Human Resource Management

Introduction

As part of this report, I would like to talk about some of the issues of personnel management. Human resource management - management is aimed at the development and effective use of human resources of the organization. The frames are the most valuable and important part of the productive forces of society.

In Russia, in the presence of various forms of ownership, and the progress of market relations, competition and growth occurs without deliberate uncertainty HR strategy, taking into account alternative scenarios can not do. The enterprise must take an active role in the study of demand and supply of skilled labor, to search for new staff and at the same time to adapt their own human resources to increased demands through the mechanisms of learning and dynamic organizational restructuring.

Today, the most interesting and actual direction of personnel management is the management of talent or Talent-Management - to attract, manage, develop and retain key employees. The introduction of technology talent management is a common business idea with decent investment and potential profitability, ie, it is a ratio of the high risks to the expected profit.

The value of talent management at the present stage

Talent management is playing an increasingly important role in business: today without his active application can not succeed

Until recently, the word talent from Western and Russian managers caused a backlash, since it implies the need for more effort and energy to fight for the reduction of staff in the "average" condition.

A widespread theory of the "bubble", according to which the talent makes its way itself.

But the 21st century is changing representation of the talents, and today the companies are moving from dealing with them in their cultivation. The reason is quite simple: market leadership is provided by a talented staff.

Have the talent - it's not a goal but a competitive advantage.

In a tight fight for the consumer when there is an alignment level of technology, marketing and lobbying, a simple increase in the salary, the annual change of top manager or an attempt smanivaniya staff from competitors no longer gives the same effect as before.

From a business perspective, the talent - the ability to achieve exceptional results, recognize and reward the owners, managers and consumers.

Characteristics of talents: they tend to a unique perception of their professional duties, they are independent, have a phenomenal amount of energy, creative, customized to continuous improvement, put work above all else, highly intelligent, are part of the dominant coalition.

There is also a shift in the main characteristic of talent in the early and mid-career. For "young" talent is paramount indicator of the effectiveness of their activities and a high IQ, then the same to the fore EQ (emotional intelligence) negotiation skills, the ability to understand others, the ability to build a team, a good reputation and relationships with colleagues.

Talent Management (talent management) - is a system aimed at increasing the level of competence in critical from the point of view of business activities through the introduction and development of programs to attract, acquire, develop, promote and retain talent.

But it must be remembered that the effect will not be visible even today and tomorrow. Talent management programs are beginning to bear fruit and a half or two years after their launch, this is a strategic investment in staff. In order to succeed, requires patience.

Talent management is akin to the work of a gardener - to grow the fruit, it takes time.

Talent management in theory - is the realization of a rather simple postulates and ideas:

- It is necessary to hire the best;

- Need to look for talent within the company;

- The identified talents have purposefully "coach", the most effective method - mentoring;

- Talents you have to pay several times more than the others, because they are working effectively;

- Periodically assess the need to achieve talent and giving new directions;

- Talent - is an employee of the company, and not a separate entity.

However, the implementation of the theory is much more complicated than that, but, nevertheless, to be successful, it is best to follow them. Today, the question is, do you want to be a leader - look and grow talent.

The historical experience of the talent management system

Let us recall how this problem is approached in Russia under Peter I. The purpose of Peter was to turn Russia into a European state.

Peter I decided to classical problem of talent management: put the right people in the right positions at the right time, in line with the strategic objectives.

Consider the steps to solve this problem.

Peter I understood: the existing state apparatus (managers) are not able to solve tasks and do not have the relevant managerial and professional competencies (skills). Retrain existing aid (both military officialdom) is ineffective. And initially to solve the problem, he drew foreigners, but realized at some Varangian does not go far, and he has formed a so-called talent pool (or pool of talent). The source of the formation and the milieu from which the selected talents became aristocratic youth. The reason for this was the presence of the young nobility of the following competencies:

• Willingness to learn (learning ability)

• The desire to make a career (leadership)

• The desire to change the country (the ability to change)

• Patriotism (the presence of a system of values)

• Commitment to Peter (loyalty)

But as a potential for the development of disease that requires more professional competence and skills of intercultural interaction, Peter I sent these potentially talented, or Hi-Po (high potential-high potential) to study in Europe, and creates a new system of education in Russia. To put it in modern terms, a systematic way involved in training and development of talent. At this the king does not stop, it keeps track of career these talents.

And besides, Peter I create all the conditions for attracting talent to Russia from Europe pays much bestow ranks, land titles. As a result, Russia opened a window to Europe.

Since then, it took several hundred years, there was a set of terms and definitions, special programs, but the essence of this concept has not changed. And its application in today's market is particularly important.

The main stages of the modern talent-management

Any project on talent management involves the following basic steps:

1.osoznanie need for talent-management

2.poisk high-potential employees in the collective,

3.realizatsiya development programs,

4.Use and retention of employees in the company.

The first stage - the realization by the fact that management is not all employees should be treated equally. In practice, this is the longest stage, as it was on the understanding of the leaders of that talented employees requires an individual approach, wasted years.

The second stage - the search and identification of talent.

Talent Search can be conducted at any level, from sellers, cashiers, those of ordinary skill, ending the top management of the company. However, the vast majority of projects on talent-management relate to leadership.

Skills differ from competencies that skills are developed faster than competence. Competence or is a person or not, they can only develop if a person sees the need to train and development. However, not all competencies can be developed, for example, such a competence as a creative approach to solving problems, develop or very difficult or impossible.

The competence include:

1. Decisionmaking

2. Perseverance in achieving goals

3. Open-mindedness and adaptability

4. Clarity of presentation

5. Impact

6. The motivation of subordinates to achieve results

7. Cross-functional interaction

8. Corporatism

Through interviews with managers of different tests is determined by the level of skills and competencies possessed by employees, among them the identification of the most talented. However, it should be noted that the assessment process - a lot of stress for employees, regardless of their level. There are cases call the ambulance for some participants. This stage requires a very serious relationship, do not pick up the tests and procedures, focusing on the principle "The more, the better!"

The third stage - the development and implementation of training programs in life. That is not enough to find the talent, it's important to give him the opportunity to realize their full potential for the benefit of the company. Here, there are two approaches:

1 - to develop what is the strengths of the employee. This approach is shared by most companies.

2 - Pay close attention to the weaknesses of the employee. Proponents of this approach believe that it is impossible to obtain a harmonious efficient worker, if he had some mild competence.

On the basis of data obtained in the identification process, the development of the program is compiled.

Program development, mentoring, and rewards, of course, must be linked to the achievement of their goals now, but talent management, more than any other organizational process requires an individual approach. Perfectly appropriate to create new projects for a particular employee, flexible working for him, special training abroad. The main thing - to remember that these people are pushing the company's increased attention to itself and with the right attitude to them are able to provide 80% of the results.

The fourth stage - the most problematic stage - the use of trained personnel. Here, the main difficulty is that it is not ordinary employees with an average level of opportunities. Keep a man with high potential can only offering him a part in interesting projects that require him to use all of its resources. Experience shows that it will also have to seriously compete with the existing stereotypes of many leaders that they have the exclusive right to their employees and that the transition to another department or to another position depends entirely on the will of the chief.

To keep the employee can use a variety of methods. It all depends on your ability and imagination. The basic method - a system of engagement, which is a key factor in this regard. Just do not forget about the following areas:

- Creation and maintenance of learning opportunities.

- Articulating real, achievable steps for career growth.

- The offer of benefits to meet the needs and interests of employees.

- Create a system of qualified supervisors, mentors.

- Adoption of advanced principles of personnel management and being faithful to these principles in business.

- Creating a work environment conducive to the growth of the organization.

- Creating the right reward system.

The absence of at least one of these steps leads to the loss of talent to the company.

Conclusion

In Russia boom in talent management emerged in 2005, but five years - a short time for the widespread implementation of the concept. And manage talented people is always difficult, as the scale of it requires a virtuoso performance. Therefore, in the development of this concept was quite a lot of mistakes. For example, many organizations have formed our talent pool and did not know what to do with it. For an employee is caught in it, it was obvious that after a while it should appoint a management position, because the "bench" and it implies. Not going through the year - two in the first team, hurt and disappointed "reservist" left the company, assuring her "brain drain." Thus, provision has not generated a result.

However, such errors have allowed Russia to gain experience in the design and implementation of talent management. And this experience shows that getting a return on talent not on its own, without some of the corporate culture, the relationship without talent management and business strategy.

Also, do not take talent management as a universal principle - one companies need it, others - no. There is a simple indicator: if the amount of personnel expenses in the budget of no more than 20 - 25 percent, and if the core business is weakly dependent on the perpetrators, then think about talent management is no need. Need to take care of managerial accounting, supply chain, technology, and other useful things. And, accordingly, on the contrary, if the business is dependent on the staff if human life can not be without highly qualified specialists, if the company is constantly and steadily growing, the talent management - this is what you need.

References

1. Vesnin VR Practical management personnel: A Handbook for personnel work. - Moscow: Yurist 2006. - 496 ..

2. Ivanchenko LA Fundamentals of Success: theory and practice of management. - M: Thought, 2003. - 287 p.

3. The journal "Personnel Company", article "Talent Management. Western folly or the future of Russian business », ? 7 '2008

4. The journal "Personnel Company", article "Talent Management - among the main priorities of most companies», ? 6 '2010

5. http://hrm.ru/upravlenie-talantami-vyzovy-segodnjashnego-dnja

6. http://hrm.ru/talent-menedzhment-kak-opredelit-obuchit-i-uderzhat-talantlivogo-sotrudnika

7. http://www.trainings.ru/library/articles/?id=8612

8. http://www.hr-portal.ru/article/chto-takoe-kompetentsii