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In this article, you will learn:

• What is the system of effective company management based on?
• What are the functions of effective enterprise management
• What are the principles of good governance
• Under what conditions is it possible to implement effective management
• What are the methods of effective management
• How to form a system of effective company management
• How to effectively manage staff

The effective development of economic processes is impossible without a well-coordinated modern management system. Any management structure in the dynamically developing conditions of the present time should be based on three pillars: the presence of progressive methods of management, a high level of management culture, and the widespread use of digital technologies. This article will consider the goals and objectives, as well as the conditions for effective management.

What is the system of effective company management

When we use the terms "efficiency" and "inefficiency", we do not mean any measurable quantity or characteristic. Specialists in different fields, such as: production engineer, politician, director, manager, marketer - speaking about the effectiveness and ineffectiveness of management, they understand the meaning of these words in different ways.

First, you need to define what is the generally accepted meaning of the term "management". Management is a system of actions through which a specific goal is achieved. The main figure in this system is the manager who possesses knowledge, skills, talent and is endowed with official powers. However, if the task is not implemented or is implemented with increased costs (money, time), it should be considered that the manager has not fulfilled his functions of effective management. Most likely, he did not fully deal with the problem, as the situation required. Consequently, the use of the term "ineffective management" is incorrect in relation to business, production, politics: management is either effective or absent altogether.

To talk about effective management, it is necessary to assess the work of the management apparatus (or specifically the manager) in dynamics, to study the quantitative and qualitative indicators, the results of the production (company) headed by him, and the development strategy. Naturally, the assessment of effective management must be comprehensive and objective.

The evaluation criteria for the management function are:

Targeted approach

The assessment takes into account the speed and quality of the implementation of the tasks facing the manager. Some consider the targeted approach in the management assessment process to be insufficiently objective. Even if all employees are motivated to perform a specific task, this does not mean that management is effective: in the course of activities, goals, their number, and contradictions between them can change.

Resource approach

With this approach, it is estimated how much of the firm's resources have been allocated for the implementation of the task. The result obtained must be commensurate with the resources expended.

Estimated approach

At the same time, the firm itself analyzes:

• their rating in the market space;
• profit for the current year compared to the previous one;
• their advantages / disadvantages compared to competitors;
• the speed of achieving the planned indicators, etc.

A complex approach

According to experts, this is the most objective evaluative approach, since it involves the application of several criteria at the same time.

It is necessary to understand that it is impossible to conduct an analysis of effective management without assessing the performance of a manager. The leader is the main link and engine of management, endowed with the maximum amount of authority.

The following criteria are used to assess the performance of a manager:

1. The level of education. Naturally, higher specialized education combined with a general outlook (literacy, the ability to formulate ideas, a wide range of knowledge in related fields, etc.) is the best baggage for a leader.
2. Competence. The ability to quickly navigate in different areas of the company, which he heads, is an irreplaceable quality of a manager.
3. Dedication, responsibility, resistance to stressful situations, confidence in the chosen path, composure when it is necessary to make decisions in emergency situations.
4. Physical and mental health.
5. High learning ability, lack of excessive conservatism.
6. Character warehouse, physical status, corresponding to the performance of the functions of the head.

4 functions of effective enterprise management

Practice shows that effective management requires four leading functions: planning, organization, creation of motivation, analysis of results. These functions are consistently interconnected through communication and decision-making, and the implementation of the latter provides for a return to the former, closing the management cycle.

Planning

This function provides for the formation of prospects for the production strategy, methods of movement towards the result. It deciphers how the employees of the company should act in order to achieve a single goal (a specific task is solved). Planning is a function that brings many people together to solve a single problem. At the same time, the amount of resources required to achieve the result is planned. Although even a well thought-out plan does not guarantee unconditional success.

Moreover, it is impossible to take into account all the details. But it's hard to work without a plan. Chuck Knight, director of Emerson Electric, once remarked, “Anyone who comes up with a five-year plan then throws it in the wastebasket a year later and starts planning again, which must be a little odd. But I have never seen a plan that lasted more than two years. And I also don't know a plan that doesn't get better from time to time in the process. " In any case, planning is a great school for company managers.

Organization

The organization provides for the creation of a certain structure, all components of which require unification according to some principle. It is necessary to develop a system of goals for the organization, tie personnel to it, connect information, material and financial resources. Before each performer, it is necessary to set a very specific task, to clarify what resources are needed to complete it and what structures should help him in solving the problem.

When Lucio Noto became the head of one of the world's largest oil companies, Mobil, he became aware of the scale of the management structure of this organization, characterized by a lack of mobility and scattered resources. Gradually, he abandoned divisions not related to the company's leading activities, eliminated links that duplicated each other's work, and began to reorganize the firm's bureaucratic apparatus. Over time, Lucio Noto turned the immense holding into a single, simply manageable organism. Five thousand people were laid off, but the company became more profitable and progressive.

Each leader has in his arsenal his views on the organization of the enterprise, adherence to a certain structure.

Experience shows that the technology of effective management, aimed at the final result, is most flexibly and synchronously adjusted in the course of solving current problems. In the words of Chuck Knight, this model can be called an "action-oriented organization." According to him, it does not matter in what structure or form the management is carried out, the main thing is that it continuously serves the cause: “Even if sometimes we will not have the best result, it is important to go forward and not stand still. In some divisions, we do not have a delineated organizational framework for the company. But if necessary, we will create the organizational structure that the employees want. We never had a goal to create a formalized system with all its intricacies and bureaucracy. We strive to group efforts to solve problems with the attraction of opportunities, and not to exist in an environment of conventions. "

Motivation

This is an important element that motivates employees to implement the tasks outlined in the plan. Managers of enterprises have always been engaged in creating motivation among workers for production achievements, sometimes even unconsciously. In ancient times, “carrot and stick” served as motivation, gifts and awards for those who distinguished themselves. Modern leaders need to know for sure that motivation is focused on meeting the needs of the performer, and they often change. The manager's instinct should suggest what needs of employees should be satisfied primarily through their interest in the work process.

Gordon Bethune, who managed to save Continental Airlines from collapse, wrote: “I have worked in quite successful companies like Piedmont and Boeing, and in very advanced ones like Branife Airways. However, the lack of success was almost always due to a lack of flexibility in the relationship between the manager and subordinates. So, it is important to emphasize the merits and praise the performer in time. For a person, attention and respect are important. But if the manager humiliates his employees, find fault with their work, they are unlikely to want to overwork and sacrifice themselves for the success of the enterprise. "

Control

An essential element to stabilize the successes achieved by the organization. Management control is presented in three sections. First you need to set standards. In order to know where we are heading, it is necessary to accurately identify the goals and determine the timing of their implementation. Further - to evaluate what is actually done and compare with what was planned. And, finally, it is necessary to regroup the goals if the situation has changed in such a way that what was planned before became irrelevant.

Karol Bartz, chairman of the board of directors and president of the Otodesk corporation, giving an interview, drew attention to the fact that people do not have enough responsibility to do quality work that is not controlled. “I have to supervise my daughter doing her homework. In the service, I am also used to checking the actions of employees. I would very much like my daughter, the people who work with me, to correctly understand the purpose of my control. And later, with the development of self-control, they paid attention to improving the quality of their work. "

The word "control" can be replaced by the expression "feedback". This means that success can be achieved only if the leader is always in the know at every stage of the movement towards the goal, in the know of the successes, difficulties and failures along the way. Karol Bartz has repeatedly emphasized that information about failures should be received as quickly as possible. It's easier to deal with flaws when we do not hide them, but strive to quickly fix everything and move on.

6 principles of good governance Yves Moro, partner of the Boston Consulting Group

1. Try to convey your vision of the problem to each employee so that the team understands what the leader is striving for.
2. Build the credibility of integrator managers with specific authority and incentives. This contributes to the creation of a supportive atmosphere between employees. Their task is to translate the spirit of competition into friendly partnerships. To increase the influence of integrators, it is necessary to remove unnecessary intermediate links of management, formalization in the structure of the enterprise.
3. Trust the staff. Leave more processes to be done on your own. Create conditions for employees to self-actualize, apply their knowledge and talent. Offer work that requires the interaction of several departments, let them establish relationships themselves.
4. Provide each employee with information about the stages of the production process in all departments of his chain. This will create the feeling that everyone around is doing one important thing and the overall result depends on the quality work of one link.
5. Create conditions for broad interaction. Try not to encourage localism in employees. It is much more important to get an overall result than positive individual indicators at individual levels of production.
6. Praise employees who are open to collaborative activities. Failures are often due to the fact that the employee did not ask for help on time or was denied this help. Encourage the initiative to help the laggards when the job is done.

If you apply all of the above components of effective management in your work, then success will surely come. This is confirmed by my eight-year practice. Now we will talk about the first principle of management. The other five rules will be discussed in the articles below.

What factors should be considered for effective company management

For management to be truly effective, there are a number of factors to consider. These include: the scale of production, the number of employees, the profile of the activity. Of course, a financial exchange, an agricultural cooperative, an industrial enterprise, a shopping center and a research institute are fundamentally different in the organization of labor, the qualifications of personnel and, accordingly, in the peculiarities of management. Different production goals, methods of achieving them, specific conditions for their implementation have a direct impact on the creation of an effective management system.

Among the factors influencing the receipt of stable results in management, there are internal and external - in relation to the subject of management. In addition, there are vectors of managerial activity - structural (focused on managing the production process) and activating (aimed at interacting with human resources). For each organization, they have their own specifics of influence on the effectiveness of the process.

The table shows these factors that influence the effectiveness of management:

External factors	Internal factors
Competitor activity	Stable team relationships
Fluctuations in customer solvency	Lack of coordination in the work process, supply disruptions, work overloads
Crises in economics and politics affecting the efficiency of the enterprise	Failure to comply with labor and production discipline by employees
Global changes in society, in the country	Absence of managers and employees due to illness
Structural reorganization in society	Events leading to disruptions or stoppages of production (strikes, rallies, etc.)
Natural disasters	Conflict situations in production
Unstable situation on the labor market: an excessive number of specialists of the same profile, unemployment, insufficient qualifications of workers	Rotation of personnel
Legislative acts on the regulation of social processes at the expense of employers	Reorganization of the company
Tightening tax and other payments for entrepreneurs declared by the government	Malfunctions of equipment, digital technology, communications
Migration processes that adversely affect the quality of life of the population	Criminal behavior of clients or staff: theft, deception, theft, technical vandalism
Significant fluctuations in financial and foreign exchange markets	Lobbying by influencers that promotes or hinders the organization's activities
Sudden fluctuations in demand in energy and raw materials markets	Property safety and labor protection costs
Political Processes Influencing Priorities in the State's Industrial Strategy	Employee creativity associated with invention and innovation
Implementation of modern technologies in the production of goods and services	Active involvement of employees of the organization in the development of a production development plan
Trade union claims to safety and working conditions	Control over labor results by the administration, progressive application of incentives and penalties
Involvement of the press and other mass media in order to form the image of the enterprise and its management	Formation of interest in each participant in the labor process in the end result and personal contribution to it

Structural factors management activities imply an objective and systematic approach to the organization of production, a pragmatic method of using material resources and technical skills. Activating factors should create the priority of initiative and creativity of employees, predict human behavior in a given situation. Production management will be effective when the manager organizes production taking into account both types of factors at the modern level. However, even effective management guarantees success only for a short period of time. The further situation will still require control.

In our studies, we were faced with the fact that leaders from Kazakhstan have a rather productive effect on structural factors, which cannot be said about their influence on activating factors.

Activating factors- these are elements of the organization of people management. The effective management system makes it possible to reduce the share of influence on the result of technical skills due to the better organization of work. It is very important for the leader to find the right approach both to his closest partners and associates, and to each member of the team. The factors influencing the style and methods of leadership are always of different polarities. Some influence constantly, others according to the situation. Of the constantly influencing factors, one can note the environment, indicators of social adaptation, characterological characteristics of the individual, the production situation, and from the temporary ones - the great practice of working as a manager, the stable psychotype of the leader, the interpersonal climate in the team.

The individual-situational style presupposes the flexible application by the leader of the norms of democracy and social partnership. This refers to partnerships with all participants in the production process, respect for cultural traditions, the use of elements of the native language by those in contact, which creates a comfortable interaction. In his practice, a leader must also take into account the peculiarities of the emotional sphere of employees of certain nationalities, since the professional environment is always very heterogeneous.

Methods and tools for effective management of a modern organization

The economy of the XXI century leaves a significant imprint on the development of big business. It is becoming more and more difficult to make money, and even more so to break into the ranks of the leaders. Requirements for the quality of goods and services are increasing, and production costs are reduced. At the same time, the demand for highly qualified personnel is growing, and the efficiency of management functions is increasing.

At its core, effective management contains a number of proven methods, which include strategic production management, self-organization and control.

Strategic management- this is a management that relies on human potential as the basis of the organization, orientates production activities to customer needs, flexibly responds to competitors' challenges and allows you to achieve advantages over them. Taken together, this gives the organization the opportunity to survive and achieve its own goals in the long term.

The global principle of strategic management is based on the regular analysis of internal and external conditions affecting the production system. At the same time, an adequate building of relations with personnel is taken as a basis, which makes it possible to activate employees to fulfill the set strategic tasks, especially when there are sharp changes in external factors affecting production.

At the heart of self-organization method the principle of self-improvement of the system lies. In 1990, P. Senge formulated the concept of the possibility of self-organization of complex systems in the process of evolution. The observations of the last decade have confirmed the characteristic of this phenomenon for the modern industrial world. Practice shows that in the near future diversified companies will break out to the forefront, in which the dedication of employees to their “native” firm and their ability to learn is more pronounced than that of competing firms. Self-learning organizations are guided by five principles:

• systematic improvement of professional knowledge and skills;
• focus on the implementation of a common task;
• collaborative learning on the job;
• systematic adaptation and improvement of thinking stereotypes of the management staff and specialists of the organization;
• integrated thinking.

One of the urgent tasks facing Russian enterprises is the development of methods that make it possible to organize training according to the new system within the company. The elements of self-organization should be considered:

• systematic professional development of each employee on the basis of self-training;
• creating conditions for fostering a high organizational culture;
• expanding the economic rights of workshops, divisions by increasing the degree of trust on the part of management;
• delegation of management functions to working groups (teams);
• encouraging internal entrepreneurship (intrapreneurship);
• joint discussion and adoption of goals that reflect the interests of the entire enterprise, individual groups, each employee. Continuous contact on these issues between managers of the horizontal and vertical of management;
• the introduction of pay based on the result of work and employee activity.

The idea of ​​self-learning structures in the modern world can be considered a strategic basis for the effective management of domestic companies.

Controlling method consists of a set of standards for good governance. Controlling combines a system of planning, development, analytics, accounting and control functions, information interconnection, motivation for the labor process, incentives at all levels. It includes:

• detailed analytical process of production and financial activities of the enterprise;
• emergency analysis of financial indicators of controlling;
• comprehensive standards based on balanced scorecard (BSc);
• accounting for management decisions;
• structural accounting and reporting;
• methods of margin analysis;
• budget evaluation criteria;
• analysis by sections "plan" - "fact" with control over deviations.

The strategic task of controlling is to direct the management process towards solving global and current problems. In practice, this looks like stimulating managers of all levels to make independent decisions by providing the necessary information adapted to solving problems and delegating rights. As a result, it turns out that controlling helps to "manage management" by combining planning, accounting, control and analysis of the enterprise.

Historically, the name "Controlling" originated in England. However, the further development of controlling was greatly influenced by the German School of Business Administration. Due to its effectiveness, controlling is constantly developing and improving.

Allocate a list of functions that controlling performs:

• planning - the formation of urgent, current, long-term tasks and ways of their implementation;
• collection of information and accounting for the implementation of the plan for the financial and production indicators of the enterprise. Unlike accounting or tax accounting, its result is designed for use by many employees of the organization;
• analysis of production processes in a certain time interval;
• control over the compliance of the fulfilled with the planned.

The ultimate goal of controlling is the orientation of management decisions towards the implementation of the strategic objectives set by the enterprise. For this, the coordination of management in the course of production development must be continuous. It is necessary to provide all links of the management system with complete information for making management decisions, to advise and help in their activities.

Controlling methods have two points of application:

• the scope that defines the tasks;
• validity period - operational or strategic.

The purpose of strategic controlling- to contribute to the full functioning of all divisions of the enterprise in order to fulfill its strategic mission. He contributes to the correct alignment of the personnel management system for solving global planned tasks. Strategic controlling allows you to identify the reasons for deviations of actual indicators from planned ones for a timely response from managers, correction of the development of the production process in order to prevent potential problems and failures.

The purpose of operational controlling- a system that ensures the full implementation of the current tasks of the enterprise and the prompt adoption of timely decisions to optimize production, taking into account the costs and profits at the moment. Operational controlling involves an analysis of the profitability of invested funds, liquidity, labor productivity and provides an assessment of the effectiveness of company management in a short period of time. Traditional indicators for it are: comparative analysis method, deviation method, index analysis, additive models, plan-factor analysis. The indicated indicators are applied based on the specifics of production and the external environment. For example, if a company entirely occupies any market niche, competitor analysis is impossible, and the main emphasis in this situation is on careful budget planning.

It is necessary to carefully use controlling systems in enterprises, the revenue side of which is directly related to the implementation of the creative potential of employees. An overdose of control can provoke a decrease in motivation and, as a consequence, a negative result in indicators.

It should be noted that enterprises using controlling methods achieve tangible economic benefits. By accumulating intermediate data on the results of the enterprise's activities, it is easier to carry out the planning procedure, work out the right decisions, and organize the timely delivery of information to all interested parties.

Formation of an effective management structure based on the concept of economic added value

Reorganization is understood as a large-scale transformation of the structural components of the organization, its management while maintaining production potential and fixed assets. The legislation deciphers in detail the process itself and the documentation accompanying the reorganization of the enterprise.

The main task facing the structures conducting the reorganization is the creation of a modern, dynamic and efficient management system. Before starting the reorganization process, it is necessary to conduct an objective diagnosis of the management's work at the current stage. As a result, the segments that need to be reorganized will be identified.

Any financial success in one way or another is due to the effective management of the enterprise. The EVA indicator is the basis of the financial management system, which creates uniform conditions for making adequate decisions at all levels of management. The use of this indicator makes it possible to predict the need for management decisions in a particular area and monitor their results uniformly for all personnel.

One of the estimated indicators of management efficiency is the value added indicator. He often speaks:

• as a tool by which the real profitability of an enterprise is measured;
• as a tool that demonstrates to the management of the enterprise how to stimulate profitability;
• as a non-standard approach to the concept of profitability (transition from calculating return on investment (ROI), measured in percentage terms, to calculating economic value added (EVA), measured in monetary terms);
• as a tool that stimulates the activity of enterprise managers;
• as a starting point for increasing profitability mainly due to more rational capital turnover, and not due to cost savings in its application.

The main role of the EVA indicator is assigned to measure and analyze the "excess" value received from investments: operating profit should exceed the weighted average cost of capital used in monetary terms. If the calculations using the EVA indicator do not lead to the desired result, then the shareholders, owners or investors of the company will not see real profit, and it makes no sense to invest in such production. The EVA indicator "highlights" the quality of managerial decision-making: if it has a positive value, it means that the invested capital is used efficiently and increases the value of the company itself. If the EVA is zero, then the owners of the company's capital have received a rate of return that compensates for the risk. Negative EVA values ​​indicate ineffective management and a decrease in the company's value.

Since economic value added is related to the weighted average of the cost of capital, this indicator can objectively determine the rate of return on capital. In this case, the funds received from investments can be calculated separately. It should be noted that the main thing when calculating EVA is the assessment of the company's market value in a given period. In fact, the EVA indicator reflects the actual increase in the market value of the enterprise in the case of an effective management system.

The factor of expectation of EVA values ​​directly determines the value of prices for the company's shares: in an unstable situation on the market, this indicator is unstable, and the share price will fluctuate. However, it is impossible to predict the relationship between EVA and the stock price of an enterprise for a short time period. Profit planning must always be linked to planning the structure of production and the price of capital - this is the main task of enterprise management. A professional management team will always achieve better planning and EVA scores. Therefore, at the largest Western firms, the managers' premium depends on the EVA indicator, and therefore, they are very interested in increasing this indicator.

Now is the time to break down your EVA. This will help to identify the structures of the company that are not working effectively enough. In the event that a unit cannot receive positive economic added value, it makes sense for the leadership core to make a decision on a more rational use of funds.

The EVA score can "start" the incentive and reward systems applied at all levels of the organization. It can perfectly replace monitoring studies. With EVA, managers will be motivated to make informed investment decisions. However, if the salaries of managers, especially junior managers, are directly related to their initiative and contribution to economic added value, it is necessary to give them the right to make independent decisions, then their work will become even more responsible and efficient.

As a result, the enterprise reorganization program allows its "owners" to create:

• the progressive structure of the enterprise and its organization on new management principles, in particular, the redistribution of responsibility measures among the personnel;
• progressive personnel policy (due to the need to improve the qualifications of employees who have been delegated the right to make decisions, systematically stimulate their work).

What is effective HR management based on?

At present, effective management should be understood as such management, in which the manager (management department) manages to create such conditions for work, when each employee with full dedication participates in the development of “his” enterprise, worries about the quality of work, and makes proposals for its improvement. Then high results are guaranteed.

If the management system is carefully thought out, verified specifically for a particular enterprise and takes into account the characteristics of products and the relationship of personnel, then it is quite possible to significantly improve the results of the company's activities. At the initial entry into the market, an enterprise needs strong personnel, and this is difficult to achieve without an “advanced” HR brand.

The company must position itself as a proven, successful employer, then job seekers will find it themselves. To promote your company on the market, it is advisable to take into account the experience of other companies in the field of your business. What should attract the attention of candidates when getting acquainted with the proposed job:

• comfortable working conditions;
• adequate, timely payment;
• a system of additional rewards for activity and high results;
• favorable psychological climate in the team, team feeling.

Then the work of the management system is "switched on": an active and personnel reserve is selected, which is entrusted with the creation of motivational systems. Thus, there is a formation of working conditions that may be of interest to candidates.

Recruiting as one of the most important aspects

Most of the companies operating in the Russian Federation operate in a competitive environment. Competitive struggle is being waged, including for new personnel. Therefore, choosing decent workers is not easy. Sometimes it is more difficult to find a person in the clerical department than to find a competent lawyer.

For effective personnel management, you need to form a profile (functional responsibilities in detail) for each of the positions in order to have an idea of ​​what knowledge and skills a future employee should have. Performance requirements should be objective, do not violate the corporate culture of the company and be consistent with the scope of its activities. It is imperative to study both the personal qualities of the candidate and his professional skills (according to the characteristics from the previous place of work).

The more experienced and more competent job seekers always have an advantage. At an interview, HR specialists test future employees using mini-tests: it is important for them to identify how motivated the candidate is for the proposed job, what professional skills he possesses.

The last word in hiring a newcomer rests with the head of the department or the deputy head of human resources.

Further, the applicant will be offered training and internship. These stages are very important, because it is here that the future employee gets acquainted with the internal mechanisms of the company, called corporate culture. At the end of the training course, final testing is carried out according to the rules and tolerances developed in this particular company. Special curators from experienced staff prepare the trainee for the test. In addition, during the period of work, the employee will be repeatedly offered compulsory and optional courses for advanced training. This will allow the employee to engage in self-improvement.

Employee motivation

It is important to select the most interested people for training. But one of the goals of the training is to motivate them to perform their work competently and responsibly. In addition, it provides for a more respectful attitude of the employee to the enterprise, the unification of personnel with a common idea. Among the motivating factors, two main blocks are usually considered: material and non-material incentives.

It is important that the material side is represented by a transparent and simple remuneration system. Employees need to know the criteria for evaluating the work for which they are paid. They need to know:

• how the management evaluates their work;
• how they can increase their salary;
• whether their work is objectively assessed;
• whether the reward system is fair.

Most often, companies use a time-based bonus system of remuneration. For a certain number of hours per month, an employee receives a salary. And remuneration in the form of bonuses, lump sums, bonuses, etc. is paid depending on the achievement of indicators that exceed the planned ones (sales volumes, the number of clients brought in, the quality of their service, etc. are taken into account).

Within the enterprise, there should be its own regulations governing wages for each employee (or categories of employees). There should also be information on possible stages of professional development, which affects the assessment of the work of employees.

Intangible incentives play a significant role in a properly organized management system. Expanded corporate competitions for the best in the profession, a positive assessment of leading employees, and their reward increase the credibility of the enterprise. Personal congratulations on holidays and birthday are very stimulating for employees. And joint participation in the celebration of the company's anniversary strengthens the common idea of ​​the organization.

Internal interaction

The leading rule on which effective personnel management is based, calls for attentiveness to the suggestions / wishes of employees, try to understand them and help if necessary. This rule should not be ignored by either the executive or the recruiter. Creating 50 percent accessible feedback ensures success in HR management. An employee of any link should know that if questions and suggestions arise, he can at any time contact the head of the structural unit, mentor and even the head of production, and he will certainly be listened to. To avoid latent conflict situations among employees, it is necessary to monitor the mood of the team. Information about this can be obtained by means of anonymous questionnaires. With the help of such monitoring, you can find out:

• about shortcomings in the work of individual managers;
• about difficulties in the production process and ways to eliminate them;
• about psychological "knots" in the unit, which urgently need to be "unleashed" before the conflict spreads to the entire team.

It is necessary to stimulate the process of making proposals for improving the work by the employees themselves. Timely established feedback will help to quickly make an effective management decision. All staff wishes should be considered by the management team promptly.

Career management

Effective management involves encouraging employees to advance their careers. The inability to advance up the career ladder leads to a loss of interest in the labor process and the risk of dismissal of promising personnel.

Promotion is carried out not only based on the results of production results shown by employees, but also by assessing the level of qualifications and motivation for self-improvement. The promotion can apply to employees of all structural divisions. Thus, a significant percentage of vacancies can actually be filled with the help of personnel reserves prepared within the enterprise.

Large enterprises use a system of so-called internal mobility. Current staff are primarily selected as candidates for the new leadership position. This is a fairly common practice. Sometimes, for the sake of interesting and promising work for the benefit of their native enterprise, employees change their place of residence.

Well-coordinated work of a team of people who know each other well, united by a common idea, can provide guaranteed business success. Especially when management stimulates the process of improving knowledge and dedication. If management approaches each employee with a creative and enthusiastic approach to communicating ideas, then the feedback will certainly work, and the team will spare no effort and time to achieve the goal that impressed them.

State educational institution of higher professional education

Chelyabinsk State University

"The effectiveness of personnel management methods."

Completed by: Khuzhina E.Sh.

Checked by: M.V.

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

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

Human resource management in the organization ……………………………………… ... 14

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

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

Human resource management methods ………………………………………… ....... 30

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

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

1. The concept of personnel management in the 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 personnel management and social development of the team, but most of the work on personnel management was performed by line managers of departments.

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

Personnel departments are neither methodical, nor informational, nor a coordinating center for personnel work. They are structurally separated from the departments of labor organization and wages, departments of labor protection and safety, legal departments and other departments that perform the functions of personnel management. To solve social problems, social research and service services are created in organizations.

Personnel management services, as a rule, have a low organizational status and are professionally weak. As a result, they do not perform a number of tasks related to personnel management and ensuring normal working conditions. The most important of them are: socio-psychological diagnostics; analysis and regulation of group and personal relationships, management relationships; management of industrial and social conflicts and stresses; information support of the personnel management system; employment management; assessment and selection of candidates for vacant positions; analysis of human resources and staffing needs; HR marketing; planning and control of a business career; professional and socio-psychological adaptation of employees; labor motivation management; legal issues of labor relations; psychophysiology, ergonomics and work aesthetics. If in the conditions of the command-administrative system, these tasks were considered as secondary, then during the transition to the market they came to the fore, and each organization is interested in their solution.

The basis of the concept of personnel management of an organization is the growing 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 carry both great opportunities and serious threats to each individual, the stability of his existence, 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 to implement, to generalize a whole range of issues of adaptation of an individual to external conditions, taking into account the personal factor in building an organization's personnel management system. In aggregate, there are three factors that affect people in an organization.

The first is the hierarchical structure of the organization, where the main means of influence is the relationship of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral attitudes that are developed by a society, an organization, a group of people, which regulate the actions of the individual, force the individual to behave this way and not otherwise 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, balance of interests of the seller and the buyer.

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

During the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, practically unlimited executive power to market relations, 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 its employees, and outside it is 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, and not to waste; to the initiator, not to the thoughtless executor. Move to social norms based on common economic sense, not forgetting about morality. Hierarchy will recede 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 policy and coordinate the activities of human resources management 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 the organizations, the characteristics of the products. In small and medium-sized organizations, many personnel management functions are performed mainly by line managers, and in large organizations, independent structural divisions are formed to implement the functions.

In a number of organizations, personnel management structures are being formed, uniting, under the unified leadership of the Deputy Director for Personnel Management, all divisions related to work with personnel. On rice. 1 the composition of functional subsystems of the organization's personnel management system is given, combining homogeneous functions, the carriers of which are various departments for work with personnel. Depending on the size of organizations, the composition of departments will change: in small organizations, one department can perform the functions of several subsystems, and in large organizations, each subsystem is usually performed by a separate department.

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

Subsystem of working conditions	Subsystem of labor relations	Subsystem for registration and accounting of personnel	Personnel planning, forecasting and marketing subsystem	Personnel development subsystem
compliance with the requirements of the psychophysiology of labor	analysis and regulation of group and personal relationships	registration and accounting of admissions, dismissals and transfers	development of a personnel management strategy	technical and economic training
compliance with the requirements of work ergonomics	analysis and regulation of management relations	information support of the personnel management system	analysis of human resources	retraining and advanced training
compliance with the requirements of technical ethics	management of industrial conflicts and stresses	career guidance	analysis of the labor market, planning and forecasting the need for personnel, organization of advertising	work with the personnel reserve
occupational health and safety	socio-psychological diagnostics	employment provision	personnel planning	planning and control of a business career
environmental protection	adherence to ethical standards of relationships	interconnection with external sources providing the organization with human resources	professional and socio-psychological adaptation of new employees
union management	evaluation of candidates for a vacant position
ongoing periodic staff appraisal

Subsystem for analysis and development of labor incentives	Subsystem of legal services	Social infrastructure development subsystem	Subsystem for the development of organizational structures of management
rationing and tariffication of the labor process	solution of legal issues	catering	analysis of the existing organizational structure of management
development of wage systems	coordination of administrative documents for personnel management	service management	design of the organizational structure of management
use of incentives	solution of legal issues of economic activity	development of culture and physical education	development of staffing table
development of forms of participation in profits and capital	health and recreation	building a new organizational structure of management
work motivation management	childcare
management of social conflicts and stress
organizing the sale of food and consumer goods

Generalization of the experience of domestic and foreign organizations makes it possible to form the main goal of the personnel management system: the provision of personnel, the organization of their effective use, professional and social development. In accordance with these goals, the organization's personnel management system is being formed. As a basis for its construction, principles are used, that is, rules and methods developed by science and tested by practice.

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

There are two groups of principles for building 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 of development of a personnel management system (Table 1.). All principles of building a personnel management system are implemented in cooperation. Their combination depends on the specific conditions for the functioning of the organization's personnel management system.

Table 1. Principles of building a personnel management system in an organization

Principles characterizing the requirements for the formation of a personnel management system
Conditionality of the functions of personnel management by the goals of production	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, the requirements for employees and their number depend on the content, number and labor intensity of the personnel management functions.
Optimality of the ratio of intra-infrastructures of personnel management	Determines the proportions between the functions aimed at organizing the personnel management system (intra-functions) and the functions of personnel management (infra-functions).
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 retirement of individual employees should not interrupt the process of performing any management functions. For 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.
Cost-effectiveness	It assumes the most efficient and economical organization of the personnel management system, a decrease in the share of costs for the management system in the total costs per unit of output, and an increase in production efficiency. If, after measures to improve the personnel management system, the costs of management have increased, then they should be overlapped by the effect in the production system obtained as a result of their implementation.
Progressiveness	Compliance of the personnel management system with advanced foreign and domestic counterparts.
Perspectives	When forming a personnel management system, the prospects for the development of the organization should be taken into account.
Complexity	When forming a personnel management system, it is necessary to take into account all the factors affecting the management system (relations with higher authorities, contractual relations, the state of the management object, etc.).
Promptness	Timely decision-making on the analysis and improvement of the personnel management system, preventing or promptly eliminating deviations.
Optimality	Multivariate study of proposals for the formation of a personnel management system and the choice of the most rational option for specific production conditions.
You just	The simpler the HR system, the better it works. Of course, this excludes the 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.
Hierarchies	In any vertical sections of the personnel management system, there should be a hierarchical interaction between management levels (structural divisions or individual managers), the fundamental characteristic of which is asymmetric transmission of information "down" (disaggregation, detailing) and "up" (aggregation) along the management system.
Autonomy	In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers should be ensured.
Consistency	Interactions between hierarchical links along the vertical, as well as between relatively autonomous links of the personnel management system horizontally, should 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 for special "local regulators", which, when deviating from the given goal of the organization, put this or that employee or unit 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, economic, economic, legal, etc.
Transparency	The personnel management system should have a conceptual unity, contain a single accessible terminology, the activities of all departments and managers should be based on common "supporting structures" (stages, phases, functions) for different economic content of personnel management processes.
Of comfort	The personnel management system should provide maximum convenience for the creative processes of justification, development, adoption and implementation of decisions by a person. For example, selective printing of data, a variety of processing, special design of documents with the highlighting of essential information, their harmonious appearance, the elimination of unnecessary work when filling out documents, etc.
Principles defining the directions of development of the personnel management system
Concentration	It is considered in two directions: concentration of efforts of employees of a separate division or the entire personnel management system to solve basic problems, or as a 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 allocated). Separate divisions are formed, specializing in the performance of groups of homogeneous functions.
Parallelism	It involves the simultaneous implementation of individual management decisions, increases the efficiency of personnel management.
Adaptability (flexibility)	It means the adaptability of the personnel management system to the changing goals of the control object and the conditions of its work.
Continuity	It assumes a general methodological basis for work to improve the personnel management system at its different levels and by different specialists, their standard design.
Continuity	No interruptions in the work of employees of the personnel management system or departments, reducing the time spent on documents, downtime of technical controls, etc.
Rhythm	Execution of the same amount of work at regular intervals and the regularity of repetition of personnel management functions.
Straightness	The orderliness and purposefulness of the necessary information to develop a specific solution. It can be horizontal and vertical (relationships between functional units and relationships between different levels of management).

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

Table 2. Classification of methods of analysis and construction of the organization's personnel management system

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

Let's reveal the essence of these methods.

System analysis serves as a methodological tool systems approach to solving the problems of improving the personnel management system. The systematic approach orients the researcher towards disclosing the personnel management system as a whole and its constituent components: goals, functions, organizational structure, personnel, technical means of management, information, methods of people management, management technology, management decisions; to identify the various types of connections of these components between themselves and the external environment and bring them together into a single holistic picture. An external environment for personnel management is not only other subsystems of the management system of a given organization (for example, a subsystem for managing external economic relations, etc.), but also external organizations (suppliers and consumers, higher-level 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 definition 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 whole, that is, to synthesize. In this case, the method of decomposition modeling is applied, where the models can be logical, graphic and digital.

Sequential substitution method allows 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. The 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 normative state or state in the past period. It should be borne in mind that the comparison gives a positive result, provided that the systems under study are comparable and that they are homogeneous.

It is possible to expand the boundaries of comparability by eliminating the factors of incompatibility.

Dynamic method provides for the location 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.

Method of structuring goals provides for a quantitative and qualitative justification of 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, their deployment in a hierarchical system, establishing the responsibility of departments for the final results of work, determining their place in the production and management system, eliminating duplication in their work are an important prerequisite for building a rational personnel management system. When structuring, interconnection, completeness, comparability of goals of different levels of personnel management should be ensured.

Expert-analytical method improvement of personnel management is based on the involvement of highly qualified personnel management specialists, management personnel of the enterprise in the improvement process. When using this method, it is very important to work out the forms of systematization, recording and clear presentation of the opinions and opinions of experts. Using this method, the main directions of improving personnel management, evaluating the results of the analysis and the causes of deficiencies 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, criteria for constructing the structure of the management apparatus of the organization as a whole and the personnel management system (control rate, degree of centralization of functions, number of management steps, number links, size of divisions, the order of subordination and interrelation of divisions), division and cooperation of labor of managers and personnel management specialists of the organization.

More and more widely 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 determine 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 such an option for building a personnel management system or performing a particular function of personnel management, which requires the lowest costs and is the most effective in terms of final results. It allows you to identify unnecessary or duplicate management functions, functions that are not performed for one reason or another, to 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 a set of indicators of one personnel management system with a set of indicators of another similar system, but only one (1st, 2nd or 3rd component).

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

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 received method of analogies. It will consist in the application of organizational forms that have justified themselves in functioning personnel management systems with similar economic and organizational characteristics in relation to the system under consideration. The essence of the analogy method lies in the development of standard solutions (for example, a typical organizational structure for personnel management) and defining the boundaries and conditions of their application.

An effective method of using standard solutions when improving personnel management is block method typification of subsystems of linear-functional and program-target structures. Typical block solutions are linked together with original organizational solutions in a single organizational personnel management system. The block method accelerates 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 evokes new ideas from other participants in the meeting, and these, in turn, generate the following ideas, resulting in a stream of ideas. The purpose of the creative meeting is to identify as many options as possible for improving the personnel management system.

Shared notebook method("bank" of ideas) allows you to combine the independent presentation of ideas by each expert with their subsequent collective assessment at a meeting to find ways to improve the personnel management system.

Test Questions Method is to activate a creative search for a solution to the problem of improving the personnel management system using a pre-prepared list of leading questions. The form of the questions should be such that they contain a "hint" about what and how to do to solve the problem.

Method 6-5-3 is designed 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 members, who, in turn, based on the options already proposed, write three more ideas, etc. At the end of this procedure, 18 variants of solutions will be recorded on each of the six sheets, and there will be 108 variants in total.

Morphological analysis is a means of studying all kinds of combinations of options for organizational solutions proposed for the implementation of individual functions of personnel management. 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, then we get a morphological matrix. The idea behind this method is to break a complex problem into small subtasks that are easier to solve individually. In this case, it is assumed that the solution to a complex problem consists of solutions to subtasks.

The greatest effect and quality of the personnel management system is achieved when the system of methods is applied 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 instance , functional cost analysis (FSA) personnel management system as a universal method allows applying a system of methods during its implementation. 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, the object of the FSA is selected, the specific tasks of the analysis are determined, a work plan and an order to conduct the FSA are drawn up. Methods are used here: self-examination, interviewing, photographs of the working day, questionnaires, etc.

At the information stage, the collection, systematization and study of information characterizing the personnel management system or its individual subsystems, as well as data on similar systems, best practices for improving management are carried out. The same methods are used here as in the preparatory stage.

The analytical stage is the most time consuming. It is used for the formulation, analysis and classification of functions, their decomposition, analysis of functional relationships between divisions of the management apparatus, the cost of performance and the level of quality of functions are calculated. Here the degree of significance of functions and the reasons for their discrepancy with the level of costs and the quality of implementation of functions are determined. Excessive, harmful, unusual, duplicated functions are revealed. The tasks of finding ideas and ways to improve the personnel management system are formulated. At this stage, the analysis methods are used, given in table. 2.

At the creative stage, ideas and ways of performing management functions are put forward, the options for the implementation of functions are formulated on their basis, a preliminary assessment and selection of the most expedient and real 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, control 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 have developed 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 project of a personnel management system is being developed with all the necessary justifications. The project can cover the entire personnel management system or a separate subsystem, department. The complexity and duration of project development depends on the nature of the design object. It uses the methods of justification given in table. 2.

At the recommendation stage, the analysis and approval of the project of the personnel management system, developed using the FSA, is carried out, and a decision is made on the procedure for its implementation. A schedule for the implementation of the FSA recommendations is drawn up and approved.

At the stage of implementation of the results of the FSA, 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 being developed, training, retraining and advanced training of personnel are carried out, and the economic efficiency of its implementation is assessed.

As can be seen from the example, the methods of analysis and construction of the personnel management system organically fit into the logic of the stages of the FSA, which allows them to be built into the system.

3. HR management in an organization

3.1. The essence, goals and objectives of workforce planning

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

The essence of personnel planning lies in the fact 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. In terms of productivity and motivation, jobs should enable workers to optimally develop their abilities, increase labor efficiency, and meet the requirements of creating decent working conditions and employment. On pic 2 the place of personnel planning in the personnel management system of the organization is shown.

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, such personnel that are necessary to solve production problems, to achieve its goals. Workforce planning should create the conditions for motivating higher productivity and job satisfaction. People are attracted primarily by 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 workforce planning is effective when it is integrated into the overall planning process in the organization.

Workforce planning should answer the following questions:

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

How can you attract the necessary and reduce unnecessary personnel without causing social harm?

how best to use staff according to their ability?

how to ensure the development of personnel to perform new qualified jobs and maintain their knowledge in accordance with the demands of production?

What are the costs of the planned staffing activities?

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

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

Personnel planning is implemented through the implementation of a whole range of interrelated activities, united in the operational plan of work with personnel.

3.2. Operational plan of work with personnel

The structure of a typical operational plan for working with personnel in an organization is given on rice. 4.

Rice. 4. The structure of a typical operational plan for work with personnel in the 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 (name, patronymic, surname, place of residence, age, time of entry to work, etc.);

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

staff turnover;

loss of time as a result of downtime, due to illness;

data on the length of the working day (full or partly employed, working in one, several or night shifts, the duration of vacations);

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

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

The questionnaires should be designed in such a way that, along with production goals, they can also serve as personnel planning. Personnel information 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 the processes of their processing 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 you can quickly determine the main thing, avoid verbosity. 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 follow the semantic, syntactic and logical unambiguity of the material;

comparability - information should 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 methodology and the same presentation forms;

relevance - information must be fresh, operative and timely, that is, submitted without delay.

Planning for staffing is the initial step in the workforce planning process and is based on data on available and planned jobs, an organizational plan, staffing table and a vacancy plan. In determining the need for personnel in each specific case, it is recommended to involve the heads of the relevant departments.

The staff planning scheme is given in rice. 6.

Rice. 6. Scheme for planning personnel requirements

The task of planning personnel attraction is to meet the need for personnel in the future through internal and external sources. (fig. 7).

Rice. 7. Sources of personnel attraction

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

Table 3.

Advantages and disadvantages of internal and external sources of personnel attraction

Benefits of attracting	Drawbacks of attraction
Internal sources of personnel attraction
The emergence of chances for career growth (increasing the degree of attachment to the organization, improving the socio-psychological climate at work) Low cost of recruiting Applicants for the position are well known in the organization The applicant for the position knows the organization Maintaining the level of remuneration prevailing in the given organization (the applicant from the outside may make higher demands in relation to the remuneration existing in the labor market at the moment) Fast filling of vacated full-time positions, without long adaptation Vacation of the position for the growth of young personnel of this organization "Transparency" of personnel policy High degree of controllability of the current staffing situation Possibility of targeted training of personnel The emergence of an opportunity to avoid the always unprofitable staff turnover Increase in labor productivity (if the transfer to a new position coincides with the desire of the applicant) The problem of employment of own personnel is being solved Increased motivation, job satisfaction	Limited options for frame selection There may be tension or rivalry in the team in the event of several applicants for the position of a leader The emergence of familiarity when solving business issues, since only yesterday the applicant for the position of the head was on a par with his colleagues Unwillingness to deny something to an employee who has a long experience of work in this organization Decrease in the activity of ordinary workers applying for the position of manager, since the deputy manager is automatically the successor Quantitatively, the transfer to a new position does not satisfy the need for personnel Only a high-quality need is satisfied, but through retraining or advanced training, which is associated with additional costs

External sources of recruiting
Greater choices The emergence of new impulses for the development of the organization A new person is usually easy to get recognized. Recruiting covers the absolute need for staff	Higher recruiting costs High proportion of outsourced workers contributes to an increase in staff turnover The socio-psychological climate in the organization is deteriorating High risk during the probationary period Poor knowledge of the organization; Long adaptation period Blocking career opportunities for employees in the organization

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

There are two directions of adaptation:

primary, that is, the adaptation of young personnel who have no professional experience (as a rule, in this case we are talking about graduates of educational institutions);

secondary, that is, the adaptation of workers with professional experience (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

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

Planning for the release or reduction of personnel is essential in the workforce planning process. Due to the rationalization of production or management, a surplus of labor is formed. Planning the release of personnel avoids the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of ​​activity in personnel management has practically not been developed in domestic organizations.

Planning for work with departing employees is based on the classification of types of dismissals. The classification criterion is the degree of voluntariness of the employee leaving 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 leaving employees is the maximum possible mitigation of the transition to a different production, social, personal situation. This is especially true for the last two types of layoffs.

Dismissal from an organization due to retirement is characterized by a number of features that distinguish it from previous types of layoffs. First, retirement can be foreseen and planned with reasonable timing. Secondly, this event is associated with significant changes in the personal sphere. Thirdly, significant changes in the way of life of a person are very evident for his environment. Finally, in assessing the upcoming retirement, a person is characterized by a certain 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 civilization of the economic system.

The planning of the use of personnel is carried out through the development of a plan for the replacement of established posts. Along with taking into account qualifications when determining a place of work, it is necessary to take into account the mental and physical stress on a person and the applicant's capabilities in this area. When planning the use of personnel, such requirements should be presented to them in order to avoid occupational diseases, the onset of early disability, and industrial injuries. It is necessary to provide working conditions that are dignified for human beings. When planning the use of personnel, special attention should be paid to the employment of young people, women, older workers, people with disabilities. It is especially important to use these categories of workers in accordance with their qualifications and capabilities. For this purpose, it is necessary to reserve the appropriate jobs in the organization.

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

Personnel training planning allows the employees to use their own production resources without looking for new highly qualified personnel in the external labor market. In addition, such planning creates conditions for mobility, motivation and self-regulation of the employee. It accelerates the process of adaptation of an employee to changing production conditions at the same workplace.

In practice, two forms of training the organization's personnel have developed: in the workplace and outside it.

On-the-job training is cheaper and faster, is closely linked to daily work and makes it easier for workers who are not accustomed to classroom learning to enter the learning process.

The most important methods of training in the workplace are: the method of increasing complexity of tasks, changing the workplace (rotation), directed gaining experience, production instruction, using workers as assistants, the method of delegating (transferring) part of functions and responsibilities.

Off-site training is more effective, but it is associated with additional financial costs and the distraction of the employee from his job duties. At the same time, the environment is deliberately changing and the employee is detached from his daily work.

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

Personnel costs are the basis for the development of an organization's performance and social indicators. The share of personnel costs in the cost of production tends to grow, which is due to the following factors:

no direct relationship between labor productivity and personnel costs;

the introduction of new technologies, making higher requirements for the qualifications of personnel, which is becoming more expensive;

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

When planning personnel costs, first of all, the following cost items should be borne in mind: basic and additional salaries, social security contributions, travel and business travel expenses; expenses for training, retraining and advanced training of personnel; expenses associated with additional payments for public catering, housing and consumer services, culture and physical education, health care and recreation, provision of child care facilities, and the purchase of special clothing. It is also necessary to plan the costs of labor protection and the environment, to create more favorable working conditions (compliance with the requirements of psychophysiology and ergonomics of work, technical aesthetics), a healthy psychological climate in the organization, the cost of creating jobs.

If the staff turnover is high, then there are additional costs associated with the search for a new workforce, instructing it and mastering the work. With a high turnover of staff, the size of overtime pay increases, rejects and downtime increase, the level of morbidity, industrial injuries increases, and early disability sets in. All this increases the costs associated with personnel, leads to an increase in the cost of production 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. Service and professional promotion system

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

Service and professional advancement is understood as the sequence proposed by the organization, of various stages (positions, jobs, positions in the team) that an employee can potentially go through.

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

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

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

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

The first stage is work with senior students of basic institutes or those directed to practice from other universities. The specialists of the personnel management departments, together with the heads of the relevant departments, where the students do their internships, select the most capable students, 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 recommendation characteristic for assignment to work in the relevant departments of this organization. Young specialists who have not undergone practical training in this organization are tested when hiring and they are provided with consulting assistance.

The second stage is work with young specialists who have been admitted to 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 for young specialists, an internship is provided in the divisions of the organization during the year.

Based on the analysis of the work of young specialists for the year, their participation in ongoing events, the characteristics given by the head of the internship, the results of the internship are summed up and the first selection of specialists is made to be enrolled in the reserve for promotion to managerial positions. All information on the participation of a specialist in the system of service and professional promotion is recorded in his personal file and entered into the information database on the organization's personnel.

The third stage is working with line managers of the lowest management level. At this stage, some of the employees who graduated from evening and correspondence universities, who successfully work in their teams and who have passed the test, also join the selected line managers of the lowest level (foremen, chiefs of sections). During the entire period (2-3 years), specific purposeful work is carried out with this group. They replace absent leaders, are their back-ups, and are trained in refresher courses. After the completion of the preparation stage, on the basis of the analysis of the production activities of each specific manager, a secondary selection and testing is carried out. The managers who have successfully passed the second selection are offered for promotion to the vacant positions of shop managers and their deputies, having previously completed an internship in these positions, or are enrolled in the reserve and, when vacancies appear, are appointed to positions. The rest of the trained workers continue to work in their positions; their horizontal movements are possible.

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

The fifth stage is working with line managers of the highest management level. Appointing leaders to senior positions is a complex process. One of the main difficulties is the selection of a candidate who meets many requirements. A senior executive must have a good 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, that is, moving from one department of the organization to another, should begin in advance, when managers are in positions of lower and middle management. Selection for promotion and filling of vacant senior positions should 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 departments of personnel management and the involvement of independent experts, if necessary.

Rice. 9. Logical diagram of the process of management of service and professional advancement
line managers in the organization

As an example on rice. 9 the logical diagram of the process of managing the service and professional promotion of line managers in one of the machine-building joint-stock organizations is given. When evaluating and selecting candidates for nomination for a vacant managerial position, special methods are used that take into account the 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, to 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 work; sensitive and attentive attitude to people; hard work; personal discipline and exactingness to the discipline of others; the level of aesthetics of the work.

Knowledge level . This group includes such qualities as the availability of qualifications corresponding to the position; knowledge of the objective foundations of production management; knowledge of good leadership practices; knowledge of the capabilities of modern management technology and the ability to use it in your work; general erudition.

Organizational ability . These include: the ability to organize the management system and your work; the ability to work with subordinates and with leaders of different organizations; knowledge of good leadership practices; the ability to briefly and clearly formulate goals, express thoughts in business letters, orders, instructions, assignments, assignments; the ability to create a cohesive team; the ability to conduct business meetings; the ability to self-assess their capabilities and their work, as well as others; the ability to select, arrange and secure frames.

Ability to lead a management system . This group is represented by the following qualities: ability to make decisions in a timely manner; the ability to ensure control over their implementation; the ability to quickly navigate in a difficult environment and resolve conflict situations; the ability to maintain mental hygiene, the ability to control oneself; self confidence.

Ability to maintain leading 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 introducing innovations; courage and the ability to take reasonable risks.

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

In a number of developed foreign countries, there is an interesting experience in the management of service and professional promotion of managers, which is successfully used in our organizations.

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

Rice. 10. Scheme of service and professional promotion of a management employee
(japanese model)

After the probationary period, the employee is enrolled in a permanent job, and within 8-10 years there is a systematic rotation from position to position, from department to department, internship and overseas business trips. There is also a system of responsible assignments, which become more and more complicated over time.

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

Since under the system of systematic rotation, the employee knows that he will be promoted after a certain time and therefore it is necessary to find a replacement for himself, the renewal of managers is carried out more dynamically, the movement of the personnel reserve for promotion. After all, now many managers, fearing hooking up, choose their deputies according to the principle "the worse the better."

4.2. Work with the personnel reserve

Talent pool planning aims to predict personal promotions, their sequence and related activities. It requires the study of the entire chain of promotions, transfers, dismissals of specific employees.

Personnel reserve plans can be drawn up in the form of replacement schemes, which take various forms depending on the characteristics and traditions of different organizations. We can say that replacement schemes are a variant of the organizational structure development scheme, focused on specific individuals with different priorities. The individually oriented equivalent circuits are based on typical equivalent circuits. They are developed by HR services for the organizational structure and represent a variant of the conceptual model of job rotation.

Work with the personnel reserve in domestic organizations has a wealth of experience. Let's consider how it is carried out in Russian organizations.

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

making 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 composition of the personnel reserve.

The main criteria for selecting candidates for the reserve are:

appropriate level of education and training;

The decision to include workers in the reserve group is made by a special commission and approved by an order for the organization.

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

The leaders of the trainees included in the personnel reserve group receive material rewards for the successful completion of the trainee stages of the service and professional promotion system.

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

The responsibilities of the trainee and trainee leader are summarized in Table. 5.

Table 5. Responsibilities of the trainee and trainee leader

Responsibilities of the trainee

Responsibilities of the internship supervisor

Fulfill 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 your area of ​​work; follow the remarks of the leaders of the internship, be guided by their comments and suggestions; to work on identifying and using production reserves, introducing rationalization proposals, saving material resources; timely and efficiently complete the planned theoretical training; draw up a report on the work done after passing each stage of preparation and proposals for improving the organization of production and management; observe personally and ensure that subordinates comply with the internal labor regulations, safety measures, labor and production discipline.

To acquaint the trainee with the new job responsibilities, the position of the unit; develop, together with the trainee, an individual task plan for the entire stage of the internship and facilitate its implementation; issue the trainee with specific production tasks to solve problematic issues with a specific deadline for their implementation and the 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 leaders of various levels; prepare a conclusion on the work of the trainee 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.

What is the most effective HR management model for Russian companies?

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

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

The hypothesis of the study included the assumption about the impact of such universal methods of personnel management, proven in the West, as high salaries, variable payments, empowering employees with property rights, career advancement of employees, personnel training, performance appraisal, and others. During the study, the practice of using each of the listed methods was considered on 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 employees of the companies.

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

Research has shown that training and skills development, as well as performance and ability assessment, are most effective in influencing employees' abilities, motivating and improving performance in Russia.

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 possibility of using its results in two directions: when substantiating practical recommendations to 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 the financial support of 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 research carried out is part of an international project being carried out 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 when the sample size is small and it is impossible to make a priori proposals about the law of distribution of available quantities.

6. Methods of human resource management

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.

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

It is argued that low labor costs are a prerequisite for competitive success. In practice, however, this is not at all the case, since for most companies labor costs represent only a small fraction of total costs. Moreover, even if they are high, they are often compensated for by an increase in the level of overall productivity.

In most cases, managers tend to overestimate the motivating value of money, trying to use it to solve most organizational problems. Providing property rights to employees 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. Secondly, the procedure for vesting employees with ownership rights transfers the shares of the company into the hands of the employees of the company, who are sincerely inclined to worry about the company's long-term plans, its strategy, investment policy and are less inclined to support various financial maneuvers. If employees have contributed to the achievement of improved results of the firm, then they have the right to want to share the material benefits from these results. Social recognition of merit, long-term employment guarantees and fair conflict resolution can motivate employees as much as money.

Consider a borderline case: if all the profits from the efforts of the workforce go to top managers or to business owners, then over time the unfairness of the situation will become obvious and will 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. This broad appraisal of results mitigates the many negative effects of simplified incentive schemes.

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

The end effect of giving property to employees largely depends on how this procedure is applied in each particular company. Experience has shown that empowering employees with property rights has a positive effect on firm performance.

Usually, the company's management very carefully shares information with the bulk of employees, explaining this by the fact that information can leak out to competitors. But if you recognize that people must become a source of competitive advantage, then they simply have to get the information they need to do what is required of them. Thus, the separation of information can also be an effective tool for personnel management.

Career promotion of employees within the company. This method is a valuable addition to many other control methods. Career opportunities are a strong bond between the employee and the employer. Promotes decentralization of management and delegation of authority, as it develops an atmosphere of trust between the hierarchical levels of the organization. In addition, employees who have taken management positions know the business very well from the inside: the technology and the processes that they manage.

Career opportunities within an organization are an important incentive for good job performance. And although such career advancement is associated with monetary incentives (usually entailing an increase in the size of salaries), it also has a non-monetary component - an increase in 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 the people in the organization.

An integral part of any modern management system is the training of employees and the 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 jobs 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 knowledge gained in his work. A common mistake in most organizations is that they constantly contribute to the development of skills of both managers and their subordinates, but do not change the structure of work, thus preventing people from doing something new.

Evaluation of performance and ability allows you to judge how successfully the organization achieves its goals. Secondly, the majority of employees, when certifying their work, will try to demonstrate their best qualities, even if this does not lead to concrete results immediately. They are motivated to develop their skills in the best interest of the organization when they know the organization really cares about it.

The listed management practices are international. They are successfully used by companies around the world, in contrast to methods that can only be applied in certain geographic conditions, that is, 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 its individual components - the practices listed above - is only a way, as a first approximation, to get some characteristics of the personnel management process. Nevertheless, it can be assumed that the named basic methods are also present in effective systems of human resource management in Russia.

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

After the main methods of personnel management were identified, typical for companies in several countries of the world, it was necessary to check the effectiveness of using the basic 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 roughly divided into four blocks:

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

information about the company's human resources management system (availability of a career development strategy for employees within the company, programs for the development of employee skills, a system of remuneration for different categories of employees in the company, etc.);

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

financial indicators of the firm's performance.

Companies that were selected according to the criteria of age (duration of work not less than 3 years) and size (number of employees must exceed 15 people) were sent questionnaires in 2001. The final sample includes 101 Russian firms. The share of respondents 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 in by the heads of the human resources department or by the heads of the company if the company did not have a head of the human resources department.

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

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

Empirical analysis of human resource management problems is always fraught with two technical challenges. First, such a study must be sufficiently comprehensive, that is, cover the entire area of ​​human resource management. For example, the correlation coefficient between employee salary and firm productivity is not very interesting because it does not take into account other critical indicators that affect the salary-productivity ratio. Thus, in the course of the study, it is necessary not only to correctly select and accurately measure all the factors influencing the company's performance, but also to take into account the complex structure of mutual relations between them.

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

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

The study revealed a synergistic effect between motivation and the abilities of employees: the effect of their simultaneous impact exceeds the sum of 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 in work if he is not motivated to do it. ... On the other hand, even in the presence of high motivation, an employee will not be able to achieve high performance in work if he does not possess Fig. A conceptual model of the influence of human resource management methods on the performance of firms with the competencies required for this work.

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

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

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

The practical significance of the study lies in the possibility of using the results for Russian firms when conducting consulting projects in the field of human resource management. Competitive benchmarking technology aimed at finding the best experience (or, in short, benchmarking) makes the results obtained a necessary tool in a competitive environment.

Used Books.

1 Egorshin A.P. Personnel Management: Textbook (stamp 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., Rev. and add. - M .: INFRA-M, 2007 .-- 447 p.

3 Lukicheva L.I. Personnel management: Textbook. allowance (neck). - 3rd ed., Erased. - M .: Publishing house "Omega-L", 2007. - 264 p.

4 Popov S. G. Personnel Management: Textbook. allowance (neck). - 2nd ed., Rev. and add. - M .: Os-89, 2007 .-- 144 p.

5 Labor Code of the Russian Federation. Section 1 - M .: RIOR, 2007 .-- 700 p.

6 Control theory: Textbook / Ed. Yu.V. Vasilyeva, N.V. Parakhina, L. I. Ushvitsky. 2nd ed., Add. - M .: Finance and Statistics, 2006

The classic approach among personnel management methods is the carrot-and-stick principle. However, this approach has not been successful for a long time.

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 main and secondary principles of personnel management exist.
• What are the three groups of personnel management methods.
• What methods of personnel motivation management are applied 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, as well as contribute to maintaining and strengthening the loyalty of employees to their organization.

Best article of the month

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

We published in this article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to correctly assign a task to complete it, and how to control personnel.

The system of methods of personnel management of the organization

To begin with, we will briefly consider the essence of personnel management methods.

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

1. 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.
2. Subject of management. The subject of management is a personnel manager or a direct supervisor who develops solutions and implements them.
3. Management methods. The main methods of personnel management of an organization are the ways in which the subject influences the object to achieve the assigned tasks.
4. Managment structure personnel is a process of interaction between all divisions 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 staff to ensure the company's competitiveness, constantly increase its productivity, and maintain stability. The goals, methods, principles of personnel management are aimed at realizing the goals of personnel management and creating conditions under which the professional potential of employees is constantly growing and developing. The purpose of the entire management system is to achieve the main goal, increase profitability, therefore, the functions of personnel management methods can be grouped into several subsystems.

The methods of personnel management include the following 4 groups:

1. Economic methods of personnel management are aimed at achieving target values ​​of revenue and profit.
2. Scientific and technical methods of personnel management are designed to ensure the modern level of production and products.
3. Industrial and commercial methods of personnel management ensure the competitiveness of products and services offered.
4. Social methods of personnel management are aimed at ensuring the required level of employee satisfaction with the quality and assessment of their work.

The tasks and methods of personnel management are integral parts of the main goal - the attraction, effective use and development of highly qualified specialists, who, at the same time, are loyal to the organization.

Principles and methods of personnel management of the organization

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

Basic principles and methods of building a personnel management system:

• submission to common interests(teamwork, help and understanding among the representatives of the work collective);
• division of labor(increases overall productivity with the same amount of effort from each employee);
• discipline(compliance with the charter, rules and regulations);
• unity of management(there should be one boss from whom the orders are issued, no double management);
• communication lines(all links of the control chain must be interconnected);
• unity of leadership(the presence of a unified management and a clearly established plan);
• power(the leader must be an authority and be universally respected);
• staff remuneration(Of particular importance is the bonus part of the material remuneration of employees).

Subsidiary principles of personnel management:

• order(proper organization of work);
• Justice(working conditions for all employees should be the same, and there should be no personal sympathy of the management for individual employees);
• staff stability(avoidance of staff turnover);
• initiative(you should support the opinion of experts, as well as 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 of building personnel management are methods of various impacts on employees, which are based on the basic principles of personnel management and are used to achieve certain goals and objectives.

Traditionally, there are 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 punishment. Within the framework of this approach, the influence on the motives of the behavior of employees is exerted, namely on:

• striving to follow the corporate culture;
• call of Duty;
• a responsibility;
• loyalty to the company;
• discipline.

This group of personnel management methods implies direct impacts, when any administrative or regulatory act must be complied with.

Ways of administrative action

1. Organizational Impact(charter of the institution, staffing, organizational structure of management, and so on).

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

2. Administrative influence(briefings, orders and instructions, instructions, and so on).

The goals and methods of personnel management within the framework of the impact of a regulatory nature imply the implementation of internal regulatory documents or the maintenance of the institution's management system in the given parameters due to direct administrative regulation. The most categorical form of influence of this kind is considered to be an order, the failure to comply with which is punishable (that is, certain sanctions are applied).

3. Material liability and penalties(loss of bonuses, deductions from salaries, and so on).

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

5. Administrative responsibility(penalties, warning, and so on).

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

We examined the administrative methods of personnel management. Economic methods are also worth examining in more detail.

Economic methods of personnel management

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

1. Operating within the enterprise:

• salary;
• incentive payments (bonuses, bonuses);
• guarantees and compensations (reimbursement of expenses for moving and settling the employee and his family members; reimbursement of expenses for payment of medical services, etc.);
• participation of employees in the profit and capital of the organization (distribution of the company's profit at the end of a quarter or a year among employees in the form of a bonus);
• a system of punishments and rewards for the quality of work and work efficiency (introduction of a grading system and key performance indicators).

2. National:

• provision of social guarantees for 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 when influencing employees, their interests are taken into account. The mobility of the system allows it to change depending on a particular management task. In addition, the efficiency and potential of employees increase significantly when there is an opportunity to receive material 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 a supplement for each room cleaned in excess of the established rate. Mentors who train new hires also receive additional rewards. Plus, restaurant employees receive additional rewards for knowledge of foreign languages, work at a banquet, and so on. Those employees whose work experience is more than one year receive bonus funds for vacation with partial compensation of children's vouchers to a camp or sanatorium.

Socio-psychological methods of personnel management

This group of personnel management methods includes:

• the ability of the boss to motivate employees and effectively manage personnel, demonstrating a personal example of good work;
• the ability of the chief to form working groups, taking into account the psychological types and characters of workers, that is, the creation of a favorable atmosphere and optimal climate in the work collective;
• 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 working with the goals and mission of the organization;
• providing employees with the opportunity to meet their spiritual and cultural needs;
• support for generally accepted social and ethical norms;
• providing social protection workers in the form of bonuses, benefits, social packages, and so on;
• creation of a system of rewards and moral sanctions, combining both negative and positive incentives.

Socio-psychological methods of enterprise personnel management are widespread in modern companies that are engaged in 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 ping-pong and video games. Yoga classes are held weekly in the office with the participation of an invited specialist. There is a stationary massage room, with a specialist you can make an appointment with. For those who could not get to a professional massage therapist, there are special massage chairs in the office building.

What methods of personnel management are better to use and where

As practice shows, organizations strive to use all traditional methods of personnel management in aggregate, but the effectiveness of their use directly depends on the specifics of production. So, 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, one should not forget about the social methods of personnel management, which can also play a role.

Personnel motivation management methods

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 material motivation involves methods of incentivizing employees through the payment of monetary rewards (bonuses, bonuses, gifts, etc.).

Indirect material motivation includes the following management methods:

• payment for vouchers;
• life and health insurance;
• tuition fees;
• additional weekends and vacations;
• the ability to purchase company goods at a reduced price.

Material motivation is divided into 2 groups:

1. Penalty system... Penalties are applied to an employee in case of his poor performance or because of a mistake.
2. Incentive system. Reward employees for a job well done or for any achievement.

Intangible motivation has many more types.:

1. Praise from the leader. This method of personnel management in the form of incentives is very effective. The point 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).
2. Career growth. An employee understands that if the work is done with high quality and always on time, then he can count on an increase, which means that his social status will increase and new opportunities for development in the professional sphere will appear.
3. Training at the expense of the company is an excellent motivational tool for an employee who wants to take any courses at the expense of the organization.
4. Good team atmosphere. Warm and friendly relations in the team contribute to better performance of work. The inverse rule also applies: a bad atmosphere has a detrimental effect on the mood of employees.
5. 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.
6. Sports and cultural events. Team building events and simply pleasant corporate events are an excellent motivational tool and contribute to the creation of a favorable atmosphere in the work collective. In addition, only after a good rest will the employees be able to work well.

Each boss chooses from these two groups the incentive tools that are right for his business.

8 original methods of personnel motivation management

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

1. A humorous punishment for the worst employees. As a playful punishment, funny titles and titles for the worst workers, for example, "Turtle of the Month", can be invented.
2. Entertainment. Most foreign firms have entertainment areas on the territory of their offices, where employees can relax and escape from work. This avoids thoughts of a depressing work environment and improves staff efficiency.
3. Spontaneous gifts. Small but pleasant surprises perfectly cheer up employees and motivate them to work.
4. Attention to family members of employees. A manifestation of such attention can be children's vouchers to camps or sanatoriums, New Year's sweet gifts, and so on.
5. Replacing the premium with more budgetary options. If the budget of the organization does not allow paying bonuses to the best employees, then they can be encouraged with something else, for example, an additional day off.
6. Awards for those in good health. This method has gained popularity abroad for a long time. It involves the encouragement of those employees who have never gone on sick leave in a year, and also regularly underwent all the necessary medical examinations from the institution.
7. Free visit to work. The best of the best can be transferred to a free schedule.
8. Large selection of prizes for good work. You can give a choice of pleasant prizes to the best employee (gym membership, a trip to a restaurant, a movie, etc.).

When choosing the forms of motivating employees, you need to rely on the real capabilities of the organization. An experienced HR manager will be able to select the right set of effective 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 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 expiration of time and possible professional burnout. In addition, this behavior of "oldies" and their attitude to work can negatively affect the degree of motivation of other employees. Therefore, the costs of retaining these experienced employees must be weighed against the cost of maintaining operational efficiency. Sometimes it happens that it is more profitable to invest in finding and training new employees with greater loyalty to their company and work.

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

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

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

Method 2. No mutually exclusive goals. Often, due to the inconsistency of leaders in the 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, in fact, they themselves form their own KPIs). However, as practice shows, employees know only one side of the business, without understanding the general picture of affairs, and therefore the indicators set independently do not correspond to the goals of management and the business as a whole. In the practice of the world's leading companies, the principle of setting tasks from the top down is used.

Method 3. Leaders need to be involved in the overall team work. In Russia, only 46% of managers are engaged in solving assigned tasks together with their subordinates, while in foreign organizations this is a common practice. This is causing friction 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 assigned 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. In this method, managers should be involved in the main workflow (meetings with summing up the day, joint search for the best solution, and so on). The leader can also maintain corporate values ​​through messages on his behalf through the official website, corporate email, and so on.

Method 5. Encouraging employee initiative. Top managers of the world's leading companies provide their subordinates with temporary, financial and human resources, as well as certain powers. According to a fixed schedule, ideas are collected, feedback works smoothly. If an idea is approved, then the employee is encouraged. In Russia, such a system is used by about 30% of companies, that is, in 70% of cases, the initiative of workers is left unattended.

Expert opinion

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

Anna Safonova,

expert of Korn Ferry Hay Group, Moscow

The Russian furniture factory "Maria" has implemented the following practice in its work: each top manager must personally go through all the stages of work with a client, from taking a measurement and ending with a call for quality control after completing an order. There are six such stages in total:

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

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

Coaching as a method of personnel management

In addition to traditional methods of personnel management, Western coaching (English coaching - mentoring), 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 the traditional mentoring of experienced professionals over young people.

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 their capabilities and limitations, as well as their goals in principle.

The main stages of coaching:

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

Each mentor-employee meeting begins with an analysis of what has been done so far and what could have been done better.

There are the following types of coaching:

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

Personnel management methods from different generations

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

• The Great - 1900-1923 b.
• Silent ("artists") - b. 1923-1943
• Baby boomers ("wanderers") - born in 1943-1963
• Generation X ("prophets") - b. 1963-1984
• Generation Y ("heroes") - born in 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. Soon, generation Z will also come to work. To effectively use various methods of personnel management in modern conditions, you should know the features of these generations.

1. Generation X("Prophets") - born in 1963-1984

Representatives of this generation have gone through an era of global political change and the introduction of technological innovations. Largely due to this, they have the ability for alternative thinking and increased learning, and also know how to choose. Many representatives of this generation began their labor path early and therefore are able to survive on their own. The main values ​​of such people:

• workaholism;
• individualism;
• ability to compete;
• striving for professional growth;
• profitability;
• pragmatism.

Generation X representatives are the “golden” workforce, which means they are very valuable to any organization.

How to manage Gen X people

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

• company stability;
• possibility of career growth;
• having the right motivation system.

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

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

2. Generation Y("Heroes") - 1984-2000 b.

Representatives of this generation are quite relaxed and free, they 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 is easy for them. A particularly strong point of these people is the inability to think in a formulaic and primitive way.

Fashion, creativity, freelance becomes a comfortable sphere of activity for them. They have a high learning ability and prefer to work in large organizations.

How to manage Gen 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 set task will sound like: "Make a report on sales of smartphones." The "Igrek" will find on the Web an example of the first report he comes across and will make his own by analogy, which is unlikely to suit the manager.

The correct wording of the task will sound like this: “By Tuesday, we need a report on sales of smartphones for the second quarter of this year. Sales data can be obtained from Oleg, Anatoly will give an algorithm and formulas for calculations. The report is needed for an important meeting. Submit your report to Alexei for verification. "

In the second case, the "gamer" 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.

This generation was 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 are able to find what they need among the information noise.

At the moment, it is impossible to say for sure who these people will be at work. According to research conducted by Millennial Branding, Gen Z values ​​will be reduced to free communication, a perception of the world with enthusiasm. The main qualities of these people will be:

• learnability;
• striving for self-education;
• creative approach.

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

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

• encouraging creativity;
• promoting freedom;
• the possibility of using non-standard approaches to solving problems;
• the opportunity to work on important and interesting projects.

Representatives of this generation do not accept such a concept as "necessary", they are much closer and more important "want". Therefore, they work not because they "need", but through their "want". Therefore, if the "old people", born and raised in earlier years, are accustomed to work precisely because "it is necessary", then the young modern generation rather wants to spend time interestingly, travel the world and make a career for which it will simply "not be offensive" ...

How to properly manage Gen Z

The following algorithm will become a competent approach to using generation Z personnel management methods:

• Provide a good career line that is compatible with horizontal career advancements (knowledge expansion), and not just makes 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 make sure that employees of this generation have the opportunity to travel through work in the long term (sending to study 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, individuality, to be different from others (moreover, those around them should be considered a personality and a bright individuality). Therefore, it is extremely important to provide people of generation Z with the opportunity to be unique, and in such a way that others can see it (for example, you can quote their statements, pointing to the author of the "catch phrase").

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

Non-standard methods of personnel management abroad

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

1. Secondment.

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

In foreign organizations, it is external secondment that 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 one that lasts within 12 months. This method of personnel management is effective for an employee of any level - from management to representatives of technical staff.

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

• The customer service team is sent to gain new knowledge and experience in managing the end-to-end supply chain to the company's suppliers and customers.
• Retail chain Budgens sent a group of managers to a school in Derbyshire to acquire communication and interpersonal skills. The creativity of the Budgens staff was also put to the test: the group was given the task of coming up with something special for the students of this school, which resulted in "zones of creative play". In addition to the acquired skills, a significant advantage of this experiment was the increased cohesion of the Budgens team.

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 the design of external secondment;
• there is no mechanism for replacing the person who is sent on such a training trip (no one will do his job, and it will accumulate).

2. Buddying (buddysystem).

This method of personnel management is a kind of help, even the protection of one employee to another in order to achieve positive results through the transfer of new and training information to each other.

Most often, this method of personnel management is used when:

• it is necessary to train a new employee during the period of his adaptation (both a beginner and an experienced one when transferring 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 carry out 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 while completing tasks (both personal and corporate) related to the development of new skills.

However, it is worthwhile to clearly understand the difference between this method of personnel management and the usual coaching (mentoring) discussed earlier in this article. If within the framework of coaching there is a trainer and a trainee employee, then within the framework of buddying, its participants are absolutely equal, without dividing into "senior" and "junior", trainee and learner, and so on.

Among companies in the Russian Federation, this method of personnel management is quite widespread, 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 (loosely translated - "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 someone 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 follow everything that happens). Sometimes such a student may even be entrusted with some not very serious task related to the particular field of activity in which he wants to work.

Thus, the student becomes a witness to "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 the student's increased interest in his specialty and motivates him to successfully graduate from the 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 employees of companies are eager to undertake such an “additional task”, since it does not take a lot of effort and time resources, and the likelihood of getting a motivated employee in their department increases significantly. In addition, in the process of shadowing, new knowledge is acquired not only by the “shadow” itself - the employee to whom it is assigned also learns additional communication skills.

How to evaluate the effectiveness of personnel management methods

To further improve the methods of personnel management within your company, you need to be able to assess existing methods. Such an assessment is based on an analysis of such components as:

1. Economic efficiency of personnel management. For this, a comparative analysis of profits and costs is carried out. This indicator allows you to evaluate the work of the company on the implemented projects. Usually, the economic efficiency of human resources 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 firm's management can also be used.

2. Social efficiency of the organization's personnel management... The social character of labor is assessed. For this, they usually measure:

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

3. Organizational effectiveness of personnel management... This constituent part of assessing the effectiveness of personnel management methods in a company involves the analysis of indicators such as:

• uniformity of staff loading;
• standards of manageability by employees per manager;
• staff growth rate;
• quality of management personnel;
• other indicators that are 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 quality level of personnel management, you can:

• assess the final results of the entire company using economic indicators, for example, using sales, net profit, costs, and so on;
• assess overall labor productivity using a cost estimate of productivity, average output per worker, growth rates of labor productivity, and so on;
• determine the level of quality of working 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 wage systems (with tariff-free or hourly), and so on.

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

A well-known phrase can become an excellent epigraph to the book: “Gathering good people is not so difficult. It's a lot harder to get them to play together. ”- Casey Stengel, New York Yankees baseball team manager. The author of this book is a recognized world authority in the field of HR management. It contains techniques for successfully managing talented, ambitious and confident employees who are perceived as equals rather than just subordinates.

2. Geoffrey Liker and David Mayer "Talented Employees".

The book will tell about an interesting methodology of education and training in the spirit of Toyota, where unique methods of personnel management are used and the entire HR system is unique. At the heart of global leader TWI's HR management and recruiting is a well-thought-out, standardized training process that delivers exceptional results with ordinary people. At the same time, this approach in fact leads to a faster and less costly result in terms of financial resources than all known and widely used methods, which is demonstrated by this book on the practice in the field of Toyota HR management.

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

Consider how Richard Branson, CEO of Virgin, uses his look for his business purposes. This is one of the most striking examples of presenting your features in the most favorable light. The author of this book will tell you how to correctly identify and highlight the personal strengths and strengths of your employees, and then make the most of them. The book will teach you how to benefit from the personality of your people.

4. Edward Michaels "War of Talent".

It's not a secret for anyone that “the king is made by the retinue,” and that is why the leader will sooner or later “sit in a puddle” if he cannot keep talented people. In this book, Edward Michaels, director of McKinsey & Company, explains how the leaders of 77 corporations do it.

5. Claudio Fernandez Araos “The selection of the strongest. As a leader, make major decisions about people. "

Many leaders of large companies are concerned about how to find and correctly place people in their positions. The point 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 its development will give such a high return. Claudio Fernandez Araos, partner and member of the steering committee at Egon Zehnder International, an executive search company, explains how to do this.

Personnel management methods is a set of techniques and methods of influencing a controlled object to achieve the goals set by the organization.

These are ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.

Personnel management methods can be classified according to the attribute of belonging to the general control function:

Organizations,

Planning,

Rations,

Motivation,

Stimulation,

Analysis,

Control,

Regulation,

Coordination.

A more detailed classification of personnel management methods allows you to build them to the technological chain the entire cycle of work with personnel:

Selection and recruitment of personnel,

Socialization,

Career guidance and work adaptation,

Motivation,

Organization of the training system,

Conflict and stress management,

Personnel safety management,

Labor organizations,

Business Career Management,

Release of personnel.

They classify management methods depending on their content, focus and organizational form, which, in fact, reflects the administrative, economic and social impact on the controlled system.

Organizational and administrative methods - are based on power, discipline and punishment and are known in history as "the methods of the whip." These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as acts and orders of higher management bodies.

Administrative methods of management are based on the relationship of one-man management, discipline and responsibility, and are carried out in the form of organizational and administrative influence.

Organizational and administrative methods have a direct impact on the controlled object through orders, instructions, operational instructions given in writing or orally, monitoring their implementation, a system of administrative means to maintain labor discipline, etc. They are designed to provide organizational clarity and work discipline. These methods are regulated by legal acts of labor and economic legislation, the main objectives of which are: legal regulation of labor relations, strengthening the rule of law, protecting the rights and legitimate interests of the enterprise and its employees in accordance with the Labor Code of the Russian Federation and other legislative acts.

Economic methods - are based on the correct use of economic laws and are known by their methods of influence as "carrot methods". These are elements of the economic mechanism by which the progressive development of the organization is ensured.

Only in conditions of justified independence is a real transition to economic methods of leadership possible: the collective disposes of material assets, the received income (profit), wages and realizes its economic interests. Economic methods help to identify new opportunities and reserves. We are talking about changing the system of material incentives, taking into account the economic interests of all participants in the production process.

Economic management methods involve the development of general planning and economic indicators and means of achieving them. This is a kind of economic mechanism in economic relations.

Socio-psychological methods of management - are based on the methods of motivation and moral influence on people and are known as methods of "persuasion". The specificity of these methods lies in a significant proportion of the use of informal factors, interests of the individual, group, team in the process of personnel management.

In terms of the scale and methods of exposure, these methods can be divided into two main groups:

• sociological - methods that are aimed at groups of people and their interaction in the process of work;
• psychological - methods that directly affect the personality of a particular person.

Specific - specific to the organization / department / employee;

Measurable - measurable (define metrics for calculating performance);

Achievable - achievable, realistic;

Result-oriented - focused on results, not on efforts;

Time-based - set time requirements for goals.

There shouldn't be many goals at every level. The optimal number is the number of 3-5 main goals. At the end of the period, it is calculated how the goals have been achieved. And the bonus part of each employee depends on this.

Management by Objectives places high demands on the organization's personnel and, above all, on its management. One of the main features of MBO is the hierarchy of goals within the organization. The better the employee understands the goals set for him and the more precisely the latter correspond to his inner aspirations, the more likely they will be achieved.

Figure 3.11 - Scheme of optimization of employee goals

A step-by-step approach to the implementation of the management by goals method allows Russian enterprises and organizations to gradually improve the management system.

V results management a deep understanding by the manager of the meaning of his work is essential. The development of the employee himself is also important. This happens when the staff realizes their ability to achieve the agreed results.

Proactive employee is one of the most valuable resources of the work team. In the future, extraordinary intellectual, intuitive and physical qualities will be required from each of its members to achieve results to an even greater extent.

Effective thinking means that the manager and the subordinate jointly determine the goals, then the latter mainly choose the ways by which they can be achieved. Thus, the functions of production management are delegated to the lowest levels as much as possible. Senior management, relieving themselves from the management routine, helps staff to achieve high-quality results for constantly refined goals by developing an optimal strategy for the operation and development of the enterprise.

Balanced scorecard- a new tool that directs the company to a strategy of long-term success, translating the company's vision and strategy into a set of interrelated balanced indicators that assess the critical factors not only of the current, but also of the future development of the organization. Information technology is able not only to build and track business processes in all areas of the company; they also imply a relationship between employee remuneration and company performance.

The emphasis is on staff productivity, satisfaction and retention.

The current practice in Western companies « participation » , provides for three different levels of staff involvement in the life and care of the company.

Figure 3.12 - Levels of staff involvement in the life and concerns of the company

Participation of personnel in management- involving employees in the processes of developing and making decisions, certification of professional qualities, work on the distribution of social benefits, etc. According to the studies of Western experts, even the simplest forms of involving employees in the processes of discussion and decision-making in the company lead to an increase in job satisfaction, and increase a critical attitude to conflicts.

Participation of personnel in the income of the company. This option does not necessarily imply involvement in decision-making, but, nevertheless, interests everyone in achieving the final results. Various options are also possible in the implementation of this principle.

The simplest and most widely known of them is it is a "percentage of sales" which is usually offered to employees of commercial departments. This is a fairly strong motivating tool, and, as a rule, the result after the implementation of the appropriate rules does not take long. However, quite quickly, many managers who have tried such systems in action abandon them.

Employee ownership ownership becomes real through the corporatization process. The meeting of shareholders will be legally invalidated unless a personal invitation is sent to at least one of the thousands of shareholders. Although his participation in the meeting is not necessary, and it does not make much sense, since only a few have any serious stake. Each shareholder will be informed about the course of business, but his opinion on what needs to be done next is hardly of little interest to those who actually make decisions.

One of the options for using this method is the so-called "Partner" participation. Anyone who comes to the firm knows that he has the opportunity to become its partner.

A tool for achieving the effect of participation - "Commands" In the organisation. In essence, they are a kind of staff involvement in the management of the firm. But at the same time, good "teams" use in their activities the whole range of modern technologies for effective organization of work, from methods of group discussion, development and decision-making to such modern management systems as "Project management", "results management", "quality management system" and the like.

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 improve the efficiency of work at the level of both the organization and each of its employees. Different countries are at different stages in the region
Development of the performance management system. In some countries, performance management systems are used at the institutional level, but at the same time there are no systems at the individual level, in others there is a special emphasis on developing performance management systems at the individual level, and performance management systems for organizations are underdeveloped. Individual countries are trying to implement performance management systems for both organizations and employees and, more importantly, 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. An organization's performance assessment is a tool for evaluating the results of the work performed in relation to a defined program and goals of the 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 this employee or for a group of employees.
In both cases, the assessment system includes: determining the tasks that the organization or employee must solve (this is the most difficult); documentary confirmation of the "production process" of the transition of the work performed into its result. For an organization, this means documentary confirmation of the goods and services produced by it, for an individual employee - documentary confirmation 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 - comparing the results obtained with the tasks set in their contracts.
Performance measures are indicative of the results achieved by an organization or an individual, but do not analyze those results (this is the task of the next employee performance appraisal program, in which employees, managers and independent experts participate). As a rule, performance assessment includes 5 elements: effective

efficiency, efficiency, economy, conformity and quality. Effectiveness is a relative term and is therefore often measured against specific norms and standards (for example: previous results, comparable program or organization, budget target or mission statement).
Based on the vast experience of leaders in the application of performance management in the public and private sectors, it can be concluded that one of the most widespread strategies includes 10 characteristics that characterize the most advanced performance management systems. These include: Focus on results. In the tasks set, it is necessary to pay special attention to the real tasks of the organization or program, as well as stimulate staff to simplify the system of attracting other persons and organizations to cooperation. Conciseness and simplicity. If all tasks are of the same priority, this means that 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 challenges. All set goals and objectives, regardless of their degree of complexity, must be achievable. Classification "descending" and "ascending". Show employees exactly what they need to do to complete each organizational task. Assist the organization in classifying tasks from the bottom up to align staff and business functions, and then top to bottom to ensure that tasks are completed across the organization. Wide application. It is essential that performance indicators are applied in the day-to-day activities of the organization. Informativeness. It is essential that performance data be communicated to staff. They must be circulated in writing within and outside the organization. Interactive information. Provide an opportunity for staff (for 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. Updated and comprehensive information helps employees identify and resolve problems. Segmentation. Dividing information into segments (by geographic region, client group, industrial sector, program, etc.) enables employees to assess their performance, draw conclusions from them and improve them. Facts. Measurement accuracy is an essential building block of a successful performance measurement system.
One important observation should be made here, which warns against ill-conceived linkage of 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 of staff.
The latest research in performance management at individual and organizational levels
To date, a large number of theoretical and applied studies have been carried out on such an important topic as methods of performance management 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 they are all mainly devoted to the development and use of incentives and rewards, including questions such as: how incentives affect performance and motivation; what does
the negative impact of incentives and how to deal with it; how best to structure the incentive and reward system. The following key questions are highlighted below: When is it necessary to create a performance management system and is there any point in tying 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 this incentive take?
What additional aspects does incentive bring to the performance management system? Is there a need for monetary incentives or is it enough to have goals and feedback?
A large body of research on goal setting suggests that people who are challenged with specific and challenging tasks perform better than people who are tasked with something like “show your best,” or have no goals at all. ... The assigned tasks perform 4 functions: to draw attention to the task; mobilize efforts for its implementation; stimulate the solution of the problem; accelerate the development of a strategy for the task. In other words, the tasks set: specifically indicate in which direction it is necessary to work; inform the staff about the absence of the need to work beyond measure; remind staff that work has a visible completion; and also encourage staff to complete the task as soon as possible.
Feedback studies show that personnel who are regularly informed about their performance perform better than personnel who do not receive feedback. In addition, the use of comparative feedback is especially useful. Studies comparing feedback in
conditions where an employee (or employee) was able to compare their level with the level of other employees, and in conditions where this employee or employee could assess their skills offline, show that comparison has the greatest impact on staff performance. The combination of the task and the feedback has a stronger effect.
What happens when this combination is complemented by monetary incentives? While tasks and feedback increase productivity, additional monetary incentives can increase interest in completing the task and accelerate its further completion. Whether incentives will have a positive effect on motivation or not depends on whether these 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 staff motivation and performance is the Vruum expectation 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 staff motivation and performance is divided into three components: expectation, means, and attractiveness. Expectation is an employee's understanding of the existence of a strong connection between performance and output. If an employee works hard and gives himself to work, does this translate into improved results of his work? Or are there constraints that will nullify the extra effort? The tool is the employee's understanding that there is a strong link between performance and remuneration. If an employee performs well, will he receive a commensurate remuneration? Or will the budget for his unit be cut? Attractiveness is the employee's appraisal of the value of the remuneration. Does the employee care about the remuneration they receive? Or is he receiving a worthless reward?

Therefore, an effective system must take into account all three of these factors. At the same time, personnel should know that: additional contribution to work will lead to good performance; good performance will lead to rewards; the reward is attractive and is reflected in decent pay.
Studies have shown 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 be very careful about the formation and development of remuneration systems (in monetary or any other form) in order to stimulate staff productivity.
These studies focus on the impact of incentives on the individual performance of staff. What about organizational impact? Do organizations that use a staff incentive system actually perform better? The evidence is there, but it's contradictory. Some scholars confidently conclude that linking pay with performance results in improved performance at the organizational level. Others find that proportional pay has no measurable impact on organizational performance. The discrepancy in conclusions can be partially explained by the fact that the research data includes a large list of incentive systems, for example: an increase in wages based on the professional qualities of an employee, the payment of one-time bonuses, programs for employee participation in the company's profits. Moreover, these studies consider the results of work in terms of different indicators: qualitative characteristics or quantitative characteristics of the work performed, financial position, perception of personnel, etc.
Prediction of the negative effect of incentives
Under ideal conditions, incentives can lead to increased motivation, additional investment in work, and increased productivity.
activity promoters. However, in reality, stimulation can lead to negative consequences. The negative consequences that are most widely recognized and studied are staff dissatisfaction caused by the belief in an employee's attitude towards injustice. When remuneration is paid commensurate with the work performed, staff eventually adapt to the system. If the distribution of remuneration, even to a small extent, is considered unfair by the employee, this can lead to serious problems.
Scientists have tried to understand at what point staff are most likely to feel the injustice of the amount of remuneration received and what their reaction will be. To study this issue, you can use the theory of justice by J. Adams, which in various modifications has been successfully used in research for several decades. A summary of the theory is that when an employee evaluates how fair the remuneration is, he compares himself to others. He compares not only the remuneration received, but also his contribution to the work, as well as the ratio of remuneration to his contribution. Contribution to the job involves investment of effort, talent and seniority. If this ratio is worse than that of his colleagues, then the employee considers the scheme of distribution of remuneration 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 the contribution to work. When he tries to find the cause of 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 feels relative unfairness about the amount of money received,
citizenship, 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 degree of 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, an employee's response may be to increase his contribution to work to match the remuneration received. However, in the long run, there is a possibility that the employee may eventually come to the conclusion that the remuneration is in line with his contribution, rather than increasing that contribution.
When an employee compares his contribution / reward ratio to that of his peers, there is a strong likelihood that he will have a lower ratio than theirs. This is due to the fact that people tend to exaggerate their merits. In addition, people tend to compare their earnings with the earnings of those people who, in their opinion, make an equal contribution to the work, but receive more. Given these trends, it can be assumed that, most likely, the majority of workers will be dissatisfied with the remuneration they receive, believing that they are underpaid.
Addressing the negative impact of incentives
How can a manager solve the seemingly inevitable problem of staff dissatisfaction with the discrepancy between the remuneration received and the contribution to work? One of the options for solving the problem is to reduce the share of an employee's wages, which depends on the results of his work. This approach reduces the positive impact of incentives on motivation and performance. Research carried out in this area shows that the most effective way to solve the problem of employee confidence in the unfair distribution of remuneration is to introduce the so-called “fair distribution procedure”, i.e. the process that determines the amount of remuneration.
Research into the impact of equitable distribution of rewards has revealed an interesting relationship. Work
Nicks consider high wages to be fair, regardless of the method by which they are determined. Employees consider low wages to be unfair only if the very process by which they are determined is unfair. In other words, workers tolerate a distribution of benefits that they perceived to be unfair if the method used to determine the amount of compensation was fair. A method is most likely to be perceived as fair if it is implemented in an open and transparent manner, and when workers can participate by providing relevant information (for example, through bottom-up feedback).
How to structure the incentive process? What are the main contingencies identified?
Given the level of interest in the issue of proportional pay in the public and private sectors, it is not without surprise that there is very little research that has been carried out in the search for the most effective way to structure the incentive system. Perhaps the reason lies in the difficulty of conducting comparative studies, which are both costly and time-consuming. Scientists have found that schemes with more reward-intensive schemes (the percentage of pay that depends on performance and thus is 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 for groups, the smaller the group, the greater the effect the incentive has on motivation.
On what basis should stimulation be carried out - on a group / organizational basis or on an individual basis? Studies have shown that both principles have their advantages and disadvantages. The distribution of remuneration according to the principle of individual performance, as a rule, is accompanied by increased pressure on each employee so that he works better, is responsible for the
actions and also took even greater risks. When individual schemes help to successfully identify leading and lagging workers, such schemes provide a valuable source of performance feedback. /> When distributing rewards according to the principle of group performance (in this case, as a rule, it means that each member of the group receives the same remuneration), group members demonstrate greater mutual respect for each other, a high level of self-esteem and self-control, a low level of anxiety and increased the level of satisfaction from the performance of the assigned tasks. Research in this area has shown a higher degree of communication between group members when the rewards are distributed according to the group principle than according to the principle of individual performance, even when the task does not require interaction between the group members. Several studies have shown a higher level of exchange of experience and information among group members when the remuneration is distributed according to the group principle. Other studies have shown that the distribution of rewards according to the principle of group performance increases the interaction and mutual assistance of group members.
Both principles of distribution of rewards have serious shortcomings. With an individual approach, there is a high likelihood that employees will hide resources and information instead of sharing with their colleagues. A system of individual approach to the distribution of rewards can divide the members of the organization into lucky and unlucky ones. Under these conditions, the highest score for performance will be assigned to the select minority, at least in theory. This situation can frighten off, first of all, those people who need to improve their performance. Rather than trying to perform better, they may perceive a low assessment of their work as a sign of incompetence or bias on the part of those doing the assessment. The organization may have a layer of disgruntled employees who will
say that they owe nothing to their organization; moreover, they may not want it to flourish. Front-line workers can also be harmed by the use of a personalized compensation scheme. Several classic examples of the use of incentive plans indicate that this category of workers sometimes has to experience ostracism and other negative social consequences.
Using a group approach can also lead to negative consequences. Rather than achieving the highest scores, group-based incentives may mean that laggard workers may not have incentives to improve their skills and increase their contribution to work. The work enthusiasm of front-line workers may wane or they may leave the organization. Alternatively, front-line workers may seek to encourage laggards to improve their performance. As a result, laggard workers may experience intense pressure and criticism from the rest of the group, which, in turn, will further impair their performance. In addition, group performance can be negatively affected by the fact that workers who fall behind 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 according to the group principle of effectiveness in cases where the interaction of employees and the exchange of information are especially important for the performance of the task (for example, in projects with the participation of specialists of various specializations and various organizations). The need for interaction and the degree of interdependence of workers is 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 the task is based on the individual skill of the employee. Rather, this principle applies to tasks that are less complex and not
require special interdependence on 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? Decades ago, clear differences were identified between the way senior and mid-level executives and employees were paid. Currently, in most cases, these differences do not apply. Some studies have shown that performance-based pay is less appropriate for workers who are less willing to take risks. In a regime of volatile, variable remuneration, these workers are more likely to deliberately or unconsciously refuse to complete the task. Other research has shown 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, as employees at a higher job level have a greater influence on the success of the organization.
This brief overview of the extensive research on performance measurement frameworks at the individual and group levels provides some important insights into the parameters that lead to success or failure in the design and implementation of such systems. However, it does not provide clarification as to which target systems work in a given organizational and cultural context. In this regard, we turn to a brief analysis of the main studies of target systems that are applied in public sector organizations in different organizational and cultural contexts.
Targeted research
In the British civil service, comparative studies were carried out in the field of pay-for-performance systems (this is the first large-scale study of this kind), which
which allowed us to draw important conclusions. They were attended by 5,000 IRS and Employment Service officers, two public health hospitals, directors of primary and secondary schools, and people from various professions and occupations.
The introduction of a performance-based pay system in the late 1980s. and the 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 largely in line with the results discussed above. Based on this study, it was concluded that the introduction of a performance-based pay system influenced an increase in the level of workload among ordinary workers and middle managers who evaluated their work. In this case, however, financial incentives mattered less than the more important role that task setting and performance evaluation played. The study emphasizes that improvements in goal setting can increase performance in two ways, and therein lies a major confusion: partly it can make the goals clearer, and partly it can enable leaders to talk about productivity gains that are not always achieved in voluntary basis. The researchers concluded that in the case of ordinary workers, a more systematic approach is needed to the ways of setting tasks and solving them, as well as the relationship of all possible interests. Study of a recent proposal ruler
The UK's move to introduce pay-for-performance for school teachers has important implications and raises several key questions. The researchers concluded that incentive schemes do work, but that they must be designed with the utmost care and meticulousness to avoid unwanted and unintended negative consequences. Typical undesirable consequences include the desire of employees to achieve quantitative indicators at the expense of quality, as well as rewarding the best teachers in school by appointing them to administrative positions, after which they stop teaching. Additional factors affecting performance The success or failure of a performance-based pay scheme depends on a number of circumstances, which vary from country to country. 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 the implementation of a pay-for-performance scheme will largely depend on the following conditions: the existence of a tradition of concluding a collective agreement; the attitude of trade unions. For example, the negative attitude of trade unions in Malaysia has been an obstacle to the introduction of a pay-for-performance system there, while in Singapore the support of the unions in this country has only accelerated the introduction of such a system; cultural factor. For example, systems using a group approach to remuneration 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, professional development.
fication and performance of their employees. For example, service enterprises use different pay-for-performance schemes. They will have different HR strategies and the objectives of the remuneration system must match them; the presence of a favorable working climate at the enterprise, which contributes to the efficiency and quality of the work performed. For example, businesses that encourage their employees to participate in job improvements perform better when using a pay-for-performance scheme.
The following factors influence the results of work: experience or professionalism, which are the basis of the growth potential and need constant development through professional development and retraining; attitude to work, which determines the readiness to improve the performance of the employee and which must be combined with an adequate system of motivation and remuneration.
Compliance of the company's employees with the above factors is the basis for the 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, perhaps, are even more important than remuneration. These are, for example: reorganization of the workflow; advanced training of employees; participation of employees in the decision-making process; opportunities for the advancement of ideas and their implementation; intangible incentives; career; setting goals at the level of the individual employee and the organization.
The ILO study proposes the following “conditional directions” for the development of performance-based pay systems: Performance-based pay should be designed to stimulate the results the organization needs.
It is necessary to consult with employees when preparing a remuneration plan (to determine the form of remuneration that would have incentive motivation) on its effectiveness and distribution of remuneration, as well as on monitoring the wage system. Performance-based remuneration criteria must: be objective; be replaceable; be adequate to the results of work; provide feedback to all employees, not just managers; be well understood; provide the ability to control employees. The internal incentive system should be strengthened, among other things, through consultations and interaction with employees, training, increasing employee satisfaction with work, increasing his responsibility, and reorganizing the work process. The question of the remuneration scheme is as important as the amount of the remuneration itself, because its distribution affects the employees' perception of the fairness of the scheme. The effectiveness of the reward scheme adopted also depends on the frequency of payments. Thus, the remuneration should follow directly on the work performed. The remuneration scheme should be communicated to all employees of the enterprise. The required level of quality of work must be achievable, otherwise the scheme will not have a motivational effect. The amount of payments should be clearly defined and directly depend on the results of work.
Some remarks on the issue of organizational and individual performance assessment

Experience and applied research allow a number of important observations to be made regarding the development and implementation of a performance management system at the organizational and individual levels.
Performance metrics at the organizational level are important but must be handled with extreme caution, especially when they relate to individual contracts for 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 need to be adapted to local conditions and may differ depending on the job responsibilities of those being evaluated and the requirements of those using the information and the results of the assessment. At the operational level, performance metrics should address narrower issues (for example, resource management and manufacturing processes). At a higher performance level, indicators may address broader issues (such as program performance).
Performance appraisal can be a useful tool for measuring performance at the administrative level. Performance indicators can be used to assess the compliance of the program with its goals. For example, in the road sector, a safety metric (say, the number of accidents per km of highway) can be used in preparing and supervising the implementation of plans. Performance appraisal can be useful for increasing the value of management reporting by determining the balance of costs and outcomes, but it is unlikely to be used to link costs to the bottom line. Let's say that leaders at a certain level in health care 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 relations system can be problematic. Even if the contract provides for payment from the budget, the relationship between performance indicators and the allocation of
resources would be indirect at best. Pay-for-performance systems can link certain elements of performance with remuneration for specific types of work and thereby increase productivity. However, special care must be taken in using a system that directly links job performance to wages. Selecting the appropriate metrics 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 stimulate their focus on short-term results at the expense of long-term goals. Results-based systems can lead to unwanted effects in the form of “clipping” or selection of clients who are most easy to work with.
For example, if the subsidies a hospital receives depend on the number of patients on the waiting list, the hospital administration and doctors will be incentivized to keep noncritical patients on the waiting list as long as possible while taking care of other patients in the meantime (high quality of 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) presupposes the existence of certain risks. The key question is how to mitigate these risks when remuneration of managers and staff is linked to performance targets. For example, the question of risk often refers to: target bias: where the focus is on quantitative indicators; narrowing the horizon of the program: when the focus is on its short-term objectives; distortion of data: manipulation of reported data and their uncritical perception; the nature of the behavior of the strategic leadership: 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 imagine that their work is less important.
To avoid these risks, there are a number of methods that can be used to organize a performance assessment system. They include the following: methods for assessing performance should be properly defined and consistent with program objectives; the methods for assessing the quality of work should be clearly and clearly defined, as well as understandable to employees; granting employees the right to property and repurchase shares in an organization is important because it excludes the interpretation of the valuation system in line with its use by senior management solely in order to get the best out of employees; the costs of developing, implementing and maintaining performance indicators should not exceed reasonable limits; performance indicators should be implemented consistently and gradually; performance indicators should be clear and under the control of the employee, agreed with him and be reflected only on a part of the employee's total remuneration.
The practice of introducing effective quality management practices is directly tied 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 really needed to use these methods in terms of organization, skills and resources.
With regard to the individual level of performance assessment, in this part, individual contracts can be drawn up on the basis of the job responsibilities assumed within the framework of the given
organization. These job responsibilities are part of a job classification system that defines the categories of different professions (eg economist, social worker, school teacher, etc.) with different salary levels, with a given interval of salary changes within each profession. Contracts may use the job classification system and remuneration differentiation adopted within that classification. The remuneration in each specific case depends on how the level of the employee meets or exceeds the level specified in the contracts drawn up by the managers of the given company.
Provincial governments in Canada have significant experience in performance-based pay at the executive level. The accumulated experience convinces us that the introduction of a new remuneration system should start with the top managers of the organization. Contracts and a performance-based pay system were introduced in Canada in an environment where wages were frozen for a long period of time, there was a reduction in senior management, competent leaders left the government, the state system was not able to attract highly qualified specialists, and the existing one At that point, the reward system did not incentivize people of exceptional ability.
The new system used by the Canadian federal government has two components - ongoing commitments and core (or “at risk”) commitments. For example, the “risk pay” for deputy ministers is 25% of the total remuneration.
The reform of the remuneration system raises some questions, the answers to which must be found before the reform can begin. Among such questions are the following: what is the potential potential for such changes; what "pitfalls" can be; in what amount the risk reward must be paid; how, under such a system, to draw up contracts between the employee and the employer; what needs to be included in the contract as performance indicators; what kind
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 the overall level of remuneration remains very low; and finally, what are the main problems arising from the specifics of Russian conditions.
It is worth noting the Korean experience, from which it follows that for reforms to work, the level of remuneration for civil service workers should be significantly increased compared to pay in the private sector. The Korean experience has also shown that serious problems have arisen in the country related to the bias of managers. For example: Managers tend to draw conclusions based on first impressions, which can often be wrong and which can lead to a subjective analysis of the quality of the work performed. These mistakes can weaken the credibility of the performance assessment process.
It is worth noting the experience of the UK as well, as it can highlight the fundamental elements that are necessary for the effective implementation of organizational and individual contracts. For the UK, these pillars include: clear and measurable organizational goals that were developed in the 1980s. within the framework of the creation of 140 executive bodies; experience in developing meaningful business plans for the aforementioned bodies; experience (albeit controversial) of annual performance analysis for senior and middle managers and for line employees; developing an operational logic chain to link individual performance to the results that the organization requires; experience of reasonable remuneration for public sector employees 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 have been criticized as “biased and unfair”; taking effective measures to establish norms of behavior for senior managers as an addition to the norms 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">