Formation of a toolset for human resource consulting

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.

IMPROVEMENT OF ENTERPRISE STAFF TRAINING SYSTEM

The article substantiates the importance of improving the personnel training system of the company under the current competitive conditions. It has been found that providing continuous training and increasing the level of professional and personal competences allows to ensure high results of work, to maintain competitiveness of the firm and the staff both in the internal and external labor markets. Thus, it is substantiated that the vocational training system is a very important tool for effective management of the organization. The peculiarities of the organization and conducting of professional training at the enterprise of the “Pearl of Podillya” Ltd., in particular: the role of certification in the process of identifying the need for professional development; methods of performance appraisal at a particular enterprise; the first attempts to organize the learning process with the help of a specially created unit in the personnel management structure; the nature of the forms of training applied at the enterprise depending on the needs and results of training, positions and sphere of activity of employees; the importance of in-house trainings and seminars, special certified development programs, internships and mentoring in the training and professional development of employees of the enterprise are revealed. Problems in the process of organization and training of personnel at the enterprise are found out, namely: chaotic and poor planning of training results, limited financial resources, insufficient connection between training and motivation (material and moral) of employees. It is suggested to: take into account the experience of other countries and successful companies in the field of personnel development; provide a transparent system for the relationship between certification, learning outcomes, career advancement and remuneration; implement staff rotation, individualized vocational training planning and continuing education.

Managing talent Flows Through Internal and External Labor Markets

This chapter examines talent management through the lens of worker flows, emphasizing the interdependence between staffing decisions across jobs and over time. It reviews existing theories on how people flow across jobs within and across organizations, as well as how organizations balance those internal and external flows in staffing jobs. Although different theories have generally been used to analyze internal and external mobility, I note that organizations are using increasingly market-like structures to manage internal moves, while research is also revealing increasing amounts of structure in flows of workers across organizations. I also argue that studies continue to highlight the substantial benefits that organizations receive from staffing jobs through internal rather than external mobility, despite increases over time in outside hiring.

Labor Market Influences on Personality Scale Scores among Job Applicants

Four studies investigating labor market influences on personality scale scores of job applicants are presented. The first three studies examined whether or not job applicants from internal vs. external labor markets scored similarly on multi-scale personality inventories used for personnel selection. Across three samples, data from external job applicants (total N = 11,147) and internal job applicants (total N = 10,468) for managerial positions indicated that on average external job applicants scored slightly higher (by an average of .10 to .20 standard deviation units). A variety of control variables had no influence on comparisons. The fourth study examined integrity test scores of job applicants in a buyer’s labor market (selection ratio = .03). Job applicants (N = 1,002) in this labor market scored .52 SD units above general job applicant norms. The variability for this group was markedly smaller. There may be small, but consistent, labor supply and demand influences on personality scale responses among job applicants.