scholarly journals Formation of a toolset for human resource consulting

2020 ◽  
pp. 17-20
Author(s):  
Mariana BORTNIKOVA ◽  
Nataliia PETRYSHYN ◽  
Yuliia CHYRKOVA
Keyword(s):  
Human Resource ◽  
Personnel Management ◽  
Corporate Culture ◽  
Personnel Selection ◽  
Management System ◽  
Management Strategies ◽  
Employee Motivation ◽  
Production Performance ◽  
Strategy Development ◽  
External Labor Markets

Introduction. The implementation of progressive methods of human resource management is one of the most important vectors of enterprise development. The success of a business directly depends on how professional and responsible employees represent the company, how motivated they are and strive to apply management strategies in life, achieve the set goals and ensure results. The purpose of the paper is to form a toolset for human resource consulting as a factor of increasing the efficiency of personnel management in enterprises. Results. HR consulting is aimed at diagnosing the correspondence of professional and personal competencies of management personnel, improving the organizational structure and corporate culture of the enterprise, solving current problems related to improving production performance, and enhancing employee motivation. HR consulting is aimed at implementing policies in the field of personnel management based on the application of such fields as: HR audit, HR planning, HR strategy development, corporate culture formation, HR potential assessment, establishment of a motivation system, HR administration, improvement of the HR management system efficiency. Attracting external consultants to the personnel management system involves the formation and systematization of key tools for the implementation of personnel consulting, namely: coaching, recruiting, outsourcing, training, headhunting. The technology for the personnel consulting implementation at enterprises involves the realization of the following stages: pre-design, design, implementation and support. At each of the stages presented, the clarification and expansion of the functionality of the personnel consulting implementation takes place. Conclusion. People are an important element of business and the main source of its development. The correct personnel selection enriches the team with talented specialists of the required personal qualities, professional knowledge and skills. To improve staffing, the enterprise should search for employees both in the internal and external labor markets, combine various methods of personnel selection, and apply technologies of borrowed labor.

CORPORATE CULTURE IN THE PERSONNEL MANAGEMENT SYSTEM

2017 ◽  
Author(s):  
Svitlana Amelina ◽  
◽  
Serhii Kubitskyi ◽  
Keyword(s):  
Personnel Management ◽  
Interpersonal Relationships ◽  
Corporate Culture ◽  
Personnel Selection ◽  
Management System ◽  
Main Element ◽  
Continuous Training ◽  
Open Communication ◽  
Spheres Of Influence ◽  
Personnel Management System

The article deals with the phenomenon of corporate culture, which is one of the most effective elements of the personnel management system. Corporate culture is interpreted as a factor in the formation of a loyal attitude of employees to the company and the creation of a positive image of the company. It focuses on the main element of corporate culture - values, which are the driving force that encourages employees of the company to be more productive in its favor. The essence of corporate culture is analyzed in the context of E. Shain's three-level model. It is noted that the manifestations of corporate culture at different levels cannot always be clearly distinguished, but their certain complex effects can be observed. It has been determined that in order to implement all three levels of corporate culture, it is necessary to create a model of corporate policy, introduce personnel management and cooperation based on partnership, make it possible to comprehensively inform and open communication, promote continuous training of personnel. Considering the corporate culture as an element of the personnel management system, the authors identified the spheres of influence on personnel: personnel selection, personnel distribution, internal socialization of employees, basic personnel training and professional development, personnel motivation. It was determined that the corporate culture performs several functions: increasing the motivation of employees, making them feel like they are involved in a common cause, avoiding conflict situations, promoting the establishment of positive interpersonal relationships within the company, mobilizing employees to realize the values of the company, and therefore, fulfill their professional tasks with greater efficiency. The corporate culture creates a sense of security and support among employees, contributes to their more productive activities.

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

Video Interview as the Modern Tool of Personnel Selection: Myths and Reality

2016 ◽  
Vol 5 (4) ◽  
pp. 78-81
Author(s):  
Михелашвили ◽  
T. Mikhelashvili ◽  
Иванова ◽  
I. Ivanova
Keyword(s):  
Personnel Management ◽  
Personnel Selection ◽  
Management System ◽  
Selection Process ◽  
Retrospective Survey ◽  
The Real ◽  
Advantages And Disadvantages ◽  
Personnel Management System ◽  
Modern Tool ◽  
Video Interview

This article presents a retrospective survey of methods of personnel selection. Particular emphasis is placed on the newest tools and technologies applied in the practice of the organizations, in particular the video interview. The relevance of the emergence of the video resume service, and then the video interview caused by needs of organizations in ability of mobile response to changes in demand of required staff, which causes an accelerated search for candidates and recruiters. The emergence of such innovation in the staff selection process is accompanied by a set of myths, caused by the different interpretation of its advantages and disadvantages. Drawing on the experience of organizations, which are developing this technology of personnel selection and its software and maintenance, as well as the reviews of organizations which are using such a tool, the authors of the article are trying to uncover the real prospects of personnel management system enhancement.

scholarly journals The concept and classification of human resource risks in the personnel management system in local government bodies in Ukraine

2021 ◽  
Author(s):  
V. Fesenko
Keyword(s):  
Local Government ◽  
Human Resources ◽  
Human Resource ◽  
Personnel Management ◽  
Local Governments ◽  
Management System ◽  
Main Body ◽  
Local Authorities ◽  
Personnel Management System

Problem setting. More recently, the problem of the shortage of skilled personnel in Ukraine has become significantly aggravated, primarily due to emigratory mood of young people. To maximize the implementation of labor potential, it is necessary to identify and minimize the relevant human resource risks that may arise during the development of the organization, in particular of local authorities. After all, the functioning of many spheres of the state as a whole depends on the efficiency of local governments activities. Recent research and publication analysis. The concept and classification of human resource risks were considered and presented in the works of A. Alaverdov, O. Diomin, V. Zhukovska, L. Ischuk, V. Rodchenko, G. Rekun, O. Pakhlova, S. Lobazova, O. Smagulov. V. Fedoseev and M. Khromov investigated the causes of human resources risks. E. Bulanova developed methods for identifying the causes and factors of human resources risks, accounting for them, and minimizing the influence. N. Kazakova, Zh. Denisova, O. Kalmykova studied the minimization of human resource risks in the management of civil service personnel with the help of psychological influence. Highlighting previously unsettled parts of the general problem. Despite the elaboration of many aspects of this issue, the definition, specificity, and classification of human resource risks in local government bodies have been studied insufficiently and require a more thorough study and justification. The purpose of the paper is to identify and classify human resource risks in the personnel management system in local government bodies in Ukraine. Paper main body. Personnel management is a multifaceted and complex process, which is characterized by specific features and patterns. Human resource risks are an integral part of the HR management system. According to the majority of scientists, the activities of the organization are impossible without human resource risks. The main reason for human resource risks is the unpredictability of human behavior, which generates a significant range of possible solutions to problems and their consequences. Human resource risks in each area have their own characteristics. The wording of the concept of “human resource risks” in local government bodies is not officially fixed. Today, this term is also insufficiently developed in the scientific literature. Taking into account the specifics of these bodies, it can be taken as a basis that human resource risks in the personnel management system in local government bodies in Ukraine are a set of threats to personnel and the local government body as a whole, associated with factors of the personal factor, economic nature and the specifics of the social and professional environment of civil servants. The personnel hazard at each stage of work with the cadre potential can be generated by the following factors: technical, technological, motivational, psychological, and corruption. An important point in changing personnel hazards is circumstances that change over time. This includes the situation in the country, the team, the official's family, his/her character, needs, priorities. Today, during the quarantine period, technical and technological risks are especially relevant. They can simplify most procedures for obtaining services to protect workers from danger. However, there is another side to this situation – the psychological side. Not every official is capable of drastically changing his/her work schedule. These changes are especially difficult for aged employees. Conclusions of the research and prospects for further studies. Each personnel risk is constantly changing, crowding out stereotypes, and requires due attention from the management. It is extremely urgent today to increase the level of digitalization. It is the flexibility of the personnel management system that can become the basis for unlocking the long-term potential of local authorities, although the identification of human resource risks and their minimization is a long and difficult process.

scholarly journals DEVELOPMENT OF A MODEL OF MOTIVATION AND INCREASING LABOR FOR BANKING STAFF

2021 ◽  
Vol 56 (1) ◽  
pp. 205-213
Author(s):  
N.B. Kultanova ◽  
Keyword(s):  
Human Capital ◽  
Personnel Management ◽  
Management System ◽  
Employee Motivation ◽  
High Impact ◽  
Economic Science ◽  
Economic Aspects ◽  
Modern Economic ◽  
Bank Employees ◽  
Second Tier

This article presents an analysis of the system and methods of motivating and stimulating employees in second-tier banks in domestic and foreign practice. It is known that no organization can count on success if there is no employee motivation for high-impact work, their interest in the final results of work and their desire to contribute to the achievement of the set goals. That is why there is so much interest among managers and management researchers in exploring the reasons that make people work with full energy and in the interests of the organization. The peculiarities of banking work are also due to the specifics of banking, therefore, the study of the problems of personnel management in second-tier banks, and the search for ways to improve it are among the urgent tasks of modern economic science. The material analyzed, systematized and clarified the sections "stimulus" and "stimulation".In Kazakhstan, the economic aspects of this problem are devoted scientists and practitioners like A.K. Belgibaev, A.A. Abishev, T.S. Satkalieva, S.A. Svyatov, N.N. Khamitov, G.S. Seitkasimov and others. The author studied on the basis of the analysis of domestic and foreign literature, as well as the results of the study, the following recommendations were developed for improving the personnel management system in second-tier banks based on labor motivation. The models for motivating bank employees have been clarified. The factors that are directly related to the development of human capital and the motivation of bank employees are highlighted.

Adapting the Swedish Experience of Corporate Culture Management to Russian Branches on the Example of «Daniel Wellington LLC»

2021 ◽  
pp. 63-68
Author(s):  
E. Hoholeva ◽  
E. Zaharova
Keyword(s):  
Personnel Management ◽  
Corporate Culture ◽  
Management System ◽  
Online Platforms ◽  
Current Attitude ◽  
Swedish Experience ◽  
Personnel Management System

The corporate culture of an organization plays an important role in the personnel management system. Its influence is especially important in branches that operate in another country. The article examines the Swedish experience of corporate culture management and the possibility of its adaptation to Russian branches on the example of the organization "Daniel Wellington". The article contains a study to identify the difficulties in applying the corporate culture of the brand of the founding country to the Russian reality. The reasons that can hinder the implementation are identified, and the readiness of the Russian brand staff for possible changes is determined. The Russian and Swedish corporate cultures of the brand are compared. The current attitude of employees to the use of online platforms used for the exchange of experience is revealed.

Employment-Related Drug Testing: Idiosyncratic Characteristics and Issues

1997 ◽  
Vol 26 (1) ◽  
pp. 77-87 ◽  
Author(s):  
Winfred Arthur ◽  
Dennis Doverspike
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Personnel Selection ◽  
Drug Testing ◽  
Related Drug ◽  
Management Professionals ◽  
Employment Tests

In the field of personnel and human resource management, many discussions of drug testing have taken a perspective which treats drug testing as analogous to the use of other common personnel selection devices, such as employment tests. This paper identifies and examines certain idiosyncratic issues and characteristics of drug testing compared to other selection devices. These unique features differentiate drug tests and testing, and their use from other types of pre-hire predictors of job performance. The implications of these idiosyncrasies for both human resource management professionals and public personnel management practitioners are highlighted and discussed.

scholarly journals Human Resource Management of an MNC in an Emerging Market

2020 ◽  
Vol 2 (3) ◽  
pp. p60
Author(s):  
Yanghua Zhou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Impact ◽  
Emerging Market ◽  
Management Strategies ◽  
Employee Motivation ◽  
Future Research ◽  
Career Support ◽  
Study Approach

This study aims to determine how human resource management strategies have influenced Huawei’s development. The study employs theoretical analysis and a case study approach to test several propositions. The results show that taking special measures in terms of recruitment, training, compensation and incentives, career support, HRBP, and organizational culture, have as much a positive impact on competitive advantage, employee motivation, and reinforcement of the internal labor market, as systematic and effective human resource systems. Study limitations and topics for future research are also discussed.

scholarly journals ROLE OF THE CULTURAL AND ECONOMIC FACTORS IN THE IMPROVEMENT OF HUMAN RESORCE MANAGEMENT SYSTEM�

2018 ◽  
Vol 20 (1(66)) ◽  
pp. 18-23
Author(s):  
N. BASIURKINA ◽  
O CHMURA
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management System ◽  
Theory And Practice ◽  
Economic Factors ◽  
Human Resource Management System ◽  
Resource Management System ◽  
Personnel Management System

Topicality. The system of personnel management is a set of methods, technologies of work with personnel and includes the processes of recruitment, adaptation, development and training, motivation, evaluation, certification, etc. The effectiveness of the personnel management system and, consequently, achievement of the company's goals depends on from how efficiently these processes are carried out. At the moment, there is a certain specificity in the management of personnel, which should be taken into account when developing a human resource management system of the enterprise. On this basis, the improvement of the personnel management system of modern organizations is an important task, the solution of which is currently essential for domestic economic theory and practice. The urgency of the problem lies in ensuring the success of each business, in particular - preventing the problem before it arises. Therefore, by being aware of the specifics of the management for each employee, company can not only prevent a number of problems, but also improve the quality of services provided by the company, as well as reduce some of the costs. Aim and tasks. The purpose of this article is to develop theoretical, methodological and practical applications, which would substantiate the importance of cultural and economic factors in improvement of the personnel management system. Research results. The research, conducted based on the community in one of the well-known social networks, gave an undeniable result. Both factors - cultural and economic - have been identified as factors with great influence on employees of almost every sphere of the enterprise. In addition, more than half of respondents pointed to a number of problems that arose due to inadequate study of these factors on the company premises. Conclusions. Human resource management system in modern organizations can be improved, which will allow to increase the efficiency of managerial efforts, productivity of all employees in organization, and moreover, to increase the integral efficiency of the whole enterprise. The conducted research showed the need for in-depth study of cultural and economic factors in order to improve the human resource management system.

Digital Economy and Human Resource Management: Challenges and Opportunities

2021 ◽  
pp. 72-74
Author(s):  
A.A. Dragel ◽  
A.V. Kolesnikov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management System ◽  
Digital Economy ◽  
Qualitative Assessment ◽  
Challenges And Opportunities ◽  
Factors Of Influence ◽  
Personnel Management System

The article examines the key trends in human resource management within the digitalization of the economy, lists the main “digital” factors of influence on the personnel management system and gives their qualitative assessment.

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