Talent management is a set of personnel management tools that enable an organization to attract, effectively use and reproduce the qualities of employees that allow them to make a significant contribution to the development of the organization.

The term talent management, which appeared in the 1990s, encompasses the activities in the field of personnel management aimed at involving employees in the innovation process, creating creative incentives and developing the creative potential of employees. The term was coined by Softscape's David Watkins, who first used it in an article published in 1998 and further developed it in his book Talent Management Systems in 2004, but the relationship between development human resources and the effectiveness of the organizational structure was recognized already in the 1970s.

In the late 1990s, the international consulting company McKinsey published a report called "War for Talent" that became the subject of discussion at corporate meetings. The directors of major companies such as General Electric, Procter & Gamble have thought about how their companies handle talent. In the late 1990s, stocks and options became the main incentive tool for employees instead of cash. In many technologically advanced companies such as Microsoft and Cisco Systems, many millionaire employees have appeared and disputes have begun about how to keep financially independent young employees in the company.

Talent Management Systems (TMS)

Talent management system (TMS) is an integrated software product that provides automated tools for solving problems in four key areas: recruitment, performance management, training and development, and compensation.

While traditional HRM and ERP systems focus primarily on transactional processes and basic human resource administration and include features such as payroll, time management and others, TMS systems are designed to achieve long-term goals of companies through human capital. The TMS system can be used both independently and in a set with other products.

Typically, the functional modules of TMS systems include:

• Personnel performance management
• Goal Achievement Management
• Compensation Management
• Talent Acquisition/Recruiting
• Learning Management
• Career Management
• Planning for Success

The role of talent acquisition and performance management tools, according to Bersin, is growing compared to learning management tools, as seen in the diagram above. Another important trend in the TMS systems market is the growth in the number of SaaS offerings.

During 2011-2012, most of the major HRM system vendors made acquisitions of TMS systems, so they currently offer TMS as a companion solution to the main HR platforms. In addition, most TMS systems are designed to be tightly integrated with the main popular HRM systems.

World market of TMS systems

2013

In 2013, the attention of research companies was riveted to the talent management segment. At the same time, Gartner, IDC, and Forrester Research subjected this narrow market to scrutiny and even reached similar conclusions. Thus, SuccessFactors, Cornerstone OnDemand (Cornerstone), as well as Oracle Talent Management Cloud (in two studies out of three) turned out to be the undisputed market leaders in talent management solutions.

Forrester Research, 2013

Leaders in the Talent Management Segment

The Gartner Magic Square for Talent Management Systems

According to Gartner experts, as of 2013, no vendor was strong in all components of talent management without exception, on the contrary, most solutions, as a rule, had only one strength. At the same time, most organizations start talent management automation with work on employee performance (performance management, 50%), another 30% start with recruitment and 10% start with corporate training automation.

It is also interesting that the majority of Gartner respondents claim that they have not integrated the talent management system with the main HRM system. Although mobile and social tools are used, large-scale projects in this area are still very rare.

2011-2012

Talent management systems are designed for HR services and allow you to optimize the process of recruiting, managing its effectiveness, distributing compensation, and developing employee skills. According to a study by Bersin & Associates at the end of 2012, the number of projects in the rapidly developing market of talent management systems in 2012 was expected to grow by 22%, and their total value would approach $4 billion. In 2011, the growth of the talent management market in monetary terms was 12%.

Two or three years ago, when choosing automated talent management systems, companies often made their choice not in favor of large HRM platforms, but in favor of independent best of breed products. However, in last years The market picture began to change, as mega-vendors began to work hard on developing the corresponding functionality of their own platforms, for which they often resorted to buying ready-made third-party products.

At the same time, IDC experts note that in 2012 the TMS systems segment experienced a powerful influence of consolidation: M&A activity of vendors was so high here that the segment became the "hottest" in the global HRM systems market. Increasingly, users have opted for TMS solutions that offer integration with the main HR platform.

Russian realities

The Russian companies show interest to systems of management of talents more and more often, the majority among the polled system integrators assured TAdviser. True, while the implementation and use of such solutions remains the lot of large businesses, which not only have the funds to develop additional HRM capabilities, but also have a powerful personnel management platform that covers the basic processes, without which the talent management add-on simply does not work.

Nevertheless, system integrators note that over the past three years, the demand for automating talent management processes has grown significantly and continues to grow. The supply of qualified personnel, and especially managers, is rapidly lagging behind the demand, which is growing along with the market. An integrated approach to talent management is primarily of interest to large holding structures in which it is possible to build career ladders and complete system corporate training.

However, for small and medium businesses there are interesting solutions including in the field of automation. Cloud services (for example, Oracle Taleo, SAP SuccessFactors) are becoming very popular, allowing companies to use the full power of modern solutions for talent management without implementing a heavyweight end-to-end IT solution.

Talent management is one of the points of contact in the HR policy of Russian and foreign companies. Many Russian companies intend to revise the talent management strategy, while the main change will be the increasing use, including non-financial forms of remuneration, to motivate talented employees.

Western vendors, such as Oracle and SAP, have developed talent management solutions as deeply as possible. On the Russian market, for example, a whole line of systems from SAP is available that automate personnel performance management, training, recruitment and other areas. Central to the lineup is SAP ERP HCM Talent Management. Oracle also has a solution under Oracle HCM.

Domestic HRM developers are also supporting the "hot trend" by including talent management tools in their systems. For example, the Monolith: Personnel system contains modules for assessing the activities of company employees, preparing a personnel reserve, and individual development plans. A similar project was implemented on the basis of "Monolith:Personnel" for the brewing company "Baltika".

In the same row - the introduction of talent management functions at OAO Saratov Oil Refinery, which is part of the TNK-BP group of companies. This enterprise has implemented and successfully operates a system for the search, development and training of personnel based on SAP HCM. Also, OAO TATNEFT chose the SAP Talent Vizualization by NAKISA solution as a platform for effective personnel management. The United Metallurgical Company (OMK) has automated almost all of the above processes. I would especially like to note her use of the SAP Talent & Succession Management solution to automate work with the talent pool.

IBS offers a number of typical automated solutions in the field of talent management, such as: recruiting, corporate training, career and succession management, personnel performance management. Examples of IBS projects: automated personnel management system of OAO Gazprom

The main theories and approaches to personnel management (classical theories; theories of human relations; theories of human resources; theories of human capital, theories strategic management by human resourses)

Staff = Human Resources

Human Resources Management (HRM) - a strategic and systematic approach to managing the organization's most valuable assets, namely people who individually and collectively contribute to the achievement of organizational goals (M. Armstrong).

At present, the scientific direction "Personnel Management" is being formed at the intersection of sciences: management theory and organization, psychology, sociology, conflictology, ethics, labor economics, labor law, political science and a number of other sciences. Due to the fact that the theories of personnel management developed along with various management schools, the latter left their mark on the name of the former.

Currently, the following groups of theories are distinguished:

classical theories (F. Taylor, A. Fayol, G. Emerson, G. Ford, etc.)

theories human relations(E. Mayo, R. Likert)

theories of human resources (Ch. Barnard, school of behavioral sciences, A. Maslow)

theories of human capital (G. Becker, J. Minser, T. Schultz)

theories of strategic human resource management (S. Fombrun, M. Beer, P. Boxall)

A small digression into the history of HRM for a general idea

The beginning of the establishment of an independent status of such a scientific direction as HRM dates back to 1900 - the beginning of specialization in this area. Until that time, the functions of personnel management were the prerogative of the manager, who usually spent up to 80% of his working time on managing employees.

The industrial revolution and the development of capitalism supplanted manufactories, which were replaced by factories with a large number of workers, the collective nature of labor and its rigid specialization. These changes were accompanied by an increase in the intensity of labor, the alienation of workers from employers, and the aggravation of social conflicts.

The heads of enterprises, who no longer coped with the tasks of personnel management, were looking for ways to prevent, smooth out and resolve conflicts. Specialized units were required to work with personnel and establish relations between the administration and employees at the enterprise.

At the turn of the 1900s, part of the personnel management functions (hiring and time tracking) began to be transferred to separate departments.

1900 - the first bureau for hiring workers (American businessman B.F. Goodrig)

1912 - the first personnel department in the modern sense of the word (establishing relations between employers and employees, rewarding workers for many years of conscientious work, organizing joint festivities, preventing the creation of trade unions or negotiating with them, drawing up personnel documentation).

Classical theories (1880s / late 19th century - 1930s )

School of Scientific Organization of Labor

The creators of the school of scientific management proceeded from the fact that, using observations, measurements, logic and analysis, it is possible to improve most manual labor operations and achieve their more efficient implementation. The formation of the school of scientific management was based on three main principles:

Rational organization of labor.

Development of the formal structure of the organization.

Determination of measures for cooperation between the manager and the worker, i.e., the separation of executive and managerial functions.

Scientific management has also defended the separation of the managerial functions of thinking and planning from the actual execution of work. Management work is a specialty and what the organization as a whole would benefit from if each group of workers focused on what they do best.

An important merit of this school was the position that it is possible to manage "scientifically", relying on economic, technical and social experiment, as well as on the scientific analysis of the phenomena and facts of the management process. This research method was first applied to a single enterprise by F. Taylor.

Based on the analysis of the content of the work and the definition of its main elements, F. W. Taylor developed the methodological foundations for labor rationing, standardized work operations, and introduced into practice scientific approaches to the selection, placement and stimulation of work workers. Taylor developed and implemented a complex system of organizational measures: timekeeping (a method of studying the content of an operation, the sequence of its implementation and measuring the cost of working time for the implementation of individual cyclically repeating main and auxiliary elements of an operation), instruction cards, methods of retraining workers, a planning bureau, and the collection of social information. Labor in his system is the main source of efficiency. A key element of this approach was that people who produced more were rewarded more.

Taylor's research method consisted in dividing the process of physical labor and its organization into its component parts (performing labor and managerial labor) and the subsequent analysis of these parts. F. Taylor, using the abundance of the unskilled labor market work force(emigrants from all over the world), effectively solved the problem of dividing complex skilled labor into tiny operations, each of which does not require high qualifications, but in total they make it possible to obtain complex products.

Taylor paid considerable attention to the best use of the production assets of the enterprise. The requirement for rationalization also extended to the layout of the enterprise and workshops.

The functions of implementing the interaction of production elements were assigned to the planning bureau of the enterprise (engaged in coordinating tasks, supplying workers with documentation, tools, raw materials), which was given a central place in the Taylor system.

The philosophical basis of Taylor's system was the concept of economic man, which was based on the assertion that the only driving stimulus of people is their needs. Taylor believed that with the help of an appropriate wage system, maximum productivity could be achieved. Another false principle of the Taylor system was to proclaim the unity of the economic interests of workers and managers.

F. Gilbert

Scientific management is most closely related to the work of Frank and Lilia Gilbert, who were primarily concerned with the study of physical work in manufacturing processes and explored the possibility of increasing output by reducing the effort expended on their production. They paid special attention to the analysis of labor movements, their expediency, and the design of an effective way of doing work, excluding all unproductive and unnecessary movements.

His works appeared at the stage of development of mass production, when the machine pace of work made the productivity of the worker and his workplace dependent on many external factors.

While still a bricklayer's apprentice, Gilbreth noticed that the people who taught him how to lay bricks used three basic sequences of motions. He wondered which of these movements was the most effective; so he methodically studied these movements as well as the instruments used. The result is an improved method that reduces the number of strokes required to lay one brick from 18 to 4 and a half, thereby increasing productivity by 50%. In the early 1900s, Frank and his wife Lillian began to study work operations using a movie camera in combination with a microchronometer (a watch that Frank had invented that could record intervals as short as 1/2000 of a second).

Then, with the help of freeze frames, they analyzed the elements of operations, changed the structure of work operations in order to eliminate unnecessary, unproductive movements, and sought to increase work efficiency. With the help of freeze frames, they identified and described 17 basic movements of the hand. They called these movements terbligs. This name comes from the surname Gilbreth, if read backwards.

F. Gilbert, based on the results of his research, wrote the books "The ABC of the Scientific Organization of Labor" ("The ABC of NOT") and "The Study of Movements". F. Gilbert's studies on the rationalization of workers' labor provided a threefold increase in labor productivity. L. Gilbert laid the foundation for the field of management, which is now called "personnel management". She explored issues such as recruitment, placement and training.

Scientific organization of labor(NOT)- the process of improving the organization of labor based on the achievements of science and best practices. The term "NOT" usually characterizes the improvement of the organizational forms of the use of living labor within a single labor collective (for example, an enterprise). At the same time, the socialist-scientific approach is also characteristic of the organization of labor within the framework of the whole society.

Tasks that are solved within the framework of the NOT:

Improving the forms of division of labor;

Improving the organization of jobs;

Rationalization of labor methods;

Optimization of labor rationing;

Workforce training.

With the help of the "Study of Movements" F. Gilbert tried to ensure a given pace of work, increase labor productivity and production efficiency. Subsequently, he developed the concept of universal movements, according to which any labor process can be decomposed into basic movements (arms, legs, body), which formed the basis of modern microelement rationing.

G. Emerson in his main work, "The Twelve Principles of Productivity" (1911), he considers and formulates the principles of enterprise management, and substantiates them with examples not only of industrial organizations. The concept of productivity, or efficiency, is the main thing that Emerson introduced into the science of management, he first raised the question of production efficiency in a broad sense. Efficiency - the concept introduced by him for the first time, means the most favorable ratio between total costs and economic results. "True productivity always gives maximum results under minimum conditions; tension, on the contrary, gives quite large results only under conditions that are abnormally difficult".

G. Emerson raised and substantiated the question of the need and expediency of applying an integrated, systematic approach to solving complex multifaceted practical problems of production management.

The principles of management formulated by Emerson are:

Precisely set ideals or goals, which every leader and his subordinates at all levels of management strive to achieve.

Common sense, that is, a common sense approach to the analysis of each new process, taking into account long-term goals.

competent advice, i.e. the need for specialized knowledge and competent advice on all matters related to production and management. A truly competent council can only be collegiate.

Discipline - subordination of all team members to established rules and regulations.

Fair treatment of staff.

Fast, reliable, complete, accurate and permanent accounting, providing the manager with the necessary information.

dispatching, providing a clear operational management * of the activities of the team.

Rules and schedules allowing to accurately measure all the shortcomings in the organization and reduce the losses caused by them.

Normalization of conditions, providing such a combination of time, conditions and cost at which the best results are achieved.

Normalization of operations suggesting the establishment of the time and sequence of each operation.

Written standard instructions providing a clear fixing of all the rules for the performance of work.

performance reward, aimed at encouraging the work of each employee.

Administrative School of Management

Henri Fayol developed a general approach to the analysis of the activities of the administration and formulated some strictly binding principles of management. In his book General and Industrial Management, Fayol summarized the management schemes he had developed, creating a logically coherent systematic theory of management. As part of his work, he developed a general approach to the analysis of the activities of the administration and formulated some strictly binding principles of management.

Division of labor - a natural phenomenon, the purpose of which is to increase the quantity and quality of production with the same effort. This is achieved by reducing the number of goals to which attention and action must be directed. The result of the division of labor is the specialization of functions and the division of power.

Power (authority) and responsibility. Authority is the right to give an order, and responsibility is the sanctions - rewards or punishments - accompanying its action. Where there is authority, there is responsibility.

Discipline - it is obedience, diligence, activity, demeanor, movement. Discipline involves the implementation and respect of the agreements reached between the organization and its employees.

Unity of command, or unity of command. An employee can be given two orders regarding any action by only one boss.

Unity of leadership, direction. One leader and one program for a set of operations pursuing the same goal. Each group operating within the same goal must be united by a single plan and have one leader.

Subordination of private, personal interests to the general. The interests of one employee or group of employees should not prevail over the interests of a larger organization up to the interests of the state as a whole.

Employee remuneration is payment for the work performed. It should be fair and, if possible, satisfy both the staff and the organization, both the employer and the employee.

Centralization. Like the division of labor, centralization is a natural phenomenon. However, the appropriate degree of centralization varies according to specific conditions. The problem of centralization and decentralization is resolved by finding a measure that gives the best overall performance.

Hierarchy, or scalar chain. A hierarchy, or scalar chain, is a series of leadership positions, starting with the highest and ending with the lowest. It is a mistake to evade hierarchy unnecessarily, but a far greater mistake is to keep it when it can be detrimental to the organization.

Order. The formula of the material order is a certain place for every thing and every thing in its place. The formula of social order is a certain place for each person and each person in his place. Graphic tables, diagrams greatly facilitate the establishment and control of both social and material order.

Justice. Justice is the result of a combination of benevolence with justice.

The constancy of the composition of the staff. High employee turnover is both a cause and a consequence of the poor state of affairs. A mediocre leader who cherishes his place is preferable to an outstanding, talented manager who quickly leaves and does not hold on to his place.

Initiative is the development of a plan and its successful implementation. The freedom to propose and implement also falls under the category of initiative.

Unity of personnel, or corporate spirit. Harmony, unity of staff is a great strength in the organization.

Fayol's merit is also the conclusion that not only engineering and technical workers, but also every member of society needs, to one degree or another, knowledge of the principles of administrative activity.

Overview

	Name theories	Postulates of theories		Expected results
	Classical theories	Work for the majority of individuals does not bring satisfaction. What they do is less important to them than what they earn in doing so. There are few individuals who are willing or able to do work that requires creativity, independence, initiative, or self-control.	The main task of the leader is strict control and supervision of subordinates. He must decompose tasks into easily digestible, simple and repetitive operations, develop simple procedures labor and put them into practice	Individuals can transfer their work, provided that an appropriate wage is fixed and if the manager is fair. If tasks are sufficiently simplified, and individuals are under strict control, then they are able to PERFORM fixed production rates

Theories of human relations (early 1930s - 1950s)

At the turn of the 1930s, preconditions began to form in the United States, which later led to a qualitatively different situation in management. In the context of the transition from extensive to intensive management methods, there is a need to search for new forms of management that are more sensitive to the human factor. The school of human relations was based on the achievements of psychology and sociology (the sciences of human behavior).

School of Human Relations

The founder of the human relations school is Elton Mayo, who discovered that well-designed work procedures and good wages did not always lead to increased productivity. The forces that arise in the course of interaction between people often exceeded the efforts of the leader. Sometimes employees reacted much more strongly to peer pressure than they did to management desires and financial incentives.

The researchers of this school proceeded from the fact that if the management shows more concern for their employees, then the level of satisfaction among employees increases, which leads to an increase in productivity.

The goal of the supporters of this school was to try to manage by influencing the system of socio-psychological factors. The Human Relations School was an attempt by management to view every organization as a social system.

E. Mayo

Mayo believed that the organization has a single social structure. And the task of management is to develop, in addition to formal dependencies between members of the organization, fruitful informal ties that strongly influence performance.

The organization is compared to an iceberg, in the underwater part of which there are various elements of the informal system, and in the upper part - the formal aspects of the organization, which emphasizes the priority of this system over the formally established relationships in the organization.

E. Mayo based his conclusions primarily on the well-known Hawthorne experiments carried out in working groups at the Hawthorne plant of the Western Electric Co. (Chicago) in the USA in 1924-1936.

hawthorne experiment- the general name of a series of socio-psychological experiments conducted by a group of scientists led by Mayo at the Western Electric factory in the United States. Their task was to identify the relationship between physical working conditions and labor productivity.

As a result of the experiment, it was proved that the socio-psychological climate has a greater impact on productivity than many technical aspects of the production process.

Western Electric has experienced a decline in the productivity of relay assemblers. Long-term research (prior to Mayo's invitation) did not lead to a satisfactory explanation of the reasons. Then Mayo was invited, who set up his own experiment, initially aimed at finding out the influence on labor productivity of such a factor as the illumination of the working room. In the experimental and control groups identified by Mayo, various working conditions were introduced: in the experimental group, the illumination increased and an increase in labor productivity was indicated, in the control group, with a constant illumination, labor productivity did not grow. At the next stage, a new increase in illumination in the experimental group gave a new increase in labor productivity; but suddenly in the control group - with constant illumination - labor productivity also increased. At the third stage, lighting improvements were canceled in the experimental group, and labor productivity continued to grow; the same happened at this stage in the control group.

These unexpected results forced Mayo to conduct several more additional studies: now not only the illumination was changed, but a much wider range of working conditions (placing six workers in a separate room, improving the wage system, introducing additional breaks, two days off per week, etc. .). With the introduction of all these innovations, labor productivity increased, but when, under the conditions of the experiment, innovations were canceled, it, although it decreased somewhat, remained at a level higher than the original one.

Mayo suggested that some other variable manifests itself in the experiment, and considered the very fact of the participation of workers in the experiment as such a variable: awareness of the importance of what is happening, their participation in some event, attention to themselves led to greater inclusion in the production process and increased productivity labor, even in cases where there were no objective improvements. Mayo interpreted this as a manifestation of a particular sense of need to feel "belonging" to a group. The second line of interpretation was the idea of ​​the existence of special informal relations within the work brigades, which just emerged as soon as attention was paid to the needs of the workers, to their personal “destiny” in the course of the production process.

Research Summary

The social relations that take shape in industrial production cannot be regarded as something "alien" to the worker, hindering his human development in society, that is, they cannot be considered exclusively in the aspect of the concept of "alienation". On the contrary, the social life of the worker in the sphere of large-scale industrial production acquires its content structure and significance precisely in his professional sphere and on its basis.

Industrial labor is always a group activity that excludes the traditionally individualistic idea of ​​the worker as an "egoist" pursuing only selfish goals. Moreover, those groups in which the social life of the worker takes place in the most direct way are "informal", and they determine not only the labor rhythm of the work of their members, but also the assessment by each of them of the entire environment, the forms of behavior and the nature of the performance of production tasks.

The position of the individual worker in the social structure of the enterprise, which characterizes his social prestige and status, satisfies his need for the security of his existence, at least as seriously as the height of wages; but from the point of view social life workers, it is rather even more important than wages.

The perception of individual workers of the conditions of their own labor, their "well-being" in the production process, much (if not all) of what belongs to the "psychophysics of industrial labor", should be assessed not as a "fact", but as a "symptom", that is, not as evidence of the actual state of the conditions of individual labor activity, but as an indicator of his individual psychological or social situation at work, and above all - again - in the production team.

Based on this, the manager performs two functions: economic and social. The first is aimed at maximizing the purpose of the organization, the second - at the creation and management of labor associations and groups that work effectively together.

R. Likert developed the structure of the ideal, in his opinion, organization of management at the enterprise.

Among its main characteristics, he considered:

management style in which the leader demonstrates his trust and confidence in subordinates;

motivation based on the desire of the leader to encourage the subordinate, involve him in active work, using group forms of activity;

communication, where information flows are directed in all directions and information is distributed among all participants;

decision-making, characterized by the fact that they are approved at all levels with the participation of all members of the organization;

the goals of the organization, established through group discussion, which should remove the hidden opposition to these goals;

control, the functions of which are not concentrated in one center, but are distributed among many participants.

Overview

	Name theories	Postulates of theories	Tasks of the leaders of the organization	Expected results
	Theories of human relations	Individuals strive to be useful and significant, they feel the desire to be integrated into a common cause and recognized as individuals. These needs are more important in motivation and motivation to work than the level of wages.	The main task of the leader is to make every worker feel useful and necessary. He must inform his subordinates, as well as take into account their proposals aimed at improving the plans of the organization. The leader must provide his subordinates with a certain independence, which implies personal self-control over the execution of routine operations.	The fact of exchanging information with subordinates and their participation in routine decisions allows the leader to satisfy their basic needs for interaction and a sense of self-worth. The ability to meet these needs raises the spirit of subordinates and reduces the desire to oppose official authorities, i.e. subordinates are more likely to communicate with superiors

Theory of human resources (1960s - present)

School of Behavioral Sciences significantly departed from the school of human relations. The novelty of this school was the desire to help the worker realize his capabilities through the application of the concepts of the behavioral sciences to build and manage organizations. The main goal of the school of behavioral sciences is to increase the efficiency of an organization by increasing the efficiency of its human resources.

The researchers of the school of behavioral sciences for the first time gave a scientific substantiation of the role of human motives and needs in his work activity. They considered motives as the main indicator of people's attitude to work. The structure of motives acts as internal characteristic labor. Positive motivation is the main factor in the success of the work.

The main idea - C. Barnard "Administrator's Functions" (1938) One of the representatives of the system approach, who first considered the enterprise as a social system, was the American researcher C. Barnard, who outlined his ideas in the books "Administrator's Functions" (1938), "Organization and Management" (1948) and others.

Barnard began the description of the theoretical model of cooperative systems with the individual as a discrete being. However, each individual does not act alone outside of cooperation and relationships with other people. Individuals are unique, independent and separate, while organizations are cooperative. Being independent individuals, people can choose whether or not to enter this or that cooperative system.

The preservation of cooperation depends on two conditions: on its performance and from her inherent efficiency. Efficiency characterizes the achievement of a cooperative goal and is social in nature, while efficiency refers to the satisfaction of individual motives and is personal in nature. The function of the manager is to ensure that the cooperative and individual components of the organization coincide.

Barnard believed that "the individual is always a strategic factor." It is the efforts made by people that make up the energy of social organizations, but they go to actions only prompted by incentives.

The central role in cooperative systems belongs, according to Barnard, to managers, whose functions include the development of a sophisticated art of decision-making, thinking through the communication system, including the organization scheme and the structure of managerial personnel.

A significant contribution to the development of the theory was made A. Maslow, F. Herzberg, Douglas McGregor.

Maslow developed a theory of needs known as the "pyramid of needs". In accordance with the teachings of Maslow, a person has a complex structure of hierarchically located needs, and management in accordance with this should be carried out on the basis of identifying the needs of the worker and using appropriate methods of motivation.

Herzberg created the two-factor theory of motivation in the late 1950s. According to this theory, in the workplace, along with certain factors that cause job satisfaction, at the same time, there is a separate set of factors that cause job dissatisfaction.

Basic principles

The theory is based on human needs. At his request, 200 engineers and accountants from a large firm described situations where their work brought them particular satisfaction and when they particularly disliked it. As a result of experiments, Herzberg came to the conclusion that there are two main categories of factors for assessing the degree of job satisfaction: factors that keep you at work, and factors that motivate you to work.

Factors keeping at work (hygiene factors) - the administrative policy of the company, working conditions, wages, interpersonal relationships with bosses, colleagues, subordinates.

factors motivating to work (motivators) - achievements, recognition of merit, responsibility, opportunities for career growth.

Hygiene factors are related to the environment in which the work is performed. According to Herzberg's theory, the absence or lack of hygienic factors leads to a person's dissatisfaction with their work. But, if they are presented in sufficient volume, by themselves they do not cause satisfaction and are not able to motivate a person to the necessary actions.

The absence of motivators, and they are related to the nature and essence of the work itself, does not lead to dissatisfaction with people's work, but their presence in due measure causes satisfaction and motivates employees to the necessary actions and increase efficiency.

McGregor proposed a theory of people's motivation, according to which there are two types of personnel management, the first of which is based on "theory X", and the second - on "theory Y".

Theory X: In this theory, management assumes that employees are inherently lazy and will avoid work and responsibility whenever possible. Consequently, management is forced to resort to hard (total control and punishment system) and soft (persuasion and encouragement) forms of coercion. But both of these methods are erroneous, because they lose sight of the reason for the unwillingness to work: the fact is that a person has little worthy remuneration for work, he needs the opportunity for self-realization, and any form of coercion prevents this.

The Theory X manager generally believes that everything should end with someone else being held accountable and that all prospective employees are looking for benefits for themselves. As a rule, such leaders believe that the only purpose of the interest of employees in the work is money.

The leaders of Theory X cannot trust any employee, and this is constantly shown by all means to the support staff. The Theory X manager can be called a barrier to productivity and employee morale.

Theory Y: The board suggests that employees can be ambitious, have internal incentives, strive to take on more responsibility and exercise self-control and self-management. It is believed that employees enjoy their duties associated with both mental and physical labor. It is also believed that workers are tempted to be creative and innovative in production if the opportunity presents itself. There is a chance to increase productivity by giving employees the freedom to work to the best of their ability without being bogged down by rules.

The Theory Y manager believes that under favorable conditions most people want to work well and that the workforce has a pool of untapped creativity. The Theory Y manager will try to remove obstacles that prevent employees from fulfilling their potential.

McGregor argued that in some situations (for example, mass production) only theory X is suitable, and in others only theory Y.

Overview

	Theory	Postulates of theories	Tasks of leaders	Expected results
	Theories of human resources	Work for the majority of individuals gives satisfaction. Individuals strive to contribute to the realization of the goals they understand, in the development of which they themselves participate. Most individuals are responsible, capable of independence, creativity, personal self-control even more than the place occupied by the individual in the hierarchy requires.	The main task of the leader is to rational use human resources. He must create an environment in the team in which each person can show his abilities to the maximum. The leader encourages everyone to participate in the decision important issues constantly expanding the autonomy and self-control of their subordinates	The expansion of influence on the course of production, the independence and self-control of subordinates will entail a direct increase in production efficiency. As a result, the resulting job satisfaction may increase, as subordinates make the most of their own capabilities.

Theory of human capital (late 1960s - present) investigated, first of all, the dependence between the incomes of an individual, an enterprise, society as a whole on the natural abilities, knowledge, and skills of people.

Human capital is the human factor in an organization; it is the combined intelligence, skills and expertise that give an organization its distinctive character. People are those elements of an organization that are capable of learning, changing, innovating and creating a spirit of creativity, and which, if properly motivated, can ensure the longevity of an organization.

The term "human capital" was coined by Schultz: "Consider all human abilities either innate or acquired. Properties that are valuable and that can be developed with appropriate investment will be human capital.” Human capital- a set of knowledge, abilities, skills used to meet the diverse needs of a person and society as a whole.

However, the idea of ​​investing in human capital was first developed by Adam Smith, who in his work “Wealth of Nations” (“A Study on the Nature and Causes of the Wealth of Nations”) proved that differences between the opportunities of people with different levels of education and training reflect differences in their income to pay for the acquisition of these skills. Therefore, the return on investment in professional knowledge can be compared with the return on investment in material assets. This comparison, however, has its limitations. Firms own material resources, but not their employees, unless, of course, we are talking about the slave system. Human capital consists of the intangible resources that workers provide to their employers.

In his book, Smith described the principle of the "invisible hand": each individual, pursuing only his own selfish goals, is, as it were, directed by someone's invisible hand in the interests of achieving the greatest good for all; it follows that any government intervention in free competition is almost certain to have harmful effects.

G. Becker defined the human capital of an enterprise as a set of skills, knowledge and skills of a person. As an investment in them, Becker took into account mainly the costs of education and training. Becker assessed the cost-effectiveness of education, first of all, for the worker himself. He defined additional income from higher education as follows. From the income of those who graduated from college, he deducted the income of workers with a secondary general education. The costs of education were considered both direct costs and opportunity costs - lost income during training.

Becker, within the framework of the theory of human capital, studied the structure of the distribution of personal income, their dynamics, inequality in the pay of male and female labor, etc. He proved that education is the foundation for increasing incomes of both employees, employers, and the state as a whole. As a result, politicians, financiers and entrepreneurs have begun to view investment in education as a promising investment that generates income.

Becker in his works considered the worker as a combination of one unit of simple labor and a certain amount of human "capital embodied in it. His wages (income) - as a combination of the market price of his simple labor and income from investments invested in a person.

I. Mincer assessed the contribution of education and length of employment to human capital. On the basis of the US statistics of the 1980s, Mincer obtained dependences of the effectiveness of the human capital on the number of years of general education, vocational training, and the age of the worker.

T. Schultz. Term "human capital" first appeared in the works of Theodor Schulz, who stated that improving the welfare of poor people did not depend on land, technology, or their efforts, but rather on knowledge. He called this qualitative aspect of the economy "human capital". “All human abilities are either innate or acquired. Each person is born with an individual complex of genes that determines his innate abilities. The valuable qualities acquired by a person, which can be enhanced by appropriate investments, we call human capital.

Schultz considered the accumulation of people's ability to work, their effective creative activity in society, maintenance of health, etc. to be the main results of investments in a person. He believed that human capital has the necessary features of a productive nature. Cheka is capable of accumulating and reproducing. According to Schultz, out of the total product produced in society for the accumulation of human capital, not 1/4 is used, as followed from most theories of reproduction of the 20th century, but 3/4 of its total value.

Theories of strategic human resource management (mid-1980s - present)

Correspondence model (S. Fombrun). Michigan school. Fombrun believed that HR systems and organizational structure should be adjusted to fit organizational strategy. They went on to explain that there is a human resource cycle (see figure) which consists of four main processes, or functions, performed in any organization:

selection- correspondence of available human resources to jobs;

attestation- performance management;

remuneration- “the reward system is a management tool that is used to stimulate organizational performance is often insufficiently and incorrectly”; it should encourage both short-term and long-term achievements; meaning that "an enterprise must operate today to succeed in the future";

development– development of high-quality workers in the future.

Harvard School (M. Beer, P. Boxall). One of the founders of HRM was a representative of the Harvard school - M. Bier, who developed what P. Boxall calls the Harvard scheme. This scheme is based on the belief that the problems of historical personnel management can be resolved:

When CEOs have developed their own perspective on how they want to involve employees in the enterprise, how to develop them through this enterprise, and how HRM theory and practice can achieve these goals. Both without an underlying philosophy and without a strategic vision - which can only be provided CEOs- HRM will most likely remain just a set of separate activities, each of which is guided by its own traditions developed in practice.

Beer and his colleagues felt that, because of the many challenges, a broader, more comprehensive, and strategic perspective on the organization's human resources was needed. These difficulties have created a need for "some kind of long-term perspective of managing people and looking at people as a potential asset rather than as a variable cost." These scholars were the first to emphasize that the main role in HRM belongs to middle managers. They also stated that "human resource management encompasses all managerial decisions and actions that affect the nature of the relationship between an organization and its workers - its human resources."

The Harvard School believed that HRM had two characteristics:

most of the responsibility for ensuring a competitive strategy and personnel policy lies with middle managers;

employees must develop rules that guide the development of personnel activities and are applied in such a way as to mutually reinforce both levels.

P. boxal believed that the advantages of this model are that it:

takes into account the interests of all influence groups;

recognizes the importance of compromise, expressed or implied, between the interests of owners and workers, as well as between different interest groups;

expands the context of HRM, including the influence of workers, the organization of work and the related issue of leadership style at the lower level;

recognizes a wide range of environmental influences on management's choice of strategy, assuming a combination of both market and product-related aspects and socio-cultural aspects;

emphasizes strategic choice - this model is not guided by situational or environmental determinism.

The Harvard scheme has had a significant impact on the position that HRM is the business of managers in general, and not a private function of the personnel department.

Modern approaches to human resource management in the organization: "war" for talents. Talent Management. Internal marketing (Internal Marketing).

Personnel management, as a rule, is based on a generalized idea of ​​the place of a person in an organization. In the theory and practice of HR management, one can single out concepts that have developed within the framework of three main approaches to management - economic, organic and humanistic.

– The concept of personnel management (economic). – The concept of human resource management (organizational). – The concept of human management (humanistic).

The concept of personnel management (economic). The use of labor resources since the end of the 19th century. until the 1960s Instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages; The approach was based on the goal of maximizing the use of the labor potential of workers. In the West, this concept was reflected in Marxism and Taylorism (the theory of scientific management), and in the USSR - in the exploitation of labor by the state.

The management paradigm is economic ("a person is a line in the payroll sheet"). The role of man is a factor of production.

A person's place is an element of the labor process.

Requirements for the "quality" of an employee - technical readiness, diligence, discipline, subordination of personal interests to a common cause.

The main task of management: Selection of capable workers, stimulation, regulation.

Conditions for effectiveness: Clear targets to be used. Internal factors for the success of the enterprise are more important than environmental factors.

Special difficulties: Difficulty in adapting to changing conditions, using limited staff capabilities.

Scope of application: Enterprises with serial mass production with low-skilled labor. Thus, the main content of personnel management is the organization of labor and wages, the stimulation of effective work is carried out by the method of payment for working hours.

The concept of human resource management (organizational)

A person began to be considered as a non-renewable resource - an element of social organization in the unity of three main components (labor function, social relations, the state of the employee).

The organic approach to management has given rise to two main metaphors. The first is an organization as a person, where each person is an independent subject with his own goals, values, and ideas about the rules of conduct. The second metaphor is that the brain is a complex organism that includes various substructures connected by diverse lines - communication, management, control, interaction. In relation to such a complex system, one can only speak of resource management aimed at the optimal use of the available potential in the process of achieving the set goals.

	Metaphor	The concept of personnel management	The main tasks of personnel management
Organic	Personality	Personnel Management	The study of the specifics of needs, the development of various programs focused on different levels of needs (physiological, the need for security, the need for communication, the need for professional recognition, the need for self-realization).
		Human resource management	Personnel training - deepening both specialization and universalization, creating conditions for maximum self-organization of employees.

The goal is to maximize the use of human potential by creating an optimal environment.

The theoretical basis is the theory of "human relations" by Elton Mayo and the post-bureaucratic theory of organization.

The role of a person in the management system is a resource of the organization. The place of a person in the management system is an element of social organization.

Requirements for the "quality of an employee" - professional qualification and personal qualities, corresponding to the position, and compliance with the psychological climate, corporate culture of the organization.

The main task of management: Selection of employees with professional and personal qualities corresponding to the position and corporate culture of the organization.

Conditions for effectiveness: Increasing attention to the "ecology" within and interorganizational interactions.

Scope of application: Medium and large enterprises of high-tech industries in a competitive environment.

Thus, management extends both to the formal (performance of official duties) and informal (social relations within the organization, the physical and psychological state of employees, etc.) organization.

The concept of human management (humanistic)

In accordance with the concept, a person is the main subject of the organization and a special object of management, which cannot be considered as a “resource”. Based on the desires and abilities of a person, the strategy and structure of the organization should be built. The founders of this concept are the leaders of Japanese management K. Matsushita, A. Morita.

The goal is to create conditions for self-realization of a person.

The theoretical basis is the philosophy of Japanese management.

The management paradigm is humanistic "not a person for an organization, but an organization for a person".

The role of a person in the management system is the main subject of the organization.

The place of a person in the management system is a member of the organizational system.

There are no requirements for the "quality" of an employee; intra-organizational relations depend on the desires and abilities of employees.

Conditions for effectiveness: Understanding that effective organizational development is not only a change in structures, technologies, skills, but also a change in values.

Scope of application: Small business, arts. Thus, the main content of management is self-management, the stimulation of effective work is carried out by improving the quality of working life.

The Japanese management system is recognized as the most effective in the world and the main reason for its success is the ability to work with people.

The process of formation of Japanese management was influenced by American management ideas. Thus, the most important idea of ​​Japanese management that an employee should work all his life in one firm is of American origin, but in Japan this idea has a huge effect.

The Japanese management model is based on the philosophy of "we are all one family", so the most important task of Japanese managers is to establish a good relationship with employees, to form an understanding that workers and managers are one family.

The Japanese call the organization "uchi", which means "home, family", and are convinced that you can change your worldview, get divorced, change your last name and first name - you can't just change the company.

The Japanese management system seeks to reinforce the identification of the worker with the firm, bringing it to the point of sacrificing in the name of the interests of the firm: employees of Japanese companies rarely take a day of rest or a day off, unconditionally perform overtime work, do not use fully paid leave, believing that otherwise they will demonstrate insufficient loyalty to the company.

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

During the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods.

"War for talent" (McKinsey & Company research)

The “war for talent” is a phenomenon that has been given the name by McKinsey consultants. Every year more and more companies are involved in it, and Western “bounty hunters” claim that over the next three years, up to 70% of current managers will leave their jobs for the sake of “new pastures”.

Russian firms are well aware of the feeling of staff shortage. Large companies have long taken serious steps and spend huge amounts of money to get and keep successful managers and highly qualified specialists.

Revolution in information technology

• Internet

  Information exchange rate

  The rate of change ( the high rate of change in business inevitably leads to an increase in the mobility of the labor market)

Globalization

• Need for strong local leaders

Mergers and acquisitions

Based on the results of a survey of 77 different US organizations and 20 other company cases, McKinsey prepared a detailed report, in one of the chapters highlighting the existence of the problem of “reducing the number of personnel involved in branch management and in solving key business issues, not to mention participation in management company." Dr. John Sullivan, one of America's most recognized HR experts, is confident that we are on the brink of war. There are many reasons why war should soon break out:

Growth in the number of jobs. In 2006, economic growth was observed, and many firms developed well. A large number of companies forecast growth of 5%. Combined with the looming “tidal wave” of employee turnover, job growth will see the war for talent play out in earnest.

Low involvement of employees in the work process. Numerous surveys and studies have shown that from 20% to 40% of the company's employees are not fully involved in their work. This low level of engagement is a sign of employee frustration. Most managers won't be surprised to find out that their employees have become disillusioned with the way they have been treated in the last 3-4 years. As power shifted to employers during the economic depression, managers took advantage of the new leverage that fell into their hands and, in fact, stopped paying attention to the issues of motivation, retention of personnel, and work-life balance of employees.

If managers do not correct the situation, then it will turn into a catastrophic workforce turnover, as soon as:

1. employees will see vacancies outside the enterprise and

2. their confidence in the economy will increase so much that they find it convenient and safe for them to move to another company.

Work is boring. In addition to dissatisfaction with how they are being treated during an economic downturn, many workers feel bored with their current position. These accumulated feelings of frustration and exhaustion will cause more and more workers to look for better jobs.

New opportunities are becoming more important than job security. So many people still don't change jobs, not only because they are offered few alternatives, but also because job security takes precedence over other benefits in an economically unfavorable period.

The delayed job search factor. Many of those who usually change jobs every two or three years have put off looking for a new job, knowing that now it will not be easy due to the small supply of vacancies and the significant competition for candidates. Recent studies have shown that between 20% and 40% of current employees will immediately start looking for new job as soon as the economy picks up.

Memories of the first war for talent. For many, in the mid-1990s, loyalty to the company lost value, the main thing was the continuous search for work. Unfortunately for the managers, the workers relished the freedom of the time, and many are eagerly awaiting its return.

Ease of job search. During the last war for talent, it was much more difficult than today to find a vacancy and submit your candidacy. Now every day it becomes easier to find a job in any company around the globe and apply for it thanks to the development of web technologies - Internet job boards and corporate job sites.

The Coming Leadership Crisis. The approaching big wave of retirement of the generation born in the period of the post-war population explosion will affect almost all organizations. Some of them will lose as a result of this up to 50% of senior managers and the most experienced specialists. If the vacated high-level leadership positions are not closed quickly and thoughtfully, the lack of leadership potential in the organization can lead to further frustration among middle-level employees.

This war for talent will be global. One of the reasons for this expansion of geography lies in the consolidation of the firms themselves.

What else should one prepare for in World War II for talent. Over time, strategies and means of warfare change. Here are some of the new things we can expect in the new war for talent:

Online "auctions" where firms compete for the best talent;

Freelancers and whole teams of freelancers who will use the services of agents to sell their services (similar to how it is done in Hollywood);

The explosive growth in the number of companies allowing their employees to work remotely (from anywhere in the world) in positions that formally require being on site

enterprises;

Spreading the practice of remote testing of candidates, conducting video interviews for hiring workers around the world;

More frequent hiring with a contract to keep a valuable employee in place;

Global approach: it is better to hire one of the best workers in every country in the world than many in one country;

The predominance of contract work in relation to permanent work (the price of talent is growing, and thus the company saves money: a valuable person is hired only for the time when there is a case for him);

Increasing the attention of managers and HR professionals to strategies and means of retaining staff;

Delegation of the lion's share of the recruitment and recruitment work to managers due to the advent of easy-to-use search and selection tools;

When hiring the best employee, emphasis will be placed on calculating the difference between productivity in dollars and costs due to turnover;

Increased interest in future-oriented programs such as workforce planning, succession and replacement planning;

Shifting the emphasis in work with personnel from administration towards a more strategically correct approach of "talent management";

A shortage of experienced hiring professionals due to the fact that those who were laid off during the economic downturn do not want to return to this job for fear of being fired again as soon as the next downturn comes. (However, others, on the contrary, will willingly enter this market due to the same fear of instability).

Forward-thinking managers and HR professionals need to start preparing for what's to come, now, before the inevitable rise in employee turnover and the consequent need for massive recruitment efforts. Smart managers will also analyze the mistakes of the last boom and bust and come up with new strategies, approaches and techniques to avoid repeating the troubles they had during and after the last war for talent.

talent management V Lately when assessing the value of a company more experts among the key indicators, such an element as “a well-functioning talent management system” is mentioned (along with, for example, financial and marketing indicators). This fact speaks to the growing value of a professional approach to managing the most promising employees. Perhaps, each leader or HR manager will give his own definition of what talent management (or talent management) is. If you turn to the encyclopedia, you can see that in it, "talent" means the giftedness of a person. But looking for gifted people is a difficult, painstaking and expensive job with unpredictable returns. It is much more efficient to develop your own staff. Therefore, in the business sense, talent management captures a wider area. Talent management - identifying the potential of employees that the company needs to develop. "The organization's talent management system is a system that allows you to timely fill a vacancy with qualified specialists at any level of the organization (attraction, involvement, development, monitoring, remuneration, promotion).

""Talent management is the activity of the company, which allows you to use investments in talented personnel in the field of middle and upper management"" (McKinsey). Experts are sure that the search and development of talents in an organization should be selective. In the context of a fierce war for talented top managers and highly qualified specialists in today's labor market, it simply does not make sense to invest in those who give a minimal return on invested capital.

Talent management implies that the company pays maximum attention to the best, instead of fighting for the high loyalty of the entire company's staff. Who really becomes the future "stars"? It is the potential that talent managers look for in employees. This process involves answering two questions: a) Will this employee be effective in the future?; b) Does he want it himself?

When building a talent management procedure, it is important to take into account not only the current level of competence and performance of a person, but also his potential, since one of the hallmarks of talent is the ability to grow and develop. The integral assessment of the potential, conducted by ECOPSY Consulting, is based on several parameters:

 Achievement motivation

 Openness and flexibility

 Intellectual level

 Emotional intelligence

In large companies, without personnel assessment, it is simply impossible to identify talented employees. "In small organizations, as a rule, everything is in sight, and in large companies, talent management requires more consistency than in small and medium-sized businesses. When selecting high-potential employees, companies tend to get away from subjectivity by attracting independent experts. To solve the problem of selecting talents in a large the organization is recommended to carry out work in two stages: selection - screening out the worst in terms of basic criteria (including in terms of growth potential parameters) - and direct assessment, already differentiated consideration by the key criteria of each person and selection of the best.This allows you to optimize the work in terms of time and budget So, for example, for selection, ECOPSY Consulting developed the "barrierometry" method - the deliberate creation of obstacles to the completion of the task in order to weed out those who are not ready to overcome difficulties. The latter is a component of achievement motivation and largely determines the employee's growth prospects " ". Based on the assessment Staff assessments within the company sometimes make long-term development plans for selected employees. The individual program includes both the modification of basic duties at the workplace and the development of professional and personal qualities. When developing such a plan, it is worth linking it as closely as possible with the development strategy and business objectives of the organization. For example, at VimpelCom, when drawing up such a plan, the following elements are taken into account:

What drives an employee's talent?

What helps you achieve results?

What does the employee want in the future?

What will be the most productive and help you achieve your goal?

What training is needed?

To what extent and in what way do the company's goals affect the training of this employee?

In addition, it is important to pay attention to what a person is fond of or what qualities he has are especially pronounced. For example, if a person has a hobby - programming, then it would be a big omission not to try it in this capacity. Often, between talent management and the creation of a personnel reserve, they put an equal sign. In fact, these are not exactly identical concepts. The creation of a personnel reserve can be called replacement management. The talent pool in the classical sense is the management of positions. It is designed to solve specific problems of filling scarce positions in the company. Talent management is human management, it is important to single out the brightest employees in the organization, and then find the right application for their abilities. Experts unanimously agreed that talent management in a company should be open and understandable to employees. This is one of the main long-term motivational factors for staff, as employees become active participants in their development, feel the company's interest in them. One of the most common challenges in talent management is the potential difficulty in quickly moving selected employees up the career ladder. In this case, it is critically important to ensure the return from the "reservists" without waiting for possible movements. In this case, it is ideal to attract talented people to new serious and interesting projects. The most typical results of personnel assessment for talent management purposes are the division of employees into several groups. There are usually four:

 Talented employees with high potential and effective performance. They need to be moved up very quickly, without serious training yet. You can use horizontal rotations, new tasks, internships.

 Promising gold reserves. Immediate promotion is not so necessary, but it is necessary to train such employees as much as possible and prepare them for promotion.

 Personnel reserve in need of gradual training.

 The remaining 30%, whose training and development is inexpedient. Not only HR managers, but also the top management of the company should be involved in drawing up an employee development plan, because talent management is aimed at improving the performance of the company, which leads to an increase in its value.

Internal marketing

Solving the company's marketing tasks through work with personnel

Activities aimed at increasing staff loyalty and creating conditions for them in which the quality of service and customer care become dominant

Development of staff loyalty through increasing the level of its satisfaction (building an internal marketing system)

The most important task facing company managers today is to create such an internal environment in which the staff will be motivated to work aimed at achieving the company's market goals. At the same time, the creation of such an environment is impossible without coordinating the goals and activities of marketing and human resource management. In their report, Zelenova and Latyshova show that it is the internal marketing system that should become such an environment that will contribute to the formation of staff loyalty and a customer-oriented approach, and ultimately to an increase in business performance.

The concept of internal marketing first appeared in service marketing, and it was based on the need to improve interaction with customers of all company personnel. Today, this concept has gone beyond its "traditional" field and is gradually being implemented by companies in all sectors of the economy.

At the same time, it is also important to note that the management of companies is beginning to realize that an effective internal marketing system, which allows coordinating the goals and activities of the marketing and human resource management departments, will contribute to the achievement of the company's market goals.

Despite the fact that the concept of internal marketing has been discussed in the academic literature for over 20 years, there is still no consensus on the scope and nature of this subject. A different understanding of the tasks and content of VM has led to the fact that at present there are many definitions of the concept of internal marketing. Interpretations of the content of internal marketing and its potential contribution to marketing strategy are different and are represented by the following “VM types”:

VM, focused on the development and implementation of high standards of customer service quality.

"A company's internal market of employees can best be motivated towards customer-oriented behavior and high levels of service through a marketing-like approach in which marketing activities are used within the company."

VM, primarily concerned with the development of internal communication programs to provide employees with information and win their support.

VM is seen as a social (communication) system that can provide the means to enhance organizational capabilities (eg, economic performance) and improve the quality of the work environment for the company's staff. "The fundamental goal of internal marketing is to create awareness among external and internal consumers and remove functional barriers to achieving organizational effectiveness."

At the same time, internal communications are becoming one of the most important tools available to companies to strengthen their own competitive advantage, namely:

- to maintain the brand;

– to improve the level of customer service;

– to accelerate innovation and improve its quality, to ensure major and at the same time rapid organizational, technological and cultural changes.

VM relating to the provision of products and services to customers within an organization.

“Internal marketing in terms of relationships is the process of identifying, establishing, maintaining, expanding and, if necessary, completing relationships with employees and other internal consumers at all levels of the organization in order to satisfy the requirements of all parties involved, which is achieved through the exchange of mutual obligations and their fulfillment” .

The central postulate of such an understanding of internal marketing is the consideration of the attitude towards personnel as internal consumers, i.e. internal marketing is the philosophy of serving personnel as customers. The company offers a special "product" - a position in the company with its specific rights and responsibilities.

The logic of considering personnel as internal customers assumes that by satisfying the needs of internal customers, the firm will be in a better position to provide the quality necessary to satisfy external customers.

VM as a tool to attract and motivate staff.

This approach focuses exclusively on the personnel of the organization. Internal marketing is the attraction, development, motivation and retention of qualified personnel through products (work) that satisfy their needs. "Internal marketing is about creating the best work products to meet the needs of the staff."

VM as an approach to managing the adoption of innovations within the organization, a mechanism for the effective implementation of strategies, achieving the company's market goals.

Since the company's employees are the "buyers" of innovation, the effectiveness of marketing strategies depends on the successful management of the change process, the acceptance by employees of new ideas, technologies and methods of work.

“VM is any form of marketing activity within an organization that focuses the attention of staff on internal processes that must be changed in order to ensure effectiveness in the external market.”

Factors Determining Relevance this direction can be divided into two groups.

To the first group include macroeconomic factors characterizing the current development of the world economy, and factors hindering the development of the Russian economy.

One of the most important trends in the world economy is the change in the demographic situation, namely the reduction and aging of the population in developed countries, characterized by a high level of education, and population growth in developing countries, characterized by a lower level of education. This leads to the problems of providing a skilled labor force necessary for the innovative development of economies, and, as a result, increased competition for talents.

The shortage of qualified personnel in the labor market can lead to a sharp slowdown in economic growth and a growing lag behind the leading countries. The shortage of qualified personnel is primarily due to the demographic situation, namely the reduction in the number of economically active population.

To the second group include factors of the internal environment of the company that determine its effectiveness. One of the most important performance indicators of a firm today is its ability to meet the needs of its customers, both the current needs of current customers (short-term efficiency) and future needs through their identification or formation (long-term efficiency).

The trend towards an increase in the number of offers of goods on the market that do not have significant differences from each other in terms of quality characteristics leads to an increase in the value of service. At the same time, the importance of relationships with customers increases many times, and there is a transition from commodity to service differentiation, the basis of which is the “service behavior of personnel”.

The term "talent management" entered the practice of strategic human resource management in the 1990s. Cause this concept the demand of the labor market for exceptionally competent, talented employees. The term "war for talent" was introduced into practice by consultants from the consulting company Mc.Kinsey & Company: "Organizations do not choose employees, rather the opposite...".

By the term "talent" they understand the totality of a person's abilities: his inherent talents, intellect, prudence, character, skills, knowledge, experience and energy, as well as his inclinations to learn and grow. Talent is a certain set of abilities that allows you to get a certain product of activity that is distinguished by novelty, a high level of perfection and social significance.

Managerial talent refers to some combination of a sharp strategic mind, emotional maturity, leadership ability, communication skills, entrepreneurial and intuition skills, functional skills, the ability to achieve goals, and the ability to attract and inspire other talented people.

In this paper, we will refer to talents as the most effective leaders and managers of all ranks who have the ability to help the organization achieve the desired results and increase its effectiveness.

When thinking about the concept of talent in the public sector, one can refer to the APS Public Service Talent Management publication, which defines public sector talent as an employee whose potential to produce results that is higher than that of most employees at the moment. At the same time, potential is understood as the ability of an individual to succeed, being in a situation of complexity, ambiguity, uncertainty, as well as the scale of change in the future.

Talent management, or Talent Management, is a purposeful activity aimed at creating in an organization a system for recruiting, developing, using and retaining talented employees capable of achieving exceptional results in work.

Considering the issues of talent management in the public sector, it can be noted that, on the one hand, governments must participate in the competition for talent if they want to attract and retain competent employees. On the other hand, the public sector context is characterized by numerous rules, regulations, norms and values ​​that limit the flexibility of modern public sector personnel policy. This needs to be kept in mind when designing a talent management system in a public sector context.

Studies of personnel services of foreign public authorities show that talented employees are almost twice as valuable to an institution as employees of average potential. At the same time, the introduction of a talent management system in public institutions allows increasing the number of key positions occupied by talented employees from 15% to 65%. In addition, it can be noted that the presence of talent in key positions increases the productivity of other employees by 85%, since in their work they are guided by the leader, consult with him, receive support from more effective employees.

Foreign authors emphasize that how an organization defines talent depends on the context. Among the factors for determining talent are: features of the institution, the nature of work, the specifics of job duties.

An important step that the public body must take as part of talent management is to determine core competencies employees who are critical to the success of each employee and therefore the public service as a whole.

Dutch scientists have identified two approaches to talent management based on two bases - the prevalence of talent and its variability.

Initially, talent management (hereinafter referred to as TM) was focused on employees corresponding to necessary organization criteria - be it performance, potential, availability of the necessary biographical experience, compliance with corporate values. As a consequence, the basic practice of TM was to segment the staff - dividing it into a number of groups depending on how each employee met these criteria. The top is the HiPo pool (High Potential - high-potential employees), then the second division, and, finally, "the rest". And it was this practice that initially distinguished TM from all human resource management (HRM) practices: talent management specialists do not work with everyone, but only with exceptional employees (exclusive approach). Thus, the HiPo pool of the largest North American companies includes an average of 10% of employees.

That is, an exclusive approach to talent management can be called segmenting and elitist.

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It should be noted that this approach is more characteristic of the Western system of values, focused on individualism and rivalry.

The methods of this approach are to identify and attract talent, and not to develop it in all employees.

At the beginning of the last decade, TM systems began to appear in organizational practice, aimed at working with all employees (inclusive approach). (See Fig. 1)

The main reasons for the emergence of such systems were numerous studies proving the harm from personnel segmentation. Of course, the practice of creating a HiPo pool has a number of advantages - employees, after recognizing them as high-potential, declare an increase in company loyalty and show higher performance. But on the rest of the staff, exactly the opposite effect is observed: a drop in loyalty and an increase in the desire to leave the company, a drop in performance. At the same time, alternative approaches to understanding human potential and their penetration into organizational practice emerged. First of all, it is positive psychology - a direction of psychology based on the assumption that everyone has their own strengths and you just need to find a use for them. It is also a capability approach - an approach stating that a person's development does not depend on his abilities, but on the opportunities that he possesses and uses. Finally, training practice has also contributed to the development of alternative approaches to TM. Training and development specialists drew attention to the relationship between the number of "training hours" and success in music, sports, and the development of everyday skills.

According to the main theorist of the inclusive approach, the British researcher Swales, the practice of TM can be called inclusive if the company has the following processes:

• - Providing all employees with basic opportunities to develop/understand their strengths. It can be as a tool for self-knowledge ( personality questionnaires, built on an ipsative principle: comparing individual indicators with each other), as well as a 360-degree assessment or a conversation with a manager. If an employee refuses to seek and develop his talents, there is only one way out - to start the process of evaluating his performance. If an employee shows good results, then he is in his place, if not, this is a reason to talk about his departure from the institution.
• - Providing all employees with the opportunity to move to a position that matches their talents. If a person does not show proper performance in the X position, he is offered to move to the Y position. In contrast to the practice adopted in the certification - transfer to a frankly disadvantageous position, the proposed position must correspond to the strengths of the person.
• - Providing all employees with the freedom to choose their professional and career development in the company. It's not just about giving a low-performing employee a 2nd, 3rd, and beyond chance, but an opportunity for anyone - even a successful employee in their current position - to try themselves in a new role. The simplest example is a rotation initiated by the employee himself or offered to him by the institution. The practice of rotation helps the employee understand their strengths and limitations, and find their place in the organization.

Speaking about the effectiveness of the inclusive approach, one can cite a 2015 Bersin study as confirmation, which shows that the most mature TM systems that contribute to the financial success of the company are inclusive. Researchers, referring to meta-studies, cite the Pygmalion effect as a determining factor. Most of the employees, being recognized as talented, increase their performance to confirm their new name.

The most striking examples of the application of an inclusive approach in the public sector are the practice of systematic training in the administrations of Singapore and the development system of civil servants in India.

Thus, it can be concluded that an inclusive approach is more applicable to the public sector, however, methods should be selected individually, based on the current abilities of the employee and his prospects.

The application of the concept of talent management is based on a number of principles (see Fig. 2)

Fig.2

Corporate strategy is the natural starting point for building a talent management system. The talent management system should basically contain methods that allow you to achieve the strategic goals that the institution faces, that is, be consistent with the corporate strategy.

Implementing disparate methods may not work and may even be counterproductive. The principle of internal consistency allows you to understand how compatible various methods management adopted by the company.

The talent management system should be aligned with the culture of the organization. Many organizations see their corporate culture as a source of advantage. They make a conscious effort to integrate their stated core values ​​and principles into talent management processes such as recruitment practices, leadership development programs, performance management systems, compensation and bonuses.

Talent management is the process of integrating talent into government agency to achieve results in the field of optimizing the level of costs and risks, improving the quality of recruitment, ensuring the most efficient activity, and implementing public services.

Talent management includes certain processes and practices aimed at attracting, developing, motivating and retaining talented employees. Talent management can be effective and sustainable long time if it is an integral part of the corporate culture at all organizational levels of the enterprise.

The main goal of talent management is to see the organization as highly effective and viable, with the predominance of the ability to quickly respond and unambiguously meet the goals.

Talent management as a process is a cycle with the main components shown in Fig. 3:

Fig.3

The main elements of talent management are talent acquisition, their group and individual development, evaluation, career planning, talent retention, organizational development, succession planning and performance management, that is, leadership development.

A leader is characterized by such qualities as an active life position, consistency, honesty, vision, responsibility, justice, which determines the need for leaders in the public sector. The importance of leadership development as a component of talent management is due to the fact that it is leaders who are able to encourage others to new achievements, which accordingly leads to the development of the organization, the competent construction of a management system, the successful implementation of organizational functions, and skillful leadership in an unstable external environment.

There is a need for leaders in any organization. The role of the leader is especially pronounced in extreme situations. In such situations, the result of the functioning of the organization often depends on the accuracy, clarity of the leader's actions, his professionalism.

In Russian personnel management, those listed in Fig. 3 components of the talent management process are considered in isolation from the rest. If there is an integration of components, then this process turns into a unique and powerful means of achieving the priority goals of the organization.

If we list the elements that make up the talent management process in the practice of various organizations, in more detail, then among them we can name, in descending order of prevalence (according to the ASTD “Talent Management Practices and Opportunities” study), the following areas: performance management; corporate education and training; leadership development; development of promising employees; individual professional development; hiring; staff involvement; wages, compensation and incentives; succession planning; employee retention; organizational development; personel assessment; competence management; team development; career planning; diversity and equal opportunity initiatives.

According to the same ASTD, among the popular talent management development strategies, representatives of various companies most often name: continuous improvement of the quality of talent management, expansion of the number of initiatives in connection with talent management, training of managers to develop their abilities in connection with talent management, use of new technologies talent management, delegating responsibility for effective talent management to managers, engaging employees in the development of talent management content, achieving lean talent management processes, identifying metrics to measure performance, and measuring ROI in relation to talent management.

Thus, talent management is a holistic, cyclical process that is designed at all stages to meet the organization's need for employees with the necessary competencies (see Appendix 1) and abilities.

The main source of profit for any company is talented employees. worthwhile ideas, ambitious goals, innovative production, a popular product and a well-known brand - none of this will work if you do not have a good team.

It is clear that employees can be different. In the case of bad ones, you will “kill” a lot of time searching for, selecting, adapting and training them, spend money on motivation, and the results will still be mediocre. Good employees are even more difficult to find and motivate, but it's worth it. After all, these are qualified, educated, if inexperienced, then very well trained, responsible, punctual, quick-witted, purposeful - the so-called class A workers, truly talented guys.

A sufficiently developed labor market forces employers to compete with each other, offering applicants a variety of incentive systems, pay and working conditions. Young and independent, easy to change jobs, active and creative - how to manage such employees? How to manage talent? This is another post from the HR series.

Excursion into history

Let's start with definitions. The term "talent management" (talant management) was first heard in the late 1990s in the United States in the course of numerous studies in the field of labor market and production optimization. Talent management can be defined as a set of personnel management tools that enable an organization to attract, effectively use and retain employees who make a significant contribution to the development of the organization.

The term itself was coined and used in his book “Talent Management Systems” by David Watkins from Softscape in 2004, but we note that, of course, the correlation between company performance indicators and the level of human resource development in it was recognized all over the world already in 1970- x years. In the late 1990s, McKinsey, the largest consulting agency, published the famous report “War for Talent”, and the leaders of many companies thought about how to work with talent.

Today, there are several ideas about talent management, according to which all employees of an enterprise (or only a part of them) are recognized as talented, which requires the organization of special personnel management processes, where the main emphasis is on unlocking the creative potential of an employee, on providing him with maximum opportunities for development, growth, learning and self-realization. And all this with the sole purpose of increasing the company's revenues.

After all, it is talented employees who create a unique image of the company, a unique brand, a special external and internal atmosphere of the organization; they constitute your main potential. It is worth investing in this without hesitation - after all, such investments are always guaranteed to pay off. A talented employee is devoted to his company, for him work is the most important part of life, he always strives for growth and development, he likes responsibility, he knows how to set goals and achieve them. In any corporate business model there is a place for talented employees, and the more of them, the more profitable it is for the company.

What does this have to do with you?

Now let's talk about how talent management can be "fit" into your .

Let's start with selection. Everything is quite simple here. When compiling a competency profile and an assessment sheet for an interview, do not forget to include the qualities of category A employees. You can evaluate and measure their manifestation in different ways: with special psychodiagnostic tests, projective questions, and even with the help of a self-invented scale.

Training and adaptation. Talent management here is probably, first of all, carefully designed and effective programs introductions, which will allow a new talent to quickly adapt to work and begin to “create”, that is, to work qualitatively.

Motivation and evaluation are perhaps the most basic areas of work in the field of talent management. And here's why: the assessment allows you to distinguish talented people from the general mass, and motivation allows you to grow and develop further.

How to motivate talented employees? It is clear that on high salary, bonuses and quarterly bonuses in a crisis should not be expected, and this should not surprise young talented guys. Here non-material motivation comes to the fore. After all, category A employees are often "workaholics" in the very good sense this word, which means they, like air, need recognition of merit, praise and support from the leadership. And here, too, everything is individual. Someone needs to be praised publicly - it can be general meetings or announcements in information corporate systems. Someone can be awarded a diploma, a letter of thanks, a small prize from the company for achievements (movie tickets, for example, or a new T-shirt with corporate symbols).

Also, speaking about the motivation of talented employees, it should be noted that they always need a place for creativity and responsibility. A wise leader knows that it is the desire to take responsibility, the awareness of the seriousness of the task being performed, that indicates "talent". Creativity is associated with responsibility, because it is always a choice, the ability to notice and correct your mistakes and strive for better results.

You can also note such non-material motivation tools as organizing a place to eat (kitchen, dining room or even free lunches), convenient office location (talented employees should think about work, and not about how to get home), corporate transport, places of rest (someone arranges modern game rooms, a mini-gym or just soft ottomans and mountains of books is suitable for someone), a comfortable, well-equipped office ... And also corporate events, joint “interest circles” and competitions. There are a lot of options here, but the most important thing to remember is that supporting and motivating talented employees is usually cheaper for the company than paying them very high salaries and certainly cheaper than hiring and firing mediocre ones again and again.

And finally, about the assessment. A talented employee is sometimes difficult to see even among those who have been working for a long time. Here, conversations with heads of departments, regular certification and measurement of such indicators of corporate culture, such as, for example, employee engagement, will work effectively. Category A employees need to be evaluated as a starting point for development. In addition, the more accurately the development of each individual employee is predicted (the career growth of “talent”, the plan for individual professional development), the easier it is to outline the growth of the personnel potential of the entire company, and hence the success of its activities as a whole.

Talent management allows you to identify and retain key employees in leading positions, motivate them to achieve high results, and not only individual ones.

From the article you will learn:

Talent management in an organization is an area of ​​HR management that deals with attracting qualified specialists and integrating them into the company, searching for talents among existing staff, developing them, motivating and retaining them in jobs to meet current and future needs. business goals.

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The history of the emergence of the term "talent management" began in the 1970s, but talent management took hold only in 1990, when a direct link was established between the development of personnel and the effective operation of the enterprise. The need for purposeful activities to create, develop and use a group of capable workers who can effectively solve complex business problems and capable of taking leadership positions when needed.

The purpose of talent management

The purpose of talent management is to identify the special abilities of employees and use them in the best way for the employee and the company.

The key idea of ​​talent management is to change attitudes towards staff. The management of the enterprise needs to move from the ideology of equality to a differentiated approach. This approach lies in the fact that special employees are singled out from the general mass, in them invest and bet on them.

According to the new ideology, it is necessary to build the entire talent management system. It is necessary to work not only on the selection of the most promising specialists, but also to plan their appointments and career advancement. It is important to use tools comprehensive development to motivate and retain talented employees.

When managing talent in an organization, it must be taken into account that a capable employee not only demonstrates high level existing competencies, but also has a strong development potential.

There are two categories:

talents in the profession. These employees have unique knowledge and abilities in their professional area.

Talented managers. Employees who have managerial competencies, important for a particular company, and the potential for its growth.

A capable manager demonstrates the following qualities:

• developed systems thinking;
• big vision;
• the ability to think ahead;
• readiness for change;
• accept new circumstances;
• powerful motivation to achieve the goal.

Such an employee is focused on his development, open to new ideas and innovations.

What is a talented employee and how to identify it

In some domestic companies, a small group of managers (about 1%) are considered talents, since business results directly depend on their actions. And it is for them that a talent management program is being created.

For more democratic managers, key specialists for the enterprise also fall under this definition, but even they occupy no more than 10% of the total number of employees.

Experts consider the most optimal approach to talent management, in which any employee with a high potential for development, an employee who makes a significant contribution to the development of his enterprise, can be considered talented.

Some executives go to great lengths to find and attract new talent through elaborate headhunting. At the same time, they spend insufficient time and money on retaining and developing their own talents that are already working in the company.

As part of the talent management system, the growth of employees can be carried out not only by moving them up the career ladder, but also by involving them in new promising projects, expanding areas of responsibility. At the same time, the enterprise, in turn, receives the result from the fullest use of creative ideas, experience and capabilities of employees.

The effectiveness of talent management can be assessed by the turnover rates of key employees in leading positions. If the turnover is low, then the system for attracting, developing and retaining capable employees in the company is well-formed.

Talent Management Program

The talent management program should include career development opportunities for employees. To do this, you need to create a transparent system for filling vacancies in the company. This will be a serious motivating and holding factor.

For example, if you conducted an assessment of employees as part of talent management, then employees who received high scores as a result of it should be included in the development program and in career reserve. They must have priority career advancement. This procedure must be prescribed in the "Regulations on the personnel reserve". Encouragement for capable employees can be the attention paid to them by top managers: conversations, discussions with them about issues important to the company.

It is a mistake to think that since an employee is a talent, it is not necessary to train and develop him. Development is the main motivator for the younger generation. Otherwise, he will quickly lose interest in work.

Include talented employees in promising projects and startups. This is a challenge for a talented person. Give them responsibility and authority.

determine what exactly the existing employees are talented in, and move them to the position that is best for their skills.

When choosing such a talent management strategy in an organization, management must be prepared for a large number of internal rotations.

The essence of the second talent management strategy lies in the idea that talent is a great potential for professional growth, development of at least one of the competencies (professional or managerial).

The talent management strategy can use competency-based management methodologies to implement the enterprise's long-term plans.

Conclusion

The philosophy of any approach to talent management should be based on the following idea - in the context of the struggle for personnel, the best strategy is to provide employees with opportunities to do what they do best, from which both the company and the employee benefit.