Introduction

The most effective development of the economy of a country, region or enterprise occurs evolutionarily through qualitative changes in the products produced or services provided, the resources used, the equipment used or management processes. The main bearer of new competitive ideas, solutions to non-standard problems or new ways to solve standard problems is the organization's personnel. The practical activities of Russian enterprises and organizations show that implemented innovations are often rejected by the organization’s staff, creative abilities are not activated, and the staff actively resists the changes. As a result, innovative activities are implemented with low efficiency, temporary and material costs to implement innovation, the expected result is not achieved, and the risk of innovation activity increases many times over. The unpreparedness of the organization's personnel for the implementation of innovations and resistance to them leads to a slowdown in the organization's development, aging of management methods, loss of competitiveness in the market of goods and services and, as a result, to a deterioration in socio-economic performance indicators. Thus, a problematic situation arises at the enterprise when a qualitative change in processes and products cannot be carried out due to the motivational and qualification unpreparedness of the organization’s personnel. In such conditions, the organization’s personnel become an obstacle to further development. The reason is the application to the management of innovative activities of the same management methods, including personnel management, that were used to manage conventional, non-innovative activities, i.e. functional activity.

The solution to the current situation should be the awareness of the need to change approaches to managing innovation activities, which differ from functional ones in their instability, high degree of risk of the final result, and the high importance of the role of the organization’s personnel (creative abilities, professional outlook, motivation, etc.). To accumulate knowledge, creative skills, and reduce staff resistance to innovation, it is necessary to develop and implement in an organization that makes frequent qualitative changes, new approaches to managing all activities and personnel management.

Scientific interests domestic and foreign authors are in the field of development and implementation of high-tech technologies, products and processes both at the enterprise level and at the regional or country level. Scientific research is devoted to the development of mechanisms for increasing the efficiency of innovation processes and increasing the country's innovative potential.

The purpose of this work is to identify and analyze the features of personnel management in innovative organizations.

Study the theoretical aspects of personnel management in an innovative enterprise;

Consider the practice of personnel management at CJSC Technopark LTA;

To study possible ways to improve personnel management at JSC Technopark LTA;

Develop measures to improve the efficiency of personnel management at CJSC Technopark LTA.

The object of the study is the innovative organization "Technopark LTA".

The subject of the study is the personnel management system of an innovative organization.

The theoretical and methodological basis of the research are monographs, articles, textbooks of domestic and foreign scientists in the field of economics and sociology of labor, personnel management, management, innovative management of the organization.

1. Theoretical aspects personnel management at an innovative enterprise

1 Personnel as an object of management in an innovative enterprise

The organization's personnel are the main bearer of new competitive ideas, solutions to non-standard problems or new ways of solving standard problems. The practical activities of Russian enterprises and organizations show that implemented innovations are often rejected by the organization’s staff, creative abilities are not activated, and the staff actively resists the changes being made. As a result, innovative activity is implemented with low efficiency, time and material costs for implementing innovation are exceeded, the expected result is not achieved, and the risk of innovative activity increases many times over. The unpreparedness of the organization's personnel for the implementation of innovations and resistance to them leads to a slowdown in the organization's development, aging of management methods, loss of competitiveness in the market of goods and services and, as a result, to a deterioration in socio-economic performance indicators. Thus, a problematic situation arises at the enterprise when a qualitative change in processes and products cannot be carried out due to the motivational and qualification unpreparedness of the organization’s personnel. The reason is the application to the management of innovative activities of the same management methods, including personnel management, that were used to manage conventional, non-innovative activities, i.e. functional activity.

Personnel management of an innovative enterprise includes several basic issues. Personnel management is carried out through assessment, training and career management. After all, no organization can know in advance how employees should behave in every situation. Therefore, most organizations establish general rules of behavior that are applicable in many situations and which become part of the organization's inherent culture.

Goals, positive examples of staff development, evaluation systems - all this can influence the desire of employees to take risks and try something new. In addition, innovative organizations create their hiring systems in this way to attract employees who are prone to innovative activities. In addition to standard methods for assessing an employee’s potential, the manager of an innovative enterprise also resorts to qualitative assessment, which includes taking into account the creative qualities of the individual, his publications and patents.

Innovative companies not only seek to hire creative workers, they also develop their creativity. The first means of such development is the rotation of personnel between various functions, business units or territorial departments. The second means is detailed, thoughtful management of personnel promotion. The third is the introduction of some common practice that would ensure that all staff have certain key practical skills and key capabilities.

The most important element of personnel management in an innovative organization is incentives. Along with them, many other management factors influence the interest of employees in innovative activities. Managing people development can have a particularly large impact on employees' ability to generate and develop new ideas.

There are several approaches to motivating staff in innovative organizations:

Using the "effect?ers?active". As relative stability is achieved, it is advisable to stimulate organizational dynamism, setting new guidelines for the team and thereby supporting the energy of development. The implementation of this approach is a good basis for the transition to “growth management” - management aimed at development in a long-term perspective.

Virtual and physical expansion of the horizon of professional activity. As already noted, in terms of the scale of social implementation, the sphere of science and private manufacturing business differ significantly. It is unreasonable to sharply limit the scope of professional activities of employees within the framework of a separate enterprise, even by providing them with a significant package of material benefits. After all, unfulfilled scientific and social ambitions can weaken an employee’s motivation.

Know-how in the organization personnel work- maximum preservation of the social and scientific space in which the socialist moved before joining a private company. This principle is essentially a compromise between the demands of the socialists themselves and concessions from the leadership. As a result, the organization receives significant benefits.

If a person shows creative qualities and offers something fundamentally new, the issue of his promotion, as well as an increase in subordination position, is decided. Moreover, subordination, as a rule, does not go beyond the expert hierarchy. A horizontal career takes place within the same official framework (it is not formalized legally), but the satisfaction from such horizontal moves gives the professional a strong motivational impulse. .

Thus, the need for specialists who know the specifics of working in an innovative organization is increasing, because, first of all, the success of an organization depends on its personnel.

1.2 Personnel management system at an innovative enterprise

The personnel management system is an integral part of the management of an innovative enterprise as a whole, it involves monitoring changes in the professional and qualification structure of personnel and is designed to identify trends in the development of the workforce, and timely determine the qualitative and quantitative requirements for it. The personnel management system affects the ability of employees to conduct innovative activities. Let's consider several elements of the personnel management system (Figure 1).

Figure 1 “Elements of the personnel management system.”

The formation of a personnel management system involves, first of all, building a “tree of goals”, both the goals of employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main goals of the enterprise (organization, company).

The goals of enterprise personnel management are:

increasing production and labor efficiency, in particular, achieving maximum profits;

Successful achievement of set goals requires solving such problems as:

meeting the enterprise's need for labor in the required volumes and required qualifications;

achieving a reasonable relationship between the organizational and technical structure of production potential and the structure labor potential;

full and effective use of the potential of the employee and the production team as a whole;

providing conditions for highly productive work, a high level of organization, motivation, self-discipline, developing employee habits of interaction and cooperation;

securing an employee at the enterprise, forming a stable team as a condition for recoupment of funds spent on labor (attraction, personnel development);

ensuring the realization of the desires, needs and interests of employees in relation to

coordination of production and social objectives (balancing the interests of the enterprise and the interests of workers, economic and social efficiency);

increasing the efficiency of personnel management, achieving management goals while reducing labor costs.

There are certain differences between goals and functions. A goal is the state one strives for, and a function is the actual action.

Personnel management is carried out in the process of performing certain targeted actions and involves: determining the goals and main directions of work with personnel; determination of means, forms and methods of achieving the set goals; organization of work to implement decisions taken; coordination and control of the implementation of planned activities; continuous improvement of the personnel management system.

In practical terms, the following main functions of personnel management can be distinguished:

forecasting the situation on the labor market and in one’s own team to take proactive measures;

analysis of existing personnel potential and planning of its development taking into account the future; motivation of personnel, assessment and training of personnel, assistance in the adaptation of employees to innovations, creation of socially comfortable conditions in the team, solving specific issues of psychological compatibility of employees, etc.

Senior management has overall control over HR policies and ultimate responsibility for their success. The methods and effectiveness of personnel search and selection are influenced by management policies regarding personnel, employee training and development, and an understanding of the importance of maintaining a good moral climate in the organization. In innovation activities characterized by uncertainty and significant risk, it is almost impossible to predict the future need for labor resources. Also, working in an innovative organization places additional demands on a potential employee. Two features of hiring policies are immediately noticeable in the most innovative, creative companies. The first is the emphasis on finding and hiring creative workers. However, there are no single certificates characterizing the creative achievements of employees. Therefore, finding the most creative among those who come to get a job is a difficult task for the HR departments of innovative organizations.

The second feature is the preference for workers with diverse qualifications and training. After all, some innovative organizations pay special attention to hiring workers with different basic education, different backgrounds. As a result, they tend to hire graduates from a wide variety of universities in the hope that a mixture of different backgrounds will create creative tension and encourage the development of new ideas.

Often innovative organizations seek to accommodate variations in their geographic and national characteristics, especially if the organization requires knowledge of the development features of various countries. In addition, this leads to a variety of approaches to solving any business development problem. Workers with different educational backgrounds from different countries generate a variety of ideas when solving any business problem.

Studying the personnel management system is necessary for the manager of an innovative organization, because only with the help of this system can he understand how to influence the ability of employees to conduct innovative activities.

1.3 Experience in personnel management at an innovative enterprise in Russian and foreign practice

The experience of personnel management accumulated in leading foreign organizations is very relevant for the modern Russian economy from the point of view of building a model for innovative development of human resources. Studying this experience makes it possible to determine what in this activity is applicable in Russian organizations and can give a real economic effect, and what is only the prerogative of foreign management. It is generally accepted that the best world experience in innovative development of personnel management has been accumulated in Japanese organizations. The successes of Japanese organizations are not limited to the national economy. The advanced Japanese experience in innovative development of personnel management of innovative organizations is adopted primarily by the countries in which the subsidiaries of the largest Japanese organizations producing electronic equipment and auto giants are located. These are primarily the countries of Southeast Asia - Malaysia, Thailand, Singapore, Taiwan.

The starting point in assessing the possibilities of building a model of innovative development of personnel management in Japanese organizations is that a Japanese organization is not only an economic unit, but also to a large extent a social organization. Each organization has its own corporate philosophy, which emphasizes concepts such as sincerity, harmony, cooperation, and contribution to the betterment of society. The approach to innovative development of personnel management in Japanese organizations is based, first of all, on the absolute understanding that this is an area of human activity within which all the intended goals of creating material and spiritual values are realized. The Japanese experience of personnel management in an innovative enterprise is based on persuasion rather than coercion of employees.

For modern Russia, such experience is also very interesting, even if only because Japan is our territorial neighbor and economic partner, and is in worse conditions than Russia (an island state, a lack of its own mineral resources, the highest population density, lack of free territories and etc.).

In the post-war years, many types of activities that constitute the content or personnel technologies of personnel management received a regulatory legal basis.

The professionalization of state and municipal services abroad entailed the organization of a network of educational institutions. Training of employees who will be associated with the sphere of management throughout their subsequent lives is an important starting point for building official relations. Specialists of various profiles are trained in higher and secondary specialized educational institutions. The training programs include legal subjects, office work, and workshops on working with the public.

In many countries, candidates for state and municipal service are admitted only on the basis of passing an exam. So, in Great Britain since the middle of the 19th century. The practice of enlisting in the service only after a competition became established. Moreover, in order to pass the entrance test, the candidate required a very specific basic education, where legal and humanities predominated. A kind of circle of “caste” universities emerged that trained specialists whose level of acquired knowledge could allow them to apply for vacancies in the apparatus of state and municipal institutions.

In the 20th century in European countries and North America a kind of “moral code” for the work of employees was formulated. They reflected the most important areas of activity in the system of administrative power.

In the United States of America since the 80s. XX century The idea began to take hold that work with personnel should be carried out according to business models. This meant that personnel management must meet the requirements of effective management, when the criteria of efficiency, rationality, and economy become the main ones in determining the results of personnel work. An employee of an innovative organization must be committed to action, be able to make independent decisions within the limits of their competence, without waiting for management to do it themselves, be ready to accept with understanding the initiative and independence of subordinates and, if the task is successfully completed, certainly encourage them.

The effectiveness of innovative development of an organization's human resources potential is closely related to the ability of managers to rationally organize, regulate and control all the activities of a particular team.

In Russia, under the command-administrative system of economic management, the authoritarian leadership style has become widespread labor collectives. But the transition to a market economy, the processes of democratization of all public life in the country, the expansion of business areas, the emergence and development of various forms of management, including non-state ones, urgently required a radical change in the leadership style while ensuring the innovative development of the organization’s human resources. The work of managers of economic entities began to be built on the principles of democracy. At the same time, authoritarianism in the leadership of work collectives has taken such deep roots that it is almost impossible to free oneself from its harmful influence overnight. In this situation, it becomes necessary for Russia to train and educate a new generation of leaders capable of working in a democracy.

The conducted organizational and economic assessment of the possibilities for innovative development of the personnel potential of Russian organizations allows us to state the fact that today programs and strategies for innovative development are formed with an emphasis on the human worker without taking into account his personal component and when he is used mainly within the framework of the economic, rather than social system. The practical functioning of many organizations indicates a strict dependence between management decisions on the strategic activities of the organization and the processes of innovative development of human resources, which in the new economic conditions, while maintaining the well-known classical tasks of personnel administration, as part of the whole, should contribute to the achievement of the main goals of the organization.

Thus, an analysis of foreign and Russian experience allows us to conclude that the rational use of human resources and the innovative development of human resources are strictly linked to the need to formulate approaches to personnel management, the development of new technologies and methods for its improvement.

2. Practice of personnel management at JSC Technopark LTA

1 Characteristics of JSC Technopark LTA and assessment of its personnel potential

CJSC Technopark LTA was created in 1994 on the basis of the experimental workshops of the Forestry Academy. Currently it includes:

a modern plant for the production of window beams in the village of Sosnovo;

production of luxury and historical windows;

repair area for crankshafts and cylinder blocks;

metalworking shop (for the production of aspiration units, lines for producing pallets and other equipment);

department for promoting new technologies and selling equipment and tools for woodworking;

workshop for sharpening woodworking tools;

department of frame wooden house construction.

The works of Technopark LTA have been repeatedly noted by the Administration of St. Petersburg, with diplomas and certificates from domestic and foreign exhibitions. The company's staff numbers more than 300 people, of which about 50 are students and graduates of the Academy.

"LTA Technopark" together with the Academy participates in Russian and international exhibitions, in targeted scientific and technical government programs developed by the Academy, and also organizes and conducts seminars.

"Technopark LTA" supports the advanced scientific and technical traditions of its predecessors, and is currently actively engaged in innovation activities.

The development concept, which is actively being developed at LTA Technopark, provides for the implementation of the following goals:

Development of high-tech business in the Russian timber industry.

Scientific and information support of state and regional authorities of the Russian Federation in the field of use of forest resources.

Innovative activities to promote scientific developments of educational and scientific institutions in the field of forestry and the timber industry complex in the Russian Federation.

Transfer to the Russian Federation of advanced foreign technologies for harvesting and deep processing of forest resources.

Promotion of small business development, incubation of small high-tech industries in the timber industry.

When forming the above goals, the results of numerous recent scientific discussions were taken into account. The above goals form the main activities of the organization, which can receive the status of a “technopark”. These types of activities include:

Innovation activities.

Technology transfer.

Incubation of small high-tech enterprises.

Promotion of innovative developments to medium and large industrial enterprises, conducting patent and licensing activities.

Educational activities, consulting in the field of new technologies for forest management and processing of forest resources.

Collection and processing of information on advanced technological resources in your industry, both in Russia and abroad. Analysis and provision of information to interested authorities, organizations, enterprises and firms.

The technology park of the St. Petersburg State Forestry Academy was created in 1994. At that already distant time, in the scale of the period of state reforms in Russia, the basis for innovative activity was laid, but in an environment of a deep shortage of funding for educational institutions, priorities were given to preserving the educational and production base and finding additional extra-budgetary sources of funding. Based on this, the goals of creating the technology park were determined - creating conditions for the preservation and development of the academy’s educational and production base and obtaining additional extra-budgetary funds. The most suitable organizational form for that period of time from an economic point of view was chosen - closed Joint-Stock Company. The technopark received the name ZAO Technopark LTA. The production base for JSC Technopark LTA was the territory and industrial premises former training and production workshops.

Currently, CJSC Technopark LTA, which in form is a commercial, but in essence still a non-profit organization, since all profits go towards achieving the main goal - improving the training and production base of St. Petersburg GLTA, has encountered great difficulties in its further development due to changes in the regulatory framework. As a commercial structure, JSC Technopark LTA rents production space from one of its founders, the Forestry Academy.

Until recently, funds from the rental of premises were used as a means of additional extra-budgetary financing of the university, and higher education institutions could establish certain benefits on rent to individual organizations whose commercial activities were aimed at ensuring the educational process and expanding research work. Currently, rental payments are considered as additional budgetary funding for the university.

The management of JSC Technopark LTA, understanding the need for deep reforms at the enterprise, makes a choice of the main direction - innovative activity. Innovative activity implies a whole range of different functions that the organization conducting this activity must implement.

At JSC, human creative potential is highly valued. Creativity is the main criterion when hiring. Employees have flexibility and agility of thinking, the need for creative self-realization, the ability to adapt to rapidly changing working conditions, and the inclination and ability to learn and retrain. This gives the company a guarantee that this specialist will be able to work at the proper level and will be able to benefit the company.

2.2 Organization of personnel management in CJSC Technopark LTA

Each enterprise has its own personnel management system. Let's consider the elements of the personnel management system at JSC Technopark LTA.

Human resource management goals of this enterprise are:

increasing the competitiveness of the enterprise in market conditions;

increasing production and labor efficiency;

ensuring high social efficiency of the team’s functioning.

Successful achievement of the set goals requires solving the corresponding tasks, namely: meeting the enterprise's needs for labor, achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential, full and effective use of the employee's potential, providing conditions for highly productive work, ensuring the realization of desires and the interests of employees in relation to etc.

The effectiveness of personnel management and the most complete implementation of set goals largely depend on the choice of options for constructing the enterprise personnel management system itself, knowledge of the mechanism of its functioning, and the choice of optimal technologies and methods of working with people.

If most private companies lure employees from organizations with similar profiles, then the innovative enterprise Technopark LTA, as an employer, competes primarily with academic and applied science (budgetary scientific and research-and-production organizations). Competitive personnel are an important factor in a competitive enterprise.

Increasing the efficiency of production and labor is achieved by the following feature of the JSC: there is minimal control in the organization, since the degree of trust in the self-organization of the design personnel is quite high. Management provides some organizational freedom to leading employees, due to the focus not on the production of man-hours, but on the final result - a knowledge-intensive product.

Every employee who comes to LTA Technopark can see how fast the enterprise is developing. The organization has a large number of partners, which expands the horizons of professional activity. Consequently, such an enterprise has great growth prospects. This applies not only to the growth of qualifications, but also to career advancement.

CJSC Technopark LTA provides employees with the opportunity to create their own work time. In addition, when employees perform company tasks, they are allowed to choose how to complete the task. In this case, the goal can be set by the manager, but the employees can decide for themselves how to achieve this goal.

Great prospects for growth, career advancement, and improvement of qualifications attract new specialists, since people are always interested in broad career opportunities. This enterprise does not make “good” or “bad” conclusions about a person’s past activities. They assume that negative evaluation demotivates employees. When evaluating an employee, they look at the contribution the employee has made. The most promising employees have a special career path. In addition, financial criteria are included in the assessment system, since the development of a high-tech business requires a serious economic basis.

Once the overall strategy of the organization is understood, it becomes possible to establish individual HR functions that will align with that strategy. the best way.

At JSC Technopark LTA, the following main functions of personnel management can be distinguished:

a clear understanding and implementation of the strategic and tactical goals of your company;

analysis of existing personnel potential.

Close contacts with SPbGLTA allow the company to solve personnel problems by selecting future employees from among talented students. Thus, one of them, who has repeatedly undergone internship at the company, can quickly fit into the team after graduating from the institute and in a short period “grow” to the head of the department. For example, during the selection of candidates for a position, they are tested in order to identify first of all those who intend to work in the organization for a long time. Also, to maintain staff stability, the company is trying to improve its motivational policy.

In an innovative enterprise characterized by uncertainty and significant risk, it is almost impossible to predict the future need for labor resources. At LTA Technopark, when hiring employees, they look at a person’s creative potential, since in the market, and especially in the innovation market, there are constant changes, then an employee must have flexibility and agility of thinking, creative potential, the need for creative self-realization, and the ability to adapt to rapidly changing working conditions, the inclination and ability to learn and retrain. Only such a specialist will be able to work at the proper level and benefit the enterprise.

2.3 Assessment of the effectiveness of personnel management in CJSC Technopark LTA

We reviewed the personnel management system at the company Technopark LTA CJSC. Having analyzed this system, we can highlight the main features of the personnel management system in LTA Technopark and understand what impact these features have on the work of the company.

Conclusions about the main management parameters of Technopark LTA CJSC and the nature of their impact on innovation activity can be presented in the form of a table (Table 2.1).

Table 2.1. The impact of the personnel management system on innovation.

Managerial parametersInterpretationMethod of influencing innovative activitySources of personnel: hiring workers Hiring workers with a “creative flair”, experience in participating in innovative projects. The chances that workers will put forward and develop new ideas increase. Hiring workers from diverse backgrounds vocational training Increases diversity of perspectives. Personnel development. Rotation between functions, product lines, and geographic areas. Increases diversity of perspectives and ideas. Promotion of workers with different backgrounds into management. Makes the composition of the organization's senior management team more balanced. Personnel stability and turnover. Ensuring personnel stability and low staff turnover. Retains skills and abilities, knowledge of communication networks in the company. Individual goals Providing the opportunity to spend part of the working time at your own discretion. Encourages entrepreneurial activity, speeds up the response to new opportunities. Methods of personnel assessment Concentrating on the results of work or on the capabilities of employees. Negative results can demotivate the employeeWho participates in the assessmentThe more people participate, the more aspects performance is taken into account The criteria and data used in the assessment: Influence what employees pay attention to: A wide range of criteria, including the way results are achieved Increased attention of employees to long-term development Proximity of the assessor to the employee Influences the coverage of data that will be used Motivation of staff Use of the effect of "perspective", virtual and physical expansion of professional activities, the principle of an individual approach, career and qualification incentives - Focusing on financial results. - Increased employee attention to long-term development. - Affects the coverage of the data to be used.

So, at the enterprise CJSC Technopark LTA, the main criterion for hiring is a person’s creative abilities. They try to understand how a person approaches a matter. Does he have some kind of creative flair, does the person strive to do something in an unusual way, outside the box, is he looking for his own path in work. Or the person simply adapts to existing norms and styles and does a good but unremarkable job. Particularly interested are people who have experience promoting their own projects, who strive to put their own ideas into practice, to do something in their own way. They pay special attention to hiring workers with different basic education, different training, specialists in a variety of areas, in a variety of fields. This guarantees that this specialist will be able to work at the proper level and will be able to benefit the enterprise.

Minimal control in the organization gives employees freedom and the right to shape their working day. In addition, when employees perform company tasks, they are allowed to choose how to complete the task. In this case, the goal can be set by the manager, but the employees can decide for themselves how to achieve this goal. This gives employees a sense of importance, a sense that the company trusts their ability to organize themselves.

Great prospects for growth, career advancement, and improvement of qualifications attract new specialists, since people are always interested in broad career opportunities. The personnel evaluation system at JSC Technopark LTA strives to ensure that employees always try to make an outstanding contribution to the organization. To maintain staff stability, the company is trying to improve its motivational policy.

Management tries to prevent staff turnover. Employees who leave an organization take with them skills that the organization could use. If an employee leaves, then a link in the organization’s network is lost. Thus, it is the problem of staff turnover that is relevant for this enterprise.

3. Improving personnel management at CJSC Technopark LTA

1 Development of organizational and methodological support for personnel management

management personnel innovative

As the study showed, one of the key tasks for an enterprise is to increase the efficiency of the personnel management system. A modern human resource management system must ensure the achievement of the necessary level of professionalism and motivation of employees to fulfill the strategic objectives of the company. Human resource management is a complex system that includes interconnected and interdependent subsystems for the creation, use and development of labor resources. Thus, the human resource management system is part of the overall strategy of the enterprise, without connection with which it loses all meaning.

Improving the personnel management system in accordance with the structure and goals of JSC Technopark LTA should be carried out in the following areas:

Selection and placement of personnel;

Remuneration and remuneration carried out taking into account the principles of fairness and impartiality, based on a clear in-house methodology;

Assessment of work and its effectiveness, based on clearly defined criteria (carried out by HR managers);

Personal development with an emphasis on qualitative growth of the level and expansion of the field of activity;

Training and advanced training of employees;

Move planning based on actual travel needs and using a wide variety of methods.

Bonuses (encouragements) for distinguished employees outside of remuneration systems, which can be carried out on the basis of the following indicators:

Proper performance of the duties assigned to the employee by job description;

Increased labor productivity;

Improving product quality;

Personal contribution of the employee to the activities of the enterprise;

The result of the enterprise's activities;

The ability to make optimal decisions within one’s competence.

A controversial question asked by every innovative enterprise is the role of employee turnover. For some reason this situation is seen as conducive to innovation. But in order to preserve professional skills, the organization must retain employees. After several years of work, each person knows many people in the organization. When someone needs some specific information, they know where to go. Or when others need some information from an employee, they know who has it. When leaving, the employee takes with him some of the information important for the enterprise.

But despite the requests from practice, science has not yet developed a holistic concept and technology for managing this process. However, the consequences of turnover depend both on its quantitative size and on the qualitative composition of the organization’s employees who have left (dismissed). Therefore, the basis of the concept of reducing staff turnover should be not only ensuring an increase in the efficiency of the organization as a whole, but also the widespread development of its personnel potential in comparison with changes in the external environment, as well as programs for the adaptation of accepted personnel. Adaptation cannot be considered only as mastering a specialty. It also provides for the adaptation of the newcomer to the social norms of behavior operating in the team, the establishment of such cooperative relations between the employee and the team that best ensure effective work.

New employees need knowledge about the place - the functional responsibilities and requirements of the work performed, the team - that is, the people around the employee with whom he will come into contact in everyday affairs, politics - that is, the company's objectives and the expectations of its employees, and the product - the There is a product or set of services with which the company enters the market.

Structural consolidation of adaptation management functions can take place in the following areas:

allocation of the appropriate unit in the structure of the personnel management system. Currently, the onboarding management functions are part of the personnel training division;

distribution of specialists involved in adaptation management among production divisions of the enterprise during downsizing, coordination of their activities by the personnel management service;

development of mentoring, which last years undeservedly forgotten at our enterprises.

3.2 Measures to improve the efficiency of personnel management at JSC Technopark LTA

To increase the efficiency of the personnel management system of JSC Technopark LTA, we propose the following measures:

Develop a complex to improve material and non-material incentives aimed at normalizing the level of turnover among industrial production personnel, namely:

material incentives (develop a program for providing free sanatorium and resort vouchers, payment for telephone calls, payment for lunches for employees, organization of corporate events with the presentation of gifts);

non-material incentives (the opportunity to use the corporate library, carry out disease prevention - vaccinate employees against the flu). Before making a decision to update the non-material incentive program, it is necessary to conduct an anonymous survey of employees to find out their opinions and wishes regarding changes to the social package. The most interesting offers (within the financial capabilities of the company) become part of the motivation program.

An equally important point in the functioning of the system non-material motivation is a financial justification for its effectiveness, competent budgeting of a particular expense item. When making any changes or additions to the program, we calculate the possible economic effect and draw up a cost budget. Then, at the Board of Directors, when approving the budgets of departments and the consolidated budget of the enterprise, we present an analytical note on the proposed changes. The draft budget with changes is sent for approval to CEO. Analysis of the effectiveness of the changes made is an obligatory part of the HR director’s work; it will be carried out every six months.

Introduce a “Young Specialist” Center into the HR department, which should implement a compulsory training program for young specialists, the main objectives of which are:

Adaptation of young specialists, preparing them to effectively perform assigned tasks;

Development of technical skills necessary for work;

Training specialists with leadership and creative potential.

The center should carry out work in several areas:

represent the interests of young specialists before the management of the Company;

promote the growth of motivation of young professionals to succeed in their working lives;

help in solving social problems and production issues;

supervise young specialists who are experiencing difficulties in completing the tasks assigned to them.

This program may consist of three stages, each lasting 1 year (Table 3.1).

Table 3.1. Stages of the compulsory training program for young specialists.

Stages Characteristics of stage Stage 1 Acquaintance with the Company (with the organizational structure and production, with the enterprise team, directly with the functions and powers structural unit, in which the young specialist will work, with his job responsibilities, with a workplace, etc.) Stage 2 In-depth study of the regulatory framework relating to labor activity, consolidation of practical and technical skills, increasing the level of qualifications, because a high level of knowledge and skills of specialists is the key to successfully solving problems and achieving strategic goals facing the enterprise Stage 3 Identification managerial potential, is carried out in the form of a business assessment game. During the game, participants are assessed for their ability to work in a team and their motivation for development.

A special commission, observing the progress of the game and evaluating the results, identifies the participants who have proven themselves the most, who receive individual recommendations and assessment of professional and personal qualities. Young specialists who successfully apply the acquired knowledge and demonstrate efficiency in the workplace are included in the personnel reserve of JSC Technopark LTA. To register the results of work with young specialists, the following methods can be used:

Questionnaires, surveys, interviews;

Participation in the conference;

Evaluation procedures (calculation of economic efficiency);

Observation.

The effectiveness of the Center "Young Specialist" will be reflected in the achievement of the following results:

no dismissal of young specialists during the probationary period;

introducing young professionals to corporate culture, team cohesion;

rapid adaptation of young specialists in mastering their work activities, acquiring practical skills, and the ability for career growth;

level and stability of quantitative indicators: systematic fulfillment of tasks, increased qualifications of personnel, increased level of discipline;

satisfaction with working conditions, social guarantees and the team; increased motivation of young professionals to succeed in their working lives;

ensuring priority filling of vacancies by trained internal resources.

Calculating the economic effect of actions to reduce staff turnover is a very important, but at the same time difficult stage, since it requires special economic data. It is almost impossible today to accurately calculate in monetary terms the losses from high staff turnover and the costs of eliminating it at CJSC Technopark LTA. Therefore, the course work will present indicative calculations (see tables 3.1 and 3.2).

Table 3.1. - Costs of the Center "Young Specialist" (per year).

No. Events Comments 1 Material remuneration for the person responsible for training young employees The person responsible for this event is the HR manager. The approximate amount of costs is 10,000 rubles. per year.2Purchase of technical equipmentCost of laptops: 2 pcs. * 50 thousand rubles. = 100 thousand rubles. Cost of telephones: 2 radiotelephones at a price of 700 rubles; 2*700 = 1400; The cost of the air conditioner is 17 + 6 thousand rubles. (installation); Total: 100,000 + 1,400 + 17,000 + 6000 = 124,400 rubles. 3 Improved mentoring system The new mentoring system involves a more attentive attitude towards the “newcomer”, this will be paid in the amount of 1000 rubles. The mentoring system is designed for 1-2 months. Taking into account that 8 people will be recruited per year: (1000-700) * 1.5 months. * 8 people = 3,600 rubles. 4 Conducting interviews and questionnaires If you add up the costs of paper and printing, you get approximately 7,000 rubles. per yearTotal: 144.600

Table 3.2. - The amount of losses from high staff turnover (per year).

No.LossesComment1Search and selection of personnelDuring the year, due to staff turnover, an additional 254 employees were recruited. Searching and selecting personnel costs approximately 150 rubles. per employee (recruitment costs, internet, electricity, cost telephone conversations etc.) 150 * 254 = 38,100 rubles. 2 Training and mentoring An average of 1 thousand rubles is spent on training one employee. (recruitment, payment of employees for mentoring, handouts, electricity, etc.) 1.000*254 = 254.000Total: 294000

Thus, the cost of carrying out measures to reduce the level of staff turnover is 149,400 rubles. per year is less than the losses from it, which proves the economic efficiency of the proposed recommendations. With the help of these recommendations, the length of service of employees in the organization will be increased from several months to a year or more and the number of unexplained departures will be reduced. This will be facilitated by a more effective motivation system, more comfortable working conditions and a more attentive attitude of management towards staff.

Advice on personnel selection will help avoid hiring incompetent employees, and the personnel reserve will ensure that in the event of an emergency departure of employees (including illness, maternity leave, etc.), the rest of the staff will not be overloaded with work and there will be no downtime. Monitoring employee departures will help identify the exact reasons for employee departure and identify gaps in management. The measures recommended in the third chapter to improve the efficiency of personnel management will increase employee job satisfaction, as well as reduce staff turnover.

Conclusion

So, in the course of studying the topic: “Personnel Management of an Innovative Enterprise,” we studied theoretical sources, such as books, textbooks, teaching aids, electronic magazines, as well as Internet resources. As a result of this, we learned that an innovative enterprise is an enterprise which introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents. In addition, it was studied what elements the structure of the personnel management system in an innovative enterprise consists of.

Traditional HR services are not designed to work in innovative organizations that have their own characteristics and distinctive features. Consequently, there is an increasing need for personnel management specialists who know the specifics of working in an innovative organization, who are able to solve the problems of managing conflicts and stress, managing work motivation, managing employee adaptation, regulating group and interpersonal relationships etc. in a rapidly changing innovation system. This is evidenced by a review of foreign and Russian experience in the field of personnel management at an innovative enterprise.

The measures recommended in the third chapter to improve the efficiency of personnel management will increase employee job satisfaction, as well as reduce the rate of staff turnover. The proposed ways to improve personnel management will help reduce staff resistance to innovation and contribute to the further accumulation of knowledge and critical creative skills.

List of used literature

Abrameshin A.E., Aksenov S.N., Voronina T.P., Kornyukhin S.V., Molchanova O.P., Tikhonov A.N., Ushakov M.A. Management of an innovative organization: Textbook. / Ed. prof. Tikhonova A.N. - M.: European Center for Quality, 2009. - 408 p.

Abrameshin A.E., Voronina T.P., Molchanova O.P., Tikhonova E.A., Shlenov Yu.V. Innovation management: Textbook for universities /.; Edited by Dr. Econ. sciences, prof. O.P. Molchanova. - M.: Vita-Press, 2010. - 272 p.

Balabanov I.T. Innovation management. - St. Petersburg: Peter, 2011

Buttseva, G.I., Gorshkov, V.G. The influence of personnel decisions on the efficiency of enterprise management - M.: Delo, 2009.

Bazarova, L. Personnel selection system as a factor in sustainable economic development - M.: Delo, 2010.

Goltsov A.V. Methods for reducing staff turnover. - M.: INFRA-M, 2011 - 238 p.

Gunin V.N., Barancheev V.P., - Innovation Management, Moscow: Publishing House "INFRA-M", 2010.

Kamenipera S.E. Organization, planning, management of industrial enterprises: a textbook for universities M.: Higher School, 2012. - 613s

Kotler F. Marketing St. Petersburg: GRAF, 2009. - 425 p.

Brief dictionary modern concepts and terms (3rd ed., revised, and additional / N.T. Bunimovich and others. Compiled, general editor V.A. Makarenko. - M.: Respublika, 2009.

Motyshina M. S. Methods and models of marketing research: Textbook St. Petersburg: St. Petersburg UEF Publishing House, 2012. - 415

Nicholas K. Syropolis Small Business Management. Guide for entrepreneurs: Transl. from English - M.: Delo, 2005.

Ogoleva L.N., Innovative management: Textbook - M.: INFRA-M, 2011 - 238 p.

Questionnaire for studying job satisfaction [Electronic resource] - #"justify">Pertsova N. How to manage staff turnover. - M. - 2008.

Polovinko V.S. Personnel management in an innovative organization: monograph. / V.S. Polovinko, E.V. Makarova. - Omsk: Omsk State Publishing House. University, 2010. - 221 p.

Pustynnikova, Yu. Why do qualified employees and managers leave? - M.: Delo, - 2011 - 47 p.

Rebrin Yu. I. Fundamentals of economics and production management. -Taganrog: TRTU, 2012. - 516 p.

Rubtsov, L. Level of wages and staff turnover: inverse relationship. - M.: Business. - 2008. - 94 p.

Reimarov, G.A. Expert assessment of personnel. Exactly? Objectively? - M.: European Center for Quality, 2009. - 408 p.

Fatkhutdinov R.A. Innovation management. - St. Petersburg: Peter, 2012

Yurasov I. Modeling business processes in innovation - Ex. staff. - 2009

Internet resources:

Kutsevol V. Personnel management in an innovative organization // Media Technologies: [company website]. - M., 2004-2006. - URL: http://www. media-t. ru/publications_upravlenie. htm

Lamanov A. Personnel motivation in innovative business // Man and work. - 2008. - No. 2. - URL: http://www. chelt. ru/2003/2-03/lamanov-2-03. html

Laricheva E.A. Personnel management at an innovative enterprise in mechanical engineering // Management in Russia and abroad. - 2009 - No. 3. - http://www. mevriz. ru/articles/2005/3/3724. html

Lyubinova N.G. Management is the path to success. M.: Agropromizdat, 2009. - 630 p.

Makarova E.V. Features of personnel management in an innovative organization // Vestn. Omsk University. Ser. Economy. - 2011. - Issue 2. - URL: http://library. omsu. ru/FT/VESTN. ECO/2003/2/035-039. pdf

Shpilberg S.A. Staffing of innovation processes in the modern economy: Ph.D. econ. Sciences / Shpilberg S. A.; - http://www. mosgu. ru/nauchnaya/publications/abstract/Shpilberg_SA/

Yakhontova E.S. Value management as an element of company human resource management // Management in Russia and abroad. - 2013. - No. 4. ( www. dis. ru )

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INNOVATIVE HR MANAGEMENT

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Introduction………………………………………………………………………………...4 Topic 1. Innovative management in personnel work.………………4 Topic 2 . Innovations in organizations…………………………………………21 Topic 3. Subjects and organizational structures of innovation processes (activities)…………………………………………… ………39

Topic 4. Development and implementation of innovations in personnel work……….52

Topic 5. Management of innovation processes in enterprises and organizations………………………………………………………………………………….80

Topic 6. Legal regulation of innovation activities..………103

Applications…..……………………………………………………………………………….116

INTRODUCTION

Innovative personnel management is the border area between innovative management and personnel management. In personnel work, the object of innovative management is the processes of renewal and development, the needs and parameters of personnel and personnel systems of enterprises and other socio-economic structures; The subject of innovation management is the innovative components of personnel and labor services of enterprises, institutions and organizations. Innovative labor management is qualitatively different from the previously dominant technocratic principles of management. It is based on an emphasis on maintaining intensive horizontal interactions in the organization, on intensifying creative activity, and on combining the efforts of various groups of personnel. Innovative strategies of enterprises and innovations in management were determined by the struggle for consumers in conditions of intense competition. In this struggle, priority in the development of new technologies is given to enterprises and organizations that employ highly qualified personnel who have innovative potential and are able to quickly master new technology, develop new production systems that are adequate to the most rational modes of its operation in a socio-psychological environment with economic and moral incentives , encouraging enterprise personnel to fully realize their labor potential.

Topic 1. Innovative personnel management.

Concept, principles, tasks, methods and functions of innovative management in personnel work. Functioning of personnel systems: innovative development, progress, regression, stagnation, crisis, stabilization.

1.1 Innovation management- the process of innovation management to meet the long-term needs of the market, covering design, technological, material, organizational and personnel preparation of production, the introduction of innovations, analysis of the results obtained and making adjustments to these types of activities. Scientific discipline“innovation management” is a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures and their personnel engaged in these activities. As with any other area of management, it is characterized by: setting goals and choosing a strategy; four stages of the cycle - planning, defining conditions and organizing, executing, leading.

The main attention in innovation management is given production innovation strategies and measures aimed at its implementation. The development of innovations becomes a priority direction of the company's strategy, as it determines all other directions of its development.

The implementation of innovation management in general involves:

development of plans and programs for innovation activities;

monitoring the progress of innovation development and implementation;

Review of innovation projects; carrying out a unified innovation policy: coordinating activities in this area in production departments;

providing finance and material resources for innovation programs;

provision of innovative activities with qualified personnel;

creation of temporary task forces for comprehensive solutions to innovative problems.

The choice of strategy is the key to the success of innovative activities. An organization may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in a timely manner. The choice of strategy is the most important component of the innovation management cycle. Innovative management in personnel work (innovative personnel management - ICM) represents a border area of knowledge between innovation management, personnel management and personnel management. Innovative personnel management is the most important component part of personnel management and includes organizational and managerial forms and methods for updating and developing the personnel component of the social and economic systems of the country, region, industry and organization. Innovative management in personnel work is based on the provisions personnel management, aimed at the development and effective use of the organization’s human resources potential. In personnel management, there are several levels of management: operational (where personnel work dominates); tactical (personnel management dominates); strategic (where human resource management dominates); political level of corporation management (development and control over the implementation of personnel policy). Innovative personnel management is highlighted at all specified levels of management. Innovative management in personnel work is directly related to innovation and personnel marketing - scientific concept and based on it, a comprehensive system of organization, management and analysis of innovations related to the search and selection of personnel, ultimately focused on the renewal and effective functioning of the organization’s personnel potential. Innovative management in personnel work(ICM) reveals the content and features of innovation management in one of the most complex areas from a socio-psychological perspective - the personnel sector. Taking into account the specifics of its object when studying it, on the one hand, it is impossible to do without some general concepts and provisions relating to the state and development of socio-economic systems, and on the other hand, the use of the conceptual apparatus of innovation, economics and labor sociology, conflictology and other sciences is required . The object of innovative management in personnel work are the processes of renewal and development, innovative properties, needs and parameters of personnel and personnel systems of enterprises, organizations and other socio-economic structures; subject - innovative components (departments, sectors, groups, specialists) of personnel and labor services of enterprises, organizations and other structures. the main objective innovative management in personnel work in the organization - ensuring the effective scale and pace of updating its personnel system in accordance with the current and future interests and goals of the organization, modern patterns of personnel development, requirements and standards of the state, market and trade unions for the level of human resource development. The main and main goal of innovative personnel management is to build an effective system of innovative personnel management within the state, region, industry, organization for the formation and effective functioning of innovative-active personnel potential. Considering innovative personnel management from a general perspective in the time aspect, as well as in the conditions of transition, including the crisis state of the Russian economy, we can distinguish strategic and tactical goals. Strategic goal- creation, on the basis of the gradual deployment of a market economy, of the innovative potential of the labor market and the market of educational and professional services, an effective multi-level system of innovative personnel management within the state, region, organization for the formation and effective functioning of a qualitatively new, innovatively active personnel potential. Tactical goal (period of crisis and stabilization)- preservation of the best (elite), innovation-active part of the personnel potential of the country, region, enterprise through the implementation of appropriate anti-crisis innovation-personnel measures, including restructuring the professional qualification structure of personnel, as well as consistent release from personnel ballast. All functions of innovative personnel management can be combined into two groups: a) functions for the implementation of personnel innovations as an object of management: organizing and conducting scientific and analytical work in the field of human resource development, identifying and solving new personnel problems of the organization (together with research organizations); assessing the effectiveness of personnel innovations; development of forecasts, concepts, innovation and personnel policies, plans, programs and projects for personnel innovations; their financial and resource support; organizing personnel innovations and monitoring their implementation; personnel motivation; b) functions in the areas and areas of personnel management: organization of continuous education of personnel (training, retraining and advanced training of personnel); search and selection of personnel for new industries, personnel for new professions in short supply, elite and innovative personnel; certification and assessment of labor of personnel of innovative structures, innovative qualities of personnel; development of job development schemes, improvement of job descriptions in connection with the development of jobs, labor organization and personnel; promotion and movement of employees through the stages of their official and professional careers, organization of the formation and work with the personnel reserve of management personnel; working with elite and innovative personnel; staff motivation for innovations; development of innovations in organizing the work of the personnel service itself; ensuring new standards and improving the quality of working life. Methods of innovative management in personnel work represent a set of techniques used throughout the “education - labor process- release (including dismissal)” in order to increase the efficiency of work with personnel. In the field of personnel training, the methods of innovative management in personnel work include the development and transformation of higher education into a dynamic, innovation-receptive branched system, operating on the basis of state support and self-regulation in order to create the most favorable conditions and priority for the activities of the highly professional, most creative part of workers and various structures. In the field of recruitment, use of personnel, advanced training and retraining, an important condition for the use of one or another method is strict compliance of personnel and educational policies with new directions of development of the organization. In the field of personnel reduction, various dismissal methods are used - “open window method”, “selective reduction method”, “intimidation tactics” and others. The structure of innovative management in personnel work can be defined as a stable unity of forms and methods of managing personnel innovations, subjects and objects of personnel innovations, as well as their relationships and holistic properties that ensure renewal, development and increased efficiency of personnel systems. From this definition it is clear that structural analysis Innovative personnel management should be carried out comprehensively, from different positions or in different sections. First and main cut can be presented in the form of a general functional or functional-subject structure, because the subject and object here are the personnel innovations themselves, which require analysis, assessment, forecasting, resource provision, etc. Second cut the structure of innovative management in personnel work is its functional-target structure, covering all the goals and directions of ICM (from the organization of continuous education of personnel to the organization of the personnel services themselves). Third cut- this is a functional-subject structure of innovative personnel management, which determines the main subject levels of innovative personnel management (federal, regional, industry, corporate). Fourth cut- this is a set of properties of innovative personnel management that must be ensured by its structure and are inextricably linked with it. K these properties include: 1) goal achievement (i.e. the ability of innovative personnel management, with the help of an appropriate structure, to achieve the goals that the system faces at the appropriate stage); 2) integration or integrity (i.e., the system’s ability to have a coordinated, holistic impact or response to an object - personnel innovation); 3) adaptability (i.e. the ability of innovative personnel management to internal reaction, restructuring (adaptation) and at the same time maintaining its main elements in relation to qualitatively different personnel innovations, new goals, external conditions for the functioning of personnel systems; 4) competitiveness, t .e. the ability of innovative personnel management to implement personnel innovations that ensure the competitiveness and efficiency of personnel potential; 5) regulation and self-regulation, i.e. the ability of innovative personnel management to perceive management regulatory signals from the outside and self-regulation of innovative personnel activities (connection with adaptability). Generally Recognized Management Principles are built on the recognition as system-forming elements of the innovation process of its continuity, but at the same time disorder, low predictability of results. The reorganization of innovation management involves the creation of such organizational relations that would make it possible to more fully use the creative potential of the team. With all the diversity of modern concrete forms of such connections, it seems possible to single out a number of common features :

unconditional support for innovation activities from management; full assistance to experimentation at all levels and in all departments of the organization; high level and constant improvement of communications; the use of complex motivational systems, including various forms and methods of material encouragement for innovation, and, in addition, a wide range of measures of socio-psychological influence on employees; application of a style called participation in management (employees must be involved in all phases of the innovation process and decision-making; such participation prevents staff resistance to technological and organizational innovations); continuity of employees enriching their knowledge. TO basic principles innovation activities include: freedom of scientific and scientific-technical creativity, legal protection of intellectual property, integration of scientific, scientific-technical activities and education, support for competition in the fields of science and technology, concentration of resources on priority areas scientific development, stimulation of business activity in scientific, scientific, technical and innovative activities. Basic principles innovation management can be logically divided into four groups having 1) valeological(preventive, anti-crisis, socially environmentally friendly), 2) communicative(informational, cultural, socially reactive), 3) synergistic(innovative, heuristic, exploratory, probabilistic), 4) sociocratic(person-centered, client-based, solidarity) nature. Some of the basic principles of the systems approach in relation to innovation activities are modified as follows: a) the most important principle is primacy the whole in relation to its parts. For an innovation system as an integrity (the essential characteristic of which is novelty), its parts are old, modern and new. It is the unity of the old, modern and new that is primary in relation to each of these elements (including the new) and ensures the optimal functioning of the innovation complex as a whole; b) principle non-additivity(the irreducibility of the properties of a system to the sum of the properties of its constituent elements) in relation to innovation is manifested in the non-identity of the characteristics of the old, modern and new, as parts of an innovative object, its dominant characteristics as an integrity.; c) principle synergy(the unidirectionality of the actions of the system elements enhances the efficiency of the functioning of the entire system) necessitates the need to find a balance of the goals of the old, modern and new in a single innovation complex while maintaining the essential difference (novelty); d) principle emergence(incomplete coincidence of the goals of the system with the goals of its components) when implementing an innovative project (innovation) requires the construction of a tree of goals (hierarchy of parameters) for the system as a whole and each of its component parts; e) when designing and implementing innovative systems, the principle should be taken into account multiplicativity, meaning that the effects of the functioning of components in the system have the property of multiplication rather than addition; f) principle structure suggests that the optimal structure of innovation should have a minimum number of components; at the same time, these components must fully fulfill specified functions and maintain the dominant properties of the innovation system, i.e. those that ensure its novelty; g) in this case, the structure of systemic innovation should be mobile, i.e. easily adaptable to changing requirements and goals, which follows from the principle of adaptability; h) effective innovative design assumes, as a prerequisite, the implementation of the principle alternatives, according to which it is necessary to develop several interchangeable innovative versions; i) finally, the principle continuity in relation to innovation activity, it requires providing opportunities for the productive existence of the old in the appropriate innovation space and, conversely, the effective functioning of the new in the conditions of the persisting old (with the obligatory mediating influence of the modern). To summarize, it should be noted that innovation management is a management activity focused on obtaining new positive quality of various properties (for example, informational, organizational, management proper) as a result of the development and implementation of extraordinary management decisions. Its main task is to manage innovation processes at any level through their qualitative and quantitative changes as a result of the application of adequate methods of organization and management. 2.1 Personnel innovation involves two interconnected beginnings or blocks. These include the introduction of new elements, forms and methods into the personnel system and the withdrawal of outdated elements, forms and methods from the personnel system. The concepts of progress, regression, stagnation, crisis and stabilization of personnel systems are very important for understanding the nature, content and characteristics of personnel innovations, as well as the current state of the personnel system in Russia. Consideration of these concepts is also necessary in order to better understand the reasons for innovations in the personnel field, the role of personnel development in the fate of any socio-economic systems and structures (be it personnel of a country, region, ministry, organization). All these systems and their personnel at different times can experience different states (from complete well-being to crisis), knowledge of which is necessary for making the right decisions for each state, developing appropriate strategies, tactics, methods of development and personnel renewal. 1. Process innovative development has two main components - implementation innovative projects and development of innovative potential (Figure 1). Currently, such concepts as sustainable growth and globalization have become widespread in relation to social development. However, they cannot serve as universal characteristics of a new stage of social, economic, political and other processes. More precisely the essence modern stage reflects the category “innovative development”. One of the definitions of the conceptual apparatus that determines the essence and mechanisms of innovative development is the category "innovation", by which we mean implemented innovation regardless of the scope of application. It is important to note that, by analogy with the concept of “organization” innovation also refers to the process of implementing an innovation. In a broad sense, innovation is synonymous with the successful development of social, economic, educational, managerial and other spheres on the basis of various innovations. Based on this, innovative development should be understood primarily as a chain of implemented innovations. It is more successful when it covers more than one narrow area of innovation, but also includes areas that influence the overall result (management, marketing, personnel training, finance, and others). In addition, any innovative development is not only the main innovation process, but also the development of a system of factors and conditions necessary for its implementation, that is, innovative potential. Innovative development is complex. The main concept of innovative management in personnel work is the concept "personnel system" (KS)- the central and most complexly organized subsystem (core) of a socio-economic system (in our case, an organization), including its labor potential (its quantitative, qualitative and structural parameters), the interaction of its various components - personnel, as well as the goals, norms and mechanisms of their functioning and development. Development of personnel and personnel systems- this is their quantitative and qualitative irreversible progressive change/transformation (increasing the level, updating), transition to a new state with new goals, functions, professional qualification and communication parameters, structure, relationships, subject and management methods. The development of the personnel system includes the transformation of the personnel themselves, the subjects (departments, services) of personnel management, the forms and methods of working with personnel, and such a transformation that includes both the progressive side (for example, training of personnel in new professions) and the regressive side (for example, the dismissal of personnel outdated professions that are not subject to retraining). There are several types of development of personnel systems: 1. Evolutionary development of personnel and personnel systems- this is their gradual change and renewal through local and standard personnel innovations of an evolutionary type. An example here is the consistent replacement of a larger number of workers of retirement age with a smaller number of new, more efficient and qualified ones. 2. Radically intensive development and renewal of personnel and personnel systems- their radical transformation (updating, raising the level) in a relatively short time through radical personnel innovations (including personnel reforms). These processes are characterized by deep qualitative progressive changes in the level creative potential, professional qualification structure, goals, functions and methods of personnel systems. Personnel innovations and the development of personnel systems are not an end in themselves, but stem from the objective needs of updating socio-economic structures in the context of growing knowledge intensity, intellectual intensity and innovation. modern production. Considering the general issues of personnel innovation in the personnel management system, it is necessary to establish what is different development management from managing the normal functioning of personnel and personnel systems. Functioning of the personnel system- sustainable, repeating activities of personnel of the established number and structure according to established (unchangeable) norms and rules, characterized by simple reproduction or reproduction of the personnel component, goals and methods of personnel management in the same quality. Saying this, one cannot think that the functioning of personnel systems and methods, its providing, are something secondary in relation to the tasks of personnel development. Ensuring the normal functioning of personnel is the most important condition normal (stable) functioning of the entire organization. Methods that ensure the normal functioning of personnel include: methods of rational use of existing personnel potential, ensuring its stability and proportionality, balancing personnel with the goals of the organization, ensuring crisis-free and conflict-free personnel activities.

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The proposed lecture notes contain a summary of the material on the main topics of this course. The student will have to study the remaining topics specified in the course program independently from recommended literary, educational and methodological sources.

Introduction

In an environment where competition between enterprises is steadily moving into the field of knowledge and human capital management, innovation in personnel management is becoming a decisive factor for success. In personnel management, the process of creating innovative approaches is no less important than technological innovation, since it is no longer possible to increase productivity only by increasing quantitative indicators. Management innovations have a positive impact on the way and efficiency of companies. There are examples where management innovations have created strong competitive advantages for modern businesses. Thus, General Electric changed the approach to the order and discipline of work in the field of scientific research, as a result of which it gained access to a large number technologies and patents. Procter & Gamble since the 1990s. changed specialized approaches to brand management, as a result of which the productivity of company employees increased. That is, it is the innovative technologies of the personnel management system that make it possible to build competent and efficient work of the enterprise and to establish relationships between its divisions. This is the relevance of this topic.

Many scientists have studied the concept of the diffusion of innovations: G. Tarde, F. Bass, F. Ratzel, L. Frobenius, E. Rogers, D. Hawkins, etc.

Object of research: innovation, subject - innovative technologies in personnel management.

Purpose of the work: to study innovative technologies in personnel management.

In this case, it is necessary to solve the following problems:

Give a general concept of innovation;

Describe the features of innovations in personnel management;

Reveal innovative technologies used in personnel management.

The work consists of an introduction, two main chapters, a conclusion and a list of references.

Innovations in personnel management

In an environment where competition between organizations and companies is steadily shifting to the field of knowledge management and human capital, innovation in human resource management is becoming a critical success factor. Innovation in human resource management is strongly linked to innovation in business. In order to survive and improve, every organization or company must make innovative decisions and implement innovations. At the same time, the leading factor that determines the basis for the development of innovative ideas and their successful implementation in an innovative economy is its employees with their skills, abilities, qualifications and ideas.

Innovation (from the Latin In - in, novatio - new - in the direction of change) is understood as an introduced innovation that is in demand by the market, providing a high-quality increase in the efficiency of processes or products. Raizberg B.A. Modern economic dictionary / B.A. Raizberg, L.Sh. Lozovsky, E.B. Starodubtseva. - M.: Infra-M, 2013. - P. 136.

So, the key to innovation success lies in the human resource management system. The use of certain technologies in management practice forms an innovative company. In general, the characteristics of an innovative enterprise are shown in Fig. 1.

Figure 1 - Components of the activity of an innovative enterprise

HR innovation is considered as a subsystem common system management innovations in the organization. And Investing in human resource development plays a larger role than investing in improvement production capacity. The importance of human (intellectual) potential increases with the increasing speed of technological progress, with the development information technologies, increased competition and other conditions. The importance of personnel at the innovative stage of economic development is presented in Fig. 2. Yakovleva E.V. Intellectualization of personnel as a technology of innovative personnel management in modern socio-economic conditions / E.V. Yakovleva // InvestRegion. - 2011.- No. 2. - P. 39.

Figure 2 - The importance of human resources at the innovative stage of economic development

Every organization strives to make maximum use of the potential capabilities of its employees and rationally use their mental abilities. Considering innovative activities in personnel management, we note that it has distinctive features inherent in the general concept of innovation: firstly, changes in personnel management are aimed at solving specific problems in accordance with the company's development strategy; secondly, it is impossible to determine in advance the exact result to which they can lead; thirdly, changes in personnel management can provoke conflict situations associated with resistance from employees and their non-acceptance of innovations; fourthly, changes in personnel management have a multiplier effect, that is, they provoke counter changes in other subsystems of the company, due to the fact that they concern the key component of the organization - its employees. Kuzmina M.I. Innovations and their features in the enterprise personnel management system / M.I. Kuzmina, A.V. Kitov // Creative Economy. - 2010. - No. 6 (42). - pp. 122-128.

The formation of an innovative economy inevitably leads to a transformation in the structure and quality of the workforce and an increase in the requirements for the professional and qualification level of employees. Modern knowledge-intensive and information technologies penetrate into all spheres of the economy. As a result, there is a combination professional knowledge, related and borderline professions arise. An innovative economy mainly needs creative intellectual workers. Consequently, approaches to managing the “new labor force", technologies for innovative personnel management are emerging.

Technology (from the Greek techne - art, skill, skill; logos - word, teaching) is a set of methods carried out in any process. New philosophical encyclopedia/ Edited by V.S. Stepina. - M.: Thought. 2011. - 736 p.

Innovative technologies are a set of methods, tools and activities aimed at developing existing ones or creating fundamentally new types of production activities. Kolosov V.G. Introduction to innovation / V.G. Kolosov. - SPb.: SPbSPU, 2012 - P. 15.

There are different types of innovative technologies: Nekrasov S.I. Philosophy of science and technology: thematic dictionary / S.I. Nekrasov, N.A. Nekrasova. - Eagle: OSU. 2010. - 289 p.

a) implementation - the implementation of the final stage of the research and production cycle of developing a new product;

b) training - business communication, a type of socio-psychological exercise focused on the development of attitudes necessary for successful communication in professional conditions, which are used for the purpose of personnel training;

c) consulting - consulting producers, sellers and consumers on economic, business and legal issues;

d) transfer - free provision of technology from one person to another;

e) audit - verification of finances and documentation by independent experts or organizations;

f) engineering - presentation on a paid basis of engineering and consulting proposals, such as design, provision of licenses and know-how) for the creation of industrial facilities, infrastructure, etc.

Innovations in personnel management are most often initiated by the personnel manager, who sees the need to introduce innovation into the work of the company. At the same time, innovative personnel management is based on the following starting points: Lymareva O.A. Innovative approach to personnel management / O.A. Lymareva, A.A. Gorenko // Economics and management of innovative technologies. - 2013. - No. 10. - P. 9.

The need for a close relationship between the company's development strategy and personnel planning.

Assessing the degree of influence of personnel costs on the economic indicators of production;

Formation required quantity competencies, professional skills for effective work in the labor market.

Any organization needs only those innovations in personnel management, the need for which is clear and understandable to all employees, and which are united by the managerial and economic needs of a particular company. To do this, it is first necessary to identify a number of key problems that require such a solution, then analyze options for solving one of the identified problems, and subsequently select a suitable option. And, if this implementation is successful, the innovation will be implemented. In the future, innovations in personnel management are analyzed and adjusted as necessary. It is possible to identify a number of circumstances that justify the need of organizations for innovative personnel technologies and predetermine the main directions of their development: Kudryavtseva E.I. Innovative technologies in personnel management / E.I. Kudryavtseva, V.M. Golyanich // Management consulting. - 2013. - No. 2. - P. 9.

Increasing the level of education of the workforce: Diversely educated employees demand greater freedom and autonomy in the workplace;

Technologization of management and production: the emergence of new, primarily information, technologies requires mandatory retraining of both workers and managers;

Changing the composition of the workforce: workforce planning of any organization requires taking into account the increase in the proportion of women, older people and other groups of the population, which will lead to a change in the organization’s values and personnel technologies.

The increasing role of technologies for health protection and occupational safety: this trend involves the introduction of new methods of personnel selection and training;

Changing the role of the organization’s top management, which in the future will become an increasingly active participant in the personnel development process;

Formation of a new work ethic: in connection with the development of project and team forms of work, more and more attention will be paid to the personality of the employee;

Changing the role of HR services in strategic planning: understanding personnel as a source of profit will change the essence of the work of HR services;

Development of procedures for assessing employee achievements: organizations will be required to share income with employees based on more objective and result-oriented systems for assessing personal contribution;

New personnel policies: Traditional formal hierarchical management will give way to professional management with a greater focus on human dignity.

Innovative approaches to personnel management should also be based on taking into account the specifics of personnel, which consists of the following: Kizim A.A. Formation of human potential in the context of globalization / A.A. Kizim, S.K. Luzinov // KubSAU. - 2011. - No. 28. - P.7-13.

1. People are endowed with intelligence, their reaction to external influences is emotional and meaningful, and not mechanical, and, therefore, the process of interaction between the company and the employee is two-way.

2. People are capable of constant improvement and development, and this is the most significant and long-term resource for increasing the efficiency of any company.

3. The working life of a person in modern society lasts 30-50 years, according to this, the relationship between the employee and the company is long-term.

4. People come to the company consciously, with specific goals, and, accordingly, expect support from it in realizing their goals. Employee satisfaction with interaction with the organization is a necessary condition, as well as satisfaction from the organization.

Thus, innovation is not only the use of high technology, but also innovation in the field of management decisions. And, therefore, it is personnel management that is the main component of the innovative enterprise management system as a whole and occupies the place of the most important factor in the economic success of the company. To increase the efficiency of innovative development of an organization, it is necessary to have a management system for innovative personnel management, which creates favorable working conditions and also provides the opportunity career growth and the necessary degree of confidence in the future.

To implement the main tasks facing the company, structural transformations of the personnel management system based on new management technologies are necessary. The introduction of innovations into the personnel management system must be carried out on the basis of a study of the existing personnel management system, identifying its capabilities and revealing shortcomings, as well as taking into account the requirements of the latest trends in the field of personnel management and the specifics of the company's development.

In addition, when developing and implementing innovations in the personnel management system, one should assess their timeliness, feasibility and effectiveness, that is, do everything possible to ensure that staff resistance is as little as possible and the effectiveness of innovations is as great as possible.

Introduction

In conditions when To Competition between enterprises is steadily moving into the field of knowledge and human capital management; innovation in personnel management is becoming a decisive factor for success. In personnel management, the process of creating innovative approaches is no less important than technological innovation, since it is no longer possible to increase productivity only by increasing quantitative indicators. Management innovations have a positive impact on the way and efficiency of companies. There are examples where management innovations have created strong competitive advantages for modern businesses. Thus, General Electric changed the approach to the order and discipline of work in the field of scientific research, as a result of which it gained access to a large number of technologies and patents. Procter & Gamble since the 1990s. changed specialized approaches to brand management, as a result of which the productivity of company employees increased. That is, it is the innovative technologies of the personnel management system that make it possible to build competent and efficient work of the enterprise and to establish relationships between its divisions. This is the relevance of this topic.

Many scientists have studied the concept of the diffusion of innovations: G. Tarde, F. Bass, F. Ratzel, L. Frobenius, E. Rogers, D. Hawkins, etc.

Object of research: innovation, subject - innovative technologies in personnel management.

Purpose of the work: to study innovative technologies in personnel management.

In this case, it is necessary to solve the following problems:

Give a general concept of innovation;

Describe the features of innovations in personnel management;

Reveal innovative technologies used in personnel management.

The work consists of an introduction, two main chapters, a conclusion and a list of references.

1. Innovations in personnel management

B B In an environment where competition between organizations and companies is steadily shifting to the field of knowledge management and human capital, innovation in human resource management becomes a decisive factor for success. Innovation in human resource management is strongly linked to innovation in business. In order to survive and improve, every organization or company must make innovative decisions and implement innovations. At the same time, the leading factor that determines the basis for the development of innovative ideas and their successful implementation in an innovative economy is its employees with their skills, abilities, qualifications and ideas.

Figure 1 - Components of the activity of an innovative enterprise

Personnel innovations are considered as a subsystem of the overall system of management innovations in an organization. AND Investing in human resource development plays a larger role than investing in improving production capacity. The importance of human (intellectual) potential increases with the increasing speed of technological progress, with the development of information technology, increased competition and other conditions. The importance of personnel at the innovative stage of economic development is presented in Fig. 2. 2

Figure 2 - The importance of human resources at the innovative stage of economic development

Every organization strives to make maximum use of the potential capabilities of its employees and rationally use their mental abilities. Considering innovative activities in personnel management, we note that it has distinctive features inherent in the general concept of innovation: firstly, changes in personnel management are aimed at solving specific problems in accordance with the company's development strategy; secondly, it is impossible to determine in advance the exact result to which they can lead; thirdly, changes in personnel management can provoke conflict situations associated with resistance from employees and their non-acceptance of innovations; fourthly, changes in personnel management have a multiplier effect, that is, they provoke counter changes in other subsystems of the company, due to the fact that they affect the key component of the organization - its employees. 3

F The formation of an innovative economy inevitably leads to a transformation in the structure and quality of the workforce and an increase in the requirements for the professional and qualification level of employees. Modern knowledge-intensive and information technologies penetrate into all spheres of the economy. As a result, professional knowledge is combined, and related and borderline professions arise. An innovative economy mainly needs creative intellectual workers. Consequently, approaches to managing the “new workforce” are changing, and technologies for innovative personnel management are emerging.

Technology (from the Greek techne - art, skill, skill; logos - word, teaching) is a set of methods carried out in any process. 4

Innovative technologies are a set of methods, tools and activities aimed at developing existing ones or creating fundamentally new types of production activities. 5

There are different types of innovative technologies: 6

a) implementation implementation of the final stage of the research and production cycle of developing a new product;

b) training business communication, a type of socio-psychological exercise focused on the development of attitudes necessary for successful communication in professional conditions, which are used for the purpose of personnel training;

c) consulting consulting producers, sellers and consumers on economic, business and legal issues;

d) transfer free provision of technology from one person to another;

e) audit verification of finances and documentation by independent experts or organizations;

f) engineering presentation on a paid basis of engineering and consulting proposals, such as design, provision of licenses and know-how) for the creation of industrial facilities, infrastructure, etc.

The need for a close relationship between the company's development strategy and personnel planning.

Assessing the degree of influence of personnel costs on the economic indicators of production;

Formation of the required number of competencies and professional skills for effective work in the labor market.

L Any organization needs only those innovations in personnel management, the need for which is clear and understandable to all employees, and which are united by the managerial and economic needs of a particular company. To do this, it is first necessary to identify a number of key problems that require such a solution, then analyze options for solving one of the identified problems, and subsequently select a suitable option. And, if this implementation is successful, the innovation will be implemented. In the future, innovations in personnel management are analyzed and adjusted as necessary. M We can highlight a number of circumstances that justify the need of organizations for innovative personnel technologies and predetermine the main directions of their development: 8

Increasing the level of education of the workforce: Diversely educated employees demand greater freedom and autonomy in the workplace;

Technologization of management and production: the emergence of new, primarily information, technologies requires mandatory retraining of both workers and managers;

The increasing role of technologies for health protection and occupational safety: this trend involves the introduction of new methods of personnel selection and training;

Changing the role of the organization’s top management, which in the future will become an increasingly active participant in the personnel development process;

Formation of a new work ethic: in connection with the development of project and team forms of work, more and more attention will be paid to the personality of the employee;

Changing the role of HR services in strategic planning: understanding personnel as a source of profit will change the essence of the work of HR services;

New personnel policies: Traditional formal hierarchical management will give way to professional management with a greater focus on human dignity.

Innovative approaches to personnel management should also be based on taking into account the specifics of personnel, which consists of the following: 9

2. People are capable of constant improvement and development, and this is the most significant and long-term resource for increasing the efficiency of any company.

3. The working life of a person in modern society lasts 30-50 years, according to this, the relationship between the employee and the company is long-term.

4. People come to the company consciously, with specific goals, and, accordingly, expect support from it in realizing their goals. Employee satisfaction with the interaction with the organization is a necessary condition, as is satisfaction on the part of the organization.

Thus, innovation is not only the use of high technology, but also innovation in the field of management decisions. And, therefore, it is personnel management that is the main component of the innovative enterprise management system as a whole and occupies the place of the most important factor in the economic success of the company. To increase the efficiency of innovative development of an organization, it is necessary to have a management system for innovative personnel management, which creates favorable working conditions, and also provides the opportunity for career growth and the necessary degree of confidence in the future.

2. Innovative technologies in personnel management

WITH In order to operate effectively, the personnel management system must contain optimal methods and technologies that coincide with the principles underlying it. At the same time, innovative technologies in personnel management can be considered as: 10

New methods of human resource management that increase the efficiency of the organization (actually innovative technologies of personnel management). These include new (know-how) ways of influencing personnel. For example, the emergence of new methods of communication (telephone, Internet, etc.) has led to a sharp increase in the efficiency of organizations due to an increase in the speed of information transfer in space and time);

Traditional technologies for introducing innovations into working with the organization’s personnel (traditional management technologies for introducing innovations) - involves the use of a new control element within the framework of the old procedure. For example, the traditional procedure for selecting employees for the management personnel reserve can be supplemented with an innovative technique for identifying genetic markers of leadership (if any are discovered).

Innovations in the personnel management system can be implemented in the following forms: 11

With gradual improvement of individual qualities of personnel work (current);

In the form of constructive, step-by-step improvement of the entire personnel management system as a whole (breakthrough).

At the same time, progressive improvement is not associated with sharp changes in the performance of the organization’s personnel; as a rule, it does not affect structural changes in any way. In its most general form, it can be thought of as long-term continuous improvement involving a maximum number of employees. Breakthrough improvement of the personnel management system usually affects not only the improved aspects of employee activity, but also the entire personnel management system as a whole. The system of working with innovations in personnel management, based on the distinction between current and breakthrough innovations, is clearly shown in Fig. 2. 12

Figure 2 - Model of working with innovations in the personnel management system

The modern focus of innovation in personnel management is associated with the following main tasks: 13

1) improving productivity;

2) effective training and personnel development;

3) improving working relationships and creating a creative environment;

4) improving the quality of life;

5) stimulation of constructive ideas;

6) better use of people's skills and abilities;

7) increasing the receptivity and adaptability of personnel to innovations.

There are several basic innovative areas in personnel management:

1. Innovative educational management - innovations in the training of professional personnel at universities, institutes, colleges, and other educational institutions.

2. Innovative personnel marketing - the formation of new and effective personnel potential.

3. Innovative and technological personnel management - modern methods of working with personnel at the stage of mastering types of new equipment and technologies in their professional activities, certification, new distribution of functions and powers in the existing personnel structure, innovations in forms and methods of retraining and advanced training of personnel, methods promotion and relocation of employees, improvement of work with elite personnel.

Currently, the most common are innovative personnel technologies based on personnel processes, the use of which is possible in the field of personnel management:

Personnel development technologies (HR marketing, case interviews, testing, headhunting, competency interviews, e-recruitment, etc.);

Differentiated remuneration system (grade remuneration system), including a system of public recognition of merits and achievements;

Assessment of individual contribution based on the assessment of professionally significant organization-specific criteria for professional assessment - competency models;

Technology for career planning and individual development plans (realization of potential), based on assessment of the competencies of employees at all levels using the 360˚ system;

Technologies for personnel assessment and certification (assessment center, 360 degree method, coaching, etc.);

Technologies for staff release (personnel leasing, outsourcing, outstaffing, etc.);

Technologies for current work with personnel (personnel grading, stress management, conflict management, etc.);

Technologies for training and personnel development (coaching, team building, role-playing and business games, knowledge management, etc.);

Development of feedback mechanisms, especially in the “bottom-up” direction, creation of a system of open discussions of organizational problems;

Creation of project groups for the development and implementation of current organizational, long-term and professional projects, development of the organizational knowledge system.

One of the most important innovative approaches to personnel management, in contrast to classical ones, is the personnel selection system, since work in an innovative organization places additional demands on a potential employee. In addition to traditional qualities (skill, experience, hard work, theoretical knowledge), he needs to have creative potential, flexibility and agility of thinking, the ability to adapt to rapidly changing conditions, a predisposition and ability to learn and retrain. In addition to standard methods of assessing the potential of employees, the manager also resorts to qualitative assessment, which includes taking into account the creative qualities of the individual.

Specialists working in the direction of systematization of innovations in the field of personnel management identify several areas, which are based on the use of modern telecommunication systems, which are aimed at: introducing modern computer technologies into the process of collecting and analyzing data; creation of a virtual office - a system of direct access and active interaction of people located at a distance from each other.

It is known that the personnel management cycle contains some processes, namely: recruitment; personnel administration; development and training; assessment, certification; motivation, stimulation of work; organizational development and career management. Within the framework of these processes, as a rule, the following main tasks are solved:

Development of uniform principles of personnel policy and determination of its goals;

Planning the need for human resources, developing staffing schedules;

Formation and development of a system for the movement of personnel information (information policy),

Principles of distribution of funds, providing an effective system of labor incentives ( financial strategy);

Providing a development program, career guidance and adaptation of employees, planning their individual promotion, professional training, retraining and advanced training (personnel development strategy);

Assessing the results of work, studying the compliance of the company's personnel policy with its strategy, identifying problem areas in personnel work, as well as assessing labor potential. 14

All personnel information can be generated and monitored within the framework of the existing collective information system - in the “Personnel Management” block. This software makes it possible to coordinate the action of various channels of interaction between staff and management. All this allows HR managers to access the complete personnel information needed to best plan and control budgets for salaries, training, travel, etc. On the basis of this data, it is possible to carry out automated recruitment and selection of personnel for a regular position, analyze the compliance of a specific employee with the requirements for the work assigned to the regular position, generate a planned time sheet indicating the structure of planned cases, etc.

In addition, the Internet is now increasingly being used to search for employees and find jobs. IN IN On the network you can find virtual recruitment agencies, websites of real existing recruitment agencies, bulletin boards, corporate websites with available vacancies, etc. The Internet has been appreciated by employers, recruitment agencies, and job seekers. The main advantages of these tools are speed, general availability and free information. In addition, they also provide the opportunity to formulate the request and requirements for candidates in more detail than an advertisement in the press, where you have to pay for the volume. This improves the quality of the search and allows you to quickly and effectively solve problems when your own database is not enough or you need to find a specialist urgently.

Almost all experts believe that network “labor exchanges” in the foreseeable future will be much more effective than other methods of searching for work and personnel.

In addition, the Internet makes it possible to increase the company’s staff by attracting, for example, “remote” employees from other regions, and even other countries. An employee has the opportunity to be located at a considerable distance from the main office of the company and, at the same time, work for this company and interact with other employees using network technologies. This increases the mobility of both workers and the company.

5. Development of interactive applications of the internal network (Intranet) for prompt collection of feedback, development of employee participation in the discussion of significant problems.

Thus, the technologization of personnel management processes allows us to solve a number of new problems, while creating new opportunities, including:

a) for management: to increase the performance of the company as a result of accurate placement of personnel; reduce the period for making management decisions and monitor their implementation; reduce costs and carry out full accounting of them for personnel management.

b) for HR managers: significantly reduce the labor intensity of work; automate personnel document flow and preparation of external and internal reporting; increase efficiency, labor productivity and performance discipline.

Information technologies, in order to solve the problems of personnel management, create the following innovative opportunities:

Acceleration of the company’s business processes related to the automation of routine recruitment processes;

Reducing the labor intensity of many types of HR work;

Possibility of individualization of personnel work;

Expansion of staff due to “remote” and mobile employees;

The emergence of new prospects that were not previously available without the use of information technology, namely: the formation of individual employee profiles; supporting them " personal accounts", while any employee has the opportunity to find information on wages, income tax and more.

In addition, in the context of competition for personnel, interest in integrated personnel management systems is growing. The growth of this segment, according to experts, will become very intensive in the near future - 20-30% per year, and probably even 40%. 15

At the same time, despite the advantages of information technologies, they cannot automate absolutely all functions of personnel management. There are many tasks that cannot be automated. This is, first of all, everything that is associated with psychology, because You can prepare technical specifications and program anything, but not relationships.

Conclusion

Thus, in order to function successfully, any organization needs to change. In the conditions of modern personnel work, innovation is an urgent need. This paper examines the features of innovation and innovative technologies in personnel management.

In its most general form, innovation is understood as the introduction of a new (or significantly improved) product (good or service) or process. Activities that consist of a set of scientific, financial, technological and other activities for the creation, development, dissemination of innovations and are aimed at using the results of these activities in order to increase the competitiveness of a certain type of business are called innovative.

Innovative technologies in personnel management represent ways and methods of more effectively managing the organization's personnel processes.

The main goal of innovation in personnel management is to provide the organization with employees who continuously generate innovations in all areas of their activities, their effective application by creating conditions for the introduction of innovations, professional and social development of personnel with benefit both for the employees themselves and for the company and society as a whole.

There are many innovative technologies. The most significant ones, ensuring high innovative activity of personnel, include: a graded remuneration system, incl. public recognition of merits and achievements; assessing individual contributions based on organization-specific competency models; technologies for career planning and individual development of employees; techniques for effective feedback, especially in the “bottom-up” direction; development of the organizational knowledge system.

At the same time, among the numerous innovative technologies for working with personnel, one of the key positions should be occupied by information technology.

The main technologies based on the use of information technology include:

1. Remote access and online interaction to solve typical problems in the field of personnel management (interview via Skype, filling out electronic application forms, broadcasting electronic copies of personal documents, distance learning, etc.).

2. Creation of databases for accounting and control of personnel statistics (labor discipline, dynamics staffing, personnel quality analysis, etc.).

3. Conducting video conferences and webinars with the participation of employees of remote departments.

4. Cascading significant information (news) to employees’ personal emails.

5. Development of interactive applications of the internal network (Intranet) for prompt collection of feedback, development of employee participation in the discussion of significant problems (block “Human Resources Management”).

The following are considered as promising tasks:

Integration of personnel management systems with existing systems of psychological and mental testing;

Certification and assessment of jobs according to working conditions;

Standardization of work;

Personalization of learning, i.e. formation of individual education and training programs, as well as monitoring their effectiveness;

Using information about the employee, his interests and abilities in order to increase his effectiveness.

Thus, of course, new technologies in personnel management allow the company to take a leading position in the market and increase the profit received by the company.

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15 Ibid. P. 162.

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Introduction

Conclusion

innovation management personnel management

Introduction

In an environment where competition between enterprises is steadily moving into the field of knowledge and human capital management, innovation in personnel management is becoming a decisive factor for success. In personnel management, the process of creating innovative approaches is no less important than technological innovation, since it is no longer possible to increase productivity only by increasing quantitative indicators. Management innovations have a positive impact on the way and efficiency of companies. There are examples where management innovations have created strong competitive advantages for modern businesses. Thus, General Electric changed the approach to the order and discipline of work in the field of scientific research, as a result of which it gained access to a large number of technologies and patents. Procter & Gamble since the 1990s. changed specialized approaches to brand management, as a result of which the productivity of company employees increased. That is, it is the innovative technologies of the personnel management system that make it possible to build competent and efficient work of the enterprise and to establish relationships between its divisions. This is the relevance of this topic.

Many scientists have studied the concept of the diffusion of innovations: G. Tarde, F. Bass, F. Ratzel, L. Frobenius, E. Rogers, D. Hawkins, etc.

Object of research: innovation, subject - innovative technologies in personnel management.

Purpose of the work: to study innovative technologies in personnel management.

In this case, it is necessary to solve the following problems:

Give a general concept of innovation;

Describe the features of innovations in personnel management;

Reveal innovative technologies used in personnel management.

The work consists of an introduction, two main chapters, a conclusion and a list of references.

1. Innovations in personnel management

Figure 1 - Components of the activity of an innovative enterprise

Personnel innovations are considered as a subsystem of the overall system of management innovations in an organization. And Investing in human resource development plays a larger role than investing in improving production capacity. The importance of human (intellectual) potential increases with the increasing speed of technological progress, with the development of information technology, increased competition and other conditions. The importance of personnel at the innovative stage of economic development is presented in Fig. 2. Yakovleva E.V. Intellectualization of personnel as a technology of innovative personnel management in modern socio-economic conditions / E.V. Yakovleva // InvestRegion. - 2011.- No. 2. - P. 39.

Figure 2 - The importance of human resources at the innovative stage of economic development

The formation of an innovative economy inevitably leads to a transformation in the structure and quality of the workforce and an increase in the requirements for the professional and qualification level of employees. Modern knowledge-intensive and information technologies penetrate into all spheres of the economy. As a result, professional knowledge is combined, and related and borderline professions arise. An innovative economy mainly needs creative intellectual workers. Consequently, approaches to managing the “new workforce” are changing, and technologies for innovative personnel management are emerging.

Technology (from the Greek techne - art, skill, skill; logos - word, teaching) is a set of methods carried out in any process. New Philosophical Encyclopedia / Edited by V.S. Stepina. - M.: Thought. 2011. - 736 p.