Effective management: what is it and how to implement it. Modern methods of personnel management Effective methods of management in a modern organization

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From this article you will learn:

• What is the basis of the effective management system of the company
• What are the functions of effective enterprise management
• What are the principles of effective management
• Under what conditions is it possible to introduce effective management
• What are the methods of effective management
• How to form a system of effective company management
• How to effectively manage staff

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 an effective company management system

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

To begin with, it is necessary to determine what the generally accepted meaning of the term "management" is. Management is a system of actions through which a specific goal is achieved. The main figure in this system is the manager, who has knowledge, skills, talent and is endowed with official authority. However, if the task is not implemented or implemented with increased costs (cash, time), it should be considered that the manager has not fulfilled his functions of effective management. Most likely, he did not deal with the problem to the full extent, as required by the situation. Consequently, the use of the term "inefficient 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 evaluate the work of the managerial staff (or specifically the manager) in dynamics, to study quantitative and qualitative indicators, the performance results of the production (company) headed by him, and the development strategy. Naturally, the assessment of effective management should be comprehensive and objective.

The evaluation criteria for the management function are:

Target approach

The assessment takes into account the speed and quality of the implementation of the tasks facing the manager. Some consider the target approach in the management evaluation 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 process of activity, goals, their number may change, and contradictions between them may arise.

resource approach

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

Appraisal approach

At the same time, the company itself analyzes:

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

A complex approach

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

It must be understood that it is impossible to analyze effective management without evaluating the activities of the manager. The leader is the main link and engine of management, endowed with the maximum amount of authority.

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

1. The level of education. Naturally, a 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 he leads is an indispensable quality of a manager.
3. Dedication, responsibility, resistance to stressful situations, confidence in the chosen path, composure, if necessary, make decisions in emergency situations.
4. Physical and spiritual health.
5. High learning ability, the absence of excessive conservatism.
6. Warehouse of character, physical status, corresponding to the performance of the functions of the head.

4 functions of effective enterprise management

Practice shows that four leading functions are necessary for effective management: planning, organizing, creating motivation, and analyzing results. These functions are sequentially 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 for moving towards the result. It deciphers how the employees of the company must act in order for a single goal to be achieved (a specific task is solved). Planning is a function that brings together the efforts of many people to solve a single problem. At the same time, the volume of resources necessary to achieve the result is planned. Although even a well-thought-out plan does not guarantee unconditional success.

In addition, it is impossible to take into account all the details. But it's hard to work without a plan. Emerson Electric CEO Chuck Knight once remarked, “Anyone who develops a five-year plan, then throws it in the trash a year later and starts planning again must be a little weird. But I have never seen a plan that lasted more than two years. And I also do not know a plan that would not be improved over time in the process of work. In any case, planning is an excellent school for company managers.

Organization

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

When Lucio Noto headed Mobil, one of the world's largest oil companies, the scale of the management structure of this organization, characterized by the lack of mobility, the dispersion of resources, became obvious to him. Gradually, he abandoned the units that were not related to the leading activities of the company, eliminated the links that duplicated the work of each other, and began to reorganize the bureaucracy of the company. Over time, Lucio Noto turned the vast holding into a single, simply controlled organism. Five thousand people were fired, but the company became more profitable and progressive.

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

Experience shows that the technology of effective management, aimed at the final result, is most flexible 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 management is carried out, the main thing is that it continuously serves the cause: “Let sometimes we not have the best result, it is important to move forward and not stand still. In some divisions, we do not have a clear organizational framework for the company. But if necessary, we will create an organizational structure that 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 involvement of opportunities, and not to exist in an environment of conventions.

Motivation

This is an important element that encourages employees to implement the tasks outlined by the plan. Managers of enterprises have always been involved in creating motivation among employees for production achievements, sometimes even unconsciously. In ancient times, “carrot and stick” served as motivation, for especially distinguished ones - gifts and awards. Leaders of the modern level need to know for sure that motivation is focused on meeting the needs of the performer, and they often change. The manager's intuition should suggest what needs of employees should be satisfied first of all through interest in the work process.

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

Control

A necessary element for the stabilization of the successes achieved by the organization. Management control is presented in three sections. The first step is to set standards. In order to know where we are going, it is necessary to accurately identify goals and determine the timing of their implementation. The next step is to assess what has actually been accomplished and compare it with what was planned. And finally, it is necessary to regroup goals if the situation has changed in such a way that what was previously planned has become irrelevant.

Karol Bartz, Chairman of the Board of Directors and President of Otodesk Corporation, in an interview, drew attention to the fact that people do not have enough responsibility to perform quality work that is not controlled. “I have to supervise my daughter doing her homework. In the service, I also got used to checking the actions of employees. I would very much like my daughter, the people working with me, to correctly understand the purpose of my control. And in the future, 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 only be achieved if the manager is always in the know at every stage of the movement towards the goal, aware of the successes, difficulties and failures along the way. Karol Bartz has repeatedly emphasized that information about failures should come as quickly as possible. It is easier to deal with shortcomings when we do not hide them, but strive to quickly fix everything and move on.

6 Principles of Effective Management by Yves Moreau, Partner at 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. Strengthen the authority of integrator-managers, endowed with special powers and incentives. This contributes to the creation of a favorable atmosphere between employees. Their task is to translate the spirit of rivalry into friendly partnerships. To strengthen 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. Have more processes done by yourself. 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 "local" inclinations among employees. It is much more important to get a general result than positive individual indicators at individual links in production.
6. Praise employees who are open to collaborative activities. Often, failures are due to the fact that the employee did not ask for help on time or this help was denied to him. Encourage the initiative to help those who are lagging behind when their work has already been 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 years of 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, a number of factors must be taken into account. These include: the scale of production, the number of employees, the profile of activities. Undoubtedly, a financial exchange, an agricultural cooperative, an industrial enterprise, a shopping center and research institutes radically differ in the organization of labor, qualifications of personnel and, accordingly, management features. Different production goals, methods for achieving them, specific conditions for their implementation have a direct impact on the creation of an effective management system.

Among the factors influencing obtaining stable results in management, there are internal and external - in relation to the subject of management. In addition, there are vectors of manager's activity - structural (oriented to the management of the production process) and activating (aimed at interacting with the human resource). For each organization, they have their own specific impact on the efficiency of the process.

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

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. The activating factors should create a priority for the 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 in a short time period. The further situation will still require control.

In our research, we came across the fact that leaders from Kazakhstan quite productively influence structural factors, which cannot be said about their influence on activating factors.

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

The individual-situational style presupposes 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 the traditions of culture, the use of elements of the native language by those in contact, which creates a comfortable interaction. A leader in his practice 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. Making money is becoming more and more difficult, and getting into the ranks of leaders is even more difficult. Requirements for the quality of goods and services are increasing, as well as reducing production costs. At the same time, there is a growing demand for highly qualified personnel, increasing the efficiency of management functions.

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, orients production activities to the needs of consumers, responds flexibly to the challenges of competitors and allows you to achieve advantages over them. 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 regular analysis of internal and external conditions affecting the production system. At the same time, an adequate building of relations with the personnel is taken as the 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 core self-organization method is the principle of self-improvement of the system. In 1990, P. Senge formulated the concept of the possibility of self-organization of complex systems in the process of evolution. Observations of the last decade have confirmed the specificity 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” company and their ability to learn is more pronounced than that of competing firms. Self-learning organizations are based on 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 stereotypes of thinking of the management apparatus and specialists of the organization;
• complex thinking.

One of the urgent tasks facing Russian enterprises is the development of methods that allow organizing 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 principle of self-learning;
• creation of conditions for the upbringing of a high organizational culture;
• expansion of the economic rights of shops, divisions by increasing the degree of trust on the part of the management;
• delegation of managerial functions to working groups (teams);
• encouragement of domestic 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 management;
• introduction of payment based on the result of work and activity of the employee.

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 effective management. Controlling combines a system of planning, development, analytics, accounting and control functions, information interconnection, motivation for the labor process, stimulation at all levels. It includes:

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

The strategic task of controlling is to aim the management process at solving global and current problems. In practice, this looks like stimulating managers at 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”, combining planning, accounting, control and analysis of the enterprise.

Historically, the name "controlling" originated in England. However, the school of business administration in Germany had a great influence on the further development of controlling. Due to its effectiveness, controlling is constantly developing and improving.

Allocate a list of functions performed by controlling:

• planning - the formation of urgent, current, long-term tasks and ways to implement them;
• 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 period;
• control over compliance with what was planned.

The ultimate goal of controlling is the orientation of management decisions towards the implementation of the strategic tasks that the enterprise sets for itself. 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 managerial decisions, to advise and assist in their activities.

Controlling methods have two application points:

• scope, which defines tasks;
• period of action - operational or strategic.

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

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 costs and profits at the moment. Operational controlling involves an analysis of the profitability of invested funds, liquidity, labor productivity and provides for an assessment of the effectiveness of company management in a short period of time. The traditional indicators for it are: the method of comparative analysis, the method of deviations, index analysis, additive models, plan-factor analysis. These indicators are applied based on the specifics of production and the external environment. For example, if the company completely occupies any market niche, analysis of competitors 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 income part of which is directly related to the realization of the creative potential of employees. An “overdose” of control can provoke a decrease in motivation and, as a result, a negative result in indicators.

It should be noted that enterprises using controlling methods achieve a tangible economic effect. By accumulating intermediate data on the results of the enterprise, it is easier to carry out the planning procedure, develop the right decisions, organize timely communication of information to all interested parties.

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

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

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

Any financial success is one way or another 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 allows you to predict the need for management decisions in a particular area and monitor their results uniformly for all staff.

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

• as a tool by which the real profitability of the enterprise is measured;
• as a tool that demonstrates to the management of the enterprise ways to stimulate profitability;
• as a non-standard approach to the concept of profitability (transition from the calculation of return on invested capital (ROI), measured in percentage terms, to the calculation of 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 through a more rational circulation of capital, and not by reducing the costs of 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 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 profits, 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 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 inefficient management and a decrease in the value of the company.

Since economic value added is related to the weighted average of the cost of capital, this indicator can objectively determine the rates of return on capital. At the same time, funds received from investments can be calculated separately. It should be noted that the main thing in 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 build a forecast of the relationship between EVA and the price of the company's shares for a short time period. Profit planning should always be linked with the planning of 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 results in planning and EVA. Therefore, in the largest Western firms, the premium of managers depends on the EVA indicator, and therefore, they are very interested in increasing this indicator.

It's time to break down the EVA into its components. This will help to identify company structures that are not working efficiently enough. In the case when a unit cannot receive a positive economic value added, it makes sense for the governing core to decide on a more rational use of funds.

From the EVA indicator, incentive and reward systems used at all levels of the organization can “start”. It can perfectly replace monitoring studies. Thanks to EVA, managers will be motivated to make informed investment decisions. However, if the salary of managers, especially junior managers, is directly related to their initiative and contribution to economic value added, 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 measures of responsibility among personnel;
• progressive personnel policy (due to the need to improve the skills of employees who are delegated the right to make decisions, to systematically stimulate their work).

What is effective human resource 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 suggestions 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. When initially entering 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 applicants will find it themselves. To promote your company in the market, it is desirable 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 work:

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

Then the operation of the management system is “turned on”: the current 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 companies operating in the Russian Federation operate in a competitive environment. Competitive struggle is conducted, including, and for new shots. Therefore, it is not easy to choose worthy employees. Sometimes it is more difficult to find a person in the clerical department than to find a competent lawyer.

For effective personnel management, it is necessary 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, consistent with the corporate culture of the company and consistent with the scope of its activities. It is necessary to study both the personal qualities of the candidate and his professional skills (according to the characteristics from the previous place of work).

More experienced and more competent applicants always have an advantage. At the interview, HR specialists test future employees with the help of mini-tests: it is important for them to determine how motivated the candidate is for the proposed job, what professional skills he has.

The last word in the admission of a newcomer remains with the head of the department or the deputy head of personnel.

Further, the applicant will be offered training and internships. These stages are very important, because it is here that the future employee gets acquainted with the internal mechanisms of the company, called the 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 employees prepare the trainee for the test. In addition, during the period of work, the employee will be repeatedly offered mandatory 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 training is to motivate them to competently and responsibly perform their work. In addition, it provides for a more respectful attitude of the employee to the enterprise, the unification of personnel by a common idea. Among the motivating factors, two main blocks are usually considered: material and non-material stimulation.

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

• how management evaluates their work;
• how they can increase their salary;
• whether their work is objectively evaluated;
• Is the reward system fair?

Most often, companies use a time-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 brought customers, the quality of their service, etc. are taken into account).

Within the enterprise, there should be their own provisions regulating the remuneration for each employee (or categories of employees). There should also be information about the possible stages of advanced training that affects the assessment of the work of employees.

A significant role in a properly organized management system is played by non-material incentives. Expanded corporate competitions for the best in the profession, positive evaluation of leading employees, their awards increase the prestige of the enterprise. Employees are very stimulated by personal congratulations on holidays, happy birthdays. And joint participation in the celebration of the anniversary of the company strengthens the unified idea of ​​the organization.

Internal interaction

The guiding rule on which effective personnel management is based calls to pay attention to the suggestions / wishes of employees, try to understand them and help if necessary. This rule cannot be ignored by either the manager or the recruiting specialist. Creating accessible feedback is 50 percent of the success of HR. An employee of any level 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 hidden conflict situations among employees, it is necessary to monitor the mood of the team. Information about this can also be obtained through anonymous surveys. With this monitoring, you can find out:

• about shortcomings in the work of individual leaders;
• about difficulties in the production process and ways to eliminate them;
• about the psychological "knots" in the unit, which must be urgently "untied" until the conflict spread to the entire team.

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

Career Management

Effective management involves stimulating employees to career growth. The inability to move 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 on the basis of an assessment of the level of qualification and motivation for self-improvement. The increase may 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. As candidates for a newly opened managerial position, current employees are selected first. 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.

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

performance, efficiency, economy, compliance and quality. Effectiveness is a relative concept, so it is often measured against certain norms and standards (for example: previous results, a comparable program or organization, a budget target, or a mission statement).
Based on the extensive experience of managers in the application of performance management in the public and private sectors, it can be concluded that one of the most widely used strategies includes 10 features 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 to encourage staff to simplify the system of attracting other individuals and organizations to cooperate. Conciseness and simplicity. If all tasks are of the same priority, it means that there are no priorities. If several tasks are set, it is necessary to clearly explain their essence and create an understandable system for their evaluation and performance management. Challenging but realistic tasks. All set goals and objectives, regardless of their degree of complexity, must be achievable. Classification "descending" and "ascending". Show employees exactly what they need to do to complete each organizational task. Assist the organization in classifying tasks from the bottom up to align the roles of staff and departments, and then from the top down to ensure that tasks are completed throughout the organization. Wide application. Performance indicators need to be applied to the day-to-day activities of the organization. Informativeness. Performance data needs to be communicated to staff. They should be distributed in writing within and outside the organization. interactive information. Provide an opportunity for staff (for senior and middle managers, as well as
employees) to 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 issues. Segmentation. The division of information into segments (by geographic regions, client groups, industrial sectors, programs, etc.) allows employees to evaluate their performance, draw conclusions from them and improve them. Data. The accuracy of the assessment is a critical building block of a successful performance assessment system.
Here it is necessary to make one important remark, which warns against ill-considered linking the evaluation of effectiveness with rewards or punishments. Attention is drawn to the fact that a poorly structured incentive system can cause inaction or even unproductive behavior of staff.
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 summary of these studies. One of the most important features of these studies is that all of them are mainly devoted to the development and use of incentives and rewards, including such questions as: how incentives affect performance and motivation; what does
the negative impact of incentives and how to deal with it; how best to structure the system of incentives and rewards. The following key questions are raised below: When is it necessary to create a performance management system and does it make sense to tie the achievement of the goal to monetary incentives? How does the introduction of incentives into such a system affect the performance of staff, as well as their motivation and behavior? What form should such incentives take?
What additional aspects does incentives bring to 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 shows that people who are given specific and difficult tasks perform better than people who are given a task like "show your best" or no tasks at all. . The tasks set perform 4 functions: to draw attention to the task; to mobilize efforts for its implementation; encourage problem solving; accelerate the development of a strategy for completing the task. In other words, the tasks set: specifically indicate in which direction it is necessary to work; inform staff that there is no need to work beyond measure; remind staff that the work has a visible completion; and also encourage staff to complete the task as soon as possible.
Research conducted in the field of feedback shows that staff who regularly receive information about the results of their work show higher results than staff who do not receive feedback. In addition, the use of comparative feedback is particularly useful. Studies comparing feedback in
conditions where the employee (or employee) had the opportunity 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 gives a stronger effect.
What happens when this combination is supplemented with monetary incentives? While the tasks and feedback increase productivity, additional monetary incentives can increase interest in 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 remuneration have the greatest impact on employee motivation and performance?
The main model for understanding and predicting the degree of impact of remuneration on the motivation and performance of staff is the Vroom 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 remuneration on the motivation and work of the staff is divided into three components: expectation, means and attractiveness. Expectation is the employee's understanding of the existence of a strong connection between output and the result of labor. If an employee works hard and gives himself to work, does this translate into an improvement in the results of his work? Or are there constraints that will reduce the additional effort to zero? The remedy is the employee's understanding of the existence of a strong relationship between performance and remuneration. If the employee has a good performance, will he receive a commensurate remuneration? Or will his unit's budget be cut? Attractiveness is the employee's assessment of the value of the reward. Does the employee care about the remuneration he receives? Or is he receiving a worthless reward?

Therefore, an effective system must take into account all three of these factors. At the same time, staff should be aware that: additional contribution to the work will lead to good performance; good performance will lead to rewards; the reward is attractive and is expressed in decent pay.
Studies show 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 carefully approach the issue of the formation and development of remuneration systems (in cash or in any other form) in order to stimulate staff productivity.
These studies focus on the impact of incentives on individual employee performance. What about impact at the organizational level? Do organizations that use employee incentives actually show better performance results? There is evidence, but it is contradictory. Some scholars confidently conclude that linking pay to performance leads to improved performance at the organizational level. Other scholars conclude that proportional pay does not have a measurable impact on performance at the organizational level. The discrepancy in the conclusions can be partly explained by the fact that these studies include a large list of incentive systems, for example: salary increases based on the professional qualities of an employee, payment of one-time bonuses, employee participation programs in the company's profits. Moreover, these studies look at performance in terms of different indicators: qualitative or quantitative characteristics of the work performed, financial position, staff perception, etc.
Forecast of the negative effect of incentives
Under ideal conditions, incentives can lead to an increase in motivation, additional contribution to work and an increase in
instigators of activity. However, stimulation can actually lead to negative consequences. The most widely reported and studied negative consequences are the dissatisfaction of the staff, caused by the belief in the employee's attitude towards injustice. When rewards are paid commensurate with the work performed, the staff eventually adapts to such a system. If the distribution of remuneration, even to a small extent, is considered unfair by the employee, this can lead to serious problems.
The scientists tried to understand at what point the staff is most likely to feel the unfairness of the amount of remuneration received and what their reaction will be. To study this issue, one can use the theory of justice by J. Adams, which in various modifications has been successfully used in research for several decades. A brief summary of the theory is as follows: when an employee evaluates how fair the reward is, he compares himself with others. He compares not only the remuneration received, but also his contribution to the work, as well as the ratio of remuneration and his contribution. Contribution to the work implies invested effort, talent and work experience. If this ratio is worse than that of his colleagues, then the employee considers the reward distribution scheme as unfair. He will try to restore justice by bringing the elements of this ratio to equilibrium. Studies have shown that in this case the most common way to restore equity is to reduce the contribution to work. When he tries to find the cause of the situation, then, most likely, these will not be internal, but external causes (boss, organization, too intensive labor system). Therefore, it is not surprising that when an employee feels a relative injustice in terms of the amount of remuneration received
protection, then there is a high probability that it can cause theft, sabotage, bribery, corruption, politicking and employee turnover.
At the same time, when an employee assesses the degree of fairness of the remuneration received, a situation may arise when he finds that the ratio of his contribution to remuneration is higher than that of his colleagues. In the short term, the employee's response may be to increase his contribution to the 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 amount of remuneration corresponds to his contribution, instead of increasing this contribution.
When an employee compares his contribution/reward ratio with those of his peers, there is a high probability 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 those of people who, in their opinion, contribute equally to the work, but receive more. Given these trends, it can be assumed that, most likely, the majority of employees will be dissatisfied with the remuneration they receive, believing that they are underpaid.
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 the work? One of the solutions to the problem is to reduce the share of the employee's salary, which depends on the results of his work. This approach leads to a reduction in the positive impact of incentives on motivation and performance. Research conducted in this area shows that the most effective way to address the problem of employee confidence in the unfair distribution of remuneration is to introduce the so-called "fair distribution procedure", i.e. process that determines the amount of remuneration.
Research on the impact of fair distribution of remuneration has revealed an interesting relationship. Works
nicks consider a high level of wages to be fair, regardless of the method by which wages are determined. Workers consider low wages to be unfair only if the process by which wages are determined is unfair. In other words, employees are tolerant of the distribution of remuneration, which they considered unfair, if the method that determines the amount of remuneration is fair. A method is more likely to be perceived as fair if it is implemented in an open and transparent environment, and where workers can participate by providing relevant information (eg through bottom-up feedback).
How to structure the incentive process? What major contingencies have been 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 done in the area of ​​finding the most effective way to structure the reward system. Perhaps the reason lies in the complexity of conducting comparative studies, which are both costly and time consuming. Scholars have found that schemes with more intensive reward systems (a percentage of pay that is performance-based and thus associated with risk) have a more positive effect on motivation and performance than schemes with less intensive reward systems. It is also well known that when designing incentives in groups, the smaller the group, the greater the impact of incentives on motivation.
According to what principle should stimulation be carried out - by group / organizational or individual? Conducted studies show that both principles have their advantages and disadvantages. The distribution of rewards based on the principle of individual performance, as a rule, is accompanied by increased pressure on each employee so that he performs better, takes responsibility for his actions.
actions, and also took even greater risks. When tailor-made schemes help to successfully identify front and back performers, such schemes provide a valuable source of performance feedback. /> When rewards are distributed according to the principle of group performance (in this case, as a rule, it means that each member of the group receives the same reward), group members demonstrate greater mutual respect for each other, a high level of self-esteem and self-control, a low level of anxiety and an increased the level of satisfaction from the performance of tasks. Research conducted in this area has shown a higher degree of sociability between group members in the case of distribution of rewards on a group basis than on an individual performance basis, even when interaction between group members was not required to complete the task. Some studies have shown a higher level of exchange of experience and information among group members in the case of distribution of rewards on a group basis. Other studies have shown that the distribution of rewards on the principle of group performance enhances the interaction and mutual assistance of group members.
Both principles of reward distribution have serious drawbacks. With a one-to-one approach, there is a greater chance that workers will withhold resources and information instead of sharing with their colleagues. The system of individual approach to the distribution of rewards can divide the members of the organization into the lucky ones and the losers. Under these conditions, the highest score of results will be assigned to a selected minority, at least in theory. This situation can scare away, first of all, those people who need to improve their performance. Instead of trying to do better, they may see low self-assessment as a sign of incompetence or bias on the part of those doing the assessment. An organization may have a layer of dissatisfied employees who will be considered
say that they owe nothing to their organization; moreover, they may not desire its prosperity. Frontline workers may also be hurt by the use of an individual remuneration scheme. Several classic examples of the use of incentive plans show 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. Instead of achieving top performance, group-based incentives may mean that lagging workers may not have incentives to improve their skills and contribute more to their work. The work enthusiasm of frontline workers may decline or they may leave the organization. Alternatively, advanced performers may seek to encourage lagging performers to improve their performance. As a result, underperforming workers may feel intense pressure and criticism from the rest of the group, which in turn will further worsen their performance. In addition, the work of the group may be negatively affected by the fact that lagging workers are aware of their low status, which does not allow them to influence the state of affairs in the group or express their opinion.
Based on these studies, and taking into account all the advantages and disadvantages of the above, we can conclude that it is necessary to use incentives based on the group performance principle in cases where the interaction of employees and the exchange of information are of particular importance to complete the task (for example, in projects involving specialists of various specializations). and different organizations). The need for interaction and the degree of interdependence of workers are most likely determined by the complexity of the task. 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. This principle is rather applicable to tasks that are less complex and not
require special interdependence from workers. In short, the structure of the incentive system should be determined by the nature of the work performed.
There is one question that must be answered: how should the structure of the incentive system be changed depending on the type of worker? A few decades ago, clear differences were identified between the ways in which executives and middle managers are paid and ordinary employees. At present, in most cases, these distinctions do not apply. Some studies have shown that pay-for-performance schemes are less appropriate for workers who have little desire to take risks. In a regime of volatile, changing remuneration, such workers are likely to consciously or unconsciously refuse to complete the task. Another study found that incentive intensity (the percentage of reward that is associated with risk) is higher at higher levels of the organizational hierarchy than at lower levels. This is considered normal, 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 schemes 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, he does not explain which target systems operate in which organizational and cultural contexts. In this regard, we turn to a brief analysis of the main studies of target systems that are applied in public sector organizations in various organizational and cultural contexts.
Target Research
Comparative studies have been carried out in the British civil service on performance-based pay systems (the first large-scale studies of their kind) that
which led to important conclusions. They were attended by 5,000 employees of the Internal Revenue Service and the Employment Service, two public health service hospitals, principals of primary and secondary schools, as well as people of various professions and occupations.
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 consistent with those discussed above. Based on this study, it was concluded that the introduction of a performance-based pay system had an impact on the increase in the level of workloads of ordinary workers and middle managers who evaluated their work. In this case, however, financial incentives mattered less compared to the more important role played by task setting and performance appraisal. The study specifically notes that improving performance in the area of ​​goal setting can increase performance in two ways, and this is where the main confusion lies: in part it can make goals more clear, and in part it allows managers to discuss the issue of improving performance levels that are not always realized on voluntary basis. The researchers came to the conclusion 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. Examining a recent ruler proposal
The UK's move to introduce performance-based pay for school teachers has important implications and raises several key questions. The researchers concluded that incentive schemes do work, but they must be designed with great care and scrupulousness to avoid unwanted and unforeseen negative consequences. Typical undesirable consequences include the desire of workers to achieve quantitative indicators at the expense of quality, as well as the encouragement of top school teachers by appointing them to positions of administrators, 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 that 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; union attitude. For example, the negative attitude of the Malaysian unions was an obstacle to the introduction of a performance-based pay system there, while in Singapore the support of the Malaysian unions only accelerated the introduction of such a system; cultural factor. For example, systems that use a group approach to remuneration may be culturally appropriate in some countries; personnel management strategies that use material rewards to implement the target strategy of the enterprise. Thus, organizations with low-cost production stimulate innovation, skill development
performance and performance of its employees. For example, service businesses use different performance-based pay schemes. They will have different strategies for managing personnel, and the objectives of the pay system should be consistent with them; the presence at the enterprise of a favorable working climate that contributes to the efficiency and quality of the work performed. For example, businesses that encourage their employees to participate in job improvement perform better when using performance-based pay schemes.
The results of the work are influenced by the following factors: experience or professionalism, which is the basis of the potential for growth and needs to be constantly developed through advanced training and retraining; attitude to work, which determines the readiness to improve the performance of the employee and which should be combined with an adequate system of motivation and remuneration.
Compliance of the employees of the enterprise with the above factors is the basis of the effectiveness and the main task of the personnel management system.
In the motivation system, it is necessary to pay special attention to those aspects that are perhaps even more important than rewards. These are, for example: reorganization of the workflow; professional development of employees; participation of employees in the decision-making process; opportunities to generate ideas and implement them; non-material encouragement; career; setting goals at the level of the individual employee and the organization.
The ILO study suggests the following “conditional directions” for the development of performance-based pay systems: The pay-for-performance system should be designed to incentivize the results required by the organization.
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 should: be objective; be replaceable; be adequate to the results of labor; provide feedback to all employees, not just managers; be well understood; Provide control to employees. The internal incentive system should be strengthened, among other things, through consultations and interaction with employees, training, increasing employee job satisfaction, increasing his responsibility, and reorganizing the work process. The issue of the remuneration distribution scheme is as important as the amount of remuneration itself, since its distribution affects the opinion of employees about the fairness of this scheme. The effectiveness of the adopted remuneration scheme also depends on the frequency of payments. Thus, remuneration should follow directly on the work performed. The remuneration scheme should be communicated to all employees of the enterprise. The required performance level 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 comments on the issue of organizational and individual performance evaluation

Experience and applied research allow us to make a number of important observations regarding the development and implementation of a performance management system at the organizational and individual levels.
Performance indicators at the organizational level play an important role, but they must be handled with great care, especially when they are associated with individual contracts of individual employees. It is necessary to constantly discuss and explain the meaning of performance indicators, otherwise they can distort the nature of the work of organizations, managers and ordinary employees. Performance indicators should be adapted to local conditions and may vary depending on the job descriptions of those whose work is being assessed and the requirements of those who use the information and assessment results. At the operational level, performance measures should address issues of a more narrow nature (eg resource management and production processes). At a higher level of performance, indicators may address broader issues (such as program effectiveness).
Performance appraisal can be a useful tool to measure performance at the administrative level. Performance indicators can be used to assess the conformity of the program being implemented with its objectives. For example, in the road sector, a safety indicator (say, the number of accidents per 1 km of highway) can be used in the preparation and monitoring of the implementation of plans. Performance appraisal can be useful in enhancing the value of management reporting by identifying cost-to-outcome ratios, but it is unlikely to be used to link costs to the bottom line. Let's say that leaders of a certain level in health care can be accountable for the number of vaccinations, but the health status of the entire population as a whole cannot be a reportable indicator for them.
The use of performance indicators in the contractual system of labor relations can be problematic. Even if the contract provides for payment from the budget, the relationship between performance indicators and the allocation of
resources will be indirect at best. Pay-for-performance systems can link certain elements of performance to rewards for specific types of work and thus increase productivity. However, special care must be taken in using a system that directly links performance to pay. The selection of appropriate indicators is a very difficult and delicate process. On the one hand, problems can arise if workers are made responsible for things that are beyond their control. On the other hand, focusing on things that employees can control can encourage them to focus on short-term results at the expense of long-term goals. Result-oriented systems can lead to undesirable effects in the form of “cutting off” or selection of clients who are the easiest to work with.
For example, if the subsidies a hospital receives depend on the number of patients on the waiting list, the administration and doctors of that hospital will have an incentive to keep non-critical patients on the waiting list for as long as possible, while they themselves attend to other patients (high quality of care for a minority, low quality - for most).
The use of a performance evaluation system for organizations and individual employees (top and middle managers, ordinary employees) implies the existence of certain risks. The key question is how to mitigate these risks in an environment where executive and staff compensation is tied to performance targets. For example, the issue of risk is often related to: shifting goals: when the focus is on quantitative indicators; narrowing the horizon of the program: when the focus is on its short-term objectives; data distortion: manipulation of reporting data and their uncritical perception; the nature of the behavior of strategic management: a conscious decision to develop easily achievable goals;
constant focus on a specific goal: inability to adapt to changing goals; demoralization of staff: employees for whom performance indicators are not provided may 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 evaluation system. They include the following: methods for evaluating performance should be well defined and consistent with program objectives; methods for assessing the quality of work should be clearly and clearly defined, as well as understandable to employees; granting employees the right to own property and buy back shares in the organization is of great importance, since it precludes the interpretation of the evaluation system in line with its use by senior management solely in order to get the most 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 controlled by the employee, agreed with him and reflected only in part of the total remuneration of the employee.
The practice of implementing effective performance management practices is directly linked to local conditions. In this regard, the following questions arise: are these methods effective for Russia and can they be applied; what priorities, pace and sequence should be chosen; what is really needed to use these methods in terms of organization, skills and resources.
With regard to the individual level of performance evaluation, in this part, individual contracts can be drawn up on the basis of job responsibilities adopted under this
noah organization. These job responsibilities are part of a job classification system that categorizes different professions (e.g. economist, social worker, school teacher, etc.) with different salary levels, with a given salary range within each profession. Contracts may use the system of job classification and differentiation of remuneration adopted within this classification. The remuneration in each particular case depends on how the level of the employee meets or exceeds the level specified in the contracts drawn up by the managers of this company.
Canadian provincial governments have significant experience in performance-based pay at the executive level. The accumulated experience convinces that the introduction of a new system of remuneration must begin with senior executives of the organization. Performance-based contracts and pay systems were introduced in Canada at a time when wages were frozen for an extended period of time, there were staff cuts in senior management, competent leaders left the government, the state system was not able to attract highly qualified specialists, and the existing one on At that moment, the reward system did not stimulate people with exceptional abilities.
The new system used by the Canadian federal government has two components - standing commitments and key (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 begins. Among such questions are the following: what is the possible potential for such changes; what "pitfalls" can be; how much is the risk reward to be paid; how, under such a system, to draw up contracts between an employee and an employer; what should 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 pay; 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 stemming from the specifics of Russian conditions.
It is necessary to note the experience of Korea, from which it follows that in order for the reforms to work, the level of remuneration for employees of the civil service should be significantly increased compared to payment in the private sector. The Korean experience also showed that serious problems arose in the country related to the bias of managers. For example: Managers tend to draw conclusions based on first impressions, which can often be erroneous and which can lead to a subjective assessment of the quality of the work performed. These errors can weaken the credibility of the performance appraisal process.
It makes sense to also mention the experience of the UK, since it is possible to extract from it the fundamental elements that are necessary for the effective implementation of organizational and individual contracts. For the UK, these fundamental elements include: clear and measurable organizational objectives, which were developed in the 1980s. as part of the creation of 140 executive bodies; experience in developing meaningful business plans for the aforementioned bodies; experience (albeit mixed) of annual performance reviews for senior and middle managers and for ordinary employees; development of an operational logic chain to link individual indicators to the results required by the organization; experience of reasonable remuneration for public sector employees, despite significant difficulties for management/trade unions;
slow, incremental changes to reduce the number of "pay bands" (pay bands) and simplify their structure within the classification system; experience with performance management systems that have been criticized as "biased and unfair"; carrying out effective measures to establish the norms of behavior for top managers as an addition to the norms adopted for individual state bodies; recognition of the need for additional training for all senior and middle managers who should be directly involved in the operation of the system. start="3" type="1">

In this material, we will discuss effective methods of personnel management in an enterprise that will help structure and debug the work of the entire team.

Each boss asks himself how to organize the production process so that the employees of the enterprise are satisfied with their activities, and the efficiency is at a high level, and the result is excellent. A very important role in the effectiveness of the work is played by those who perform it, that is, employees. Each employee has his own principles, concepts and worldview, on the basis of which his motivation and desire to work well are built, and the boss must understand and use these nuances to stimulate the work process. In fact, the effectiveness of personnel management is directly related to the extent to which a manager can see the psychological portrait of his employee and find leverage that will encourage him to give his best and try to achieve maximum results at work.

professional manager can always set up his subordinates so that they themselves want to work in order to improve the efficiency, productivity and reputation of the entire company as a whole. To do this, it is necessary to rely on psychological ways of influencing each individual, as well as on such important nuances as:

Organization of comfort in the workplace;
The employee's understanding that he can climb up the career ladder;
Good atmosphere in the work team;
Decent wages;
Opportunity to develop both personally and professionally.

In order to analyze and correctly build a policy and draw up a management plan, one should know what exactly pushes an individual to improve the quality and efficiency of his work.

Personnel Management is a rather complex and multifaceted process that should be organized at a high level in order to achieve the desired results. Some managers hire psychologists specifically for this, others study a variety of literature, conduct tests and surveys among subordinates. If the boss understands well the psychological characteristics of the employee, then it is much easier for him to motivate him and manage his activities.

The first thing that a leader should highlight for himself is employee's core values ​​and goals. After all, everyone has different aspirations, if for someone the financial side is more important than everything else, then the other will prefer the image and career. And there are employees who strive for stability, peace and expect only routine, monotonous work.

Of course, the size of the salary, reputation are important to everyone, and no one wants to constantly work in a busy mode, but we are talking about the priorities that a person sets for himself. For example, Maslow's pyramid, quite well known to everyone, shows how many levels people's preferences are divided, and what they put and appreciate more. According to this psychologist, all human needs can be divided into five groups, which are hierarchically lined up one after another.

In the first place in importance, the psychologist puts forward the physical need of the individual, such as food, water, clothes, shoes and other naturally necessary things. This is followed by the desire of each individual not to have problems with physical health and not to need material resources. That is, having satisfied their physical desires, everyone wants to feel protected from possible failures, both physically and financially.

In third place is the need for a person to be socially arranged. We are talking about reputation, image, obtaining a certain status in social terms. Everyone wants to feel needed, an important link in the social system, and be sure that society will support and approve him in a difficult situation. Yes and become a respected member of society- the desire of the majority, which becomes the fourth stage of the pyramid of the psychologist Maslow. We all want to be praised for our achievements, everyone is pleased to hear how they are admired and cited as an example.

Having received all that is listed above, the individual strives not only to achieve success in his work, but also to express himself, that is, he wants to learn something new, grow professionally and achieve success in what he knows how and loves to do, for which there is talent and craving . Many, having achieved success in their work, begin to engage in creative, charitable activities. But of course, a person who does not have money to buy himself bread or milk for breakfast will not paint pictures.

Effective methods of personnel management in the enterprise are based precisely on such a hierarchical structure of the needs of subordinates. And it is here that many managers incorrectly build a policy for coordinating the work of personnel. If the manager himself does not know how to work with people correctly or doubts his abilities, it is better to hire a specialist who will perform the duties of a personnel manager. It is this person who will be engaged in conducting tests and surveys of employees, forming their psychological portrait and from here already deducing those nuances that are priority for them. After a picture of his psychological and personal image is displayed for each employee, the technology of personnel management at the enterprise will be developed much easier and more efficiently.

There are several different techniques that help improve the effectiveness of personnel management. Each of them is based on certain psychological factors that are a priority for this or that individual. Let's look at some of these methods.

The needs of workers according to Maslow:

This technique is based on several factors that should be operated on. This is, first of all, the process of continuous training of subordinates, improving their skills and stimulating them to achieve results, as well as. In order to successfully use this technique, it is necessary to analyze how similar the perception of the work process by the employees of the company and management. It is desirable that the corporate culture is equally understood by both subordinates and superiors. Otherwise, the efficiency of personnel management in the enterprise will not increase.

Methodology of personal-activity impact.

Here, the management policy is based on the motivational principle and on the increased stimulation of employees in the work process. This is only done through, that is, the development of potential opportunities. Initially, this technique is aimed at the boss himself, to study what is a stimulating factor for him, and how the leader can motivate himself to achieve the goal. Every leader has a goal - to build effective work of subordinates. If he himself is aware of this and motivates himself to achieve such a goal, then he will be much more flexible and loyal to the selection of methods to stimulate workers.

Management based on needs and material values.

Unlike the listed methods, this one is focused specifically on material rewards, on financial resources. Effective methods of personnel management sometimes they include just such tactics, but the main thing in it is not to forget that it bears fruit only once. A person is designed in such a way that he always wants more, so once he gives out a good bonus, the manager can spur him to work even better, but a repeated reward of the same amount can, on the contrary, adversely affect his work. If financial incentives are chosen as the main method of influence, then a policy of penalties for failure to complete tasks should also be introduced.

Management focused on personal qualities.

Modern methods of personnel management include those that are based on the psychology and personality traits of subordinates. That is, each employee of the company must pass a series of tests of a psychological nature, so that the manager understands what type of personality he belongs to. In principle, people are divided into several groups, which are based on the preferences and priorities of individuals. Some strive for financial well-being, and they don't care. How will it be achieved. For others, reputation, career and image, social status are important. There is a group of people who certainly want to rule, it is important for them to have power over someone, and for some, stability and confidence in the future are in the first place.

In order to highlight the most effective methods of personnel management, one should analyze the perception of each subordinate and highlight the prevailing personal characteristics. Then it will be much easier to find ways to motivate and stimulate the work of employees.

And at this stage, many managers have a question about how to properly learn how to manage subordinates so that the work is effective and the relationship is trusting. At the same time, almost everyone knows that the success of the entire business depends on how well the staff works. A full-time psychologist is no longer a novelty in modern business. It is desirable to have such an employee so that he can help and correct the actions of the leader in relation to subordinates. However, given that many bosses do just that, you should seriously and carefully look for a professional HR manager. If you turn to recruiters, then here the manager may be offered to hire:

Head of Internal Communications;
HR manager;
Director of the training center;
Manager for the Corporate Ethics Department;
Internal PR Manager;
A specialist in organizing communications, involvement in the work process and culture.

Even if the company already has a person who is responsible for and motivation, he must be regularly trained, given the opportunity to improve in the field of psychology. There are a number of firms that are engaged in professional development and training of people. Working with personnel of large organizations. The most frequently chosen areas are:

Training of people who work in the field of HR, and do not have a special education. These can be employees of personnel management at the enterprise, specialists in the field of personnel issues.
Raising the level of qualification of heads of departments, or the entire enterprise;
Expanding the knowledge of newcomers in the field of business, who have only recently come to open their own business and the need to work with staff.

What is the best way to train and teach a person to professionally work with subordinates and establish a workflow. The purpose of personnel management- achieving not only the financial stability of the enterprise, but also a harmonious work environment in general. In order to qualitatively organize the work of subordinates, you can resort to the following methods:

Use of coaching programs;
Organization of business-oriented trainings and seminars;
Creation and coordination of the training center;
Consulting organization focused on diagnosing personnel, organizational structures, consulting in the professional field;

In the process of improving the skills and knowledge of subordinates, the main thing is to involve them in this process, to interest them in lectures, practical tasks, testing and other elements of training. Effective methods of personnel management at an enterprise always contain a game part, which only increases the interest of employees in self-development.

Introduction

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

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

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

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

Time management basics

Time cannot be extended

Time management consists of many elements. You should choose one of them, the one you think will help you the most, and study only that. Do not try to master everything at once, choose the most important, tell yourself: "This is what I need, what will help me," and study. I will please you: if you study any one skill of time management, then, achieving success in it, you will simultaneously begin to develop other components. However, if you set out to explore several directions at once, you are unlikely to achieve anything.

Rule number 1. Suppose that every day you have a lot to do and you have very little time. On average, a person is loaded at 110%. If you have such a situation, you will be loaded at 120-130%. You are like a worker at a failed assembly line that cannot be stopped. As in one famous cartoon: the hero works on a candy conveyor and tries to fill all his pockets with sweets, to eat as much as possible. You are exactly the same hero. The more you do, the more work is piled on you. Every day you receive 20-30 letters, and the phone rings without interruption.

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

Rule number 3. You can manage your time effectively only if you stop taking on more and more work that overwhelms you. Stop doing low-value tasks and move on to more important ones. I’ll make you happy: you only spend 20% of your time on really important things. So if you double the time you spend on that 20%, you can do almost twice as much as before. And if you can give up 80% of unnecessary things, then free up a lot of time and be able to manage your life. Later we will talk about how this can be done.

Determine your true goals

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

There is a very simple rule that allows you to determine what is important to you: look at what you are doing. In difficult situations, when you have to choose between different things, your true values ​​are shown for real. Many people think that their true values ​​are what they want, or hope, or dream to see as these values, or what they call their values. But in reality your values ​​are what you do. Everything that is dear to you is revealed in actions. Especially when you have to choose. Suppose you say that family is most important to you. And then your boss asks you to finish something tonight, and you cancel a trip to the zoo with your son or dinner with your wife to finish the job. Everything is obvious here: work is more important for you.

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

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

Interestingly enough, when you change your schedule, you change your values ​​at the same time. In fact, you can become a better person, a more interesting person, simply by spending your time doing what a more interesting person would do.

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

An interesting fact: in court, the confession of a person made on his deathbed is considered the most truthful. For no one ever, being at death, experiences delusions about their true values. Dying, people always tell the truth. So ask yourself this question now: “What would I do if I had six months to live?” Use this question to select your main tasks. Look at your overloaded life and think: “What if I really was terminally ill? What would I change from today?”

There's one more question you need to answer: what would you do if you had a million dollars with no taxes or liabilities? Be sure to write down your answer! Imagine that they call you and say: “You won the competition in which you participated six months ago, while still on vacation. You are entitled to a million dollars, it is not subject to any fees and taxes, and you can receive it in cash, in your bank account or in any other way.

The classic approach among personnel management methods is the principle of carrot and stick. 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.
• What are the three groups of personnel management methods?
• What methods of personnel motivation management are used in practice.
• How to evaluate the effectiveness of personnel management methods.

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

Best Article of the Month

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

We published in the 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 give the task correctly so that it is completed, and how to control staff.

The system of methods of personnel management of the organization

First, let's 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 are 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 the HR manager or the immediate supervisor who develops solutions and implements them.
3. Management methods. The main methods of personnel management of the organization are the ways in which the subject influences the object to achieve the goals.
4. Managment structure personnel management is a process of interaction between all departments of the company, the subordination of employees who are directly involved in personnel management.

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

The methods of effective personnel management help the management team to ensure the competitiveness of the company, constantly increase its productivity, and maintain stability. The goals, methods, 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, so 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 the planned values ​​of revenue and profit.
2. Scientific and technical methods of personnel management are designed to provide a modern level of production and products.
3. Industrial and commercial methods of personnel management ensure the competitiveness of manufactured goods and services offered.
4. Social methods of personnel management are aimed at ensuring the necessary level of employee satisfaction with the quality and evaluation of their work.

The tasks and methods of personnel management are components of the main goal - to attract, effectively use and develop 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 single out the main and auxiliary principles and methods of the personnel management system, which, in turn, are of a generalized nature. That is, each specific organization itself chooses exactly the combination of principles and methods of personnel management that suits the specifics of its activities.

Basic principles and methods for building a personnel management system:

• submission to the common interest(teamwork, assistance and mutual understanding among representatives of the working team);
• division of labor(increases overall productivity with the same amount of effort from each employee);
• discipline(observance of the charter, norms and rules);
• unity of command(the boss from whom the orders come should be one, no dual control);
• lines of communication(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 enjoy universal respect);
• staff remuneration(of particular importance is the bonus part of the material remuneration of employees).

Auxiliary principles of personnel management:

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

Methods for building personnel management

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

Traditionally allocate 3 groups of personnel management methods:

• administrative;
• economic;
• socio-psychological.

Administrative (organizational) methods of personnel management

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

• the desire 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 necessarily executed.

Ways of administrative influence

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 drawn up 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 the instructions and work according to the rules.

2. Regulatory influence(instructions, orders and instructions, orders, and so on).

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

3. Liability and penalties(deprivation of bonuses, deductions from wages, and so on).

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

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

Today, such cardinal methods of personnel management are not so common. Soviet-era personnel service methods were based on administrative measures of influence, now this trend is becoming a thing of the past. However, even today there are organizations in which they can be fined even for being late for work for five minutes (for example, Sberbank). Many factories that 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 analyzing in more detail.

Economic methods of personnel management

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

1. Operating within the enterprise:

• salary;
• incentive payments (premiums, bonuses);
• guarantees and compensations (compensation of expenses for relocation and accommodation of the employee and his family members; compensation 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 according to the results of the quarter or year among employees in the form of bonuses);
• a system of punishments and rewards for the quality of labor and performance (introduction of a grading system and key performance indicators).

2. Statewide:

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

The main advantage of this group of personnel management methods is flexibility, since 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

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

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 boss to form working groups taking into account the psychological types and characters of employees, that is, the creation of a favorable atmosphere and an optimal climate in the workforce;
• participation of employees in the management of the organization and in the development of management decisions;
• the involvement of employees and the identification of themselves and their attitudes in work with the goals and mission of the organization;
• providing employees with the opportunity to satisfy their spiritual and cultural needs;
• support for generally accepted social and ethical norms;
• providing employees with social protection in the form of bonuses, benefits, social packages, and so on;
• creation of a system of rewards and moral sanctions that combines both negative and positive incentives.

Socio-psychological methods of enterprise personnel management are widespread in modern companies that deal with Internet technologies. For example, Google allows employees to stay overnight, and the office is equipped with beds and showers. The company also provides a free gym, tables and equipment for playing 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, to the specialist of which you can make an appointment. For those who could not get to a professional massage therapist, special massage chairs are located in the office building.

What methods of personnel management are better to use and where

As practice shows, organizations tend to use all traditional methods of personnel management in the 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 wages, 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 social methods of personnel management, which can also play a role.

Staff 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 stimulating employees through the payment of monetary rewards (bonuses, bonuses, gifts, etc.).

Indirect material motivation includes the following control methods:

• payment for tickets;
• life and health insurance;
• tuition fees;
• additional days off and holidays;
• the ability to purchase company products at a reduced price.

Material motivation is divided into 2 groups:

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

Non-material motivation has many more types:

1. Praise the leader. This method of personnel management in the form of incentives is very effective. The thing is that a kind word from the management contributes to the desire of the employee to develop and work even better. A striking example of such incentives is the honor roll (physical or virtual).
2. Career. The employee understands that if the work is done with high quality and always on time, then he can count on promotion, which means that his social status will increase and new opportunities for development in the professional field will appear.
3. Company-sponsored training 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 opposite rule also applies: a bad atmosphere adversely affects the mood of employees.
5. Company image. Many people want to work in 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 parties are an excellent motivational tool and contribute to the creation of a favorable atmosphere in the work team. In addition, only after a good rest, employees will be able to work well.

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

8 original methods of personnel motivation management

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

1. Joking punishment for the worst employees. As a playful punishment, funny titles and titles can be invented for the worst employees, such as "Turtle of the Month".
2. Entertainment. Most foreign firms have entertainment areas on the territory of their office, where employees can relax and get distracted from work. This avoids thinking about the oppressive environment at work and increases the efficiency of the staff.
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 budget options. If the organization's budget does not allow paying bonuses to the best employees, then they can be encouraged with something else, for example, an additional day off.
6. Bonuses for those who are in good health. Abroad, this method has long gained popularity. It involves the encouragement of those employees who never went on sick leave during the 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 nice prizes to the best employee (subscription to the gym, going to a restaurant, cinema, etc.).

When the forms of motivating employees are selected, it is necessary to rely on the real capabilities of the organization. An experienced HR manager will be able to choose the right effective set of methods to reinforce the motivation of employees.

Expert opinion

Julia Nemova,

Head of Human Resources, Landia Group of Companies, Moscow

Negative consequences can be caused by the actions of employees who have been working in the company for quite a long time. In this case, motivational issues require special attention, because it is necessary to take into account the decrease in labor productivity due to the passage of time and possible professional burnout. In addition, such behavior of the “oldies” and their attitude to work can negatively affect the degree of motivation of other employees. Therefore, the cost of retaining these experienced employees should 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 as a method of personnel management joint discussions between the boss and subordinates of the results of the work of the latter. To do this, leaders need to:

• regularly communicate with employees and discuss the effectiveness of the use of resources;
• assist employees in finding the most effective and least 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 to explain to the team which actions were performed correctly and which should be changed or supplemented;
• encourage employees to propose ideas that are aimed at optimizing processes (this indicator is usually included in KPI).

Method 2: No conflicting goals. Often, due to the inconsistency of the 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 form their own KPIs). However, as practice shows, employees know only one side of the business, not understanding the overall picture of affairs, and therefore 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 top to bottom is used.

Method 3. Leaders need to be involved in the overall teamwork. In Russia, only 46% of managers are engaged in solving assigned tasks together with subordinates, while in foreign organizations this is a common practice. This is becoming a source of contention 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, top 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 head in personnel management. Under this method, managers should be involved in the main work process (meetings with summing up the results of the day, joint search for the best solution, and so on). The manager can also support corporate values ​​with messages on his own behalf through the official website, corporate e-mail, and so on.

Method 5. Encouraging initiative from employees. Top managers of the world's leading companies provide their subordinates with time, financial and human resources, as well as certain powers. According to 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 approximately 30% of companies, that is, in 70% of cases, the initiative of employees is ignored.

Expert opinion

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

Anna Safonova,

Korn Ferry Hay Group expert, Moscow

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

• remove the lock;
• discuss the kitchen project with the customer in the studio;
• visit the 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 stages are completed, the top manager must complete an online report and submit it within three days. In this report, he should describe all the problems that arose at each of the stages, as well as offer ideas for solving these problems.

Coaching as a method of personnel management

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

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

The main task of the coach is to encourage the trainee to independent actions and decisions. At the same time, 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 a deep awareness of their capabilities and limitations, as well as goals in principle.

The main stages of coaching:

1. Building relationships between mentor and trainee. Also, at the first stage, the basic rules of work are agreed upon.
2. At the second stage, the intermediate tasks of each specific meeting are determined, and the employee expresses his expectations regarding each discussion.
3. At the third stage, the current situation is studied (the coach asks questions and evaluates the client's attitude to the current situation, then the employee, together with the mentor, explores his attitude to this situation).
4. The 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).

Every mentor-employee meeting begins with a review of what has been done in the past and what could be done better.

There are the following types of coaching:

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

HR 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:

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

Today, the labor market is predominantly made up of people of generation X and generation Y. Generation Z will also soon come to work. To effectively use various methods of personnel management in modern conditions, one should know the features of these generations.

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

Representatives of this generation have experienced 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 started their career early and therefore know how to survive on their own. The core values ​​of these people are:

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

Representatives of generation X are the "golden" personnel group, that is, they are very valuable for any organization.

How to Manage Generation X People

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

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

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

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

2. Generation Y("heroes") - born in 1984-2000

Representatives of this generation are quite relaxed and free, quickly adapt to changes, have a positive attitude and love to communicate. Their growing up was at the peak of technology and information progress, so computer control is easy for them. A particularly strong point of these people is the inability to think in a stereotyped and primitive way.

A comfortable area of ​​activity for them is fashion, creativity, freelance. They have a high ability to learn and prefer to work in large organizations.

How to Manage Generation Y People

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

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

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

Consider an example.

An incorrectly set task will sound like: “Make a report on sales of smartphones.” "Y" will find on the Web an example of the first report that comes across and, by analogy, make its own, which is unlikely to suit the manager.

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

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

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

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

At the moment, it is impossible to say exactly what these people will be like at work. According to research conducted by Millennial Branding, Generation Z values ​​will come down to free communication, the perception of the world with enthusiasm. The main qualities of these people will be:

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

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

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

• encouraging creativity;
• promotion of freedom;
• the possibility of applying non-standard approaches to solving problems;
• Opportunity to work on important and interesting projects.

Representatives of this generation do not accept such a thing as “necessary”, they are much closer and more important than “I want”. Therefore, they work not because they “need”, but through their “want”. Therefore, if the “old men”, born and raised in earlier years, are used to working precisely because they “have to”, then the younger modern generation rather wants to have an interesting time, travel the world and make a career that simply “will not be insulting” .

How to Manage Generation Z Properly

A competent approach to the use of generation Z personnel management methods will be the following algorithm:

• Provide a good career line that is compatible with horizontal career advancement (expansion of knowledge), and not only allows you to earn good money. Representatives of this generation need to be passionate about work, and for this it must be interesting (bright projects, research activities, a large area of ​​responsibility).
• Try to make sure that employees from this generation have the opportunity to travel through work in the future (sent 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, an individuality, to be different from others (moreover, those around them should be considered a person and a bright individuality first of all). Therefore, it is extremely important to give people of generation Z 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 described conditions are met, representatives of this generation will feel good, which means they will work well.

Non-standard methods of personnel management abroad

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

1. secondment.

This method of personnel management implies a kind of working “business trip” of an 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 happens externally when employees are “seconded” to organizations that work in a different field (commerce, public sector, schools, local businesses, 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-term exchange, which 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:

• Employees of the customer service department are sent to gain new knowledge and experience in managing an uninterrupted supply chain to the company's suppliers and customers.
• Retail chain Budgens sent a group of managers to a school in Derbyshire to learn communication and interpersonal skills. The creativity of the Budgens staff was also put to the test, with the group tasked with coming up with something special for the students at the school, resulting in "creative play zones". In addition to the acquired skills, a significant plus of this experiment was the increase in the cohesion of the Budgens team.

As for the Russian Federation, the “bottlenecks” of this method can be easily identified:

• 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 goes on such a training trip (no one will do his work, and it will accumulate).

2. Buddying (buddysystem).

This method of personnel management is a kind of help, even protection of one employee by another to achieve positive results by transferring new and educational 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 novice 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 conduct common projects;
• it is necessary to carry out activities aimed at team building.

Buddying is based on providing each other with information and/or objective and honest feedback when performing tasks (both personal and corporate) related to learning 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 coach and a student, then within the framework of buddying its participants are absolutely equal, without division into “senior” and “junior”, trainee and trainee, and so on.

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

3. shadowing.

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

Thus, the student becomes a witness of “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 should be noted that employees of companies are very willing to take on such an “additional task”, since a large amount of effort and time resources are not spent on it, and the likelihood of getting a motivated employee in their department increases significantly. In addition, in the process of shadowing, not only the “shadow” itself receives new knowledge - 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 evaluate existing methods. This assessment is based on the 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 implemented projects. Typically, the economic efficiency of personnel management is assessed using three main indicators, namely on the basis of:

• cost effectiveness ratio;
• payback period;
• annual economic effect.

Other indicators chosen by the management of the firm may also be used.

2. Social efficiency of personnel management in an organization. The social nature of labor is assessed. This is usually measured by:

• 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 revenue, the growth rate of wages, and so on).

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

• uniform workload of personnel;
• norms of manageability of employees per manager;
• staff growth rate;
• the quality of management personnel;
• other important indicators 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:

• evaluate the final results of the entire company using economic indicators, for example, using sales volume, net profit, costs, and so on;
• estimate the overall productivity of labor using the valuation of productivity, average output per employee, 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 (when 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: “It is not so difficult to gather good people. 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 global authority in the field of HR management. The publication contains methods for successfully managing talented, ambitious and self-confident employees who are more likely to be perceived as equals, and not just subordinates.

2. Jeffrey Liker and David Mayer Talented Employees.

The book will tell about an interesting method 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 HR management and recruitment at the world leader TWI is a well-designed, standardized training process that delivers unrivaled results with the most ordinary people. At the same time, this approach actually leads to a faster and less costly result in terms of financial resources than all known and widely used methods, which this book on the practice of Toyota HR management demonstrates.

3. Marcus Buckingham “To hell with flaws! How to use your strengths.

Think about how Richard Branson, the head of Virgin, uses his appearance for the purposes of his business. 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 take advantage of the individuality of your people.

4. Edward Michaels "War for talent."

It's no secret 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, CEO of McKinsey & Company, explains how the leaders of 77 corporations do it.

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

Many leaders of large companies are concerned about the question of how to find and correctly place people in their positions. The fact is that trial and error can be too 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 chosen by the manager himself. It is important to understand that the skill of competent recruitment can be trained. No other investment in your development will give such a high return. Claudio Fernandez Araos, partner and member of the steering committee at Egon Zehnder International, an executive search specialist, explains how to do it.