In the context of global competition, the international competitiveness of each country is less and less dependent on its mineral reserves, the level of spending on wages and other production factors.

The fundamental basis of long-I

The immediate unique competitive advantages that a country can achieve or increase are its human resources, i.e. people, their desire to achieve their goals, their knowledge and value system, creative and innovative abilities. It is these factors that make it possible to ensure the economic growth and well-being of the country.

Decisions in the field of people management in firms are influenced by a number of factors, many of which cannot be significantly influenced by HR managers or other employees of firms.

These factors can be caused by both internal organizational processes and the external environment. Most of these factors influencing the organization and methods of personnel management at enterprises are of a rather clearly defined country character, that is, they reflect the established traditions of a particular society. At the same time, there is whole line factors of influence on personnel management, which are determined not so much by the specifics of a particular country as organizational culture, as well as the features of the technologies used at enterprises and the products they produce.

The task of forming in the domestic economy effective, market-oriented organizational structures makes it relevant to study the experience of leading foreign companies in the field of human resource management. However, any attempt to use the experience of developed countries in the field of management at Russian enterprises must be adapted to Russian conditions.

Differences in approaches to human resource management can also be explained using a model that compares competitive and constructive flexibility.

The concept of competitive flexibility is that national competitiveness is best achieved by minimizing restrictions on managerial prerogatives, i.e. with a minimum level of regulation and the absence of barriers to labor force flexibility. This approach can be seen to some extent in the United States as BAT develops in that country. In Europe, according to experts, the United Kingdom is closest to the competitive pole of the model.

Constructive flexibility, in contrast, seeks to provide flexibility without causing friction between organizational units and society. Here employees have a wide range of legal rights and protection, and employers' social costs may be higher than in countries that gravitate toward competitive flexibility. Constructive flexibility also involves the implementation of the model of social

Nervousness within the enterprise, which requires managers to consult with staff representatives when making decisions, or they are expected to act jointly. According to experts, the countries closest to achieving constructive flexibility are Germany and Sweden.

Factors behind differences in human resource management practices in different countries

All organizations in the world are experiencing the need to attract, motivate, certify and control the workforce.

However, the practice of H1N is carried out in different ways in different countries. The main differences in the practice of human resource management in different countries are due to the following factors. ?

Cultural factors, including attitudes towards work, ideas about the relationship of the employee with his working group, the concepts of fairness and honesty in various work situations, as well as the role wages and other types of material rewards as motivation factors. However, some experts now argue that cultural factors are becoming less important in business, as business practices are harmonized and successful business management is increasingly dependent on technical aspects, free from the influence of the culture of specific peoples. ?

Legislative bases. Equality of employment laws and regulations, termination procedures, occupational health and safety, protection of the rights of temporary and part-time workers, and many other key determinants of labor relations vary widely across countries. . ?

The economic situation of the country, such as the unemployment rate. the rate of economic growth, the degree of rigidity of competition in the domestic market. Intense competition forces companies to adopt flexible labor practices and constantly look for new methods of human resource management that could help strengthen the company's competitive position. ?

The system of relations with employees, including the degree of state participation in resolving labor disputes and conflicts, the level of the trade union movement, the existing relationship between trade unions and employer companies, IT. d.? The role of the state in providing vocational training. If the state pays little attention to the training of workers, then companies that are in need of a skilled workforce have to devote more resources to their training and education than companies operating in developed countries. state system vocational education.

Of particular interest are personnel management systems in firms in Western European countries, the USA and Japan. The experience of European, American and Japanese companies helps to track the latest shifts and innovations in the principles and methods of personnel management. It should be noted that the Western European model of human resource management is in many respects similar to the American one. The only difference is that in the EU countries there is a more stringent state regulation on hiring, firing, social security, labor safety, working hours, trade union activities, etc.

Human resource management in the countries of the European Union

At present, European countries are increasingly striving to harmonize the existing employment practices in all member countries of the European Union, and the concept of joint decision-making has already taken root in most countries.

However, while a large number of laws governing personnel and human resource management have already been enacted (for example, health and safety standards at work, equal employment opportunities for women, and the required minimum job security), the national labor Legislation and business practices vary across the EU. The most significant differences are observed in the recruitment and dismissal of personnel, employment conditions, rules for providing temporary work, the possibility of obtaining maternity leave, for family reasons, for training, as well as in the procedure for hiring and dismissing employees.

For example, in France and Belgium it is illegal to use job advertisements in the press to promote a company (the jobs offered may not actually exist). In addition, in France it is forbidden to indicate the maximum age of the candidate in the ads. Those who do not comply with this legal requirement may be subject to a small fine. The application form for applying for a job in France, in accordance with labor law, should not contain questions about the applicant's membership in trade unions, his religion, political views or marital status.

The selection methods of the personnel of German companies, before becoming applicable in practice, must be approved by the boards of enterprises, subject to federal law. Candidates for vacant positions are entitled, by law, to privacy, the right to be treated with dignity, to be paid the costs of interviews, and to be guaranteed protection from indiscreet questions during the interview process, i.e. questions about a person’s political opinions or marital status. In Italy, job postings must comply with the state-issued Labor Code, which prohibits mention of the political views of job applicants, their participation in trade unions, racial and religious views. In Spain, the 1982 Law guarantees applicants for vacancies freedom from intrusion into their privacy. In addition, the Spanish Public Employment Service has the power to impose a ban on job advertisements published in the press in order to exclude any possibility of discrimination based on sex, although this rarely happens in practice. In Belgium, applicants for vacancies, under a binding national collective bargaining agreement between trade unions and employers' associations, are entitled to full privacy when applying for a job. Questions about marital status or family plans are considered illegal. The agreement requires that employers return to candidates who are eliminated for any reason, all the documents they provided with the questionnaire.

The statutory deadlines for advance notice of impending dismissal vary from country to country, as does the amount and procedure for paying compensation for unfair dismissal.

In many Western European countries, a statutory system of industrial democracy prevails, providing for the participation of workers in the management of production. Considering the system of industrial democracy in European countries, many researchers use the German system as a model, considering it the most comprehensive. It includes work councils, representation of employees on the board of directors (supervisory board) and on the executive committee.

Work councils exist in organizations of all sectors of the economy, both in the public and private sectors. Representatives of the work councils are elected by the employees of the organization. However, they do not speak on behalf of the unions and the election process focuses on their personal qualities and experience. The working council is endowed with the following powers: ?

the right to information (has the right to access information about current position organization and prospects for its development); ?

the right to consultation (the management of the organization should consult with the work council on strategic issues); ?

the right to joint decision-making (has the authority to develop policies, including personnel, together with managers).

The Supervisory Board may, depending on the industry, include from 30 to 50% of employees' representatives. He has the power to appoint members of the executive committee and to veto its decisions.

The executive committee in German organizations includes a director of labor affairs. This director can only be appointed by a two-thirds vote of the workers' representatives on the supervisory board. The Director of Labor can be a representative of the workers while also being the Human Resources Manager.

Human resource management in Germany is characterized by a high degree of legality and legal formalization of relations: here the presence of documents and written agreements is more noticeable than in other European countries.

Currently, European countries continue to work on the convergence of the national practice of human resource management of the countries - members of the European Union.

Character traits American approach to human resource management

American human resources practice emphasizes the initiative and responsibility of the employee, the selection and promotion of personnel based on the merits of the employee, the assumption that the employee should and wants to be loyal to the organization hiring him, and the willingness to fire employees whose work does not meet the established level. The motivation of employees is often made dependent on rewards and penalties. Compared with other countries, US companies have open vertical and horizontal communications, as well as a relatively informal nature of relationships between employees.

The main trends in employment in the US are as follows: ?

increased demand for skilled labor (according to experts, in 20007 less than 5% of jobs in the country were intended for people without qualifications); ? reduction in the number of jobs for highly paid, highly skilled and semi-skilled workers; reduction in the share of the labor force employed in the manufacturing industry (as in other Western countries); ?

growth in the share of people employed in the service sector; ?

growth in the share of new jobs in the low income category.

Increasingly uneven distribution of unemployment among various categories of the population (it is highest among blacks, Hispanics, and those with little or no education) (the unemployment rate for young African Americans is 30%).

The US population is characterized by ethnic and religious diversity. It is a huge country both in terms of territory and population. The large territory and ethnic diversity mean that in different parts of the country wage-earners may differ significantly in their cultural traditions, attitudes and aspirations. Moreover, it should be noted that each of the 50 US states has its own legislation, part of which is reflected in the practice of personnel management.

The pattern of US economic activity is driven by market forces. Violent competition and the regular disappearance and emergence of various economic entities lead to a large mobility of the labor force, which is generally ready to quickly flow into those areas and industries where jobs are available. Another important factor is that the US continues to receive a large number of immigrants from other countries, resulting in a steady addition to the skilled labor force even as the birth rate declines. The US has a younger workforce than any of the European countries or Japan.

Work on personnel management in US firms relies on a broad research base, advisory assistance, and a developed management infrastructure. The people management function is one of the most centralized in American companies, second only to financial centralization.

Leading American corporations are striving to use the psychology of the worker more effectively, awakening in everyone the "feeling of the winner" that is close and understandable to Americans. American companies have a complex, comprehensive and constant impact on the staff. This impact is not limited to the production area, but covers all aspects of the employee's life (family, life, culture, education, recreation, etc.), identifies the employee with the organizational system of the company and is aimed at improving the efficiency of human resource management.

American organizations, to a greater extent than companies in other countries, inherent in the spirit of competition. In leading American companies, the emphasis is on the development of informal competition between the creators of new products, new forms of service, etc. Competition is clearly expressed in those areas where individual success is important.

American firms pay great attention to work with personnel. Of particular importance in the development personnel policy have principles and requirements for hired workers. American firms that use traditional recruitment principles place particular emphasis on specialized knowledge and skills when hiring. American specialists tend to be professional in a narrow field of knowledge, which limits the possibility of promotion through the levels of management, which leads to staff turnover. However, in Lately American firms are actively adopting the experience of Japanese firms, which use a combination of professions, the ability to work in a team, and an understanding of the importance of their work for a common cause.

In American firms, the dismissal of personnel, including managers, is always accompanied by a long series of evaluation and educational practices. final decision about dismissal is accepted by the head two or three levels higher. If the dismissed person is a member of a trade union, then the reasons for dismissal are discussed with representatives of the trade union and in accordance with labor agreement. Some firms have labor dispute committees that deal with employee grievances related to layoffs. The composition of such commissions includes both representatives of the administration and workers.

Employees are assessed once or twice a year. The results of the evaluation are discussed by the employee and his boss and signed by both parties. They contain a list of shortcomings in the work and ways to eliminate them.

Large American corporations in their personnel management policy are guided by the following principles:

attracting ready-made highly qualified workers from outside to form the core of personnel, improve qualifications own employees; ?

rejection of the mass use of highly specialized, low-paid workers and preference for highly paid, skilled workers of a general profile; ?

cooperation of companies with universities, colleges in the development of curricula on new technologies in the retraining of existing personnel in new professions; ?

the use of continuous training and advanced training of personnel within the enterprise; ?

careful rationing of labor (flexible plans, 60% of the working day is covered by the plan, exact norms and deadlines, long-, medium-, short-term planning). ?

widespread use of an incentive pay system (fixed wages can only grow and almost never decrease, a flexible wage system, when a certain part of earnings is made dependent on overall performance, provides an opportunity to avoid layoffs and one-time reductions in base wages and increase labor productivity ); ?

participation of employees in the management of the company (participation of personnel in the profits of the company, ownership of company shares); ?

creation of programs and methods for improving the quality of working life (encouraging creativity while improving the quality of work); ?

widespread use of the system of pension and insurance funds (there are up to 1.5 thousand pension funds in the USA; according to American law, pension payments are guaranteed to employees even in the event of termination pension fund; most large enterprises may have their own pension systems); ?

participation of trade unions in the social policy of enterprises (the role of an active partner in the development and implementation social programs- participation in the development of agreements on the distribution of profits, the development of proposals for new forms of labor organization, wage systems, training programs, etc., trade union leaders in large companies are often members of the board of directors); ?

formation corporate culture- instilling in the employee a sense of commitment to his company (company management is aimed at implementing cooperation between staff and administration to achieve the intended goals; the principle of collegiality has been developed - managers work in close contact with each other, a group approach to organizing work, decentralization of the decision-making process).

Employment law and practice in the United States is based on the doctrine of freedom of employment, that is, the freedom of an employer to hire and fire a worker own will, as well as terminate his employment at any time and for any reason - depending on the excellent employment contract of the employee. It follows that labor contracts specifying the conditions determined by the collective labor agreement are given great importance. They are mandatory and form the basis of an employee's job security. Terms of employment are generally reviewed every two or three years (through the collective bargaining mechanism in unionized companies).

The conclusion of collective labor agreements in the United States is carried out mainly not at the state or industry level, but directly at the level of economic enterprise. In addition, American unions negotiate with employers on a much broader range of issues than their Western European counterparts, especially additional benefits (health and welfare schemes, longer vacations, professional programs pension provision, etc.). Part of the success of American unions in negotiating additional benefits with employers is due to the Wagner Act, which empowered the National Office of labor relations(US National Labor Relations Board - NLRB) the right to require employers to negotiate collective employment contract with trade unions on a complex agenda that includes various issues. Relations between employers and employees and trade unions are also regulated by the Taft-Hartley Act, adopted in 1947.

Certain branches of American business have rich history struggle against trade unions, try to prevent them from entering their enterprises. The arsenal of means used includes, for example, transferring the solution of all labor relations problems to company lawyers so that union members are obliged to discuss their labor problems with lawyers, and not with union officials on the ground. Companies also resort to intimidation of potential unionists and sympathizers, encourage non-unionized unionized workers to file complaints with the NLRB, etc.

There is now a strong drive to re-examine and change traditional HR principles in many industries in Europe and the US in order to increase productivity. This desire is largely due to the concern of managers of European and American firms about the success of Japanese companies in the competitive struggle. Thus, in order to increase labor productivity, these companies widely use work in groups (partially autonomous groups, quality groups) in production. The creation of noticeably flat managerial hierarchies also serves the same purpose, and the coordination functions previously performed by managers at these levels are mainly transferred to the groups themselves (the lean organization method). The idea of ​​increased involvement of employees in planning and improvement tasks, carried out in a new form, for example, through Japanese-style sequential improvement programs, sometimes leads to very impressive success.

Features of personnel management in Japanese firms

Main control system labor resources Japan is similar to American. Japanese corporations manage their employees in such a way that the latter work with maximum efficiency. To achieve this goal, Japanese companies use American experience and personnel management techniques, including effective payroll systems, analysis of the organization of work of workers and employees, as well as workplace organization and personnel appraisal systems.

But there is also a big difference between American and Japanese styles of personnel management. Japanese corporations make greater use of the loyalty of employees to their companies. The strong identification of employees with the corporation creates strong morale and leads to high efficiency in the work process.

American scientists R. Johnson and W. Ouchi believed that certain aspects Japanese management are inextricably linked with the peculiarities of Japanese national culture. Having conducted in the mid-70s of the last century, studies of similarities and differences management approaches in various countries, they identified five distinctive features of the Japanese approach to management, which can be considered as an object for transfer to another national soil: ?

emphasis on the movement of information and initiatives from the bottom up; ?

the transformation of the highest level of management from a body issuing orders into a body that facilitates decision-making; ?

the use of middle management as an initiator and driving force for solving problems; ?

decision-making by consensus; ?

increasing attention to the well-being of employees.

Scientific director

prof., doctor of economics Sciences Tretyakova L. A.

Belgorod State National Research University

The basis for the existence of any organization is the people who work in it. A person needs work, and organizations provide him workplace. The guarantee of growth, development and competitiveness of any organization is human resources, therefore, personnel should be carefully selected, selected and hired in accordance with the requirements for the position.

According to the author of works on personnel management A. Ya. Kibanova: “Recruitment is a sequence of sequential actions, the purpose of which is to attract candidates who have the qualities necessary for the effective functioning of the organization. This is a set of organizational measures that includes all stages of recruitment, as well as assessment, selection of personnel and hiring of employees. It is necessary to distinguish between such concepts as selection and selection. The first term refers to personnel service, whose duty it is considered to search for and hire personnel, selects suitable candidates from among the candidates who have come for the first time, while selection means choosing the best people for this position from the already selected people. Hence, hiring is a concept covering the terms selection and selection in a general sense.

The sources of recruitment are internal and external. The most popular external ones are advertising in the media, television, radio, and the internal ones, as well as the most inexpensive ones, are the selection of a candidate from an already existing personnel reserve or a friend, relative, etc. in need of a job.

Every year, hiring becomes tougher, the requirements for candidates increase, and the methods and procedures themselves become more complicated and are divided into several stages. The enterprise has the right to individually choose the methods of personnel selection using the developed professiogram and psychogram of the enterprise, but there are still several stages of selection, which are not necessary to follow in a strictly regulated manner:

1. Selection preliminary conversation with the candidate;

2. Filling out an application;

3. Interviewing;

4. Test in the form of testing for professional competence and for the identification of personal characteristics;

6. Medical examination;

7. Directly making a decision on the selection.

The choice of the most appropriate methods for an organization is also related to how much Money willing to spend the enterprise to select the best specialist .

Over the past decade, these methods have become insufficient to select the right candidate, so unconventional methods selection of a potential employee: stress interviews, name and patronymic analysis, birth month analysis, horoscope, brainteaser interviews, research of candidates' social pages on the Internet, etc.

So, for the selection and selection of candidates, the organization follows various technologies from the usual filling out an application to a stressful interview. Each organization chooses the most suitable methods for it, following certain requirements for the specialty. But there is General requirements characteristics for candidates who, when selecting and selecting, take into account all organizations not only in Russia, but also in other countries. The characteristics following which the decision to hire personnel in a particular country is made will be different. Each country, in connection with its cultural characteristics, will rank each characteristic indicator in its own way.

Foreign scientists M. Segalla, A. Sauquet and C. Turati in the European Journal of Management conducted a study of a number of countries on the importance of characteristics in hiring personnel. Nearly 300 executives participated in this phase which surveyed 25 firms from the financial sector in France, Germany, Italy, Spain, and the United Kingdom. They believe that there is one of the problems of hiring a certain person who would fit into the culture of European management as well as the culture of an individual company. As Karyakin A. M. explained: “In order to find a suitable person for a particular job, it is necessary to get an accurate idea of ​​the nature of the job itself, the qualifications and qualities of the applicant that are required for its implementation.” For example, an organization hires a foreign citizen who knows many languages ​​and is competent in his work, but during the months of work he fails to establish contact with colleagues at work.

Scientists have identified several criteria for determining a candidate for a proposed position, presented in Table 1. The ranking is presented from 1 to 10 in order of importance - not important.

Table 1 - Ranked characteristics of the candidate when hiring

	England	France	Germany	Italy	Spain	Average
Knowledge of foreign language
test result
Ability to lead small medium business
graduation rank
Recommendations
international experience
Communication skills
Age
Culture, nationality

After analyzing the indicators of Table 1, we conclude that all countries, except Italy, consider knowledge of a foreign language as the highest priority. The nationality and culture of the candidate does not matter in Spain and Germany. Also, little attention is paid to the age of the employee in France, followed by England and Italy, while Spain gave a mark of 4, which indicates that age is in the “important but tolerable” category when hiring. It should be noted that the criterion "Test result" in general for the countries occupies the second position in terms of importance in terms of the average value. The last characteristic on the list is technical and specialist skills, which indicates that countries are convinced that this criterion is acquired during work.

As for Russia, the data are very different from the general data of European countries (Table 2).

Table 2 - Criteria for the selection of candidates in Russia

Criteria
Age
Technical and Special Skills
General education
Knowledge of foreign language
Recommendations
Communication skills
test result
International work experience
graduation rank
national culture

The data in the table makes it clear that age, skills, education, knowledge of languages ​​and recommendations are primarily important for the country. In Russia, there is a trend of difficult employment for older people, employers prefer young professionals, as they are more energetic and willing to work for low wages. It is not in the interests of the organization to take an employee of an age so that he later retires. Skills come second. It is important for the organization that the specialist comes already with the skills, so as not to waste resources and time on his training. Education is the main criterion by which a candidate is selected. But today in our country it is enough to simply have higher education, the employer often does not look at the received specialty, therefore this position occupies the 3rd step. Knowledge of a foreign language is more like a modern trend. The organization may not cooperate with other countries, but such an indicator as the knowledge of the language of an employee is added to his characteristics. In Russia, there is a device on the recommendation. This is explained by the fact that arranging personnel “by acquaintance” or at the suggestion of another organization contributes to saving the cost of the enterprise’s budget for the organization of selection and selection. National culture occupies the last step, since Russia is a multinational country where citizens do not mark for themselves different nationalities and cultures.

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It is interesting to analyze which of the approaches is preferred by a particular country. Preferences when making a decision to dismiss are presented in table 4.

Table 4

Preferences when deciding on dismissal in European countries (%)

			Germany
Young, good performance, low pay
Young, average, low pay
Average age, average performance, high pay
Elderly, excellent performance, high pay

The table shows that almost no country has a policy of laying off young employees with good performance who receive low wages. More than 70% English companies prefer to fire a middle-aged worker with average performance who receives high salary. In contrast, less than 10% of German managers adhere to such a policy. In Spain and Italy, they will most likely fire a person who receives high money for average job. German managers, if necessary, will fire a young employee with average results, but a low salary. The average age of a dismissed person in Germany is approximately 36 years, in France - 40, in Spain and Italy - 43-44, in England - about 45 years. Interestingly, the young respondents interviewed by the researchers were more in favor of dismissal of middle-aged and elderly personnel, middle-aged respondents “fired” the young and the elderly faster, the latter, in turn, gave preference to young workers and middle-aged personnel when they were dismissed.

It is impossible to ignore the fact that it is common for employees to compare their benefits from the company (working conditions, promotion opportunities, wages, etc.) with the benefits of employees working in similar positions. Such a comparison can lead to a situation where employees themselves begin to regulate the efforts invested in the organization, as well as the choice - to stay in the company or not, and if so, on what conditions. All this should be taken into account by managers when pursuing a personnel management policy Volodko V.F. International Management. - M.: Amalfeya, 2009. - p. 116..

Almost all respondents from all countries stated the importance of analyzing the social component when considering a proposed candidate for dismissal. A position based on the classical economic theory, is more inherent in English managers than in everyone else. The theory based on humanistic human principles and the social component is most characteristic of Germany. Such a position not only implies the perception of the employee as a person, but also affects the so-called hidden factor - the loyalty of the staff to the company, which expresses concern for its employees in the full sense of the word, which, of course, leads to an increase in the efficiency of the company. Of course, economic benefits cannot be neglected when making a decision to dismiss, but the “right” decision may be hidden under the combination of these components and skillful manipulation of them, depending on the external and internal needs of the organization.

Analyzing the situation in Russian market there are two most important aspects to highlight. First, the predominance of economic expediency in the dismissal of an employee of the company. As a rule, recently the social component begins to play an important role in determining the criteria for dismissal. This is more typical for large organizations. In Russian organizations, the social component is determined, as a rule, by a person's cash allowance upon dismissal. To a lesser extent, the decision to dismiss is made taking into account the family situation of a person or his demand in the labor market Potemkin V.K. Personnel Management. - St. Petersburg: Peter, 2010. - p. 78..

Secondly, it is interesting to analyze the importance of dismissal criteria for Russian managers. Most likely, when analyzing the possibility of laying off several employees, a middle-aged employee with average performance indicators who receives a high salary will be fired. As in many other countries, a young specialist with good performance and low pay will usually remain in the organization. Although there have been other cases in Russian practice, when mostly small organizations, taking advantage of the fact that a good salary is provided to a candidate with certain work experience and specific skills, and also after passing probationary period(which, as a rule, in such companies ranged from three months to six months), they hired young specialists, who, in turn, performed difficult work, while receiving small wages. After the end of the probationary period, or when a person understood the discrepancy between efforts and pay, the organization preferred to simply dismiss this employee, taking the next young employee in his place. Thus, the organization received high-quality work at low financial costs.

Interestingly, many managers Russian organizations admit that they often cannot speak in person with the person who needs to be fired. Usually such a task falls on the shoulders of line managers, who, in turn, usually do not have experience in dealing with such situations, as a result of which a person’s departure from the organization can be painful both for himself and for the company.

Conclusion

The roots of personnel management go deep into the history of human society. Even the first representatives of mankind, united in tribal communities, daily solved the problems of using their own, very limited physical and intellectual resources, faced issues of division of labor, labor motivation and discipline.

The concepts of hiring, promotion and dismissal of personnel in European countries have the same content. The differences lie in the implementation of procedures for hiring, promotion and dismissal of staff. Before proceeding to a comparative analysis, it is necessary to define the named elements of personnel management.

For each particular country, the characteristics on which the decision to hire a particular candidate is made will be different. Each country, due to cultural characteristics, will differently assess the importance of each of the indicators.

Conducted studies of recruitment, promotion and dismissal of personnel have shown that each country has its own traditions and values ​​that underlie the business policy and which determine the choice of a particular development strategy for the company in all areas of its activity. Perhaps, within the framework of one culture, some solution will seem profitable and correct, while another country will never choose a business development strategy based on this particular solution, as it will perceive it as wrong in terms of its values ​​and views. The comparative approach showed that today Russian companies adopt Western experience, adapting the experience of Western companies to Russian specifics. But in Russian business there are still organizations that, for example, lack a strict recruitment system, which implies a lack of strategic planning needs for personnel, clearly formulated criteria for hiring personnel for certain positions. A comparative approach to the analysis of the experience of various companies plays an important role for Russian business practice, as it allows Russian managers to see real examples building an effective human resource management policy, and try to put it into practice in your organization. Knowledge of foreign business practices, an understanding of what underlies the policy of a particular country, the ability to analyze and adapt business strategies can greatly help companies navigate the complex international environment correctly.

Probably, the European model of development in the broad sense of the word is more suitable for Russia. Her main feature lies in a certain balance of interests of the state, enterprises (and their owners), trade unions and other public organizations. In addition, the European model (like the American and Japanese) includes high levels of wages and labor productivity. But unlike the American one, it has a higher degree of social security for the population, and from the Japanese one it is transparent competitive environment. And, finally, it is characterized by an effective management system on the scale of the whole society, and not just at individual enterprises. The last point is, in our opinion, of particular interest.

The formation of such a system means, firstly, that functional and bureaucratic organizational structures are being replaced within enterprises with intra-company entrepreneurial teams. Secondly, large companies carry out the separation ("corporation") of many functions and areas, while at the same time encouraging the creation of small businesses in all sectors of the economy, including healthcare and social security. Thirdly, there is an automation of various control and accounting functions, communications between enterprises (primarily in state, regional and municipal entities).

List of used literature

1. Bazarov T.Yu. Personnel Management. Workshop. - M.: Unity-Dana, 2009.

2. Basakov M.I. Personnel Management. Lecture notes. - Rostov-on-Don: Phoenix, 2009.

3. Belyatsky N.P. Personnel Management. - M.: Modern school, 2010.

4. Valieva O.V. Personnel Management. Lecture notes. - M.: A-Prior, 2009.

5. Volodko V.F. International Management. - M.: Amalfeya, 2009.

6. Zakablutskaya E.A. Personnel Management. Leader and HR Specialist. - St. Petersburg: Speech, 2009.

7. Kibanov A.Ya., Durakova I.B. Organization personnel management. Actual technologies of recruitment, adaptation and certification. - M.: KnoRus, 2010.

8. Kibanov A.Ya., Durakova I.B. Organization personnel management. Strategy, marketing, internationalization. - M.: Infra-M, 2010.

9. Lunev A.P., Mineva O.K. Comparison of European and Japanese experience in personnel management // Humanitarian Research. 2008. No. 4. S. 213-215.

10. Nikiforova N.A. Personnel management. Short course. - M.: Okay-book, 2010.

11. Orlova O.S. Personnel Management modern organization. - M.: Exam, 2009.

12. Potemkin V.K. Personnel Management. - St. Petersburg: Peter, 2010.

13. Rogozhin M.Yu. Personnel Management. 100 questions and answers about the most pressing in modern personnel work. - M.: Alfa-Press, 2009.

14. Fedorova N.V., Minchenkova O.Yu. Organization personnel management. - M.: KnoRus, 2010.

15. Chekhovskikh I.A. Personnel Management. In questions and answers. - M.: Eksmo, 2010.

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Personnel motivation as an element of the personnel management system. Methodological foundations evaluation of the management system. Experience in the formation of a personnel management system through motivation. Analysis of the personnel management system of the enterprise OJSC "Zhelezobeton".

thesis, added 10/21/2010


Staff motivation. Communication of features of personnel management in consulting firms ah with the specifics of the firms. Possible methods of personnel management of consulting firms and existing practice of personnel management of firms in Russia.

control work, added 11/07/2006


Comparative features of the American and Japanese models of personnel management. Statistical characteristics of the activities of the company OOO "Evroset-Retail". Indicators of improvement of the personnel management system of OJSC "Ural Airlines".

term paper, added 05/30/2013


Concept, essence and approach to personnel management, new management models. Content structure of personnel management. Enterprise personnel as a system, methodological features of their management. Strategic Management personnel in Russia.

abstract, added 01/28/2012


Methods of personnel management, the concept of stimulation and motivation, the specifics of the flow of this process in cultural institutions. Characteristics of personnel management in MOU DOD DSHI No. 1, Mikhailovka, analysis of personnel management and ways to improve it.

One of the main problems in the personnel management system is hiring such a person who would fit both the culture of the so-called European management and the culture of an individual company. For example, a young foreign applicant from an elite business school who speaks many languages ​​may be hired, but within a few months it may be found that this person is not able to establish contact with his colleagues. Other employees of the firm or a particular department may be less educated or less motivated and may find it difficult to work with a foreigner. Although competition among colleagues is an important factor, the main one is precisely his belonging to another nation. Foreigners, for their part, often do not understand the rules of another culture, which makes it difficult for them to communicate with colleagues.

Another problem can arise between line managers and the HR department or the owner of the company when deciding whether to hire a specialist or a person with general knowledge. A specialist is a person who has specific practical knowledge and skills within his profession. A person with general knowledge within his profession, as a rule, does not have a narrow specialization. HR professionals may prefer to hire someone with growth potential. In their opinion, skills can be taught, but the employee's potential for learning is either present or not. Line managers want to see a person with specific knowledge and skills in a certain area. More detailed data can be seen in Table. 1.

Table 1. Preferences in the field of hiring a specialist or person with general knowledge in European countries

The table shows that Italians and Spaniards prefer to hire specialists. The French also gravitate towards such a policy of hiring. An interesting fact is that German managers give preference to both local staff with general knowledge and foreign employees with general knowledge. At the same time, the Germans are second only to the Spaniards in their preference for hiring specialists with narrow knowledge. The Spaniards focus on hiring personnel who have specific practical knowledge and avoid hiring graduates from elite business schools. For example, knowledge of a foreign language is less important in France than in England, Germany or Spain. Experience abroad is more valued in France and Italy. In addition, information about each candidate should include age, education, school reputation, test scores in some management subjects, previous work experience, and personal characteristics. Any company always analyzes a sufficiently large number of criteria when selecting a person for a certain position. Each of these criteria is essential for managers in one country and may be less important for managers in another (see Table 2).

Table 2. A list of some of the main characteristics that underlie hiring decisions in European countries

European countries			Germany
Knowledge of foreign language
test result
Ability to run small and medium businesses
graduation rank
International work experience
General education
Technical and Special Skills
Culture, nationality

After analyzing the indicators of the table, we can conclude that almost all countries consider such criteria as knowledge of a foreign language, test results, general education and graduation grade. For some countries, the ability to attract foreign clients, a broad knowledge of foreign markets and the ability to quickly navigate in certain situations are important, for others, culture and nationality, the ability to run small and medium-sized businesses, as well as the availability of special skills and knowledge. By ranking these criteria in terms of their importance to certain countries, one can paint a picture of the recruitment policy in a given country.

Interestingly, the foreign origin of a job candidate can be both a positive and a negative factor. In particular, 15% of the surveyed German managers said that the foreign origin of the staff is a plus, 3% believe that this is a disadvantage. Spaniards also take an ambivalent position on this issue: 3% consider foreign origin as a plus, 0.5% as a minus.

It should be noted that one cannot compare the importance of parameters for a particular country and conclude that one country more correctly places emphasis and makes a choice, while the other does not. In every state, due to cultural values ​​and economic situation there are reasonable selection criteria that determine the correctness of its choice.

The criteria for hiring personnel by Russian companies are a combination of different elements that are specific to a particular country. One of the important selection criteria in Russian practice is the age of the candidate, which should not exceed 35-40 years15. An important criterion in the selection of personnel in Russian practice is also the presence of a certain work experience, as a rule, preferably in the position for which he applies in new organization, which implies that he has special knowledge in a particular area. In 70% of cases, Russian managers would prefer to hire a person with this specific knowledge and experience than a person with general knowledge. In the practice of some companies, there is a policy of hiring graduates of higher educational institutions who, as a rule, may have no work experience at all or have little experience. Hiring such an employee implies the presence of a developed training system in the organization, which not all companies can afford, since usually these are quite expensive programs. Another issue that needs to be taken into account is that the management of the organization does not always understand the need for training programs for employees (not only for beginners, but also trainings for advanced training). The next requirement in most cases is knowledge of a foreign language. To some extent, this is due to the presence of a large number of branches of foreign companies in the Russian market, respectively, knowledge of the language in such organizations is necessary.

Each country, as well as in matters of recruitment, has its own system career development personnel that comes from cultural differences.

In connection with the globalization of business, employees who are able to navigate in the international environment are of great value to the company. It is not always possible for an organization to attract managers with such skills from outside. Therefore, in most Western companies, great attention is paid to various training programs that are aimed at training the staff of the company. European studies have shown that the average age at which the greatest investment in education occurs is between 36 and 46 years of age. Very many people after this age limit find it difficult to adapt to a changing environment (for example, a 50-year-old person to learn a foreign language)16. The perception of information after 40 years changes significantly. It is more difficult for a person to accept new information, remember it and compare it with information already received. In Russian practice, you can find few organizations that are willing to invest financial and time efforts in older employees, that is, organize training for them and draw up training programs. Many Russian business leaders believe that it is easier to find a young specialist, even though the cost of attracting him may exceed the cost of training older employees. Many Western firms have programs to protect this category of employees, which does not allow simply dismissing them in case of obsolescence of knowledge, and some organizations use special training programs for older employees. Along with this, if a decision is made to dismiss such an employee, many Western organizations have special early retirement programs. Unfortunately, in Russian practice, such programs, as a rule, are absent. In adulthood, people should rely more on professional competence than on learning. The problem is that most organizational programs aimed at training young professionals who easily perceive changes and adapt their knowledge to the global environment. Of course, allowing younger, more dynamic employees to "jump over" their older colleagues will benefit the organization in some way, but whether this will bring satisfaction to the staff remains an open question. Thus, an extremely important issue for the management of organizations is the decision to hire internally or externally.

Research has identified four types of firms that adhere to different promotion criteria:

• - “club” (internal recruitment based on the group) - as a rule, they adhere to the policy of hiring within the company, focusing on a candidate with general knowledge and skills, who is characterized by early career growth and greater reliability;
• - "academy" (internal hiring based on activity) - internal hiring, the possibility of growth of the candidate, high potential, early career, specific knowledge in a particular area, the possibility of dismissal for poor performance;
• - "fortress" (external hiring based on group interaction) - external hiring, a candidate with some specific skills, more passive than active, frequent layoffs;
• - "basketball team" (external recruitment based on activity) - external recruitment, focusing knowledge on a specific job, formal training is not characteristic, poor career planning, the possibility of a horizontal career - moving from position to position.

It is interesting to see what criteria a particular country uses when deciding on career growth. Such data are presented in Table 3.

Table 3. Priority of the main characteristics when determining a candidate for promotion in European countries (+ or - means how this or that characteristic is perceived by the manager participating in the survey)

European countries			Germany
Past activity
The person as a team member (if a person is too attached to the team, this is bad)
Man as a team member
High potential, ambition
Already knows how the company works
General knowledge in your field
Youth
Long-term work in the company
Internal recruitment
Open, understanding and promoting innovation

The table shows that for all countries the main criteria are the past experience, the past activities of the candidate for promotion, since this characterizes a person as a direct employee and gives an idea of ​​how this person performs work and copes with his duties. For example, in France it is considered unimportant whether the candidate has general knowledge in his field or not, while for England this criterion is in third place. The importance of such characteristics as openness and innovation is in fourth place for Germany, which indicates the commitment of German managers to the policy of hiring creative personnel. A similar indicator is not so significant for England and France. Interestingly, for almost all countries it is of great importance whether a person can work in a team or not. The indicator "person as a member of the team" in a positive sense is in second or third place in all countries. Individualism is more inherent in English companies, followed by Italy, Spain, France in descending order, and Germany gravitates towards collectivism to a greater extent.

It can be concluded that, for example, the following criteria are important for “clubs”: + a person as a team member, + past experience, + long work experience within the company, + a person who is loved and known, + already knows how the company works. For the “academy”, the following parameters are of particular interest: + past experience, + high potential, ambitions, - a person as a team member, + youth, + knowledge in the field of how the company works. For a “basketball team”, + good or bad references, + general knowledge in their field, - the person as a team member, + external hiring, + openness play an important role.

As in many Western organizations, in Russian companies, when deciding whether to move up the career ladder of a candidate, the main factors are past experience, past activities of the employee, his professional results. In Russian practice, there are both external recruitment and internal hiring. But in 63% of companies, managers prefer external recruitment, since internal recruitment in the organization, in their opinion, involves the emergence of conflict situations and political games associated with competition between candidates for a particular position. Many managers also believe that the choice between internal and external hiring should primarily depend on the vacancy itself; for example, for positions of high responsibility that require reliability, proven competence, it is better to hire a person from within the organization, as their reputation and professionalism are known, which can reduce the risk of hiring an untested person for an important organizational position. In addition, internal recruitment will reduce the cost of onboarding this employee, which can be an important factor for some positions. The age characteristics of candidates for promotion is also an important factor. At Russian enterprises, the average age of employees participating in promotion programs is 30-35 years. These are the targets of training programs in many organizations. Speaking in general about the promotion policy, 48% of managers of Russian enterprises believe that promotion of an employee in the company is possible and necessary, 25% prefer to always hire a person from outside for a vacancy that has appeared, for example, in the middle or top management. 27% believe that company management should use both external and internal recruitment. External recruiting may have a hidden goal, which was formulated by 6% of the leaders of Russian companies as follows: hiring a person who came from another company (especially if it is a competitor company) will allow you to get some information about other organizations.

If we talk about the typology of organizations, then Russian companies are more like “fortresses”, since external hiring of a candidate with some specific skills with the possibility of dismissal if the employee does not meet organizational goals and objectives is the most common recruitment policy. Of course, when dividing organizations into certain types, it must be remembered that the specific policy of each company primarily depends on the direction of its activities in external environment, management, composition of the workforce and other factors. Many companies do not have a clear career development program that employees are introduced to at the beginning of their work in the organization. Such a system should first of all describe the terms of career growth and possible promotion prospects for each individual position. In such a program, it is also necessary to single out a system of attestation or criteria on the basis of which rotation is possible.

Throughout the life of the organization, many employees leave the company not only for personal reasons, but also due to forced dismissal, which can be justified both by poor performance of a person and by the need to restructure internal company processes. In the latter case, it is quite difficult to decide who should leave the company, since many factors must be taken into account. The policy of dismissal, or more precisely, the rationale for choosing a particular group of personnel for dismissal, is different in many European countries.

One of the approaches is based on the principles of classical economic theory, which assumes that a person who works well, is easily trained and receives a small salary should be retained in the organization. For example, a 46-year-old employee who has been with the company for a long time, is difficult to train, shows average performance and earns twice as much as a young employee, seems to be a good target for dismissal. This theory implies that the decision to dismiss will be made on the basis of organizational efficiency. But decisions of this kind should not be based only on the economic component, it is also necessary to take into account the social aspect of dismissal. This approach does not take into account the personal, marital status of the employee, whether he has a non-working spouse or spouse, as well as children who may not have received education yet. A company that lays off an older worker sends a signal to younger workers that when they reach the age of the first, they can be sacrificed by the organization if a redistribution of positions is necessary. In addition, the organization shows these neglectful attitude towards old employees who may have given many years to this firm, which cannot be ignored by younger employees. For example, according to French law, when making a decision to dismiss, four parameters must be analyzed: competence, age, family situation and relevance. this candidate in the job market.

The question of the social component in making a decision to dismiss is widely subjected to various studies. It is necessary to understand who really loses his job in case of dismissal - a young person or an elderly one? Some researchers believe that a young specialist can easily find himself new job than an older employee, who, due to his age, is likely to be less in demand in the labor market. Of course, this cannot be ignored when deciding on the dismissal of an employee. Organizational decisions in this area should not be based on only one approach. Greater efficiency will be achieved only if the economic approach is correlated with social issues.

It is interesting to analyze which of the approaches is preferred by a particular country. Preferences when making a decision to dismiss are presented in table 4.

Table 4. Preferences when deciding to leave in European countries (%)

The table shows that almost no country has a policy of laying off young employees with good performance who receive low wages. More than 70% of UK companies prefer to fire a middle-aged worker with average performance who receives a high salary. In contrast, less than 10% of German managers adhere to such a policy. In Spain and Italy, a person who earns high money for an average job is likely to be fired. German managers, if necessary, will fire a young employee with average results, but a low salary. The average age of a dismissed person in Germany is approximately 36 years, in France - 40, in Spain and Italy - 43-44, in England - about 45 years. Interestingly, the young respondents interviewed by the researchers were more in favor of dismissal of middle-aged and elderly personnel, middle-aged respondents “fired” the young and the elderly faster, the latter, in turn, gave preference to young workers and middle-aged personnel when they were dismissed.

It is impossible to ignore the fact that it is common for employees to compare their benefits from the company (working conditions, promotion opportunities, wages, etc.) with the benefits of employees working in similar positions. Such a comparison can lead to a situation where employees themselves begin to regulate the efforts invested in the organization, as well as the choice - to stay in the company or not, and if so, on what conditions. All this should be taken into account by managers when pursuing a personnel management policy.

Almost all respondents from all countries stated the importance of analyzing the social component when considering a proposed candidate for dismissal. The position based on classical economic theory is more typical for English managers than for everyone else. The theory based on humanistic human principles and the social component is most characteristic of Germany. This position is not only...

Analyzing the situation on the Russian market, it is necessary to single out two most important aspects. First, the predominance of economic expediency in the dismissal of an employee of the company. As a rule, recently the social component begins to play an important role in determining the criteria for dismissal. This is more typical for large organizations. In Russian organizations, the social component is determined, as a rule, by a person's cash allowance upon dismissal. To a lesser extent, the decision to dismiss is made taking into account the family situation of a person or his demand in the labor market.

Secondly, it is interesting to analyze the importance of dismissal criteria for Russian managers. Most likely, when analyzing the possibility of laying off several employees, a middle-aged employee with average performance indicators who receives a high salary will be fired. As in many other countries, a young specialist with good performance and low pay will usually remain in the organization. Although there have been other cases in Russian practice, when mostly small organizations, taking advantage of the fact that a good salary is provided to a candidate with certain work experience and specific skills, and also after passing a probationary period (which, as a rule, in such companies ranged from three months to six months), they hired young specialists, who, in turn, performed difficult work, while receiving small wages. After the end of the probationary period, or when a person understood the discrepancy between efforts and pay, the organization preferred to simply dismiss this employee, taking the next young employee in his place. Thus, the organization received high-quality work at low financial costs.

Interesting is the fact that many leaders of Russian organizations admit that they often cannot talk personally with the person who needs to be fired. Usually such a task falls on the shoulders of line managers, who, in turn, usually do not have experience in dealing with such situations, as a result of which a person’s departure from the organization can be painful both for himself and for the company.

M. Zheltovskaya

The labor market situation in Italy reached its peak in 1993, when an agreement was signed between the government and trade unions in July, which provided for an annual review of the "national agreements" and wage increases in proportion to the annual inflation rate.

(Data from ISTAT)

The very existence of "national treaties" is very interesting. Each branch of industry has its own, the introduction of changes in which occurs during the interpretation between the trade unions of the branch and its governing structure. Until 2000, everything went smoothly, and later the bureaucracy made itself felt with constant delays. This state of affairs has a negative impact on the development modern market labor in Italy.

(Data from the Central Bank of Italy)

Unemployment in Italy remains one of the most actual problems. Although the total employment for Last year in Italy grew by 1.9%, the unemployment rate remains high. In 2006 it was 6.8%.

Foreign labor force

Emigration from the countries of the European Union (Romania, Poland, Bulgaria, Latvia, Estonia, Lithuania, etc.), from the former countries of the USSR (Ukraine, Uzbekistan, Kazakhstan), as well as from Albania, Serbia, Kosovo, Morocco, etc. In 2006 alone, 3.7 million legally registered emigrants entered the country, which is 6.2% of the Italian population. The scope of employment of emigrants is mainly construction, Agriculture, services sector. Emigrants, who make up a significant part of the economically active population, have an ambiguous effect on the labor market: on the one hand, filling jobs that are not in demand among Italian citizens, on the other hand, going into the shadow sphere and criminalizing activities.

(Data from ISTAT)

The average salary of an emigrant is 856 euros per month, which is 26.9% lower than the average salary of an Italian citizen.

Wage

According to IRES, more than 14 million workers receive less than 1,300 euros per month, and somewhere around 7.3 million - less than 1,000 euros.

Labor productivity in Italy

One of the problems of the Italian labor market is inefficient employment.

It defines:
- measure of lagging behind Italy from the countries of the European Union in labor productivity;
- unemployment;
- discrepancy between the decline in production and the size of employment.

(OCSE data)

The problem of human resources and limited opportunities to invest in modern technologies cause a low level of labor productivity, which acts as a determining factor economic development. Labor productivity in Italy is currently 5.5 points lower than in Germany, 10 points lower than in France and 20 points lower than in the UK and the US.