Comparison analysis of methods for assessing the competitiveness of personnel. Formation of personnel competitiveness. Labor force competitiveness
INTRODUCTION 4
CHAPTER 1. MAIN ASPECTS OF STAFF COMPETITIVENESS 6
1.1 Concept, essence and types of personnel competitiveness 6
1.2 Factors affecting the competitiveness of personnel in the labor market8
CHAPTER 2. METHODOLOGY FOR DETERMINING THE COMPETITIVENESS OF STAFF IN THE LABOR MARKET 13
2.1 Description of the methodology for assessing the competitiveness of the labor force 13
CHAPTER 3. REFORMING THE LABOR MARKET AND PROSPECTS FOR INCREASING THE COMPETITIVENESS OF STAFF 23
CONCLUSION 28
LIST OF USED SOURCES 30
INTRODUCTION
The relevance of the research topic is due to the fact that the adaptation of domestic producers to market conditions both within the country and abroad requires the solution of a wide range of tasks for the development of market infrastructure. This requires a general market orientation of the entire education system, as well as the formation of an extensive system of market infrastructure that would respond to changes in the situation of supply and demand in the labor market and provide the necessary additional training for competitive workers.
The solution to the problem of increasing the competitiveness of workers in connection with demographic processes acquires particular urgency and relevance. The competition between young people entering the working age and the released workers of middle and older age will become more acute. The only stable factor of effectiveness modern organization is the competitiveness of its staff. Reliance on the competitiveness of personnel is the way to the success of the organization.
The object of the course work is a methodology for determining the competitiveness of employees in the labor market.
The subject of the course work is the analysis of the competitiveness of employees.
The aim of the work is to study possible ways to increase the competitiveness of workers in the labor market.
Objectives of the course work:
consider the main aspects of the competitiveness of employees;
reveal the concept, essence and types of competitiveness of employees;
find out the factors affecting the competitiveness of an employee in the labor market;
explore the methodology for determining the competitiveness of employees in the labor market;
analyze the reform of the labor market and the prospects for increasing the competitiveness of workers.
CHAPTER 1. MAIN ASPECTS OF STAFF COMPETITIVENESS
1.1 The concept, essence and types of personnel competitiveness
The competitiveness of personnel is the ability for individual achievements in work, representing a contribution to the achievement of organizational goals. The competitiveness of an employee is determined by the quality of the labor force, corresponding to the market demand for the functional quality of labor. Competitiveness of an employee is considered as an indicator of "selection" of employees in terms of their potential and actual labor efficiency and ability for professional development. There is a selection of the most capable workers in terms of matching their human capital to the quality of work. The system of indicators of the employee's competitiveness includes: basic indicators that determine the potential and actual efficiency of labor, i.e. indicators related to the socio-demographic, psycho-physiological and motivational characteristics of the workforce, as well as determining the level and content of knowledge, skills, abilities, and powers of the employee; private indicators that reflect the desires and preferences of employers in the labor force and the quality of work, i.e. indicators characterized by a measure of market demand for a qualitatively defined ability to work, as well as due to the possibility of ensuring the profitability of labor, the perception of new information, the increment of professional knowledge, self-investment in human capital, the potential of communication links in a certain type of activity.
In the process of formation and development of the competitiveness of personnel, the unity of economic and social processes is manifested: the employer focuses on achieving its goals (increasing the competitiveness of the organization, making a profit) by making the most of the competitive advantages of employees. And employees, in turn, are interested in increasing organizational competitiveness to the extent that they find in it an opportunity to increase their individual competitiveness.
Types of competitiveness
1. Differences in the market demand for a particular quality of labor determine the corresponding types of competitiveness of the personnel (employee): stable competitiveness, temporary (semi-stable), unstable.
2. Depending on the level of uniqueness of the use value of the product "labor force" in the labor market (its functional quality), the competitiveness of the personnel (employee) can be of three types: exclusive, diversified, selective.
3. Differences in the nature of consumer demand for labor determine four types of competitiveness: explicit, latent, irrational, promising.
4. Depending on the features HR strategy and personnel policy, competitiveness can be distinguished:
when hiring;
when promoted to a higher position;
when enrolling in the personnel reserve for a managerial position;
when stimulating labor;
in training;
upon release, etc.
5. Depending on the nature of labor force mobility, one can single out the internal and external competitiveness of the personnel (employee), which, depending on the subject of competitiveness, can be of three types: intraprofessional, interprofessional and physical.
So, competitiveness in the labor market characterizes the property of human capital, which determines the measure of satisfaction of the market demand for labor.
Lecture 9. Analysis of personnel competitiveness.
9.1 The concept and essence of the competitiveness of personnel.
9.2 Assessment methodology and system of indicators of competitiveness. personnel
9.3 Competitiveness of personnel in the labor market.
The main goal of any company in a market economy is to maintain and expand its position in the market (or its segment), growth, or at least stable profit. This is possible only with a focus on profit maximization, the main means of achieving which is to ensure high competitiveness.
This problem is becoming increasingly important for Russian organizations, primarily in those areas of the economy where a competitive environment is beginning to form. The competitiveness of a company is its real and potential ability to produce and sell goods or provide services that are more attractive to buyers in terms of price and non-price (quality) characteristics than the goods and services of other competing firms.
In a market economy, one of the most important strategic tasks of the organization is to ensure its competitiveness. Its solution is connected with the implementation of the key goal of personnel policy - increasing the competitiveness of personnel
The concept of competition and competitiveness is one of the main concepts in modern theory and practice of strategic management.
Competition is the process of managing the subject of its competitive advantages in order to achieve victory or other goals in the fight against competitors for the satisfaction of objective or subjective needs within the framework of legislation or in natural conditions.
Competitiveness is the ability to compete, and competitive advantages are those advantages that allow you to compete. That is, competitive advantages are the factors of competitiveness that appear in competitive subjects.
Nowadays, all over the world, competitiveness has become one of the most important concepts that determine the success of an economic entity in the foreign market, but modern world economic science still cannot give either a single generally accepted interpretation of the content of the category "competitiveness" or a single generally accepted approach to methods. its evaluation and formation.
Personnel characteristics related to competitiveness and skill levels have an impact on the state of intangible assets of enterprises. It is important to take into account that the vast majority of the organization's intangible assets are produced by personnel, with different roles in the formation of the elements of these assets of socio-demographic and professional groups of employees. This is due to the differentiation of personal and professional competencies of employees (Figure 9.1).
Fig.9.1 - Scheme of differentiated development of competitiveness based on intangible assets
In the competitiveness system, special attention is paid to strategic marketing as the first management function.
One of the main tasks of personnel management is to ensure the effective employment of employees in terms of their competitiveness, which involves:
ü maintaining a reasonable differentiation of labor income of employees, depending on the level of their competitiveness;
ü ensuring working conditions that allow the employee to realize their potential;
ü taking into account the specifics of the socio-psychological needs of workers at various levels of competitiveness in the development of social policy measures.
For a sufficient time in the domestic economic literature, the competitiveness of an organization was considered in terms of staffing and the quality of its staff, because the higher the level of qualifications and abilities of employees, the higher the organization's chances to improve product quality and production efficiency, use innovations in their activities and satisfy consumer needs.
The evolution of views on the role of a person in the economic system of society as a whole, as well as in the production of goods and services of various kinds, has led to a transition from analyzing the role of personnel in ensuring the competitiveness of an organization to determining the essence of the phenomenon and the category of competitiveness of the personnel itself.
The manifestation of competitive advantages is determined by external and internal conditions. A specialist who is in a competitive environment will begin to strive to match this environment. External conditions, as a rule, are decisive in achieving competitiveness. Fatkhutdinov R. A. classified competitive advantages into hereditary and acquired.
Let us consider more clearly the hereditary and acquired competitive advantages of personnel in Table 9.1.
Table 9.1. – Internal competitive advantages
It is possible to attribute to some extent the conditionally competitive advantages of employees to hereditary or acquired. For example, the ability to a certain type of activity develops with the accumulation of experience in this area. The remaining aspects of ability - talent, giftedness, genius - are largely considered hereditary. The physical data of a person are statistically determined by hereditary factors. A person by training and in other ways can improve his hereditary parameters.
Consider the main classification of personnel competitiveness: unstable, temporary (semi-stable), stable.
From the level of uniqueness of the use value of the goods, the competitiveness of the personnel (employee) can be:
1) The exclusive competitiveness of an employee involves the development of such personal potential, which is most consistent with the highest level of labor quality and thus provides maximum benefit. An employer focused on this competitiveness bears additional costs and efforts to attract and create conditions for the effective use of employees;
2) The diversified competitiveness of a worker determines the quality of labor, which is widely available in the labor market and offered at low prices. This competitiveness is based on preparation for professional activities of a wide profile, without narrow specialization, which provides for the ability of the performer to perform simple, repetitive labor techniques and actions that are easy to remember;
3) The selective competitiveness of an employee is intermediate between the two types mentioned above. It is aimed at an employer who offers a job that requires a lower qualification than that possessed by the owner of the labor force.
Differences in the nature of consumer demand for labor characterize four types of competitiveness: promising, explicit, irrational, latent.
Depending on the features of the personnel strategy and personnel policy, competitiveness can be distinguished:
When hired;
When stimulating labor;
When enrolling in the personnel reserve for a managerial position;
When learning;
When promoted to a higher position;
When released, etc.
In connection with the nature of labor force mobility, intraorganizational and external competitiveness of personnel are distinguished, which, depending on the subject of competitiveness, are of three types: physical, intraprofessional and interprofessional.
Recognizing the fact that in a number of cases the increased competitiveness of an employee leads to an increase in his labor mobility, “undermines” loyalty to the organization due to being in demand in the external environment, it cannot be denied that without the competitiveness of employees there is no and cannot be competitiveness of personnel.
For the organization, it is of fundamental importance to distinguish between such concepts as the competitiveness of an employee and the competitiveness of personnel. At the same time, the competitiveness of an employee belonging to the staff does not always automatically increase the competitiveness of the organization's personnel. Therefore, promoting the growth of the level of competitiveness of individual employees should be carried out selectively and aim at increasing the competitiveness of personnel as a whole. Only in this case it is expedient to spend the resources of the organization for these purposes.
The high level of competitiveness of an employee allows him to withstand competition from real and potential applicants for his job. workplace or apply for another, more prestigious leadership position. From the position of an employee, the level of his competitiveness is an indicator of the stability of his position in the organization. From the position of the organization, an assessment of the level of competitiveness of personnel is necessary to determine the sustainability of its activities and the direction of investment, attraction, selection, distribution, redistribution of employees and, in general, for the effective organization of personnel management.
The assessment of the competitiveness of personnel should be carried out on the basis of its competitive advantages, which are external in relation to the personnel and internal
mi. The external competitive advantage of personnel is determined by the competitiveness of the organization in which a particular worker, manager or specialist works. If the organization has a high level of competitiveness, then the staff has good external conditions to achieve a high level of competitiveness. Internal competitive advantages of personnel can be hereditary and acquired. Only exceptionally gifted people are less dependent on external conditions.
An approximate list of personnel qualities and their weighting by personnel categories are given in Table. 8.2.
It is recommended to assess the competitiveness of a particular category of personnel according to the formula
n m
kp \u003d? 1 (lt; * A) / 5p-gt; 1.0, (8.1)
i=i j=i
where Kp - the level of competitiveness of a particular category of personnel; / - 1, 2,..., n - the number of experts; j - 1,
- .., w - the number of assessed qualities of personnel; u - the weight of the y-th quality of personnel; py - assessment of the i-th expert "-th quality of personnel on a five-point system; 5n - the maximum possible number of points that the individual being evaluated can receive (5 points - n experts).
Approximate list of personnel qualities and their weightiness
The following conditions for assessing the quality of personnel by experts are established:
- no quality - 1 point;
- quality appears very rarely - 2 points;
- the quality is not strong and not weak - 3 points;
- quality appears often - 4 points;
- quality is manifested systematically, steadily, visually - 5 points.
Table 8.3
The results of assessing the qualities of a manager
Substituting into formula (8.1) the results peer review from table. 8.3, we get:
Kp \u003d / (5 x 3) \u003d 13.2 / 15 \u003d 0.88.
Conclusion: the manager has a fairly high competitiveness. To further increase it, he should improve his business qualities and improve his health.
- Assessment of the competitiveness of goods
- Methodology for assessing the competitiveness of one-parameter machines and equipment. It is desirable to measure the competitiveness of the analyzed object (goods, services) quantitatively, which will make it possible to control its level. To measure the competitiveness of the analyzed object, qualitative information is needed that characterizes: 1) the beneficial effect of this object and competing objects over the standard period of their service; 2) total costs for the life cycle of objects.
The useful effect of objects can be measured in natural units (for example, the productivity of one-parametric machines and equipment), in monetary terms, or in conditional points (the useful effect of objects characterized by several important parameters that complement each other). The main methods for predicting the beneficial effect: normative, experimental, parametric, expert.
Beneficial effect is one side of the product object. The other side of it is the total cost of living.
ny cycle of the object, which, as a rule, must be incurred in order to obtain a useful effect from the object.
The competitiveness of objects for which it is impossible to measure their useful effect or total life cycle costs can be determined on the basis of their experimental verification in specific consumption conditions, according to the results of test sales, or using expert and other methods.
A quantitative assessment of the competitiveness of one-parametric objects (for example, machinery and equipment) can be carried out according to the formula:
K, „ \u003d (Ea „ / E, „)k; x k "X k" „, (8.2)
where Ka o - the competitiveness of the analyzed sample of the object in a particular market, unit share; Еао is the efficiency of the analyzed sample of the object in a particular market, unit of useful effect/monetary unit; Ate 0 - the efficiency of the best sample-competitor used in this market; k, k "2, k" p - correction factors that take into account competitive advantages.
Competitiveness can also be determined on the basis of standards.
The efficiency of the object is calculated by the formula:
E \u003d PS / 3S, (8.3)
where Ps is the useful effect of the object for its normative period
services in a particular market, a unit of useful
effect; Зс - cumulative costs for the life cycle of an object in a particular market, monetary unit.
The useful effect of single-parameter objects is recommended to be determined by the formula:
Ps \u003d] GHR x Fg x K | x K2 x K) x Kn, (8.4)
t=i
where T is the standard service life of the object, years; Pch - hourly passport productivity of the object; Фг is the annual planned fund of the object's operating time; К[Кп - coefficients characterizing the discrepancy between the quality indicators of the object and the requirements of the consumer, the unprofitability of their implementation, low organization of operation and repair of the object. These indicators reduce the useful effect of the object. to them from
are worn: the reliability coefficient, the coefficient of performance decline with aging, indicators of a decrease in reliability, maintainability, indicators of the level of noise, vibration, quality of consumer service and other indicators of the ergonomics and environmental friendliness of an object, an indicator of the organizational and technical level of production of consumers of the object used, etc.
The total costs for the life cycle of a unit of an object can be determined by the formula:
3c=%^ + %^+3u " + 3VN + ±3," + 3LIKV, (8.5)
IN | 1N2 t=!
where Zm R&D is the estimated cost of marketing research, research and development work; N | - the number of objects that are planned to be released according to this design documentation; Zotpp - estimated cost of organizational and technological preparation for the production of a new facility; N2 - the number of objects that are planned to be released according to this technological documentation; N| = N2 if we are dealing with one manufacturer of this object; Zizg - costs for the production of the object (without depreciation of previous costs); Zvn - the cost of the service, the introduction of the object at the consumer, including transportation costs, the estimated cost of construction, installation and commissioning; T is the standard service life of the object; Zet - the cost of operation, maintenance and repair of the facility in the year t (without depreciation of previous costs); Zlikv - the costs of dismantling and liquidation (sale) of elements of fixed production assets (including the facility itself), withdrawn in connection with the development and implementation of a new facility. If these costs are less than the income from the sale of the withdrawn elements of the funds, then in formula (8.5) they should be with a minus sign, if more - with a plus sign.
The time factor in the calculation of total costs is taken into account according to the generally accepted methodology, for example, according to the textbook "Management Decisions".
A conditional example of assessing competitiveness is given in Table. 8.4.
Table 8.4
An example of assessing the competitiveness of air reciprocating compressors with a capacity of about 20 m3/mn.
Sample | Useful effect, million m3 of air | Total costs, million rubles | Effective ness, m3/rub. | Competitiveness in relation to the best sample | Conclusion |
Projected, rumeny (option 1) | 6,5 | 2,4 | 2,7 | 0,84 | Nekonku rentospo soben |
. Designed (option 2) | 8,8 | 2,6 | 3,4 | 1,06 | Competitive capable |
Competitor 1 | 5,8 | 2,2 | 2,6 | 0,81 | Nekonku rentospo soben |
Competitor 2 | 7,2 | 2,3 | 3,1 | 0,97 | Nekonku rentospo soben |
Competitor 3 | 8,0 | 2,5 | 3,2 | 1,0 | The best sample - analogue |
According to formulas (8.2-8.5), it is possible to evaluate the competitiveness of only one-parameter objects ( simple machines, equipment, raw materials, materials, fuel, energy, etc.). The indicators included in the formulas are taken from operational or statistical records or are forecasted.
The competitiveness of multi-parameter objects (country, industry, region, organization, consumer goods, complex equipment, devices, documents, specialists, etc.) can be assessed using expert methods.
The competitiveness of the "output" of the organization is influenced by the quality of its "input" and the quality of the process (organizational and technical level of production), as well as the quality of service of the goods from the consumer.
- Methodology for assessing the competitiveness of goods according to the system 11111 - 55555. Previously, we proved that the competitiveness of a product should be assessed by four main static factors (the first level of the goal tree): product quality, product price, product service quality in a particular market, operating costs for using the product . The effectiveness of static factors is determined by dynamic factors - the quality of process management (the fifth factor).
- without taking into account the weight of factors;
- taking into account the importance of the factors.
According to the system 11111 - 55555, without taking into account the weight of factors, the competitiveness of a product is determined as the sum of points for each factor. An expert (one or a group) gives an assessment of the factor from 1 (minimum, the worst value of the factor) to 5 (the best value of the factor). So, a low-quality product offered at a high (predatory) price, which also has a low quality of service and high operating costs, will be evaluated at 1-2 points, and its competitiveness may be, say, 11211. According to this system, the minimum value of competitiveness will be equal to 5 (1 + 1+ 1 + 1 + 1), the maximum is 25 (5 + 5 + 5 + 5 + 5). The evaluated product has a competitiveness equal to 6 out of 25, i.e. four times behind the best world samples.
According to our assessment, in the world practice, some competitive Japanese and American firms have the highest scores, whose products have high quality manufacturing and service, optimal resource intensity by stages life cycle. The competitiveness of these goods will be approximately 23 (54545) with high quality and
optimal resource intensity indicators for given conditions (4 and 4).
Goods from the Scandinavian countries and some EU countries on Russian market according to the same system, they have a competitiveness equal to approximately 21 (53445), i.e. they are of high quality, good quality of service, but have somewhat overestimated production costs (or unit price), and have a high quality of management.
The competitiveness of the goods of the countries of Southeast Asia in the Russian market on average can be estimated at about 13 points out of 25 (24223), i.e. they are of poor quality, sold at a low price (4), with a poor service system and significant operating costs, with an average quality of control.
The competitiveness of Russian goods in the domestic market can be estimated on average at 15 points (33333), i.e. they are average in all indicators.
To improve the accuracy of the assessment, it is proposed to weigh the importance, or weight, of each factor of competitiveness. Previously, we assigned the following weights to factors: the quality of the product - 4, its price - 3, the quality of service of the product in a particular market - 2 and the operating costs of using the product - 1 point. The last factor is estimated at 1 point, since operating costs are largely determined by the quality of the product and its service. The higher the quality, the lower the operating costs (for competitive Japanese and American equipment, operating costs are 3-5 times less than for similar Russian equipment).
- Expert assessment of the competitiveness of goods (services). To assess competitiveness, taking into account the weight of factors, an expert group is created from highly qualified specialists numbering at least 5 people (one of the leaders or a general manager, a designer, a marketer, a technologist, an economist).
1
Quality of Service (QS) Operating Costs (OC)
After the formation of the expert group, preparatory work is carried out, including the issuance of an order (instruction) on the organization of competitiveness assessment, familiarization with the methodology for managing competitiveness (for example, according to this book), collection and processing of initial data for assessment. Then a scoring system is built for evaluation (Fig. 8.1) (the example does not take into account the external dynamic factor - the quality of management).
The scoring system clearly shows that an expert can assign from 1 to 5 points to each factor of competitiveness. The weight of the factors is from 4 (product quality) to 1 (operating costs). Suppose an expert group of 5 people evaluated each factor with the scores given in Table. 8.5.
Expert assessment of product competitiveness factors
Table 8.5
The competitiveness of the goods, determined by the expert by the system of points, will be equal to
wn
Kt \u003d -1 f ¦¦¦¦ x aJ, (8.6)
where Kj is the competitiveness of the product (the value ranges from 2 to 10); n is the number of experts; Bu - expert evaluation by the i-th expert j-ro of the product competitiveness factor; Uj - weight of the j-ro factor (from 4 to 1); 5 - maximum score of the factor.
Substituting in the formula (8.6) the data from Table. 8.5, we get:
„ (3+ 3 + 3 + 3 +4)/ 5 . (3+ 3 + 3 + 3 +4)/ 5 „
Kt \u003d - - x 4 + - - x 3 +
t 5 5
(4+ 4 + 3 + 4 +4)/ 5 . (3+ 4 + 3 + 4 +3)/ 5 ,
+ - -- x 2 + -- x 1 =
5 5
= 2,88 + 1,92 + 1,52 + 01,68 = 7,0.
Thus, the expert group rated the competitiveness of the product at 7 points out of 10, i.e. the organization has significant reserves (30%) to increase the competitiveness of the product in all areas.
- Methodology for analyzing the competitiveness of a product (service) by polygon and expert method. The order of analysis of the competitiveness of goods on a polygon is proposed as follows:
- a list of indicators of the competitiveness of the goods is established;
- normative values of indicators of competitiveness of the goods are established (selected);
- the weight of indicators of the competitiveness of the goods is established based on the cost of their achievement and the importance in ensuring competitiveness;
- the initial information on the indicators of the competitiveness of goods (priority competitor and analyzed one) is collected and processed in accordance with the recommendations set out in clause 8.2;
- a polygon of the competitiveness of goods is built: the outer circle - the standards increased by 20% (in case of overfulfillment of the standard), the inner points on the radial rays - the reduced values of the indicators of the competitiveness of the goods.
PPriv \u003d ХПІаі, (8.7)
/=!
where P] is the normative or actual value of the i-th indicator of the competitiveness of the goods; a; - the weight of the i-th indicator of the competitiveness of the goods, Xa, = 1; i = 1, 2, ... n - index number.
Recall the composition of the integral indicators of the competitiveness of goods.
The integral indicator of product quality (beneficial effect) is determined by the following typical indicators:
- purpose (for example, conveyor performance; truck performance; aesthetics, comfort, functionality of shoes; physico-chemical properties of dairy products, etc.);
- reliability - non-failure operation, durability, maintainability, storability;
- environmental friendliness;
- ergonomics;
- aesthetics (design);
- manufacturability;
- standardization and unification;
- patent purity and patentability;
- compatibility and interchangeability;
- safety (mechanical, thermal, electrical, electromagnetic, chemical, biological, radiation, fire, explosion safety);
- certification data (when issued and by whom, type, validity period).
In most textbooks, manuals and monographs on product quality, quality indicators also include indicators of the economical use of raw materials, materials, energy and labor resources (labor intensity) for the life cycle of products. We prove the illegitimacy of this approach, since the cost elements constitute the second (resource) side of the product, which is one of the factors of its competitiveness. The inclusion of resource indicators of goods in the composition of quality indicators removes the resource intensity of goods from the composition of management objects, as a result of which no one systematically deals with it and the resource intensity of domestic goods over their life cycle is approximately 3-4 times higher than that of the best similar world samples. The discipline "Resource Intensity Management" deserves the same attention as "Quality Management". Practically no one is engaged in optimization of costs for the life cycle of a product (the elements are indicated in Table 8.1).
The integral indicator of the quality of service for consumers is determined by the following typical indicators:
- image (brand) of the manufacturer;
- legal reliability of the manufacturer;
- financial reliability (stability) of the manufacturer;
- quality of product information;
- quality of product packaging;
- quality of service trade organization;
- quality of delivery and installation (installation) of goods;
- quality of warranty service of goods;
- quality of repair (restoration) of goods;
- the quality of monitoring and diagnostics of the market mechanism, etc.
Table 8.6
Initial data for assessing the competitiveness of goods
(example)
Product competitiveness indicator | Absolute values of indicators for: |
||
according to the standard | by competitor | according to the analyzed sample | |
Integral indicator of product quality for the standard service life (10 years), unit of useful effect - Pe | 3500 | 3600 | 3000 |
Price of goods, monetary unit - C | 160 | 150 | 170 |
Integral indicator of the quality of service for consumers of goods, share of a unit - Кс | 1,0 | 0,95 | 0,90 |
The cost of operating the goods for 10 years, monetary unit - Ze | 2000 | 1500 | 2200 |
Integral indicator of the quality of management by stages of the life cycle of the product and aspects of management, unit share - Ku | 1,0 | 0,90 | 0,80 |
To build a polygon of product competitiveness, first increase the values of the standards by 20% (then the indicators that have actual or planned values better than the standard will be inside the polygon). In this case, the increased value of the standard of the integral indicator of the quality of the goods will be equal to 4200 (3500x1.2), C - 190, Ks - 1.2, Ze - 2400, Ku - 1.2. These values will be at the vertices of the corresponding radial rays of the polygon (Fig. 8.2). Next, on the radial rays, we enter the actual values of the indicators of the competitiveness of the goods from the table. 8.6.
Table data analysis. 8.6 and fig. 8.2 allows us to draw the following conclusions:
METHODS FOR ASSESSING THE COMPETITIVENESS OF OBJECTS П„ 4200
- the competitor is ahead of market standards in terms of resource indicators (the price and operating costs are less than according to the standards), but lags behind in all quality indicators;
- the analyzed sample is inferior to the standards and the competitor in all integral indicators (private indicators are not analyzed here);
- the competitiveness polygon allows only to visualize, but not evaluate the position of competitors and the manufacturing organization according to any indicators we have established. Polygons can be built according to any group of indicators, in any area, but only one level of the hierarchy. For example, from the point of view of the hierarchical property of the system approach, it is erroneous to build a polygon according to the following group of indicators: product quality, its reliability, durability, price, sales profit, since quality and price are factors (indicators) of the first level of competitiveness factors, reliability and profit - the second, durability - the third.
- when all factors affect the effective function in direct proportion and
- the influence of all factors on the function is the same in strength. In economics, such a coincidence of cases is excluded. AT this example with an increase in integral quality indicators, the competitiveness of a product increases, and with an increase in resource indicators, on the contrary, it falls. In addition, the degree of influence (weight) of the listed indicators on competitiveness is different; according to our estimate, according to Pe, it is equal to
- 35, C - 0.20, Ks - 0.10, Ze - 0.15, Ku - 0.20.
According to the data given in table. 8.6, the competitiveness of a product can only be determined by an expert (Table 8.7), based on the previously given weight factors.
Table 8.7
Assessment of the competitiveness of goods using the expert method
Indicator designation (see Table 8.6) | Veso bridge show la | Relative value of the indicator (column 3 or 4 of Table 8.6 divided by column 2)1 | The adjusted value of the indicator (column 2 x 4 (5) for goods |
|||
standard | Konka rent | analyze rummable | Konka rent | analyze rummable |
||
Pe | 0,35 | 1,0 | 1,03 | 0,86 | 0,360 | 0,301 |
c | 0,20 | 1,0 | 1,07 | 0,94 | 0,214 | 0,188 |
Ks | 0,10 | 1,0 | 0,95 | 0,90 | 0,085 | 0,090 |
Ze | 0,15 | 1,0 | 1,33 | 0,91 | 0,199 | 0,136 |
Ku | 0,20 | 1,0 | 0,90 | 0,80 | 0,090 | 0,080 |
Sum | 1,00 | 0,958 | 0,795 |
1 If an increase in the indicator increases competitiveness (for example, Pe), then the indicator of the competitor (or the analyzed sample) is divided by the standard. If an increase in the indicator reduces competitiveness (for example, C), then the standard is divided by the indicator of the competitor (or the analyzed sample).
Table data analysis. 8.7 shows that the level of competitiveness of the competitor's product does not "keep up" to the requirements of the market (standard) by 4.8%, and the analyzed sample - by 20.5%. The manufacturer of the analyzed sample needs to improve its work in all areas, especially in improving the quality of management (lag behind the standard by 20%), product quality (lag by 15%) and quality of service (by 10%). We remind you that the main indicators of management quality are the scientific validity of management decisions (analysis of economic laws, the application of scientific approaches and principles, methods and models), compliance with the laws of organization and management principles, adaptability, synergy, organization, the influence of time factors (speed, acceleration, duration and etc.).
In addition to the considered methods for assessing the competitiveness of goods, Nielsen matrices can be used. The basis of the method is a table for evaluating the commercial success of a new product. The method provides:
a) a comprehensive assessment of competitiveness using a set of group criteria - commodity, marketing, market, production;
b) gradation of the level of commercial success in three groups - "below average", "average", "above average";
c) characterization of features for each single criterion of the analyzed product for assignment to one of the groups. The method is more applicable for assessing tactical or actual competitiveness.
The use of least squares methods constrains the main criterion: the number of initial data along the vertical of the matrix must be three times greater than the number of factors - arguments.
Introduction
Conclusion
Bibliographic list
Introduction
The relevance of the research topic is due to the fact that the adaptation of domestic producers to market conditions both within the country and abroad requires the solution of a wide range of tasks for the development of market infrastructure. One of the priority requirements for Russia's accession to the WTO is the compliance of product quality with international standards, which in turn can be ensured by increased requirements for all elements of the reproduction process, including the qualifications and market orientation of this enterprise personnel. This requires a general market orientation of the entire education system, as well as the formation of an extensive system of market infrastructure that would respond to changes in the situation of supply and demand in the labor market and provide the necessary additional training for competitive workers.
The solution to the problem of increasing the competitiveness of employees in 2011-2012 in connection with demographic processes is becoming especially acute and relevant. The competition between young people entering the working age and the released workers of middle and older age will become more acute. The only stable factor in the effectiveness of a modern organization is the competitiveness of its staff. Reliance on the competitiveness of personnel is the way to the success of the organization.
The object of the course work is a methodology for determining the competitiveness of employees in the labor market
The subject of the course work is the analysis of the competitiveness of employees.
The aim of the work is to study possible ways to increase the competitiveness of workers in the labor market.
Objectives of the course work:
consider the main aspects of the competitiveness of employees;
reveal the concept, essence and types of competitiveness of employees;
find out the factors affecting the competitiveness of an employee in the labor market;
explore the methodology for determining the competitiveness of employees in the labor market;
analyze the reform of the labor market and the prospects for increasing the competitiveness of workers in Russia.
The determinants of increasing the competitiveness of workers were studied in the works of the classics of economic theory, such as A. Smith, V Petty, D. Ricardo, K. Marx, A Marshall, A. Pigou, J. Keynes, A Phillips, M. Friedman, R. Hall and etc.
Among domestic scientists who have considered the problem of increasing the competitiveness of workers, it should be noted the works of Abelsky A., Ambler T., Antonov G., Braverman A., Bagiev G., Golubkov E., Delev O., Ilyasov F., Kovalev A., Kretov I., Maslova T., Moiseeva N., Lavrova A., Solovyov B., Troyanovsky V., Khrutsky V. and others.
Chapter 1. The main aspects of the competitiveness of employees
1.1 The concept, essence and types of competitiveness of employees
The competitiveness of an employee is the ability for individual achievements in work, representing a contribution to the achievement of organizational goals. The competitiveness of an employee is determined by the quality of the labor force, corresponding to the market demand for the functional quality of labor. Competitiveness of an employee is considered as an indicator of "selection" of employees in terms of their potential and actual labor efficiency and ability for professional development. There is a selection of the most capable workers in terms of matching their human capital to the quality of work. The system of indicators of the employee's competitiveness includes (Fig. 1): basic indicators that determine the potential and actual labor efficiency, i.e. indicators related to the socio-demographic, psycho-physiological and motivational characteristics of the workforce, as well as determining the level and content of knowledge, skills, abilities, and powers of the employee; private indicators that reflect the desires and preferences of employers in the labor force and the quality of work, i.e. indicators characterized by a measure of market demand for a qualitatively defined ability to work, as well as due to the possibility of ensuring the profitability of labor, the perception of new information, the increment of professional knowledge, self-investment in human capital, the potential of communication links in a certain type of activity.
Rice. 1. The system of indicators of employee competitiveness
In the process of formation and development of the competitiveness of personnel, the unity of economic and social processes is manifested: the employer focuses on achieving its goals (increasing the competitiveness of the organization, making a profit) by making the most of the competitive advantages of employees. And employees, in turn, are interested in increasing organizational competitiveness to the extent that they find in it an opportunity to increase their individual competitiveness.
Types of competitiveness
Differences in the market demand for a particular quality of labor determine the corresponding types of competitiveness of the personnel (employee): stable competitiveness, temporary (semi-stable), unstable.
Depending on the level of uniqueness of the use value of the product "labor force" in the labor market (its functional quality), the competitiveness of the staff (employee) can be of three types: exclusive, diversified, selective.
competitiveness employee labor market
3. Differences in the nature of consumer demand for labor determine four types of competitiveness: explicit, latent, irrational, promising.
Depending on the features of the personnel strategy and personnel policy, competitiveness can be distinguished:
when hiring;
when promoted to a higher position;
when enrolling in the personnel reserve for a managerial position;
when stimulating labor;
in training;
upon release, etc.
Depending on the nature of labor force mobility, one can single out the internal and external competitiveness of the personnel (employee), which, depending on the subject of competitiveness, can be of three types: intraprofessional, interprofessional and physical.
So, competitiveness in the labor market characterizes the property of human capital, which determines the measure of satisfaction of the market demand for labor.
1.2 Factors affecting the competitiveness of an employee in the labor market
The formation and development of the competitive advantages of employees is determined by multi-layered, intertwined factors.
External factors affecting the competitiveness of employees:
These factors often act in different directions, but together they form a kind of mechanism, since the influence of each of the factors individually loses its unambiguity.
Their study is the primary direction in the framework of the implementation of measures to manage the competitiveness of an employee in the labor market. This is explained by the fact that the search for and development of solutions to overcome the limitations of the growth of the employee's competitiveness at different levels of management should be based on an objective, detailed and fact-based understanding of the internal and external environment.
Factors external to the employee are a set of actors and forces outside and inside the enterprise that affect the maintenance and development of its competitiveness.
Competitive advantages based on economic factors, are due to the better economic situation of the target market of consumers (employers), which implies a high demand for products manufactured by them, stimulating their investment, tax policy on the part of the state, which affects the state of jobs and wages.
Competitive advantages determined by social factors are based on good living conditions, high development of social infrastructure - provision with educational, medical, cultural institutions.
Legal factors provide competitive advantages through the provision of benefits, privileges, special conditions for the region, industry, enterprise or employee.
Competitive advantages based on market factors are determined by the development of the labor market infrastructure, the quality of providing information, consulting, intermediary and other types of services, the success of the regulation of migration processes, the degree of improvement in the structure of professional and additional education.
Employee competitiveness factors created at the enterprise:
The influence of an enterprise on the competitiveness of an employee is reflected in the organizational, social and psychological conditions created by him, which form and ensure the development of competitiveness. They include factors such as labor relations in the team, remuneration, working conditions and organization, career prospects, social guarantees, social benefits.
Attitudes in the team have an impact on the competitiveness of employees through such indicators as the socio-psychological climate, the respect of the administration for subordinates, the participation of employees in management, the presence of informal groups and their relationships, trust in the administration from subordinates, leadership style, desire to work in a team, and so on. Further.
The most important factor in the competitiveness of an employee is the conditions of remuneration, which are characterized by the following indicators: the applied system of remuneration, the validity of the level of wages, the availability of compensation and incentive payments, the possibility of additional earnings.
The conditions and organization of work are determined by the state and appearance of furniture, modern office equipment, ergonomic and sanitary conditions, the state of labor regulation.
Career prospects, as the most important factor in the competitiveness of employees, contribute to the development of competitive advantages through such activities as career planning, identifying leaders and working with them, encouraging staff training, merit promotion, objective appraisal of employees, promotion based on performance, advanced training.
The abilities, talent, qualifications acquired by the employer are inseparable from the employee himself, who spends forty or more hours a week at the workplace. Therefore, not only the size of wages, but also other factors are important for him.
Social guarantees (provided vacation, payment of sick leaves, payment of guaranteed benefits) and social benefits (payment of material assistance, payment for sports and recreational services for employees, cash incentives for birthdays, anniversaries and holidays, provision of preferential loans) give the employee a sense of social security and well-being, which in turn provides him with a high degree of freedom, the ability to effectively carry out new organizational tasks, and demonstrate his potential.
Factors of personal competitiveness of an employee:
Internal factors affecting the competitiveness of an employee are at the same time factors in the formation of labor potential components. This indicates their close relationship and allows us to consider them as identical.
Traditionally, the physiological characteristics of an employee include gender, height, health, strength, endurance, body weight, height, etc., and determine the ability of a person to perform labor functions.
Individual features of the psyche are characterized by emotional excitability, attentiveness, memory, thinking, will, self-control, purposefulness. They determine the mental state of the employee (depression, doubt, depression, creativity, activity) and, as a result, his performance.
Personal characteristics greatly affect the quality of the performance of the functions assigned to the employee, the style of his work, relationships with others. These are intelligence, mind, observation, organization, sociability, determination, perseverance, critical thinking, etc. The stability of these traits makes it possible to predict the behavior of an employee, his special reaction to the situation and others.
The professional and qualification component of the labor potential characterizes the readiness of employees to perform labor functions and includes such components as education, qualifications, work experience, professional competence, and professional mobility.
The level of competitiveness of employees depends on many factors, most of which are beyond the control of the employer. In particular, the physical and natural abilities inherent in the individual, as well as his desire or unwillingness to actively act in order to improve his health, improve the level of education and professional training, are a limitation for increasing the level of development of the necessary components of the labor potential of an employee.
Thus, the presented list of factors is not complete and can be supplemented by a number of other factors, the influence on which from the point of view of manageability is limited.
Chapter 2. Methodology for determining the competitiveness of employees in the labor market
2.1 Description of the methodology for assessing the competitiveness of the labor force
The assessment of the competitiveness of personnel should be carried out on the basis of its competitive advantages, which are external in relation to the personnel and internal. The external competitive advantage of personnel is determined by the competitiveness of the organization in which a particular worker or specialist works. If the organization has a high level of competitiveness, then the staff has good external conditions to achieve a high level of competitiveness. Internal competitive advantages of personnel can be hereditary and acquired. Only exceptionally gifted people are less dependent on external conditions.
One of the most important issues in conducting a business assessment of personnel is the choice of methods by which certain indicators are evaluated. In any case, the assessment method should provide the greatest possible objectivity in measuring specific values of indicators.
There are many ways to evaluate performance. For generalization and ease of presentation, they are usually classified according to two criteria:
if it is possible to use a quantitative assessment in the certification process, a distinction is made between qualitative, quantitative and combined methods of assessment;
according to the direction (content) of methods for assessing the 1st level of development of the quality of an employee, direct and indirect methods of assessment are distinguished.
Direct assessment methods are aimed at assessing the results of an employee's activities under normal conditions and do not require the employee's mandatory participation in the certification procedure.
Indirect, or indirect, methods evaluate the results of activities in specially created conditions and situations. At the same time, the employee is actively involved in the proposed situation, taking part in the assessment procedure.
So, for example, V.A. Stolyarova proposes a conditional division of these methods into three groups. The first group includes descriptive methods that allow, without a quantitative expression of the employee's characteristics, to evaluate his activities, the so-called "qualitative" methods (biographical method, arbitrary written and oral characteristics, discussion method, standard method, etc.) The other group includes quantitative methods ( classification system in order or rank order method, predetermined scoring method, etc.).
By combining the advantages of quantitative and qualitative evaluation methods, combined methods are created, for example, the method of summary estimates.
S.I. Samygin proposes to classify all methods (technologies) of performance evaluation according to the following criteria:
according to goals:
a) prognostic;
b) practical.
according to results:
a) descriptive (qualitative);
b) quantitative;
c) combined.
according to object:
a) methods for evaluating the performance of managers;
b) methods for evaluating executive personnel.
All methods used in Russian companies can be grouped into three groups:
qualitative (biographical method, interviewing, descriptive method, critical cases method, committee method, pair comparison method, etc.);
quantitative (point method, coefficient method);
combined (questionnaire method, graphic rating scale method, interviews, testing).
It should be noted that these methods, which are usually referred to as traditional, have a number of significant drawbacks: they focus on one employee and evaluate him outside the organizational context, are focused on the past and do not take into account the long-term prospects for the development of the organization and the future potential of the employee, are based on the assessment of the employee directly leader.
Quantitative methods for assessing personnel include the use of a given scoring of achievements and mistakes of an employee, an expert assessment of his activities, a coefficient assessment of an employee's activities, and all kinds of professional and psychological tests.
Quantitative methods can be characterized as formalized and massive. Formalization is expressed in the focus on the study of strictly defined analyzed variables, set in advance, and their quantitative measurement. The high level of formalization of quantitative methods is associated with their statistical processing.
The most common quantitative method is the questionnaire. In the process of questioning, the employee/candidate for a vacancy is asked to answer in writing the questions presented in the form of a questionnaire. Due to the ease of use and processing, questionnaires can be used both separately and as a component of almost all types of a comprehensive personnel assessment system. According to the form, the questions in the questionnaire are divided into open, requiring a free answer, and closed, the answer to which is to select one (or more) of several statements proposed in the questionnaire. One of the many options for using the questionnaire is to collect information about the real business and personal competencies of an employee as part of the 360-degree assessment system. In this case, the survey of his manager, colleagues, subordinates and clients significantly saves time for both the respondents and the employee who processes the received data.
One of the types of surveys used to assess personnel are personality questionnaires - a class of psychodiagnostic methods. In form, they are lists of questions, while the answers of the subject are presented quantitatively. As a rule, with the help of this method, features of character, temperament, interpersonal relationships, motivational and emotional spheres are diagnosed. For this purpose, specific methods are used.
Aptitude tests are another important method of personnel assessment. They are a specially selected standardized set of tasks that serves to assess the potential ability of a person to solve various problems. Any kind of intelligence test can be considered an ability test. To identify specific abilities, for example, for certain types of activities (medicine, technology, law, education, etc.), special tests are being developed. Perhaps the most common among the methods used in personnel assessment are those aimed at identifying the professional abilities of employees.
Amthauer intelligence structure test: designed to determine the ability for abstract thinking, memory, spatial imagination, language sense, mathematical thinking, judgment formation, etc.;
Guilford test: allows you to measure social intelligence, which is a professionally important quality and allows you to predict the success of teachers, psychologists, psychotherapists, journalists, managers, lawyers, investigators, doctors, politicians, businessmen;
Raven's test: using progressive matrices, it allows not only to assess the intellect itself, but also makes it possible to get an idea of the employee's ability for systematic, systematic, methodical intellectual activity.
It should be noted that many of the known ability tests do not provide enough material to make predictions based on them. They provide limited information that needs to be supplemented with information from other sources.
By itself, the quantitative assessment of managerial personnel (however, as well as qualitative) gives a very conditional idea of how effective the employee was. If we talk about the assessment of workers, then this type of assessment is much more productive. But if we are talking about the assessment of management personnel, i.e. about people who mainly work intellectually, then mere quantitative assessment will not be enough.
Qualitative assessment of personnel gives us the opportunity to assess the personal qualities of an employee. For example, his cultural level, erudition, communication skills, business negotiation skills.
As opposed to quantitative, qualitative research methods are singled out, which are informal and aimed at obtaining information through an in-depth study of a small amount of material. One of the most commonly used methods is the interview.
The interview method is distinguished by strict organization and unequal functions of the interlocutors: the interviewer (specialist who conducts the interview) asks questions to the respondent (estimated employee), does not conduct an active dialogue with him, does not express his opinion and does not openly reveal his personal attitude to the questions asked and the answers of the subject . The task of the interviewer is to reduce his influence on the content of the respondent's answers to a minimum and ensure a favorable atmosphere for communication. The purpose of the interview from the point of view of the interviewer is to get answers from the respondent to questions formulated in accordance with the objectives of the study (the qualities and characteristics of the person being assessed, the absence or presence of which must be identified).
Based on various parameters, it is customary to distinguish several types of interviews - biographical interview, behavioral interview, situational interview, projective interview.
Combined methods. These methods are based on both qualitative and quantitative principles.
These methods include: testing and determining the intellectual coefficient of an employee.
Intelligence quotient (English intellectual quotient, abbreviated as IQ) is an indicator of mental development, which is obtained on the basis of various tests.
To determine IQ, tasks are used that include answers to questions, tasks for intelligence and manipulation (for example, folding figures according to its parts), arithmetic examples that need to be solved taking into account the time limit, disclosure of the meanings of words and terms.
The method of summable estimates. With this method, the frequency of manifestation of qualities among employees is assessed, while for a certain level of frequency, the subject is assigned certain points. The scale of the frequency of manifestation: "always", "often", "sometimes", "rarely", "never".
The system of a given grouping of workers provides for the choice of a limited number of evaluation factors, the distribution of workers according to these factors into four groups ("bad worker", "satisfactory worker", "good worker", "excellent worker") and the subsequent replacement of bad workers with excellent ones.
The advantage of using complex assessment methods lies in the versatility and multidimensionality of the consideration of the work and work of an employee.
At the current stage, most HR professionals seek to create complex systems assessment of the personnel of the enterprise, including a fairly large number of techniques in order to minimize errors in the assessment process. However, first of all, it is important not only to bring together several methods, but to adapt them to the conditions existing in the organization, and often - when it comes to foreign methods - to the conditions of Russian reality. Of great importance here is the professionalism and experience of the specialist who manages the assessment process, since the fulfillment of this task, in addition to relevant personal qualities, requires knowledge and competencies in the field of psychology and understanding of business processes, goals and specifics of the company's activities.
An example of a comprehensive assessment of personnel is the methodology described by A.Ya. Kibanov.
Evaluation of the business qualities of employees is based on factors characterizing: a) the employee himself, who has certain knowledge, skills, abilities; b) the type and content of the labor functions that he actually performs; c) concrete results of its activity. The assessment is made on the basis of a complex (integral) indicator, which can be obtained by combining two partial assessments. The first defines the indicators that characterize the employee, i.e. the degree of development of the professional and personal qualities of the employee (P) and the level of qualification (K), as well as their quantitative meters; the second - indicators characterizing the work performed, i.e. allows you to compare the results of the work of employees (P) taking into account the level of complexity of the functions they perform (C).
Comprehensive assessment (D) is determined by the formula:
D \u003d PC + RS (1)
Each element of a comprehensive assessment is characterized by its own set of features and has an appropriate scale for their quantitative measurement. When calculating a comprehensive assessment, the value of each element is expressed in fractions of a unit.
To determine the value of the indicator P, an assessment is made of the degree of manifestation of each of the signs, taking into account their specific significance, determined by an expert, separately for managers and specialists.
Each sign of professional and personal qualities (for managers - 5, for specialists - 6) has three levels (degrees) of manifestation and is evaluated according to the principle of deviation from the average value. If a specific attribute corresponds to the average level, its quantitative assessment is 1, above the average - 1.25, below the average - 0.75.
Evaluation for the entire set of characteristics that determine the professional and personal qualities of employees (P) is made by summing the evaluations of characteristics multiplied by their specific significance, and is calculated by the formula:
, (2)
where i is the serial number of the feature (i = 1, 2,. n) (for managers n = 5, for specialists n = 6); - level (degree) of manifestation of the trait (j = 1, 2.3); ij - a quantitative measure of a trait in an employee; i - the specific significance of the feature in the overall assessment (fractions of a unit).
To assess K, a single set of characteristics is adopted that relate to all categories of workers: the level of special education and work experience in the specialty.
According to the level of education, all employees are divided into two groups: the group - those with secondary specialized education; group - having a higher or incomplete higher (IV-V course of a university) education.
In accordance with which of the specified groups the employee falls into, he is assigned a quantitative assessment on this basis, the value of which is 1 or 2.
Depending on the length of service in their specialty, employees are divided into four groups for each level of education.
The assessment of the skill level is determined by the formula
K \u003d (OB + ST) / 3, (3)
where OB is the assessment of education (OB = 1.2);
ST - assessment of work experience in the specialty (ST = 0.25; 0.50; 0.75; 1.0);
Z - a constant value corresponding to the sum of the maximum marks for education and work experience.
To assess C for each attribute (the nature of the work, their diversity, the degree of independence in their implementation, the scale and complexity of management, additional responsibility), values are established due to the gradual complication of work (from less complex to more complex).
To determine the value of P, the level (degree) of manifestation of each of the following features is assessed:
the number of completed planned and unscheduled works (tasks);
quality of work performed (tasks);
observance of terms of performance of works (tasks).
Quantitative assessments for each of the signs are determined by comparing the actual results achieved with the evaluation criteria in the form of tasks received, deadlines, the average level of results achieved by a group of employees, etc.
Each sign has three levels (degrees) of manifestation and is evaluated according to the principle of deviation from the average value for each job group. If a specific attribute corresponds to the average level, its quantitative assessment is 1, above the average - 1.25, below the average - 0.75.
A comprehensive assessment D is obtained on the basis of taking into account all the assessment indicators considered above - professional and personal qualities, skill level, complexity of work and labor results.
Personnel assessment helps to determine the effectiveness of the performance of a particular work of an employee, allows you to establish the compliance of performance indicators with established requirements. In addition, the assessment process helps to identify both the individual problems of the employee and the general ones that are characteristic of the entire team (department or company). But most leaders have difficulty evaluating their subordinates. This is due to the lack of clear, unambiguous and result-oriented evaluation criteria for the employee. Sometimes this leads to the adoption of some managerial decisions under the influence of personal sympathies, as well as to problems associated with a non-working reward system, with low employee discipline. To avoid such problems, it is important, when developing an employee assessment system, to determine on the basis of what criteria the assessment will be carried out.
2.2 Practical application of the methodology for determining the competitiveness of employees
The assessment of the competitiveness of personnel should be carried out on the basis of competitive advantages, which are internal in relation to the personnel and internal.
The external competitive advantage of personnel is determined by the competitiveness of the organization in which a particular worker or specialist works. If the organization has a high level of competitiveness, then the staff has good external conditions for achieving a high level of competitiveness.
Internal competitive advantages of personnel can be hereditary and acquired.
Only exceptionally gifted people are less dependent on external conditions. An approximate list of personnel qualities and their weighting by personnel categories are given in Table. one.
Table 1. Approximate list of personnel qualities and their weight
Qualities of the personnel (competitive advantages in case of a positive assessment) The weight of the qualities of the personnel by category working specialist manager1. competitiveness of the organization in which the staff works 0, 200.250, 202. hereditary competitive advantages (abilities, physical data, temperament, etc.) 0, 200.150.153. business qualities (education, special knowledge, skills) 0.300.400, 204. intelligence, culture 0.050.050.105. sociability 0.050.050.106. organization 0.050.050.157. age, health0.150.050.10total1.001.001.00
It is recommended to assess the competitiveness of a particular category of personnel according to the formula:
(1)
where Kp - the level of competitiveness of a particular category of personnel; i=1,2,…, n - the number of experts; j=1,2,…, 7 - the number of assessed qualities of the personnel; b j- the weight of the j-th quality of personnel; in іј - i-th score expert of the j-th quality of personnel according to a five-point system; 5n - the maximum possible number of points that the assessed individual can receive (5 points * n experts).
The following conditions for assessing the quality of personnel by experts are established:
No quality - 1 point;
Quality appears very rarely - 2 points;
The quality is not strong and not weak - 3 points;
Quality appears often - 4 points;
Quality is manifested steadily, systematically, visually - 5 points
Let us give an example of assessing the competitiveness of a manager (head of department) by an expert group of three people. The results of assessing the qualities of a manager are given in Table. 2.
Table 2. The results of assessing the qualities of a manager
Experiment numberExpert assessment of the seven qualities of a manager on a five-point system12145244345
Substituting the results of the expert assessment from the table into the formula, we obtain
Kp \u003d / (5 + 3) \u003d 13.2 / 15 \u003d 0.88
Conclusion: the manager has a fairly high competitiveness. To further increase it, he should improve his business qualities and improve his health. .
Chapter 3. Reforming the labor market and prospects for increasing the competitiveness of workers in Russia
The labor market occupies an important place in the system of economic relations. In this market, the interests of able-bodied people and employers, who represent state, municipal, public and private organizations, collide. The relations developing in the labor market have a pronounced socio-economic character. They address the basic needs of the majority of the country's population.
Through the mechanism of the labor market, the levels of employment and wages are established. A significant consequence of the ongoing processes in the labor market is unemployment - a generally negative, but almost inevitable phenomenon. public life.
Employment is necessary condition for its reproduction, since the standard of living of people, the costs of society for the selection, training, retraining and advanced training of personnel, for their employment, for material support for people who have lost their jobs depend on it. Therefore, such problems as employment of the population, unemployment, competitiveness of the labor force and, in general, the labor market, are relevant for the country's economy.
The labor market is one of the indicators, the state of which makes it possible to judge national well-being, stability, and the effectiveness of socio-economic transformations. The emerging mixed economy and its restructuring impose new requirements on the quality of the labor force, its professional and qualification composition and level of training, and intensifies competition between workers. Thus, the tasks of clarifying the influence of factors that shape the processes in the labor market, assessing patterns, trends and prospects for its development are updated.
In order to form an idea of the basic concepts of the mechanism of the labor market and transform them into our reality, we will consider the theoretical views on the problems of the labor market in their historical and logical sequence, economists of various directions.
The theoretical foundation of the doctrine of the labor market in economics was laid by representatives of the classical school. So the basis of the teachings of A. Smith was the thesis of free competition as a condition for the optimal use of material, financial and human resources. "So at least it would be in a society where things would be left to their natural course, where there would be perfect freedom and where everyone would be absolutely free to choose the occupation that he considers suitable and change it when he sees fit" .
A. Smith, making many of his conclusions, proceeded from the fact that the labor market is perfectly competitive. However, as many researchers have noted (for example, M. Blaug, V.N. Kostyuk), Smith, as if in passing, notices that in the labor market the advantage always lies on the side of employers, since they are less numerous compared to employees, they can hold on much longer, that is, the employer's need for the employee is less than the employee's need for the employer. Since the salary for the worker was the main source of income.
The French economist Jean-Baptiste Say formulated the market law of the interaction of supply and demand and the achievement on this basis of an equilibrium price for the subject of purchase and sale, including labor. He believed that if society complies with all the principles of economic liberalism, production (supply) will generate adequate consumption (demand), that is, production under Smith's "natural order" necessarily generates income for which these goods are sold.
However, as further studies have shown, there is no guarantee that the recipients of income will spend it completely, some part of the income can be saved, and therefore it will not be reflected in demand. Savings will cause insufficient consumption, resulting in unsold goods, reduced production and unemployment.
Another representative of the classical school, David Ricardo, studied the laws that regulate wages. He concluded that "in the natural movement of society, wages tend to fall, as they are regulated by supply and demand, because the influx of workers will constantly increase in the same degree, while the demand for them will increase more slowly" . True, D. Ricardo made a fundamental reservation that "a downward trend in wages can take place only under conditions of private property and free competition, and when wages are not controlled by government intervention." The author believes that D. Ricardo in his work confirms the great dependence of the supply of labor on the demand for it from employers, since the increase in new jobs is slower. Therefore, competition in the labor market, as now, developed mainly between workers.
Improving the competitiveness of employees, the author understands as suitability for work in market conditions, and compliance with the dynamic demand from various employers (including individuals, foreign companies and firms) in the Russian labor market and abroad.
We are talking about the creation in the country of a multi-channel system of adaptive training and the market of educational services, about changing the organizational and methodological foundations of vocational training, about retraining and advanced training, a qualitative restructuring of the vocational training system, and about debugging mechanisms to stimulate investment in people.
It is necessary to restructure and reorient workers from the expectation of minimal social assistance from the state in case of forced unemployment to an active search for a sphere of application of labor, to an active desire to obtain multifaceted knowledge and acquire skills as conditions for survival, competitiveness, and stability in life.
Increasing the competitiveness of workers in Russia during the transition period is of great importance, since the efficiency of the labor market depends on it. Although the general level of education in the Russian Federation is quite high, however, the set of existing professions, like the rest of the structure of the economy, is largely distorted.
The reason is that the scientific, technical, educational, and qualification potential was created according to the standards of a socialist planned economy. In those years, there was an irrational sectoral structure of production. More than 80% of the total economic potential was occupied by the production of means of production and only 20% remained in the production of consumer goods.
In the absence of a proper system of education, training and, in particular, retraining of personnel, the lack of workers with the necessary qualifications reduces the effectiveness of reforms, hindering the reaction of labor supply in the labor market. Economic growth directly depends on the ability of enterprises to hire workers with the right professions and qualifications.
The transition to the market involves the liberalization of labor supply and demand. Demand increases the role of individual choice. The offer entails a variety of relationships and forms of ownership. The growing role of individual choice allows people to make their own decisions about the profession they would like to get, choose a job.
In this regard, the liberalization of wages should take a key position, since wages, which are determined by the market, should inform workers about which professions (specialties) are in greatest demand.
However, in the Russian labor market at the present time, as studies show, wages as an economic category have practically ceased to fulfill their main functions - the reproduction of the labor force and the stimulation of labor. Increasingly, there is a tendency for wage growth not at financially stable, well-performing enterprises, but, on the contrary, at financially weak ones.
A sharp drop in the price of labor (none of the developed industrial countries of the world have such low wages as in Russia, even in a number of developing countries it is higher) leads to the degradation of the system of general and vocational education, since the prestige of skilled labor is sharply reduced, deterioration of the professional and qualification structure of personnel, including due to the massive outflow of skilled labor to other countries.
Russia has a developed system of education, training and retraining of workers, which is supported by a rich scientific potential. Russian scientists often demonstrated their outstanding achievements, in particular in the field of fundamental sciences.
Based on this, it could be argued that improving the systems of education, training and retraining of workers is not as a priority compared to other important and urgent matters that require attention in the face of severe financial constraints. Therefore, reform in this area could wait.
However, such a decision would be a serious mistake. Since, as studies by economists confirm, a high level of education and training of the labor force contributes to increasing the competitiveness of workers and is extremely an important factor economic prosperity of the country.
Conclusion
The concept of "competitiveness" has been used relatively recently, since the 90s of the last century, and this is not accidental. Previously, the Russian economy did not have to deal with this phenomenon, since Planned Economy, which ruled out any competition. True, the same cannot be said about entrepreneurs who traded with other countries, they just faced all the manifestations of competition. But recently, Russian economists have realized the importance of studying this issue and are actively filling in the gaps in the economic literature, especially on the problem of forming the competitiveness of personnel, as one of the main components of the success of an enterprise.
An analysis of various sources revealed many different interpretations of the concept of "competitiveness" and "competitiveness of personnel" in particular. The term itself comes from the Latin word, which translates as "collide", so competition is seen as a collision, struggle, rivalry for achieving great benefits and results.
The level of personnel competitiveness is determined by its competitive advantages in a particular market. Fatkhutdinova R.A. allocates hereditary (abilities, temperament, physical data) and acquired (education, business qualities, intelligence and culture, organization, age, sociability, purposefulness of activity motivation, emotionality and character) competitive advantages.
In addition to competitive advantages, other factors also influence competitiveness. For example, the market, its size and growth rate, the larger it is, the stronger the struggle "for a place in the sun"; market entry barriers; price; power; requirements, etc.
A variety of factors affecting competitiveness led to the fact that economists distinguish more than 10 types of personnel competitiveness.
There are several methods for assessing the competitiveness of personnel, which differ in the way they are carried out: the method of reference expert assessment of knowledge, skills and abilities of personnel; method of positive assessment of the effectiveness of knowledge in personal and professional life(self-assessment on the map of personal qualities); determination of the coefficient of professional prospects; determination of wages.
An analysis of the interpretations of the competitiveness of a person as a subject of economic life used in the domestic literature allows us to distinguish two conceptual schemes that reflect different points of view on the object of competitiveness in the labor market, the forms of its organization.
The employer needs to periodically review his target strategic and tactical settings, developing appropriate concepts for maintaining the competitive advantages of the human resource at his disposal. Only in this case he will be able to occupy a leading position.
Historically, the theory of competitive advantage has replaced the theory of comparative advantage. The comparative advantage underlying the competitiveness of a country or firm is determined by the availability and use of abundant factors of production, such as labor and raw materials, capital, infrastructure, and so on. but as technological innovations and business globalization develop, the structure of international competition is changing and comparative advantage is being replaced by a new paradigm - competitive advantage.
It is quite difficult to draw up a portrait of a universal competitive employee. It all depends on the personal characteristics of the person and the scope of his work. It is the specifics of the profession that sets a specific set of competitive advantages.
Bibliographic list
1. Bakhmatova T.G.Evaluation of the competitiveness of workers from the standpoint of possessing the resource potential of labor mobility // Problems of increasing the competitiveness of labor resources: Proceedings of the interregional scientific and practical conference. - Biysk: Printing House, 2012.
2. Bogdanova E.L.Marketing concept of the organization of personnel management and competitive workforce. - St. Petersburg: Publishing house of St. Petersburg University of Economics, 2010.
3. Ivanovskaya L., Suslova N.Competitiveness of management personnel // Marketing. - 2012. - No. 6. - P.35-46.
4. Marks K.Capital. Full coll. op. 2nd ed. T.23, 25.
5. Maslova I.S.Efficient employment and the labor market // Bulletin of statistics. - 2010. - No. 1-2.
6. Milyaeva L.G., Markelov O.I., Podolnaya N.P.Complex analysis contemporary problems employment and unemployment: Monograph. - Barnaul: Alt. state tech. un-ta, 2012. - P.86.
7. Mikhailova E.A.Fundamentals of benchmarking // Management in Russia and abroad. - 2011. - No. 1.
8. Mishin A.K.Competitiveness of the labor force of the region: state and ways of solving the problem // Problems of increasing the competitiveness of labor resources: Proceedings of the interregional scientific and practical conference. - Biysk: Printing House, 2012. - S.25-26.
9. Rumizen M.K.Knowledge management: Per. from English. /M.K. Rumizen. - M.: LLC "AST Publishing House"; LLC "Publishing House Astrel", 2012. - P. 19
10. Sarukhanov E.R., Sotnikova S.I.Personnel marketing at the enterprise // Problems of theory and practice of management. - 2011. - No. 1. - P.92.
11. Semerkova L.N.Theory and methodology of labor force marketing. - St. Petersburg: SPbGUEF, 2010. - 149 p.
12. Sotnikova S.I.Career Management: Textbook. - M.: INFRA-M, 2011.
13. Sotnikova S.I., Nemtseva Yu.V.Competitiveness of personnel as an object of management // Bulletin Omsk University: Series "Economics". - Issue #4. - 2012.
14. Tomilov V.V., Semerkova L.N.Labor Force Marketing: A Study Guide. - St. Petersburg: Publishing House of SPGUEiF, 2010.
15. Starobinsky E.E.How to manage personnel? - M .: JSC "Business School "Intel-Sintez", 2010.
.Trofimova I.N. Technological and labor resources of Russia's competitiveness: state and prospects // Vopr. statistics. - 2012. - N 9. - S.32-40.
.Personnel management of the organization: Textbook / Under the editorship of A.Ya. Kibanova. - M.: INFRA-M, 2012.
.Personnel management of the organization: Textbook / Under the editorship of A.Ya. Kibanova. - M.: INFRA-M, 2010.
19. Fatkhutdinov R.A.Management system: Educational and practical manual. 2nd ed. - M .: CJSC "Business School "Intel-Sintez", 2011.
.Labor Economics: (social and labor relations) / Ed. ON THE. Volgina, Yu.G. Odegov. - M.: Publishing house "Exam", 2012.
21. Ehrenberg R.J., Smith R.Modern labor economics. Theory and public policy. - M., 2010.
Topic 3. Competitiveness of personnel.
1. The concept and main characteristics of the competitiveness of personnel.
2. Competitive advantages of personnel..
3. Assessment of personnel competitiveness.
1. The concept and main characteristics of the competitiveness of personnel.
The most common approach is that characterizing the competitiveness of workers as the value of the professional and qualification level of the labor force, which allows its owner to compete (compete) for more prestigious jobs.
The competitiveness of personnel is a combination of five components:
1. labor potential - determines the readiness of personnel to work, due to innate qualities, upbringing, education, life and production experience, the presence of socio-economic and org. conditions to achieve the desired result.
2. organizational and managerial - determines the possibility of systematic and targeted improvement. It is determined by the structure of the organization, politics, culture.
3. innovative - determines the degree of staff readiness for the implementation of innovative projects. Due to the professionalism of the staff, the possibilities of innovation. activities.
4. marketing - compliance of personnel with the requirements of the employer, can be considered from a quantitative point of view (availability of places), qualitative (ZUN), from a temporary point of view (career, prospects for using this employee).
5. financial - the ability of staff to acquire T and Y in comparison with other employees. Due to the level of wages, various benefits and bonuses.
Depending on the level of development of the structural elements of the competitiveness of personnel, the following types are distinguished:
1. intra-organizational - associated with the accumulation of human capital within the enterprise, which allows you to increase labor efficiency through changes both inside the workplace and outside it.
2. external (interorganizational) - due to the specifics of the sphere of social reproduction. This type allows you to achieve a certain distribution of labor resources, a balance between the demand and supply of labor. External competitiveness comes from the fact that the state of the market's need for various goods and services must at every moment correspond to the structure of production and employment, or, conversely, at every moment the structure of production and employment must correspond to the market's need for goods and services.
In turn, internal and external (interorganizational) types of personnel competitiveness can act in three forms:
1. intraprofessional - provides for the orientation of the employer on the formation of a multifunctional workforce and its continuous improvement.
2. interprofessional - based on a complex of ZUN, suitable for different professions.
3. physical - is determined by the ratio of the number of jobs and the number of employees in time. The physical competitiveness of personnel determines, firstly, the ratio of the number of jobs and the number of employees in time, due to different values of the actual annual funds of the employee's time and a piece of equipment. Secondly, the dependence of the need for labor force on the life cycle of an enterprise or organization in the region (i.e., on such stages of the cycle as formation, functional growth, controlled growth, bankruptcy), on their organizational development strategy (entrepreneurial, dynamic growth, profitability). , liquidation, circulation). Thirdly, the features of the natural movement of labor resources in the region, mainly related to the duration of their labor activity.
When assessing the competitiveness of personnel, Fatkhutdinov R.A. divides it into three categories: worker, specialist, manager.
Competitive personnel of the organization is only part of the competitiveness of the organization itself.
2. Competitive advantages of personnel.
The competitiveness of personnel is determined by the combined influence of two factors: the level of potential of employees (the presence of appropriate qualities and competencies in the employee himself) and the degree of their motivation (the internal desire of the employee to perform their work qualitatively).
Factors of competitive advantage of personnel should be considered from two positions: at the level of an individual enterprise; the overall labor market.
At the enterprise level, the manifestation of the competitive advantages of personnel is determined by external or internal conditions. Internal or individual competitive advantages of personnel are divided into hereditary and acquired.
The hereditary competitive advantages of personnel include: abilities; temperament; physical data.
The acquired competitive advantages include: business qualities; intelligence and culture; direction of activity motivation; character; emotionality; sociability, sociability; organization; age limit.
Individual program increasing the competitiveness of personnel, stimulating the manifestation of the activity of the employee in self-knowledge, the development of creative abilities, the search for ways to realize professional intentions, is self-marketing.
Self-marketing is a set of employee actions aimed at finding and creating the most favorable conditions for the formation of its competitiveness in the future.
Thus, the purpose of self-marketing is to optimize the process of transforming the competitiveness of personnel.
The main approaches to transforming the competitiveness of personnel can be the following:
1. transformative approach - the goal is the achievement of a separate position, or the achievement itself.
2. communicative approach - the goal is to maintain and improve relations in the team.
3. utilitarian approach - promotion is seen as a way to solve personal issues.
4. cooperative approach - the desire to cooperate with colleagues, management, subordinates.
5. Achievement approach - striving for personal success, including through self-improvement.
3. Assessment of personnel competitiveness.
The assessment of the competitiveness of personnel is carried out on the basis of its competitive advantages, which are external in relation to the personnel and internal.
Therefore, the assessment takes into account both the factors of the competitiveness of the organization and other external conditions, as well as internal factors.
Methods for assessing competitiveness consist in determining a clear scale of criteria for each employee, determining a system of indicators for each employee and objectively assessing them according to these criteria. In the proposed methodology, to determine the qualitative characteristics of employees, a scoring is used (with the possible use of weights to provide significance): the object with the lowest value of the indicator receives a score of "1" (without a value - "0"), with the highest - "10" points.
General evaluation procedure:
1. Formulation of goals.
2. Designing a diagnostic procedure.
3. Definition of the group of surveyed workers.
4. Definition and formation of a group of experts.
5. Carrying out diagnostics.
6. Analysis and processing of information.
7. Summing up: analysis and report.
Diagnostic methods
1. The method of reference expert assessment of knowledge, skills and abilities of personnel. The assessment of the competitiveness of the knowledge, skills and abilities of personnel is carried out in comparison with the standards of professional competence developed on the basis of the Unified Tariff and Qualification Guide approved by the Decree of the Ministry of Labor (No. 37 of April 20, 2001), and which is the main regulatory document that establishes qualification requirements for managers and specialists. The parameters of the competence of the standard are taken as the maximum possible.
2. The method of positive assessment of the effectiveness of knowledge in personal and professional life (self-assessment on the map of personal qualities). To assess the competitiveness of personal qualities, the Personal Qualities Map (CQM) test was used. Assessment of personal qualities was carried out on each of the 14 scales of personal development. Upper bound normal development personality, equal to 389 points, is equated to the standard.
3. Determination of the coefficient of professional prospects. Professional prospects are a combination of qualifications, experience and knowledge of a person to achieve professional goals. Due to the fact that education is one of the main qualitative characteristics in determining the level of qualification of an employee, work experience is a quantitative measure of experience, and age is related to work experience, education, work experience and age of an employee must be taken into account when assessing business qualities. The calculation of the coefficient of professional prospects (PPC) was carried out according to the formula:
KPP = assessment of the level of education x (1 + experience / 4 + age / 18),
where: assessment of the level of education: 0.15 - for persons with incomplete secondary education; 0.60 - for persons with secondary education; 0.75 - for persons with secondary technical and incomplete higher education; 1.00 - for persons with higher education in the specialty; work experience in the specialty: in accordance with the recommendations of the Research Institute of Labor, it is divided by 4 (due to the fact that, as established, experience has 4 times less effect on labor productivity than education); age: in accordance with the recommendations of the Research Institute of Labor, it is divided by 18 (it has been established that the influence of age on labor productivity is 18 times less than the influence of education).
For a comparative assessment of the CPR, the maximum possible CPR was used as a standard. It was calculated using the maximum indicators: education (1), length of service in this position (20 years) and age (47 years). Thus, the level of 8.5 was taken as the reference checkpoint.
4. Identification of the level of wages. To assess the competitiveness of the level of wages, we used labor market monitoring data. These data are taken as a reference coefficient for each compared job position separately.
This test procedure allows you to:
- to give an objective assessment of the project personnel and compare it with the all-Russian standard;
– make an assessment of the personal qualities of the staff;
- to identify the level of the coefficient of professional prospects for each surveyed category;
– assess the level of employees' wages in relation to the level of the labor market;
– to make adjustments to the personnel policy when hiring and motivating staff;
– assess the readiness of the staff to achieve the goals of the project according to a given strategy.
There is a model for the valuation of an individual's competitiveness. It includes three components: the cost of the amount of work performed; the cost of the quality of the work performed; the cost of an individual's potential to perform a job function or the cost of competence.