social, and personal situation as much as possible. This especially applies to the last two types of dismissals.

Dismissal from an organization due to retirement is characterized by a number of features that distinguish it from previous types of dismissals. Firstly, retirement can be foreseen in advance and planned with sufficient accuracy in time. Secondly, this event is associated with significant changes in the personal sphere. Thirdly, significant changes in a person’s lifestyle are very visible to his environment. Finally, in assessing the upcoming retirement, a person is characterized by some duality, a certain discord with himself. The attitude of organizations towards older employees (as well as the corresponding government policy) is a measure of the level of management culture and the civility of the economic system.

Planning for the use of personnel is carried out through the development of a plan for filling regular positions. Along with taking into account qualification characteristics, when determining a place of work, it is necessary to take into account the mental and physical stress on a person and the capabilities of the applicant in this area. When planning the use of personnel, requirements should be placed on them to avoid occupational diseases, early disability, and work-related injuries. It is necessary to ensure working conditions that are worthy of human beings. When planning and using personnel, special attention should be paid to the employment of youth, women, older workers, and people with disabilities. It is especially important to employ these categories of workers in accordance with their qualifications and capabilities. For this purpose, it is necessary to reserve appropriate jobs in the organization.

There is a need in organizations for training, including retraining and advanced training of employees. Personnel training planning covers activities for intra-organizational, extra-organizational training and self-training.

Planning personnel training allows you to use your own production resources without searching for new highly qualified personnel on the external labor market. In addition, such planning creates conditions for mobility, motivation and self-regulation of the employee. It speeds up the process of employee adaptation to changing production conditions at the same workplace.

In practice, there are two forms of training for an organization’s personnel: on-the-job and outside of it.

On-the-job training is cheaper and faster, is closely linked to daily work, and makes it easier for workers unaccustomed to classroom training to enter the learning process.

The most important methods of on-the-job training are: the method of increasingly complex tasks, changing jobs (rotation), targeted acquisition of experience, production instruction, using workers as assistants, and the method of delegating (transferring) part of the functions and responsibilities.

Off-the-job training is more effective, but is associated with additional financial costs and distraction of the employee from his job responsibilities. At the same time, the environment deliberately changes and the employee breaks away from everyday work.

The most important methods of learning outside the workplace are: lecturing, conducting business games, analyzing specific production situations, holding conferences and seminars, forming groups for the exchange of experience, creating quality circles.

Personnel costs are the basis for developing production and social indicators of the organization. The share of personnel costs in product costs tends to increase, which is due to the following factors:

lack of direct relationship between labor productivity and personnel costs;

the introduction of new technologies, which places higher demands on the qualifications of personnel, which becomes more expensive;

changes in legislation in the field of labor law, the emergence of new tariffs, increased prices for essential goods (external factors).

When planning personnel costs, first of all, you should keep in mind the following cost items: basic and additional wages, social insurance contributions, business travel expenses and official travel; expenses for training, retraining and advanced training of personnel; expenses associated with surcharges for public catering, housing services, culture and physical education, healthcare and recreation, provision of child care facilities, and the purchase of work clothing. You should also plan costs for labor protection and the environment, for creating more favorable working conditions (compliance with the requirements of psychophysiology and ergonomics of work, technical aesthetics), a healthy psychological climate in the organization, and costs for creating jobs.

If staff turnover is high, then additional costs arise associated with the search for new labor, their instruction and mastery of work. With high staff turnover, overtime payments increase, defects and downtime increase, the level of morbidity and industrial injuries increases, and early disability occurs. All this increases personnel costs, leads to an increase in product costs and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

4. Management of service and professional advancement of personnel in the organization.

4.1. System of career and professional promotion

The concepts of “service and professional advancement” and “career” are close, but not the same. The term “career and professional advancement” is the most familiar to us, since the term “career” has not actually been used in our specialized literature and in practice.

Career and professional advancement refers to the sequence proposed by the organization of various steps (positions, jobs, positions in the team) that an employee can potentially go through.

A career is understood as the actual sequence of steps occupied (positions, jobs, positions in a team).

The coincidence of the intended path of professional advancement and the actual career in practice occurs quite rarely and is the exception rather than the rule.

Let us consider the system of career and professional promotion using the example of line managers of an organization that has developed in our country. The system provides five main stages of training for line managers (Fig. 8).

Rice. 8. Stages of the system of career and professional promotion of line managers in the organization

The first stage is working with senior students from basic institutes or those sent for practice from other universities. Specialists from human resource management departments, together with the heads of the relevant departments where students undergo internships, select students who are the most capable and inclined to leadership work, and prepare them for specific activities in the departments of the organization. Students who have successfully completed training and practice are given a reference-recommendation for assignment to work in the relevant departments of this organization. Young specialists who have not undergone internship in this organization are tested when applying for a job and are provided with consulting assistance.

The second stage is working with young specialists accepted into the organization. Young specialists are assigned a probationary period (from one to two years), during which they are required to complete an initial training course (detailed acquaintance with the organization). In addition to training, young specialists are provided with internships in departments of the organization for a year.

Based on an analysis of the work of young specialists over the year, their participation in ongoing events, and the characteristics given by the internship supervisor, the results of the internship are summed up and the first selection of specialists is made to be included in the reserve for promotion to leadership positions. All information about a specialist’s participation in the system of career and professional advancement is recorded in his personal file and entered into the organization’s personnel information database.

The third stage is working with lower-level line managers. At this stage, the selected lower-level line managers (foremen, site managers) are also joined by some workers who have graduated from evening and correspondence universities, successfully work in their teams and have passed testing. Throughout the entire period (2-3 years), specific targeted work is carried out with this group. They replace absent managers, act as their backups, and attend advanced training courses. After completion of the preparation stage, based on an analysis of the production activities of each specific manager, secondary selection and testing are carried out. Managers who successfully pass the second selection are offered for nomination to vacant positions of shop managers and their deputies, having previously completed an internship in these positions, or are included in the reserve and, when vacancies arise, are appointed to positions. The remaining employees who have completed the training continue to work in their positions; their horizontal movements are possible.

The fourth stage is working with line managers of middle management. At this stage, current promising shop managers and their deputies join the already formed group of young managers. The work is based on individual plans. Each person appointed to the position of mid-level manager is assigned a mentor - a senior manager to work individually with him. The manager-mentor, together with specialists from the personnel management departments, based on the analysis of the applicant’s personal qualities and professional knowledge and skills, draw up an individual training plan for him. As a rule, these are training programs on the basics of commercial activity, business relationships, advanced management practices, economics and law. At this stage of preparation, internships are provided for line managers of middle management in leading organizations with the preparation of action programs to improve the activities of the organization (division). A mid-level manager is tested annually, which reveals his professional skills, ability to manage a team, and professionally solve complex production problems. Based on an analysis of the test results of a particular manager, proposals for further promotion are made.

The fifth stage is working with line managers of senior management. Appointing executives to senior positions is a complex process. One of the main difficulties is choosing a candidate who satisfies many requirements. A senior management executive must have a thorough knowledge of the industry as well as the organization. He must have experience in the main functional subsystems in order to navigate production, financial, personnel issues and skillfully act in extreme socio-economic and political situations. Rotation, i.e. moving from one division of the organization to another, should begin in advance, when managers are in positions of lower and middle management. Selection for the nomination and filling of vacant senior management positions must be carried out on a competitive basis. It should be carried out by a special commission consisting of senior managers (directors of production, branches, chief specialists, etc.) with the participation of specialists from the relevant personnel management departments and, if necessary, the involvement of independent experts.

Rice. 9. Logical diagram of the process of managing career and professional advancement
line managers in the organization

As an example on rice. 9 a logical diagram of the process of managing the career and professional advancement of line managers in one of the machine-building joint-stock organizations is presented. When assessing and selecting candidates for a vacant managerial position, special methods are used that take into account a system of business and personal characteristics covering the following groups of qualities:

Social and civic maturity . These include: the ability to subordinate personal interests to public ones; the ability to listen to criticism and be self-critical; active participation in social activities; high level of political literacy.

Attitude to work . This group covers the following qualities: a sense of personal responsibility for the assigned task; sensitive and attentive attitude towards people; hard work; personal discipline and insistence on the observance of discipline by others; the level of aesthetics of the work.

Knowledge level . This group includes such qualities as having qualifications corresponding to the position held; knowledge of the objective principles of production management; knowledge of advanced leadership methods; knowledge of the capabilities of modern management technology and the ability to use it in one’s work; general erudition.

Organizational skills . These include: the ability to organize a management system and your work; ability to work with subordinates and with managers of different organizations; knowledge of advanced management methods; the ability to briefly and clearly formulate goals, express thoughts in business letters, orders, instructions, assignments, assignments; ability to create a cohesive team; ability to conduct business meetings; the ability to self-assess one’s capabilities and one’s work, as well as others; ability to select, arrange and secure shots.

Ability to manage a management system . This group is represented by the following qualities: the ability to make timely decisions; the ability to ensure control over their execution; ability to quickly navigate complex environments and resolve conflict situations; ability to maintain mental hygiene, self-control; self confidence.

Ability to maintain cutting edge . This group includes: the ability to see new things; recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

Moral and ethical character traits . This group includes: honesty, integrity, decency, integrity; poise, restraint, politeness; persistence; sociability, charm; modesty; simplicity. As well as good health, work experience at the given enterprise (including in a managerial position); neatness and neatness of appearance.

A number of developed foreign countries have interesting experience in managing the career and professional advancement of managerial employees, which is successfully used in our organizations.

On rice. 10 shows a typical scheme of career and professional advancement in one Japanese company. It includes a probationary period (1-3 years), during which an employee who comes after graduating from a university takes an additional exam so that the real value of a university diploma can be determined. Next, the employee undergoes an orientation course in the company’s affairs (from 2 weeks to 6 months). A number of checks are also carried out, including loyalty checks.

Rice. 10. Scheme of career and professional promotion of management employees
(Japanese model)

After the probationary period, the employee is assigned to a permanent job, and for 8-10 years there is a systematic rotation from position to position, from department to department, internship and foreign business trips. There is also a system of responsible assignments that become more and more complex over time.

By the age of 36, the employee is already well known to the company, and it can decide his future fate: send him either through the management personnel system or into a career as a specialist.

Since with a system of systematic rotation the employee knows that he will be promoted after a certain time and therefore needs to find a replacement, the renewal of managers and the movement of the personnel reserve for promotion are carried out more dynamically. After all, now many managers, fearing that they will get caught up, select their deputies according to the principle “the worse, the better.”

4.2. Work with personnel reserve

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees.

Personnel reserve plans can be drawn up in the form of replacement schemes, which have various forms depending on the characteristics and traditions of various organizations. We can say that replacement schemes are a variant of the development scheme of an organizational structure, focused on specific individuals with different priorities. Individually oriented substitution schemes are based on standard substitution schemes. They are developed by human resources management services for the organizational structure and represent a variant of the conceptual model of job rotation.

We have a wealth of experience working with personnel reserves in domestic organizations. Let's consider how it is carried out in Russian organizations.

The main stages of the process of forming a personnel reserve are:

drawing up a forecast of expected changes in the composition of management personnel;

preliminary recruitment of candidates for the reserve;

obtaining information about the business, professional and personal qualities of candidates;

formation of the personnel reserve.

The main criteria when selecting candidates for the reserve are:

appropriate level of education and training;

The decision to include workers in reserve groups is made by a special commission and approved by order of the organization.

For each employee (trainee), the internship supervisor (main) and the supervisor of each stage of the internship are approved, who draw up an individual internship plan at each stage.

The managers of trainees included in the personnel reserve group receive financial compensation for the trainee’s successful completion of the stages of the career and professional promotion system.

The intern is given an official salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

The responsibilities of the intern and the internship supervisor are given in table. 5.

Table 5. Responsibilities of the intern and internship supervisor

Trainee Responsibilities

Responsibilities of the internship supervisor

Complete the individual internship plan positively and on time;

at each stage of preparation, study and apply the job descriptions of the manager he replaces and take full responsibility for his area of work;

follow the comments of the internship supervisors, be guided by their comments and suggestions;

work to identify and use production reserves, introduce rationalization proposals, and save material resources;

complete the planned theoretical training in a timely and high-quality manner;

draw up a report on the work done after completing each stage of preparation and proposals for improving the organization of production and management;

personally observe and ensure compliance by subordinates with internal labor regulations, safety precautions, labor and production discipline.

Introduce the intern to new job responsibilities and the regulations of the unit;

develop, together with the intern, an individual plan-task for the entire stage of the internship and facilitate its implementation;

issue the trainee with specific production tasks to solve problematic issues with a certain deadline for their completion and an expected final result;

contribute to the formation of the necessary style and method of successful leadership in the trainee;

study the professional and personal qualities of the trainee, his ability to maintain business relationships with the team and managers at various levels;

prepare a report on the trainee’s work with proposals for its further use and submit it to the appropriate HR department.

5. Six effective methods of personnel management: what works in Russia.

Which HR management model is most effective for Russian companies?

What is the practical significance for Russian firms of studying their competitors?

Large studies of human resource management practices in Russia are rare, and therefore the dissemination of information about them is widely in demand in the market. The author offers brief information about the Russian part of the study of the impact of HR methods on firm performance, which was conducted by the Stockholm School of Economics in four countries: Russia, the USA, China and Finland.

The research hypothesis included an assumption about the impact of such universal methods of personnel management, proven in the West, as high salaries, variable payments, giving employees ownership rights, career advancement of employees, personnel training, performance evaluation and others. When conducting the study, the practice of using each of the listed methods was examined using the example of hundreds of companies, and their effectiveness was analyzed. The research tool was a questionnaire, the structure of which is presented in the article and the questions of which were asked to be answered by managers and a number of company employees.

It was important to collect the maximum amount of comprehensive information about management in each specific company, to identify trends characteristic of the Russian market, in a word, to conduct benchmarking in order to be able to provide this information to the companies’ personnel services.

The study showed that the most effective methods for influencing employee abilities, motivating them and improving performance in Russia are training and skill development, as well as performance and ability assessment.

To motivate employees, the following are used: career advancement of personnel within the company, remuneration, communications.

The practical significance of the study for Russian companies lies in the ability to use its results in two directions: when substantiating practical recommendations for the personnel services of the companies under study, as well as when conducting consulting projects in the field of human resource management in the future.

The Stockholm School of Economics, with financial support from the Swedish Research Council, conducted a study of the impact of the use of practical methods of human resource management in Russian companies on the results of their activities. The study is part of an international project conducted simultaneously in the USA, China, Finland and Russia.

Here is the Russian part of the study, which was based on an analysis of the work of 101 firms. The empirical study was carried out using a relatively new but dynamically developing multivariate method of structural analysis, which usually shows good results in conditions where the sample size is small and it is impossible to make a priori proposals about the distribution law of the available values.

6. Human resource management methods

The theory and practice of human resource management of successful foreign and Russian companies allows us to talk about the most important management methods from their arsenal. Let's consider these methods in detail.

Typically, higher salaries attract more applicants, which allows the organization to be more selective, favoring those candidates who are more inclined to learn. In addition, if salaries are higher than what the market dictates, then employees may perceive the additional income as a gift from the company, which usually motivates them to achieve the highest performance results.

There is an opinion that an indispensable condition for achieving competitive success is low labor costs. However, in practice this is not the case at all, since for most companies labor costs represent only a small proportion of total costs. Moreover, even if they are high, they are often compensated by an increase in the level of overall productivity.

In most cases, managers tend to overestimate the motivating value of money, trying to solve most organizational problems with its help. Giving employees ownership rights has two main benefits. First, employees who become co-owners of the company neutralize the classic conflict between labor and capital to the extent that they themselves represent the interests of both capital and labor. Second, employee ownership transfers company shares into the hands of company employees who are genuinely concerned about the company's long-term plans, strategy, and investment policies and are less willing to support various financial maneuvers. If employees have contributed to improved firm performance, then they have the right to want to share in the material benefits of those results. Public recognition, long-term job security, and fair conflict resolution can motivate employees just as much as money.

Let's consider a borderline case: if all the profits from the efforts of the workforce go to top managers or business owners, then over time the injustice of the situation will become obvious and will begin to seriously demotivate employees. Many organizations use variable incentive payments, leaving some part of the salary variable - making it dependent on output, quality, innovation and cooperation. Such a broad assessment of results mitigates the many negative consequences of using simplified incentive systems.

Of course, if we believe in the need for the absolute power of the market, in the fact that it is the market that must discipline capital, then vesting employees with property reduces the importance of the market mechanism, and therefore the efficiency of the market. However, current practice suggests that the benefits outweigh the disadvantages.

The final effect of vesting employee ownership largely depends on how exactly this procedure will be applied in each specific company. Experience shows that empowering employees has a positive impact on firm performance.

Typically, company management is very careful in sharing information with the bulk of employees, explaining that the information may leak to competitors. But if we recognize that people must be the source of competitive advantage, then they simply must obtain the information necessary to do what is required of them. Thus, information sharing can also be an effective HR management tool.

Career advancement of employees within the company. This method is a valuable addition to many other management methods. The presence of career growth opportunities strongly binds the employee and the employer. Promotes decentralization of management and delegation of authority, as it develops an atmosphere of trust between hierarchical levels of the organization. In addition, employees who occupy management positions know the business very well from the inside: the technology and processes they manage.

The opportunity for career growth within an organization is an important incentive to perform well at work. And although such career advancement is associated with monetary incentives (usually entailing an increase in salary), it also has a non-monetary component - increased job status, confidence in one’s own relevance in the labor market and a sense of self-fulfillment.

The most important benefit of promotion is that it creates a sense of fairness and objectivity among employees of the organization.

An integral part of any modern management system is employee training and development of their skills. It is not surprising that in such conditions the effect of training is not so obvious, although after completing it, employees return to their workplaces not only with new skills, but also determined to achieve excellent work results. Any training gives positive results only when the employee has the opportunity to apply the acquired knowledge at work. A common mistake most organizations make is that they constantly develop the skills of both managers and their subordinates, but do not change the structure of work, thus preventing people from doing something new.

Assessing performance and capabilities allows us to judge how successfully an organization achieves its goals. Secondly, most employees will try to demonstrate their best qualities when evaluating their performance, even if this does not immediately lead to concrete results. They are interested in developing their skills for the benefit of the organization when they know that the organization is truly interested in it.

The listed management practices are international. They are successfully used by companies all over the world, in contrast to methods that can only be applied in certain geographical conditions, i.e. methods related, for example, to American or Japanese management models.

However, this list is not exhaustive. Human resource management is a complex social process, and considering it in the light of individual components - the practices listed above - is only a way to obtain, as a first approximation, some characteristics of the personnel management process. Nevertheless, it can be assumed that the named basic methods are also present in effective human resource management systems in Russia.

7. Study of the effectiveness of practical methods of human resource management in Russian companies.

After identifying the main methods of human resource management that are characteristic of companies in several countries around the world, it was necessary to test the effectiveness of using the main methods of human resource management in Russian conditions.

Based on the experience gained from previous studies, a questionnaire containing more than 100 questions was developed at the Stockholm School of Economics in St. Petersburg.

They can be divided into four blocks:

general information about the company - its age, number of employees, field of activity, number of employees in the human resource management department;

information about the company’s human resource management system (the presence of a strategy for career advancement of employees within the company, programs for developing employee skills, reward systems for different categories of employees in the company, etc.);

non-financial indicators of the company's performance (level of employee motivation, staff turnover, average level of competence of individual groups);

financial indicators of the company's performance.

Companies that were selected according to the criteria of age (at least 3 years of operation) and size (the number of employees must exceed 15 people) were sent questionnaires in 2001. The final sample included 101 Russian firms. The response rate to the questionnaire was 28%, which is a good indicator for Russian conditions. The average duration of the firm's operation was 8 years.

The questionnaires were filled out by heads of human resource management departments or company managers if the company did not have a head of human resource management department.

In addition to the survey, in-depth interviews were conducted with several managers and employees in individual companies.

The ultimate goal of the project was to empirically test the relationships presented in the figure.

Empirical analysis of human resource management problems always involves two technical difficulties. Firstly, such a study must be sufficiently comprehensive, i.e., cover the entire field of human resource management. For example, the correlation coefficient between employee salaries and firm productivity is not very interesting, since it does not take into account other critical indicators that affect the salary-productivity relationship. Thus, during the study it is necessary not only to correctly select and accurately measure all the factors that influence the company’s performance, but also to take into account the complex structure of mutual relations between them.

Secondly, human resource management practices can hardly be directly measured using quantitative indicators. In practice, to identify even relative values characterizing the intensity of such socially complex variables, weighted sums of some simpler characteristics are used. At the same time, the researcher faces the need to justify the correct choice of such scales. For example, such a difficult indicator to measure as the social status of an employee can be assessed as a weighted sum of several more quantitative values: the level of total income, location of residence, level of education.

As the results of testing the research hypotheses showed, the use of human resource management methods has a positive effect on the level of motivation and abilities of company employees. In turn, the level of motivation and abilities of employees has a positive effect on the company's performance.

The study revealed a synergistic effect between motivation and employee abilities: the effect of their simultaneous impact exceeds the sum of the individual effects on the company's performance, which is really very important for practice - even a professional of the highest level will not demonstrate good results at work if he is not motivated to do it . On the other hand, even with high motivation, an employee will not be able to achieve high performance if he does not have Fig. A conceptual model of the influence of human resource management methods on the performance of companies with competencies required for this work.

The results obtained are of scientific interest, since for the first time the influence of human resource management methods on the activities of firms has been empirically tested based on Russian data. The results of the study convincingly demonstrated the existence of a positive relationship between human resource management practices and the performance of Russian firms.

These results are largely consistent with findings from work conducted in other geographic contexts by leading researchers in the field. At the same time, they made it possible to identify specific features that manifest themselves specifically in Russian conditions.

For example, the high heterogeneity of the labor market in Russia compared to other countries increases the relevance of work on the selection procedure for employees when hiring. In addition, Russian employees usually have a high level of education, but not in the field in which they work, which makes training and development programs for specific skills most effective.

The practical significance of the study lies in the possibility of using the results for Russian companies when conducting consulting projects in the field of human resource management. The technology of comparative analysis of competitors, aimed at finding the best practices (or, in a word, benchmarking), makes the results a necessary tool in a competitive environment.

Used Books.

1 Egorshin A.P. Personnel management: Textbook (Griffin of the Ministry of Defense of the Russian Federation). - M.: NIMB, 2007. - 1100 p.

2 Kibanov V.Ya. Fundamentals of personnel management: Textbook (GRIF). - 2nd ed., revised. and additional - M.: INFRA-M, 2007. - 447 p.

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Performance Management
Many countries (Great Britain, Canada, the United States of America, Australia, New Zealand, etc.) have introduced various performance management systems at the institutional (or organizational) and individual levels. The main task of such systems is to increase the efficiency of work at the level of both the organization and each of its employees. Different countries are at different stages of development
ty development of the performance management system. Some countries have performance management systems at the institutional level but no systems at the individual level, while others have emphasized the development of individual-level performance management systems but have underdeveloped organizational performance management systems. Individual countries are trying to implement performance management systems for both organizations and employees and, more importantly, to link and integrate these systems into the overall management system and production culture.
Performance management at the institutional and individual levels is determined by a set of performance indicators. Performance appraisal in relation to the performance of an organization is a tool for assessing the results of work performed in comparison with the defined program and goals of that organization. In relation to the work of an individual employee, this is an assessment of the results of the work performed in comparison with the goals and objectives set for that employee or group of employees.
In both cases, the assessment system includes: identifying tasks that the organization or employee must solve (this is the most difficult); documentary evidence of the “production process” of the transition of completed work into its result. For an organization, this means documentary evidence of the goods and services it produces; for an individual employee, this means documentary evidence of the results achieved by him; evaluation of results. For an organization, this means comparing the results obtained with the tasks set; for individual employees, this means comparing the results obtained with the tasks set in their contracts.
Performance indicators indicate the results obtained by an organization or an individual employee, but do not analyze these results (this is the task of the next program of detailed employee performance assessment, in which the employees themselves, managers and independent experts participate). Typically, performance evaluation includes 5 elements: effective

efficiency, effectiveness, economy, compliance and quality. Effectiveness is a relative concept and is often defined in comparison with certain norms and standards (for example: previous results achieved, a comparable program or organization, a budgetary indicator or a mission statement).
Based on the extensive experience of managers using performance management in the public and private sectors, one of the most widely used strategies includes 10 characteristics that characterize the most advanced performance management systems. These include: Result-oriented. In the assigned tasks, it is necessary to pay special attention to the real objectives of the organization or program, as well as to encourage staff to simplify the system of attracting other individuals and organizations to cooperation. Laconism and simplicity. If all tasks have the same priority, it means there are no priorities. If several tasks are set, it is necessary to clearly explain their essence and create a clear system for their assessment and performance management. Challenging but realistic tasks. All set goals and objectives, regardless of their degree of complexity, must be achievable. Classification "descending" and "ascending". Show employees exactly what they must do to complete each organizational task. Assist the organization in classifying tasks from the bottom up to align the functions of staff and departments, and then from the top down to ensure tasks are completed throughout the organization. Wide application. It is essential that performance measures be applied to the day-to-day activities of the organization. Information content. It is essential that performance data be communicated to staff. They should be distributed in writing within and outside the organization. Interactive information. Provide opportunities for staff (senior and middle managers, as well as
employees) analyze and discuss their performance data so that they are aware of their performance and can improve it if necessary. Update. Up-to-date and comprehensive information helps employees identify and solve problems. Segmentation. Dividing information into segments (by geographic region, customer group, industry sector, program, etc.) allows employees to evaluate their performance, draw conclusions from it, and improve it. Data. Rating accuracy is a critical component of a successful performance appraisal system.
One important note must be made here, which warns against ill-considered linking performance assessment with reward or punishment. Attention is drawn to the fact that a poorly structured incentive system can cause inaction or even unproductive behavior among staff.
The latest research in performance management at the individual and organizational levels
To date, a large number of theoretical and applied studies have been conducted on such an important topic as performance management methods at the institutional and individual levels. Below is a brief overview of these studies. One of the most important features of these studies is that all of them are mainly devoted to the development and use of incentives and rewards, including such questions as: how incentives affect performance and motivation; what does it mean
the negative impact of incentives and how to deal with it; how to best structure the system of incentives and rewards. The following key questions are addressed: When is it necessary to create a performance management system and does it make sense to tie goal achievement to monetary incentives? How does the introduction of incentives into such a system affect the performance of staff, as well as their motivation and behavior? What form should such incentives take?
What additional aspects does incentives bring to a performance management system? Is there a need for monetary incentives or is it enough to have set goals and feedback?
A large body of research on goal setting suggests that personnel who are given specific, challenging goals perform better than employees who are given "be your best" goals or no goals at all. . The assigned tasks perform 4 functions: draw attention to the task; mobilize efforts to implement it; stimulate problem solving; speed up the development of a task execution strategy. In other words, the assigned tasks: specifically indicate in which direction it is necessary to work; inform staff that there is no need to work excessively; remind staff that there is a visible end to work; and also encourage staff to complete the task as quickly as possible.
Research conducted in the field of feedback shows that staff who receive regular feedback on their performance perform better than staff who do not receive feedback. In addition, the use of comparative feedback is particularly useful. Studies that have compared feedback in
conditions in which an employee had the opportunity to compare his level with that of other employees, and in conditions where that employee could evaluate his or her skill offline, show that comparison has the greatest impact on employee productivity. The combination of the task and feedback gives a stronger effect.
What happens when this combination is complemented by monetary incentives? While assigned tasks and feedback increase productivity, additional monetary incentives can increase interest in completing a task and speed up further completion of the task. Whether incentives will have a positive effect on motivation or not depends on whether the incentives are chosen correctly.
When does reward have the greatest impact on staff motivation and performance?
The main model for understanding and predicting the impact of reward on employee motivation and performance is Vroom's expectancy model. The reliability and accuracy of this model has been confirmed over several decades of research. The model proves that the degree of impact of reward on the motivation and performance of staff is divided into three components: expectation, means and attractiveness. Expectation is the employee’s understanding of the existence of a strong connection between production and the result of work. If an employee works hard and devotes himself to his work, does this translate into improved results of his work? Or are there limiting factors that will reduce the additional effort to zero? The remedy is the employee's understanding of the existence of a strong connection between performance and remuneration. If an employee has good work performance, will he receive commensurate compensation? Or will his department's budget be cut? Attractiveness is the employee's assessment of the value of the reward. Does the employee care about the remuneration he receives? Or does he receive a reward that has no value?

Therefore, an effective system must take into account all three of these factors. At the same time, staff should know that: additional contribution to work will lead to good performance; good performance will lead to rewards; the remuneration is attractive and is expressed in decent pay.
Conducted research shows that if one of these factors is weakened, the incentive system will not be able to demonstrate any significant positive results. This suggests that it is necessary to take a particularly careful approach to the issue of forming and developing reward systems (monetary or any other form) in order to stimulate staff productivity.
These studies focus on the impact of incentives on individual employee performance. What about impact at the organizational level? Do organizations that use employee incentive systems actually show better performance results? There is evidence, but it is contradictory. Some scholars confidently conclude that linking pay to performance results in improved performance at the organizational level. Other scholars have concluded that prorated pay has no measurable impact on productivity at the organizational level. The discrepancy in the conclusions can be partly explained by the fact that these studies include a large list of incentive systems, for example: an increase in wages based on the professional qualities of the employee, the payment of one-time bonuses, employee participation programs in the profits of the enterprise. Moreover, these studies consider work results from the point of view of different indicators: qualitative characteristics or quantitative characteristics of the work performed, financial situation, perception of personnel, etc.
Forecast of negative effect from stimulation
Under ideal conditions, incentives can lead to increased motivation, additional contribution to work and increased productivity.
creators of activities. However, in reality, stimulation can also lead to negative consequences. The negative consequences that are most widespread and studied are employee dissatisfaction caused by the belief that the employee's attitude towards injustice is manifested. When rewards are paid in proportion to the work performed, staff will eventually adapt to the system. If the distribution of benefits, even to a small extent, is considered unfair by the employee, this can lead to serious problems.
Scientists tried to understand at what point staff are most likely to feel that the amount of compensation they receive is unfair and what their reaction will be. To study this issue, you can use the theory of justice of J. Adams, which, in various modifications, has been successfully used in research for several decades. A summary of the theory is this: When an employee evaluates how fair a reward is, he compares himself to others. He compares not only the reward received, but also his contribution to the work, as well as the ratio of reward to his contribution. Contribution to work involves effort, talent, and work experience. If this ratio is worse than that of his colleagues, then the employee views the reward distribution scheme as unfair. He will try to restore justice by bringing the elements of this ratio to equilibrium. Studies have shown that in this case, the most common way to restore justice is to reduce contribution to work. When he tries to find the reason for the current situation, then, most likely, these will not be internal, but external reasons (boss, organization, too intensive labor system). Therefore, it is not surprising that when an employee perceives relative injustice regarding the amount of remuneration received
barriers, there is a high probability that this could lead to theft, sabotage, bribery, corruption, politicking and staff turnover.
At the same time, when an employee evaluates the fairness of the remuneration received, a situation may arise when he discovers that the ratio of his contribution to remuneration is higher than that of his colleagues. In the short term, the employee's response may be to increase his contribution to the job to match the reward received. However, in the long run, there is a possibility that the employee may eventually conclude that the reward is commensurate with his contribution, rather than increasing his contribution.
When an employee compares his contribution/reward ratio with that of his peers, there is a good chance that he will have a lower contribution/reward ratio than they do. This happens because people tend to exaggerate their merits. In addition, people tend to compare their earnings with those of people who they perceive as making equal contributions to the job but earning more. Given these trends, it can be assumed that, most likely, the majority of employees will be dissatisfied with the remuneration they receive, believing that they are underpaid.
Solving the problem of the negative impact of incentives
How can a manager solve the seemingly inevitable problem of staff dissatisfaction with the discrepancy between compensation received and contribution to work? One solution to the problem is to reduce the share of an employee’s salary, which depends on the results of his work. This approach leads to a reduction in the positive impact of incentives on motivation and performance. Research conducted in this area shows that the most effective way to solve the problem of an employee's belief in unfair distribution of rewards is to introduce the so-called “fair distribution procedure”, i.e. process that determines the amount of remuneration.
Research into the impact of fair distribution of rewards has revealed an interesting relationship. Works
Nicks consider a high level of wages to be fair regardless of the method by which its size is determined. Workers consider low wages unfair only if the process by which the wage is determined is unfair. In other words, employees will tolerate distributions of rewards that they perceive as unfair as long as the method used to determine the rewards is fair. A method is more likely to be perceived as fair if it is implemented in an environment of openness and transparency, and where workers can participate by providing relevant information (for example, through bottom-up feedback).
How to structure the incentive process? What major contingencies were identified?
Given the level of interest in the issue of proportional pay in the public and private sectors, it is perhaps surprising that very little research has been conducted into the most effective way to structure incentive systems. This may be due to the difficulty of conducting comparative studies, which are both costly and time consuming. Scientists have determined that schemes with more intensive reward systems (a percentage of pay that is tied to performance and thus associated with risk) have a more positive effect on motivation and performance than schemes with less intensive reward systems. It is also well known that when designing incentives in groups, the smaller the group, the greater the impact the incentive has on motivation.
On what basis should incentives be implemented - group/organizational or individual? Conducted research shows that both principles have their advantages and disadvantages. The distribution of rewards based on the principle of individual performance is usually accompanied by increased pressure on each employee to perform better and take responsibility for the actions he undertakes.
actions, and also took even greater risks. When individual charts successfully identify top performers and lagging performers, the charts provide a valuable source of performance feedback. />When rewards are distributed based on group performance (usually meaning that each group member receives the same reward), group members demonstrate greater mutual respect for each other, high levels of self-esteem and self-control, low levels of anxiety and increased level of satisfaction from completing assigned tasks. Research in this area has shown higher levels of communication among group members when rewards are allocated based on group performance than when rewards are allocated based on individual performance, even when task performance does not require interaction between group members. Some studies have shown a higher level of sharing of experience and information among group members when rewards are distributed on a group basis. Other studies have shown that when rewards are distributed based on group performance, interaction and mutual assistance among group members increase.
Both principles of reward distribution have serious shortcomings. With an individualized approach, there is a greater likelihood that employees will withhold resources and information rather than share with their colleagues. A system of individual approach to the distribution of rewards can divide organization members into lucky and unlucky ones. Under these conditions, the highest performance rating will be assigned to a select minority, at least in theory. This situation can scare off primarily those people who need to improve their performance. Instead of trying to do better, they may view a low evaluation of their performance as a sign of incompetence or bias on the part of those conducting the evaluation. An organization may have a layer of dissatisfied employees who will consider
It means that they do not owe anything to their organization; moreover, they may not want it to prosper. Frontline workers may also suffer as a result of individual benefit sharing schemes. Several classic examples of the use of financial incentive plans indicate that this category of workers sometimes experiences ostracism and other negative social consequences.
Using a group approach can also lead to negative consequences. Instead of achieving top performance, group-based incentives may mean that lagging workers may not have incentives to improve their skills and increase their contribution to the job. The work enthusiasm of frontline workers may decrease or they may leave the organization. Alternatively, frontrunners may seek to encourage laggards to improve their performance. As a result, underperforming employees may feel a lot of pressure and criticism from the rest of the group, which in turn will further deteriorate their performance. In addition, group performance may be negatively affected by the fact that lagging workers are aware of their low status, which does not allow them to influence the state of affairs in the group or express their opinions.
Based on these studies and taking into account all the advantages and disadvantages of the above, we can conclude: it is necessary to use incentives based on the group principle of performance in cases where the interaction of employees and the exchange of information are particularly important for the completion of a task (for example, in projects involving specialists of various specializations and various organizations). The need for interaction and the degree of interdependence among workers are most likely determined by the complexity of the task at hand. Incentives based on the principle of individual performance are acceptable when the success of a task is based on the individual skill of the employee. This principle is more likely to apply to tasks that are less complex and not
require special interdependence from workers. In short, the structure of the incentive system should be determined by the nature of the work performed.
There is one question that must be answered: how should the structure of the incentive system be changed depending on the type of employee? Several decades ago, clear differences were identified between the way executives and middle managers are compensated compared to ordinary employees. Currently, in most cases these differences do not apply. Some studies have shown that pay-for-performance schemes are less acceptable to workers who are less willing to take risks. In a regime of variable, variable rewards, such workers are likely to consciously or unconsciously refuse to perform a task. Another study found that incentive intensity (the percentage of reward that is associated with risk) is higher at higher levels of the organizational hierarchy than at lower levels. This is considered normal, since employees at higher job levels have a greater influence on the success of the organization.
This brief review of the extensive research on performance measurement schemes at the individual and group levels provides some important information regarding the parameters that lead to success or failure in the design and implementation of such systems. However, it does not clarify which target systems work in which organizational and cultural contexts. We therefore turn to a brief review of the major research on goal-oriented systems being used in public sector organizations in a variety of organizational and cultural contexts.
Targeted Research
Comparative studies of pay-for-performance systems have been carried out in the British civil service (the first large-scale studies of their kind), which
which allowed us to draw important conclusions. They were attended by 5,000 employees of the Tax Administration and the Employment Service, two hospitals of the public health service, principals of primary and secondary schools, as well as people of various professions and occupations.
Introduced performance-based pay in the late 1980s. and a complete replacement of the time wage system in the late 1990s. made it possible to evaluate the results of these two payment schemes mentioned above.
The results of this study were generally consistent with the results discussed above. Based on this study, it was concluded that the introduction of a pay-for-performance system influenced an increase in the level of work volume among ordinary workers and middle managers who assessed their work. However, in this case, financial incentives mattered less compared to the more important role played by task setting and performance evaluation. The study specifically notes that improving goal setting can improve performance in two ways, and therein lies the main ambiguity: partly it can make goals clearer, and partly it allows managers to discuss raising levels of performance that may not always be realized. on a voluntary basis. The researchers concluded that in the case of ordinary workers, a more systematic approach is needed to the ways of setting and solving problems, as well as the interrelationship of all possible interests. Study of the recent proposal by the ruler
The UK government's proposal to introduce performance-based pay for school teachers comes to important conclusions and raises several key questions. The researchers concluded that incentive schemes do work, but they must be designed with great care and rigor to avoid unwanted and unintended negative consequences. Typical undesirable consequences include the desire of workers to achieve quantitative indicators at the expense of quality, as well as the promotion of advanced school teachers by appointing them to administrator positions, after which they cease teaching. Additional factors influencing performance The success or failure of a pay-for-performance scheme depends on a number of circumstances, which vary depending on the country in which it is applied. That is why the use of such systems in Russia requires their modification. According to research by the International Labor Organization (ILO), the success or failure of implementing a pay-for-performance scheme will largely depend on the following conditions: the existence of a tradition of collective bargaining; attitude of trade unions. For example, the negative attitude of the unions in Malaysia was an obstacle to the introduction of a pay-for-performance system there, while in Singapore the support of the unions in that country only accelerated the introduction of such a system; cultural factor. For example, systems that use a group approach to rewards may be culturally appropriate in some countries; HR strategies that use material rewards to implement the target strategy of the enterprise. Thus, organizations with low-cost production stimulate innovation, improvement of quality
fication and efficiency of its employees. For example, service companies use various performance-based pay schemes. They will have different HR strategies, and the objectives of the compensation system should correspond to them; the presence at the enterprise of a favorable labor climate that promotes the efficiency and quality of work performed. For example, businesses that encourage their employees to participate in workplace improvements perform better when using pay-for-performance schemes.
The results of work are influenced by the following factors: experience or professionalism, which are the basis of growth potential and require constant development through advanced training and retraining; attitude towards work, which determines the readiness to improve the employee’s performance and which must be combined with an adequate system of motivation and reward.
The compliance of enterprise employees with the above factors is the basis of effectiveness and the main task of the personnel management system.
In the system of providing motivation, it is necessary to pay special attention to those aspects that may be even more important than reward. These are, for example: reorganization of the work process; improving the qualifications of employees; participation of employees in the decision-making process; opportunities to put forward ideas and implement them; non-material encouragement; career growth; setting goals at the level of the individual employee and the organization.
The ILO study suggests the following “conditional directions” for the development of pay-for-performance systems: A pay-for-performance system should be designed to stimulate the results needed by the organization.
It is necessary to consult with employees when preparing a compensation plan (to determine the form of remuneration that would have incentive motivation) on issues of its effectiveness and distribution of rewards, as well as on monitoring the wage system. Remuneration criteria based on results must: be objective; be replaceable; be adequate to the results of work; provide feedback to all employees, not just managers; be well understood; provide control to employees. The internal reward system should be strengthened, including through consultation and interaction with employees, training, increasing employee job satisfaction, increasing his responsibility, and reorganizing the work process. The issue of the reward distribution scheme is as important as the amount of the reward itself, since its distribution affects the opinion of employees about the fairness of the scheme. The effectiveness of the adopted remuneration scheme also depends on the frequency of payments. Thus, rewards should follow directly from the work performed. The remuneration scheme must be communicated to all employees of the enterprise. The required level of performance must be achievable, otherwise the scheme will not have a motivational effect. The amount of payments must be clearly defined and directly dependent on the results of work.
Some comments on the issue of organizational and individual performance assessment

Experience and applied research allow us to make a number of important observations regarding the development and implementation of performance management systems at the organizational and individual levels.
Performance indicators at the organizational level are important but must be handled with great care, especially when they relate to individual contracts of individual workers. It is necessary to constantly discuss and clarify the meaning of performance indicators, otherwise they can distort the nature of the work of organizations, managers and ordinary employees. Performance indicators should be tailored to local conditions and may vary depending on the job responsibilities of those whose performance is being assessed and the requirements of those using the information and assessment results. At the operational level, performance indicators should address issues of a more specific nature (for example, resource management and production processes). At a higher executive level, indicators may address broader issues (eg, program effectiveness).
Performance appraisal can be a useful tool for determining the quality of work at the administrative level. Performance indicators can be used to evaluate whether the program being implemented meets its objectives. For example, in the road sector, a safety indicator (say, the number of accidents per 1 km of highway) can be used to prepare and supervise the implementation of plans. Performance measurement may be useful in enhancing the value of management reporting by identifying costs versus outcomes, but is unlikely to be used to link costs to outcomes. Let's say: managers at a certain level in healthcare can report on the number of vaccinations given, but the health status of the entire population as a whole cannot be a reporting indicator for them.
The use of performance indicators in a contractual labor system can be problematic. Even if the contract provides for payment from budgetary funds, the relationship between performance indicators and the allocation
resources will be indirect at best. Pay-for-performance systems can link some elements of performance to rewards for specific types of work and thereby help increase productivity. However, particular care must be taken in using a system that directly links performance to pay. Selecting appropriate indicators is a very difficult and delicate process. On the one hand, problems can arise if employees are held accountable for things beyond their control. On the other hand, focusing on things that employees can control can encourage them to focus on short-term results at the expense of long-term goals. Results-based systems can have the undesirable effect of “cutting off” or selecting clients who are the easiest to work with.
For example, if the subsidies a hospital receives are based on the number of patients on its waiting list, the hospital's management and physicians will have an incentive to keep non-critical patients on the waiting list for as long as possible while they care for other patients in the meantime (high quality care for a minority, low quality - for the majority).
The use of a performance assessment system for organizations and individual employees (top and middle managers, ordinary employees) assumes the existence of certain risks. The key question is how to reduce these risks in an environment where management and staff compensation is linked to performance targets. For example, the question of risk often relates to: goal shifting: when the focus is on quantitative indicators; narrowing the program horizon: when the focus is on its short-term objectives; data distortion: manipulation of reporting data and uncritical perception of them; the nature of the behavior of strategic management: a conscious decision to develop easily achievable goals;
constant focus on a specific goal: inability to adapt to changing goals; demoralization of staff: employees for whom performance indicators are not provided may perceive that their work is less important.
To avoid these risks, there are a number of methods that can be used to organize a performance measurement system. These include the following: methods for assessing performance must be well defined and consistent with program objectives; methods for assessing the quality of work must be clearly and clearly defined, and also understandable to employees; providing employees with the right to own property and buy out shares in the organization is of great importance, since it excludes the interpretation of the evaluation system in line with its use by senior management solely in order to achieve the greatest return from employees; the costs of developing, implementing and maintaining performance indicators should not exceed reasonable limits; performance indicators should be introduced consistently and gradually; performance indicators must be clear and controllable by the employee, agreed upon with him and reflected only in part of the employee’s total remuneration.
The practice of introducing effective methods of quality management is directly linked to local conditions. In this regard, the following questions arise: are these methods effective for Russia and can they be applied; what priorities, pace and sequence should be chosen; what is actually needed to use these methods in terms of organization, professional skills and resources.
As for the individual level of performance assessment, in this part individual contracts can be drawn up on the basis of job responsibilities accepted within the given
no organization. These job responsibilities are part of a job classification system that defines categories of different professions (for example, economist, social worker, school teacher, etc.) with different salary levels, with a given interval of salary changes within each type of profession. Contracts may use a job classification system and compensation differentials adopted within that classification. Remuneration in each specific case depends on how much the employee’s level meets or exceeds the level defined in the contracts drawn up by the managers of the company.
Canadian provincial governments have significant experience with performance-based pay at the executive level. The accumulated experience convinces that the implementation of a new remuneration system must begin with senior management employees of the organization. Contracts and performance-based pay systems were introduced in Canada in an environment where wages had been frozen for an extended period of time, senior management was being cut, competent leaders were leaving the government, the public system was unable to attract highly qualified specialists, and the existing At that time, the reward system did not incentivize people with exceptional abilities.
The new system used by the Canadian federal government has two components - standing obligations and core (or "at risk") obligations. For example, the risk payment for deputy ministers is 25% of the total remuneration.
Reform of the remuneration system raises some questions, the answers to which must be found before reform begins. Among such questions are the following: what is the possible potential for such changes; what “pitfalls” there may be; how much risk remuneration must be paid; how to draw up employee-employer contracts under such a system; what needs to be included in the contract as performance indicators; which
resources are available; what is the relationship between such contracts and the overall level of payment; to what extent and under what conditions performance-based pay can be introduced while overall remuneration levels remain very low; and finally, what are the main problems arising from the specific Russian conditions.
It is worth noting the experience of Korea, from which it follows that in order for the reforms to work, the level of remuneration for public service employees should be significantly increased compared to pay in the private sector. The Korean experience also showed that the country has serious problems associated with managerial bias. For example: managers tend to make judgments based on first impressions, which can often be erroneous and which can lead to a subjective analysis of the quality of the work performed. These errors can weaken confidence in the performance appraisal process.
It is worth noting the UK experience as well, since it can highlight the fundamental elements that are necessary for the effective implementation of organizational and individual contracts. For the UK, these fundamental elements include: clear and measurable organizational objectives, which were developed in the 1980s. as part of the creation of 140 executive bodies; experience in developing meaningful business plans for the above-mentioned bodies; experience (albeit controversial) of annual performance reviews for senior and middle managers and for ordinary employees; developing an operational logic chain to link individual performance to the results required by the organization; experience of reasonable compensation for public sector workers, despite significant management/union difficulties;
slow, gradual changes to reduce the number of “pay bands” and simplify their structure within the classification system; experience with performance management systems that were criticized as “biased and unfair”; taking effective measures to establish standards of conduct for senior managers as a complement to the standards adopted for individual government bodies; recognition of the need for additional training for all senior and middle managers who must be directly involved in the operation of the system. start="3" type="1">

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