Qualified personnel are the main resource of any enterprise or organization. The constant search for innovations that allow to correctly assess the efficiency of work and manage personnel is the key to successful business development. In Soviet times, such a concept as "personnel policy" or "personnel management service" did not exist, since the personnel departments were engaged only in documentary support of the activities of employees at the enterprise.
As a positive experience in applying innovative approaches to personnel management, Sony can be considered, in which the opinion of each of its employees is given the attention it deserves. The company has introduced weekly bonuses for the development of rationalization proposals that allow improving the quality of products from year to year.
The very procedure of handing over the envelopes is thought out taking into account the emotional component, since the premium funds are presented to the innovators by a pretty and nicely dressed employee. At the same time, all proposals made during the week are subject to stimulation, regardless of their application in the future. What can be considered an innovation in personnel management and what typology of this process exists?
Personnel management system as an innovation
The personnel management system certainly arises from the moment any enterprise starts functioning, if it wants to become successful, and has a number of features inherent in any innovation. This is the solution of specific problems of the organization, the uncertainty of the result, the possible resistance of employees and the emergence of conflict situations, the multiplier effect.
The process of formation and development of the system is inherent in all stages of the innovation process, which proceeds in full accordance with the basic economic laws. Selection, adaptation, assessment and labor movements of personnel as technologies of the management system determine its innovativeness. The main goal of all transformations is to increase the efficiency of personnel and, as a consequence, the success of the enterprise.
Areas of implementation of innovations in personnel management
If we consider the personnel management system itself as an innovation, then the following can be considered as the main directions of its implementation:
1. Personnel development and business career management. The training program is based on determining the discrepancy between the qualification requirements and the real competencies of employees, which allows you to individualize the training process and get the most effective result at the lowest cost.
2. Building a motivation system. The traditional motivational factor was, is and will be the size of the employee's salary, determined by the internal and external value of a given workplace. In addition, a system of bonuses is also becoming widespread, which implies a variable part of the salary, which proportionally depends on the monthly contribution of each employee to the work of the department, division and the enterprise as a whole.
3. Formation of corporate culture. Awareness by each employee of the basic values and mission of the company positively affects the results of work, and the process of transferring such values is the corporate culture.
4. Development of a competency model. Such an innovation is intended to regulate the multifunctionality of a number of workplaces and to competently build a technological chain, which prevents the occurrence of conflicts and focuses on the quality and efficiency of labor.
5. Computer technologies in management. Software products allow not only keeping records of personnel according to all sorts of parameters, but also generating the necessary reporting documents that can be easily transported in electronic form.
