The topic is innovative management in personnel work. Innovative HR Management

The last decade is inextricably linked with the concept of “innovation”. Innovations were created in order to satisfy people's needs for a comfortable life and new technologies that make daily activities easier, since modern people have become consumers and need to get everything new. There is no general agreement on what innovation is. Several scientists consider and relate this concept to the following actions: generating, creating, attracting and using new ideas, technologies, and products. In this case, innovation makes sense as a process. Other scientists define the concept “innovation is an idea, practice or product that is perceived by an individual as new.” The term “innovation” was first mentioned in the 19th century. And already in the twentieth century. in the 1900s, the Austrian and American economist J. Schumpeter introduced this term into scientific activity. Currently, innovation excites the minds of various economists such as Agarkov S.A., Rogova E.M., Tkachenko E.A., Shevchenko S.Yu., Vachugov D.D.
Thus, innovation is the result of innovative activity, which consists in the creation, development, diffusion and use of innovations. In the resolution of the State Duma of the Federal Assembly of the Russian Federation dated December 1, 1999 N 4685-II of the State Duma on Federal law“On innovation activity and on state innovation policy” the term “innovation activity” is interpreted as “the performance of work and the provision of services for the creation, development in production and practical application of new or improved products, a new or improved technological process...”. To understand how important innovation is in our time, let's look at the World Economic Forum. The Forum is known for its annual meeting in Davos, Switzerland since 1971, where leading economists, politicians, journalists and public figures from all over the world. In 2015, the Forum compiled a ranking of the competitiveness of countries around the world and indicators characterizing it. Innovative potential and innovative activity are in third place in the competitiveness of countries and organizations.

The path to the development of a company directly depends on innovative management in the organization, namely on the activities of personnel management or the personnel management system. Personnel innovation or innovative management in the personnel service refers to the subsystem the whole system management of innovation activities at the enterprise. Personnel management in any organization is carried out by the personnel department. Currently, the personnel service has a list of mandatory tasks to complete. Previously, it was enough for HR services to deal with the organization’s documentation support issues, but now the HR department meets many other requirements of the enterprise, since today much attention is paid to the person in the management system, and therefore HR management (human resource management), which is difficult to implement and requires a lot of attention.

To achieve the best results in working with personnel, it needs to adhere to innovative management methods, without which it is impossible to implement human resources programs at this stage of society's development. There are different variations of innovations in the management methods of an organization, the implementation of which directly depends on the decision of the head of the organization and the resources provided for the implementation of innovative activities.

1. The importance of management innovation in all departments of the company should be explained and instilled in the organization’s personnel;

2. Try to create some kind of problem-solving culture in the organization. Observe the reaction of employees to complex and sometimes unusual tasks facing them. Next, analyze alternative solutions, find out how they solve them: using standard methods, creative ideas or already tested competitors. At this point, the analysis will show the employees’ potential for innovation. The author believes that employees should be encouraged to solve problems in non-standard ways;

3. The necessary environment for conducting experiments without losses for the organization, with low risks. However, not every manager has the right to allow every employee to use new ideas in practice, so it is preferable to create some kind of experimental model in the organization, on which any innovative idea can be tested with the participation of a limited number of people over a limited period of time.

4. Innovations in the field of management should not be one-time, but periodic in nature, as a result of which their implementation will lead to the visible success of the company.

Because modern society impossible to imagine without the use of various electronic gadgets ( mobile phones, laptops, tablet computers) the organization also requires the availability of information media and means for processing them. In the age of information technology, personnel work should be aimed at solving two problems: the introduction of modern computer technologies in the process of collecting and analyzing data; creation of a virtual office - a system of direct access and active interaction of people located at a distance from each other. The main technologies based on the use of software and software applications include:

1. Remote access and online interaction to solve typical problems in the field of personnel management - interviews via Skype, filling out electronic application forms, broadcasting electronic copies of personal documents, distance learning etc.;

2. Creation of databases for accounting and control of personnel statistics (labor discipline, personnel dynamics, analysis of personnel quality, etc.);

3. Conducting video conferences with the participation of employees of remote departments;

4. Sending significant information (news) to personal email employees, etc.

However, in order to equip offices and each department, including working personnel, with the necessary equipment, we need high costs organization, and great attention should be paid to equipment maintenance, which only large organizations can afford at the moment.

1. Training in advance, necessary due to the development of the employee’s potential;

2. Fairly high wages;

3. Attracting and retaining effective employees;

4. Ensuring career planning and development in the organization;

5. Encouragement and support of personnel who produce high performance results;

6. Necessary exchange of information necessary to achieve high organizational results;

7. Encouraging initiative, independence, and responsibility of employees;

8. Ensuring a balance between the interests of the company and the employee.

Based on the listed features in personnel management, the important role of the employee in the innovative activities of personnel management is clearly visible. The main trend of HR management is a personal approach to each employee, taking into account his characteristics, therefore the approval of any innovation directly depends on the acceptance or non-acceptance of its employees by the organization. But the introduction of innovations may be perceived by staff as refusal and resistance. In this regard, before introducing an innovation, most authors are of the opinion that personnel should be prepared for innovation. These directions may be reflected in the following management decisions:

1. Increasing the level of education of personnel. Enlightened workers with a good outlook will be easy to innovate and also be innovators of ideas;

2. Technologization of management and production. Provide free access to technical equipment to personnel;

3. Providing freedom to staff to express their opinions on the changes being carried out. Conduct discussions and consultations with employees on the topic of innovation in the organization;

4. Supporting employee communication with all departments of the organization, as well as external competitors and educational institutions;

5. Enable staff to go beyond their functional responsibilities, encouraging creative initiative and independence;

6. Provide personnel with the necessary amount of information and resources to achieve organizational goals.

Thus, the presented innovative personnel management gives a clear idea that in personnel management the main place is occupied by the employee in the organization. All activities to increase profits are based on meeting the needs and development of personnel, receiving in return effective work with a creative approach. Each organization determines its own management style and takes its own measures to implement innovation policy in practice in the personnel service. The most important aspect of the successful development of an organization is the attitude towards people in the workforce. It is difficult to motivate staff to work if they do not have a direct desire to innovate. It is also necessary to analyze and test personnel in order to identify similar individuals into a separate team to achieve the goals of the organization. Only along with the desire to work, the comfort provided and the right people nearby in the process labor activity the organization will function successfully.

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The company's innovative path depends directly on how successfully innovation is used in personnel management. What technologies and methods can be called innovative personnel management? How does their use affect the company's success?

From this article you will learn:

Why innovative HR management is necessary for Russian enterprises;
What methods of innovative personnel management are used in business;
How innovative HR management technologies affect the company's competitiveness.

What is innovative personnel management

Innovative human resource management involves deliberately rejecting the choice of basic traditional management options, processes and methodologies. This approach allows us to change to a greater extent the very principle of work of HR specialists.

Three conditions under which innovative human resource management creates long-term benefits:

innovation is based on principles that go against traditional management;
systematic innovation is required, covering a wide range of processes and methods;
innovations are part of a continuous process of innovation.

Today, methods of innovative personnel management place less and less emphasis on the priority of material incentives. Everyone understands that the promised reward stimulates the concentration of mechanical efforts and contributes to the achievement of certain successes in performing a specific task. However, if the use of a non-standard solution is required, the same promised reward becomes a factor in reducing labor productivity.

Why innovative personnel management is necessary for Russian enterprises

For Russian enterprises and companies, innovative personnel management is absolutely necessary; without innovation, it is more difficult to remain competitive in the conditions modern market. At the same time, without innovative activity the most different categories innovation will be impossible, and companies need an appropriate management system. The creation of an innovative system involves the use, in particular, of methods such as innovative personnel management technologies.

These technologies are created by the HR service to solve current problems of the organization. For the introduction and implementation of this approach to management to be effective, highly qualified HR specialists and the appropriate status of the HR service are required.

What is meant by innovative technology?

Innovative technologies are understood as a set of methods aimed at ensuring the stages of implementation and implementation of a certain innovation (innovation). Any technology that is not widely used to increase productivity and save costs can be called innovative.

There are several types of innovative technologies:

training,
consulting,
implementation,
engineering,
transfer.

The development of new technologies, as well as the innovative activities of enterprises, contributes to the creation of innovative products in material or any other form.

Modern functions of the personnel service and their transformation in the conditions of innovative personnel management

The main role of a company's human resources in ensuring its competitiveness is usually associated with an analysis of the reasons why the need to develop and implement innovative management in HR becomes obvious.

Currently, HR departments of companies are required to be able to effectively solve the following problems:

workforce planning: determining the need for employees depending on production development plans;
creation of a personnel reserve, selection of applicants, reserve groups;
employee performance assessment;
selection of personnel from reserve groups;
registration of contracts with employees;
transfer, dismissal, promotion depending on performance results;
adaptation and career guidance of new employees in teams, introduction to production processes;
training;
determining sufficient remuneration to attract new staff and retain existing staff;
management training, etc.

Effectively solving these problems is impossible without innovative skills. For successful development, an enterprise must manage the selection, remuneration, training and assessment of personnel. In a broad sense, this requires creating, applying and improving methods and programs for organizing all these processes.

Personnel management in innovative management shows from a different perspective the problem of professional success, which leads to the formation of a special system of retraining, selection and social adaptation of personnel.

Challenges for employees that innovative HR management creates

Innovative personnel management requires employees to have special flexibility of thinking, an internal need for creativity, an effective system of perception, a unique form of self-realization and interaction with social system. Innovations are primarily aimed at a group of highly qualified workers, at the center of which is an innovator-scientist or an innovator-manager. This intellectual person will be a key figure in innovative activity; for her, the main importance is high motivation and the semantic significance of work activity.

In foreign companies, to select innovative HR managers, they use testing aimed at establishing the compliance of the applicant’s qualities with the working conditions of the innovative manager. In the first place in the assessment are the candidates’ organizational abilities and their initiative qualities; no less important is the manifestation of perseverance in achieving goals. The best candidate for this job is a candidate with clear leadership qualities, high responsibility, quick and accurate decision-making, and a people-friendly attitude.

What is the competitiveness of a company using innovative personnel management methods?

Thanks to personnel management in innovation activities high results from the implementation of innovations are ensured, which is supported by the creative manifestations and achievements of employees. An assessment of the qualities of personnel must be carried out by combining standard quantitative methods and qualitative criteria - the presence of publications and patents among employees. Personnel selection becomes even more difficult.

Innovative methods and approaches to personnel management must take into account the characteristics of human resources:

1. The intellectual development of people presupposes the presence of an emotionally meaningful reaction to external influences. Thus, the interaction between the employee and the enterprise becomes two-way.

2. A person’s ability for continuous development is the most important and long-term resource necessary to increase the efficiency of any enterprise.

3. The increase in the working life of a modern person (30-50 years) ensures long-term employee-enterprise relationships.

4. Employees’ awareness of their goals in this workplace. When people come to an enterprise, they expect to realize their life plans. Therefore, an unconditional condition for successful interaction between an employee and an enterprise can be called mutual satisfaction on both sides in terms of achieving their goals.

Experts note that personnel management is becoming more complex every year and is increasingly turning into an exact science. So soon, for successful work, an HR specialist will need not only an analytical mind, but also serious training.

In an environment where competition between enterprises is steadily moving into the field of knowledge and human capital management, innovation in personnel management is becoming a decisive factor for success. In personnel management, the process of creating innovative approaches is no less important than technological innovation, since it is no longer possible to increase productivity only by increasing quantitative indicators. Management innovations have a positive impact on the way and efficiency of companies. There are examples when management innovations created strong competitive advantages for modern business.

Thus, General Electric changed its approach to labor order and discipline in the field of scientific research, as a result of which she gained access to a large number of technologies and patents. Procter & Gamble since the 1990s. changed specialized approaches to brand management, as a result of which the productivity of company employees increased. That is, it is the innovative technologies of the personnel management system that make it possible to build competent and efficient work of the enterprise and to establish relationships between its divisions. This is the relevance of this topic. Many scientists have studied the concept of the diffusion of innovations: G. Tarde, F. Bass, F. Ratzel, L. Frobenius, E. Rogers, D. Hawkins, etc.

Object of research: innovation, subject - innovative technologies in personnel management.

Purpose of the work: to study innovative technologies in personnel management. In this case, it is necessary to solve the following problems: - give general concept innovation; - describe the features of innovations in personnel management; - reveal innovative technologies used in personnel management.

Let's consider the concept innovative technologies.

Innovative technologies(including personnel management) is, first of all, a set of methods that are aimed at maintaining the stages of implementation and implementation of a specific innovation (innovation). In a narrow sense, any technology for minimizing costs and increasing system performance that has not received mass distribution can be called innovative. There are the following types of innovative technologies: training (training and incubation of small businesses), implementation, consulting, engineering and transfer. With the development of new technologies and as a result of the innovative activities of companies, innovative products are created in a specific material or other form.

Today, enterprise personnel services must effectively solve problems related to personnel management, such as: problems of labor resource planning - determining the need for personnel depending on the production development strategy; creating a personnel reserve, selecting candidates, determining reserve groups; selection of personnel from reserve groups; registration of labor contracts; performance evaluation of each employee; transfer, promotion, dismissal depending on the results of work; career guidance and adaptation - introduction of new workers into work teams, into production processes; problems of determining salaries and benefits in order to attract, retain, and secure personnel; personnel training; leadership training and more.

To successfully solve such problems, other innovative skills are required. Unlike those that were in demand for actions related to maintaining documentation and drawing up reports, issuing certificates, issuing pensions, preparing orders for reward and punishment, and so on. As you know, in order to develop successfully, an enterprise must manage selection, training, assessment and reward, that is, be able to create, use and improve special methods, procedures, programs for organizing these processes. Personnel management in an innovative organization allows you to look at the problem of professional success from a different point of view, and in connection with this, a special system of selection, retraining and social adaptation of employees is being formed.

Three conditions under which HR innovation creates long-term benefits: innovation is based on principles that challenge traditional management; innovations must be systematic, including a wide range of methods and processes; innovation is part of a continuous process of innovation. Innovative methods of personnel management today are increasingly moving away from the priority use of material incentives. There is no longer any need to prove that the promised reward contributes to the concentration of mechanical efforts and helps to achieve some success in those areas of production where the attention of workers is focused on achieving a specific goal. But if it is necessary to use a non-standard solution, the promised reward is a factor leading to a negative result - a decrease in labor productivity.

Everett Rogers made a significant contribution to innovation in his work “Diffusion of Innovations”. He conducted studies on the adoption of various innovations, and found that the graphs of innovation adoption, most of them, are similar to the standard bell-shaped curve or as it is called “normal distribution”, which is divided into 4 parts:

1) innovators - 2.5%

2) early adopters - 13.5%

3) previously the majority - 34%

4) late majority - 34%.

Table 1 - System of indicators for assessing the innovative potential of enterprise personnel by E. Rogers.

Criterion	Indicators
Innovation Intensity Criterion (IIC)	Production intensity
Personnel Intellectual Development Criterion (IDP)	Share of intellectual work
Criteria for professional development of personnel (CPDP)	The degree of use of the innovative potential of personnel
Educational Personnel Criteria (EPC)	Ability of staff to acquire new knowledge
Information and Communication Criterion (ICC)	Information support for innovation
Criterion for investment and technical and technological equipment of labor (KITTOT)	Investments Costs (including R&D by stages of the innovation cycle)
Enterprise Competitiveness Criterion (CC)	Projected share of innovations (turnover from projects/products not older than 3 years to total turnover)
Criterion of financial performance of innovations (CFRI)	Profitability Business cost (capital, liquidity, turnover, profitability)

Innovators are people who are capable of taking risks; they are easily open to everything new. They are not afraid of the unknown, despite various factors. People of this type form groups among themselves and exchange information, regardless of geographical distances.

Early adopters are the people who have the basis of information about an innovation, and therefore their opinions are taken into account in decisions about innovations.

The early majority are people who are unwilling to be the first to adopt anything new. They think about and weigh all the arguments, and only then make a decision for or against. This category performs an important function - the legalization of innovation.

Thus, showing others that the innovation can be accepted and is useful.

The late majority are people who are distrustful of the benefits of innovation. And waits until the majority of society tries out the innovation.

Laggards are people who resemble conservatives. They choose people of the same type to communicate with. Their main disadvantage is that once they adopt an innovation, society may be so far ahead that the innovation becomes obsolete.

In order to operate effectively, the personnel management system must contain optimal methods and technologies that coincide with the principles underlying it. At the same time, innovative technologies in personnel management can be considered as: 10 - new methods of human resource management that increase the efficiency of the organization (actually innovative technologies of personnel management). These include new (know-how) ways of influencing personnel.

For example, the emergence of new methods of communication (telephone, Internet, etc.) has led to a sharp increase in the efficiency of organizations due to an increase in the speed of information transfer in space and time); - traditional technologies introducing innovations into working with the organization's personnel (traditional management technologies for introducing innovations) - involves the use of a new control element within the framework of the old procedure.

For example, the traditional procedure for selecting employees for the management personnel reserve can be supplemented with an innovative technique for identifying genetic markers of leadership (if any are discovered). Innovations in the personnel management system can be implemented in following forms: - with gradual improvement of individual qualities of personnel work (current); - in the form of constructive, step-by-step improvement of the entire personnel management system as a whole (breakthrough). At the same time, progressive improvement is not associated with sharp changes in the performance of the organization’s personnel; as a rule, it does not affect structural changes in any way. In the very general view it can be thought of as long-term continuous improvement involving a maximum number of employees. Breakthrough improvement of the personnel management system usually affects not only the improved aspects of employee activity, but also the entire personnel management system as a whole. The system of working with innovations in personnel management, based on the distinction between current and breakthrough innovations, is clear.

At the present time, the most common are innovative personnel technologies based on personnel processes, the use of which is possible in the field of personnel management:

Personnel formation technologies;

Differentiated reward system, including a system of public recognition of merits and achievements;

Assessment of individual contribution based on the assessment of professionally significant organization-specific criteria for professional assessment - competency models;

Career planning and plans technology individual development, based on assessment of the competencies of employees at all levels using the 360˚ system; - technologies for personnel assessment and certification;

Personnel release technologies;

Technologies for current work with personnel; - technologies for training and personnel development;

Development of mechanisms feedback, especially in the “bottom-up” direction, creating a system of open discussions of organizational problems;

Creation of project groups for the development and implementation of current organizational, long-term and professional projects, development of the organizational knowledge system.

One of the most important innovative approaches to personnel management, in contrast to classical ones, is the personnel selection system, since work in an innovative organization makes demands on a potential employee Additional requirements. In addition to traditional qualities: skill, experience, hard work, theoretical knowledge. A manager must have creative potential, flexibility and agility of thinking, the ability to adapt to rapidly changing conditions, a predisposition and ability to learn and retrain. In addition to standard methods of assessing the potential of employees, the manager also resorts to qualitative assessment, which includes taking into account the creative qualities of the individual.

Personnel management in innovation activities provides high level implementation of innovations and must be supported by the creative abilities and achievements of staff. When assessing the qualities of personnel, it is important to combine standard quantitative methods with such qualitative criteria as the presence of publications and patents. The tasks associated with personnel selection become even more complex. Since the available information about employees relates to the past achievements of applicants for an innovative organization, it is difficult to assess the candidate’s suitability for future working conditions.

Thus, personnel are the most important part of any organization and represent one of the most valuable resources for innovative development. The search for new approaches to personnel development management today is a necessary condition successful functioning of any organization. In the conditions of modern personnel work, innovations - urgent need. This paper examines the features of innovation and innovative technologies in personnel management. Innovative technologies in personnel management represent ways and methods of more effective management HR processes of the organization. Solving this problem is impossible without a transition to innovative methods of personnel management, which today is an urgent task for the management of innovative companies.

Scientific adviser:
Yurina Olga Yurievna, master pedagogical sciences, teacher of the Ust-Kamenogorsk branch of the Russian Economic University named after. G. IN. Plekhanov, G. Ust- Kamenogorsk

Sony can be considered as a positive experience in applying innovative approaches, where the opinion of each employee is given deserved attention. The company has introduced weekly bonuses for the development of innovation proposals that allow year after year to improve the quality of products.

The very procedure for presenting envelopes is thought out taking into account the emotional component, since bonus funds are presented to innovators by a pretty and beautifully dressed employee. In this case, all proposals made during the week are subject to incentives, regardless of their application in the future. What can be considered an innovation in personnel management and what typology of this process exists?

Personnel management system as an innovation

A personnel management system certainly arises from the moment any enterprise begins to operate if it wants to become successful, and has a number of features inherent in any innovation. This is a solution to specific problems of the organization, uncertainty of the result, possible resistance of employees and the emergence of conflict situations, a multiplier effect.

All stages are inherent in the process of formation and development of the system innovation process proceeding in full accordance with basic economic laws. Selection, adaptation, assessment and labor movements of personnel as technologies of the management system determine its innovativeness. The main goal of all transformations is to increase the efficiency of personnel and, as a result, the success of the enterprise.

Directions for introducing innovations in personnel management

If we consider the personnel management system itself as an innovation, then the following can be considered as the main directions for its implementation:

1. Personnel development and business career management. The training program is based on identifying the discrepancy between qualification requirements and the actual competencies of employees, which allows you to individualize the training process and obtain the most effective result at minimal cost.

2. Building a motivation system. Traditional motivational factor was, is and will be a value wages employee, determined by the internal and external value of a given workplace. In addition, a bonus system is becoming widespread, which involves a variable part of the salary, which proportionally depends on the monthly contribution of each employee to the work of the department, division and the enterprise as a whole.

3. Formation corporate culture. Each employee’s awareness of the company’s basic values and mission has a positive impact on work results, and the process of transferring such values is the corporate culture.

4. Development of a competency model. This innovation is intended to regulate the multifunctionality of a number of jobs and competently build a technological chain, which helps prevent the occurrence of conflicts and focuses on the quality and efficiency of work.

5. Computer technologies in management. Software products They allow you not only to keep records of personnel according to various parameters, but also to generate the necessary reporting documents that can be easily transported electronically.

1. The concept of innovation management.

In its most general form, innovation management is a system of preparation and decision-making aimed at the formation, support and development of the innovative and technical potential of Russia in general, each enterprise, each organization in particular.

Innovation management is one of the forms of general, functional management, the object of which is the processes of innovative and technological development. In other words, innovation management is a system, a set of systematized knowledge on modern management about methods for creating labor-intensive innovations and their effectiveness.

The development and introduction of new types of products is a high-risk process that does not guarantee any return. There are no guarantees that the material, financial and labor resources will pay off.

At the same time, innovation management is vital required type activities for enterprises. The reasons can be considered objectively growing demands for goods from consumers, as well as increased competition in the manufacturer market.

Innovation management can consist of both direct coordination of work on innovative products and the development of systems for managing innovative processes and economic relations, which is carried out at the highest level of company management.

2. Goals, objectives, place and functions of innovation management.

Target- this is the final state, the desired result that any organization strives to achieve. The goal sets certain development guidelines for a given period of time. On the one hand, the goal acts as a result of forecasts and assessment of the situation, and on the other hand, as a limiter for planned innovative activities.

Innovation management involves performing the following tasks:

o development and implementation of a unified innovation policy;

o development of projects and programs for innovative activities;

o preparation and consideration of projects to create new pylon products;

o control over the progress of work on the creation new products and on its implementation;

o financial and material support for innovation projects;

o preparation and training of personnel for innovative activities;

o formation of target teams, groups implementing innovative projects.

The list of tasks that can be solved in the process of innovation management is quite wide and may differ in relation to product innovations and technological innovations.

Control functions Innovation management in general terms can be defined as the types (directions) of activity necessary to manage a particular object.

There are two groups of innovation management functions:

1) main functions;

2) providing functions.

The main functions are planning (strategic, current, operational); organization; motivation; control. The main functions of innovation management are common to all types and any conditions of innovation; they reflect the content of the main stages of innovation management.

The supporting functions of innovation management include functions that contribute to the effective implementation of basic functions: socio-psychological and technological or procedural functions. The socio-psychological functions of management are related to the state of industrial relations in the team. There are two types of them: delegation and motivation.

3. The concept of innovation.

Innovation (eng. "innovation" - innovation, novelty, innovation) refers to the use of innovations in the form of new technologies, types of products and services, new forms of organization of production and labor, service and management. The concepts of “novelty”, “innovation”, “innovation” are often identified, although there are differences between them.

Innovation means a new order, new method, invention, new phenomenon. The phrase “innovation” literally means the process of using an innovation. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation (innovation). The period of time between the emergence of an innovation and its implementation into an innovation (innovation) is called the innovation lag.

The concept of “innovation” as an economic category was introduced into scientific circulation by the Austrian economist I. Schumpeter. He first considered the issues of new combinations of production factors and identified five changes in development, i.e. innovation issues:

· usage new technology, technological processes or new market support for production;

· introduction of products with new properties;

· use of new raw materials;

· changes in the organization of production and its logistics;

· emergence of new markets.

4. Classification of innovations.

The whole variety of innovations can be classified according to a number of characteristics.

1. By degree of novelty:

· radical (basic) innovations that realize discoveries, major inventions and become the basis for the formation of new generations and directions for the development of technology and technology;

· improving innovations that implement average inventions;

· modification innovations aimed at partially improving outdated generations of equipment and technology, production organization.

2. By object of application:

· product innovations focused on the production and use of new products (services) or new materials, semi-finished products, components;

· technological innovations aimed at creating and using new technology;

· process innovations focused on the creation and functioning of new organizational structures, both within the company and at the inter-firm level;

· complex innovations, which are a combination of various innovations.

3. By scale of application:

· industry;

· intersectoral;

· regional;

· within the enterprise (company).

4. For reasons of occurrence:

· reactive (adaptive) innovations that ensure the survival of the company as a reaction to innovations carried out by competitors;

· strategic innovations are innovations, the implementation of which is proactive in nature in order to gain competitive advantages in the future.

5. In terms of efficiency:

· economic;

· social;

· environmental;

· integral.

5. Changes in personnel management as a type of management innovation.

Modern organizations operating in complex, dynamic environments with high levels of uncertainty must continually change. The ability to make these changes, to adapt to an ever-changing environment, or, more importantly, the ability to change the environment itself is important characteristic today's organizations, ensuring their competitiveness and survival in the long term. Organizational changes are changes in the system of functioning of individual employees, work groups, departments or the organization as a whole, carried out for the purpose of organizational development (improvement). According to classical theory management, the goal of organizational change is transfer of the organization to a new state, more consistent with the mission of the organization and increasing the efficiency of its functioning. It is clear that in practice changes can produce both positive and negative results.

When it comes to any changes, it is assumed that the object of the upcoming changes already existed before this moment. Therefore, organizational changes do not include issues of building new organizations. Simply expanding the scope of an organization's activities (for example, opening another branch) is organizational development, but is not a change, since it does not require abandoning old ways of working and moving to new forms of functioning of the organizational system. It is also inappropriate to call organizational changes the achievement by an organization of planned goals that do not go beyond the traditional trajectory of its development. Most managerial actions, of course, introduce some novelty into the activities of subordinates and the organization as a whole - the manager distributes work and the performers of these works, determines the requirements for their quality, controls and adjusts their execution. But, we repeat, if all these actions are perceived as maintaining the principles of the organization’s usual and customary system of work, no one will say that the manager is implementing organizational changes.

Organizational changes can be associated with the organization’s mastery of a new idea or type of behavior, or as any relatively independent modification of some of its elements. The directions of organizational changes can be the development of improved technology, the creation of a new product, the improvement of the organizational structure, training and advanced training of employees, and the formation of an appropriate corporate culture. The strategic plans of modern Russian enterprises prioritize the introduction of new types of products, the development of new market segments, increasing the profitability of the company and each division separately, optimal use available material and scientific resources, building a quality management system (QMS) and much more. In general, all possible changes in an organization can be reduced to seven main types: changes in purpose, strategy, technology, structure, product, people and culture.

Organizational changes can be carried out both during periods of crisis and during prosperous periods of the company's development.

6. Personnel innovations.

Theory and practice of management in modern conditions develops taking into account the fact that this process enhances the dynamism of the external environment, the rapidly changing behavior of its elements, and nonlinear socio-economic processes. In these conditions, the survival of an organization in the long term is largely determined by the ability of management systems to promptly identify a problem, find innovative solution and bring it to life.

Innovation management in personnel work- this is ensuring the effective scale and pace of renewal in personnel work in accordance with the current and future goals of the organization, modern patterns of development of scientific and technological progress, requirements and standards of the state and trade unions in social services. region, market development.

7. Classification of personnel innovations.

Personnel innovations are targeted activities for the introduction of personnel innovations aimed at increasing the level and ability of personnel to solve the problems of effective functioning and development of socio-economic ones. structures (organizations and their divisions) in conditions of competition in product markets, work force and educational (vocational and qualification) services. HR innovations can be classified according to the following criteria:

1. By phases of workers’ participation in the professional educational and labor process (cycle).

2. On the objects of innovation and innovative management in personnel work.

3. The degree of radicality, scale and pace of implementation should be distinguished.

4. In relation to the elements of mechanization of personnel management:

Innovations in the field of personnel development assessment.

Innovations in the field of forecasting and programming of personnel development.

Innovations in the field of financial and resource support for personnel development.

Innovations in the field of motivation for personnel development.

8. Main goals, objectives, functions and methods of personnel innovation.

All functions innovative personnel management can be combined into two groups: a) functions for the implementation of personnel innovations as an object of management:

· organizing and conducting scientific and analytical work in the field of human resource development, identifying and solving new personnel problems of the organization;

· assessing the effectiveness of personnel innovations;

· development of forecasts, concepts, innovation and personnel policies, plans, programs and projects for personnel innovations;

· their financial and resource support; organizing personnel innovations and monitoring their implementation; personnel motivation;

b) functions in areas and areas of personnel management:

· organization of continuous education of personnel (training, retraining and advanced training of personnel);

· search and selection of personnel for new industries, personnel for new professions in short supply, elite and innovative personnel;

· certification and assessment of labor of personnel of innovative structures, innovative qualities of personnel;

· development of job development schemes, improvement job descriptions in connection with the development of jobs, labor organization and personnel;

· promotion and movement of employees through career levels and professional career, organization of formation and work with personnel reserve management personnel;

· work with elite and innovative personnel;

· staff motivation for innovations;

· development of innovations in organizing the work of the personnel service itself; ensuring new standards and improving the quality of working life.

Methods innovative management in personnel work are a set of techniques used throughout the cycle “education - labor process - release (including dismissal)” in order to increase the efficiency of work with personnel.

In the field of personnel training, methods of innovative management in personnel work include the development and transformation higher education into a dynamic, innovation-receptive branched system operating on the basis state support and self-regulation in order to create the most favorable conditions and priority for the activities of the highly professional, most creative part of workers and various structures.

In the field of recruitment, use of personnel, advanced training and retraining an important condition the use of one or another method is strict compliance of personnel and educational policies with new directions of development of the organization. In the field of personnel reduction, they are used various methods dismissals - "method" open window", "selective reduction method", "intimidation tactics" and others. To the basic principles of innovation relate:

· freedom of scientific and scientific-technical creativity,

· legal protection intellectual property,

· integration of scientific,

· scientific and technical activities and education,

· support for competition in the fields of science and technology,

· concentration of resources on priority areas of scientific development,

· stimulation of business activity in scientific, scientific, technical and innovation activities.

Main tasks:

1. creation of innovative potential of the labor market and market educational services;

2. creation of an effective multi-level system of innovative personnel management within the state, region, industry, or individual organization for the formation and effective functioning of a qualitatively new personnel potential;

9. Stages of personnel innovation.

The process of managing innovations in personnel work includes the following stages:

1. identifying the need for innovation, which may appear as a result of the appointment of a new manager, changes in production technology, reorganization of activities in connection with the transformation of the organization’s goals, changes in the external environment (in the actions of competitors, government bodies, in the development of scientific and technological progress). In any of these cases, there will be a difference between the desired and actual functioning of the organization.

2. collecting information about innovations. To do this, organizations use membership in professional associations, participate in exhibitions, and turn to consulting firms. The search for innovation is carried out both during a crisis and in stable economic conditions. In a crisis, it will be short and limited to the first successful alternative, and in the second case it can be long, and the final decision will be based on a comparison of the advantages and disadvantages of many alternative options innovations.

3. preliminary selection of innovations using certain criteria. The main criterion will be their economic efficiency, i.e. profit received by the organization from the process of improving personnel work. Other selection criteria can be identified (the level of financial costs for the acquisition or creation of innovations, their effectiveness in terms of the goals set by the organization, profitability, the degree of risk and uncertainty of the consequences of implementation, the compliance of innovations with the established value system and norms of behavior in the organization, the difficulty of mastering innovations by staff , the opportunity, in case of failure in implementation, to painlessly return to previous methods of personnel management).

4. making decisions about introducing innovations, carried out by: the head of the organization, the head of the department in which changes are planned, the head of the financial service (in case of acquisition of innovations), the head of personnel management, if the innovations affect the organization as a whole. If innovations affect certain areas of intra-organizational personnel work, then the decision on their implementation is made by the heads of personnel departments. If innovations are created within the organization, then for their development and implementation specific organizational units can be created, covering the cycle “development - implementation - support” of innovations in personnel work.

5. implementation, use and support of innovations. To do this, the level of the organization’s receptivity to innovation is determined, while the speed of response to innovation in organizations becomes an additional factor in competition.
The introduction and use of innovations may be accompanied by the development of innovation conflict, since both individual employees and the team as a whole may resist innovations in personnel work. Below we will discuss why there is resistance to personnel innovation in an organization and what are the methods to combat this resistance.

10. Efficiency of personnel innovations.

The effectiveness of HR innovation- integral (general) effect from the introduction of personnel innovations.

The calculation of economic efficiency is calculated using a number of economic indicators, in particular, the integral effect, profitability index and payback period.

Assessing the social impact of HR innovations assumes that they are consistent social norms, standards and conditions for respecting human rights. The social efficiency of personnel innovations in most cases can be assessed and included in overall results project within the framework of determining its economic efficiency. At the same time, there are also specific indicators (indicators) of the social effectiveness of personnel innovations. Such indicators are:

1 change in the number of jobs;

2 changes in working conditions of workers;

3 structure change organizational staff(educational, professional, qualification).

HR innovation is the basis of successful HR management in a modern organization. Personnel innovation creates conditions for the formation of workers with a high level of innovative readiness, who are able to adapt to rapid changes in the market and personal situations, perceive and apply new forms of work, resist new types of pressure, and have an independent and creative mind.

11. The concept of organizational and managerial innovation.

Organizational and managerial innovations are changes in the company’s management system to achieve the goals of its operation and development, i.e. changes in the company's management system in order to increase the operating efficiency and competitiveness of the company. Signs of classifying innovations as organizational and managerial are presented in Fig. 1

12. Internal structural and managerial innovations.

Internal structural and managerial innovations are changes in the organizational and/or management structure within an organization, leading to an increase in the efficiency of its activities.

Structural and managerial innovations are manifested in the application various forms structural design (in the form of design, matrix, structureless, etc. divisions). So, matrix organizational structure used for structural innovations within the framework of target management.

In the case of applying this structural diagram, a project (program) director is appointed to achieve the goal, in whose hands are financial, material and human resources. The program director is granted the rights of the first person of the company. In this case, the matrix organizational structure allows the manager responsible for implementing the program and achieving the goal to subordinate all performers, regardless of which department their main work is located in.

Horizontal organizations- these are organizations built on such principles, in the implementation of which horizontal control between departments (coordination of their activities) and external horizontal connections turn out to be more important parameters efficiency than those possessed by traditional vertical management (subordination relationships).

The main feature of a horizontal enterprise is the gradual reduction in the number of tasks caused by internal factors and a shift towards the fullest satisfaction of the customer's interests.

Multidimensional structure- is an autonomous organizational structural subdivision(autonomous working group), which has the status of a profit center and solves a full range of specific tasks that cannot be solved within the framework of the main organization.

Edhocratic organizations- these are organizations built on the principle of a competence hierarchy and commonality of goals, where the right to manage is held by employees recognized by all employees, whose level of competence is the highest.

13. External structural and managerial innovations.

External structural and management innovations are changes in the organizational and/or management structure outside the organization (through the creation or purchase of subsidiaries or affiliated companies that are not formally included in the structure of the parent company), leading to an increase in the efficiency of the parent organization.

Venture(risk firm) is a company financed by a venture investor (usually a venture fund) and created specifically for the purpose of implementing original ideas presented by a research group.

They are formed with the aim of developing strategically important aspects research activities and/or support for private innovation projects separate groups specialists, and sometimes individual innovator employees.

Business incubator- this is an organization (usually having equipped premises as assets and a staff of supporting specialists), created with the aim of providing the most favorable conditions for other companies of a certain profile, due to the fact that supported companies have the right to preferential rent of office and other business premises incubator, and also have the right to use its entire material infrastructure and staff of supporting specialists.

14. The essence of strategic management of personnel innovations.

Strategic HR Management organization is the management of the formation of the competitive labor potential of the organization, taking into account current and upcoming changes in its external and internal environment, allowing the organization to survive, develop and achieve its goals in the long term.

The essence of strategic management:

· Where are the organization and its staff located now?

· In what direction should personnel develop in accordance with the organization's development strategy?

· What needs to be done to ensure that the staff becomes capable of performing the new tasks of the company?

Goals of strategic personnel management:

· Ensuring the organization's personnel needs for the future.

· Regulating the level of remuneration sufficient for the selection, retention and motivation of personnel at all organizational levels.

· High priority for leadership development in key positions.

· Providing effective training and development programs to improve the skills of all personnel and the formation of high internal dynamics of personnel.

· Development effective systems communication between management level and other employees, between departments and departments.

· Creation of mechanisms to combat the consequences of psychological perception of change.

Principles of strategic personnel management:

· long-term prospects being assessed;

· focus management influences to change the potential of personnel;

· creating opportunities for effective realization of potential;

· alternative choice depending on the state of the external and internal environment;

· constant monitoring of the state and dynamics of the external environment and timely introduction of changes to management decisions.

In the organization itself, the use of strategic personnel management provides enormous benefits, because it allows for a synergistic effect. Domestic authors note that to obtain a synergistic effect, it is necessary to comply following conditions:

· good development systems of adaptation to the external and internal labor market;

· Availability flexible system organization of work;

· use of payment systems built on the principles of comprehensive accounting of the personal contribution and level of professional competence of each employee (in connection with which special attention should be paid to the assessment and remuneration of the employee);

· high level of participation of employees and work groups in discussing problems and making decisions management decisions;

· delegation of powers to subordinates, which is the most important and at the same time the most difficult principle of personnel management;

· functioning of an extensive communication system, which is an integrating factor of the entire model of strategic personnel management.

The objects of strategic personnel management are:

employees of the organization; working conditions; personnel structure.

15. Innovative strategies: essence and methods.

Strategic management is the activity of developing and implementing the mission, the most important key goals of the organization and ways to achieve them, ensuring its development in a competitive and unstable external environment. Strategic management is a continuous process of selecting and implementing organizational strategies based on forecasting the dynamics of the external environment, recognizing problems and taking into account expert decisions aimed at creating and maintaining the organization's competitive advantage.

An innovative development strategy for an enterprise is a set of goals and objectives, decision-making rules and methods for transferring an enterprise (firm) from an old (existing) position to a new (target) state based on the introduction of innovations - technological, product, organizational, managerial, economic, social - and positioning the enterprise in competitive markets for goods and services. That is, an innovation strategy is always expressed in determining the type of target behavior of an enterprise in competitive markets. The whole variety of strategies for enterprise behavior in innovation markets can be combined into two large groups: strategies of active innovative behavior for creating new markets and a strategy of passively following the innovation market (Fig. 1).

The first type of strategy, often called technological, is a response to ongoing and possible changes in the external environment through constant technological innovation. Having chosen one or more active strategies, the enterprise chooses the use of a new technological idea as the main success factor. Among active innovation strategies, two fundamental ones can be distinguished: various types strategies: leadership and imitation.

Picture 1 - Classification of innovation strategies

If the technology embodied in a new product or service is completely new to the market, then the enterprise is implementing a technology leadership strategy. When a technological idea is already known to the market, but is used for the first time by the company itself, then we are talking about imitation strategies.

Passive or marketing innovation strategies represent continuous innovation in marketing. An enterprise can choose a strategy of innovation in the field of product differentiation, highlighting more and more of its competitive advantages. A segmentation strategy involves a permanent search for new market segments or entire markets, as well as the use of new methods for the market and/or enterprise to reach these customer groups. A company’s choice of passive innovation strategies may also mean this way of responding to changes in external conditions, as constant innovations in the field of forms and methods of product sales, communication policy.

16. Innovative projects and programs.

The innovative project is complex system interdependent and interconnected in terms of resources, timing and implementers of activities aimed at achieving specific goals and objectives in priority areas of the development of science and technology.

An innovation program is a complex of interrelated innovation projects and projects to support innovation activities.

Ideas, plans and technical solutions, as well as the projects that implement them, have different levels of scientific and technical significance:

Modernization (pseudo-innovation), when the design is prototype or the basic technology does not change radically.

Innovative (improving innovation), when the design of a new product in terms of the type of its elements differs significantly from the previous one;

Leading (basic innovation), when the design is based on leading technical solutions;

Pioneer (basic innovation), when previously non-existent materials, designs and technologies appear that perform the same or even new functions.

The level of significance of the project, and subsequently the entire innovation program, determines the complexity, duration, composition of performers, scale, nature of promotion of the results of the innovation process, which affects the content of project management.

17. Management of innovative projects and programs.

Managing a project or program is a complex task. The working group created to implement the project solves new problems that differ from the problems solved by existing functional units.

Between working group and the entire organization there is a stable connection, since the implementation of the project must be carried out in cooperation with existing units and the result must be integrated into the existing structure. To manage innovation projects, managers should adhere to the following principles of innovation project management:

The principle of selective selective management is the selection of priority areas, targeted support for innovative firms and innovators);

The principle of target orientation of projects to achieve final goals. It involves establishing relationships between the needs for creating innovation and the possibilities for their implementation, with the ultimate goals specific projects focus on needs, and intermediate goals on the final goals of these projects;

The principle of completeness of the project management cycle;

The principle of phasing innovation processes and project management processes;

The principle of hierarchy in the organization of innovation processes (all levels of activity are consistent with each other);

The principle of multivariance when choosing management decisions;

The principle of consistency (a set of measures necessary to organize the project is developed - organizational, administrative and others),

The principle of security or balance (all activities must be provided with the necessary resources).

Stage of formation of proposals in priority areas:

1. A list of the most essential criteria for achieving the goal is recorded;

2. For each project implementing a priority area, an assessment is made of the level of improvement of each indicator compared to the existing situation on the scale “low”, “below average”, “above average”, “high”;

3. Technologies that do not have “above average” or “high” ratings are excluded from further consideration. The rest are included in preliminary proposals for priority areas and critical technologies;

4. Technologies that have at least one “high” rating or at least two “above average” ratings are preliminary considered candidates for the priority group; if more than two are “high” or three are “above average” - candidates for the group of special priority.

The degree of priority is determined as follows. Each lower-level project (program) is assessed according to two indicators: the final result, measured by the increase in the analyzed indicator for a fixed period; costs of producing software products (total, including investments and operating costs). The value of the efficiency indicator characterizing the degree of priority is calculated: the result is divided by the costs. All projects are ordered by priority in accordance with the level of efficiency (result (effect) / costs).

In world practice, cost-benefit analysis is a mandatory procedure for any financial distribution mechanisms. This is explained by the fact that, despite the simplicity of practical application, this decisive rule ensures the selection of a portfolio of projects that gives the maximum possible efficiency for a given limited amount of funds and minimum costs when achieving the required level of result and efficiency.

In summary, to manage innovation projects, managers should adhere to a number of necessary principles. Namely, the principle of choosing priority areas, focusing the project on achieving final results, adhering to the systematic and hierarchical organization of innovation processes, and so on.

18. Program-target management.