Google: personnel policy of the most attractive company. Google: the hologram principle in management, search and recruitment

The company has been a leader in many employer attractiveness ratings for many years, including. Of course, part of the company's success is ensured by its financial well-being, innovative developments (in addition to Internet search and the development of the Android operating system, Google is actively engaged in scientific research in many areas) and regular coverage of the company's activities in the media. Everyone also knows about modern ones, thanks to which many companies today are abandoning the traditional office concept and are beginning to take the atmosphere in which employees work more seriously. However, today we want to talk about some aspects of Google's HR policy, that is, the company's attitude towards its employees and how this attitude helps Google maintain a leading position in the labor market.

A small selection of photos of Google offices:

Personnel costs always pay off

Like most tech companies in Silicon Valley, Google has been actively fighting to attract more women for many years. However, several years ago the company discovered that women often quit after maternity leave. This problem harmed not only gender equality in the company, but also net profit, because Google has very serious competitors in the labor market: today not only IT giants such as Apple, Microsoft, Facebook and Amazon compete with Google for talented employees in California, but and numerous startups. And the problem is more than real: just recently, the company's vice president and first female Google engineer, Marissa Mayer, left to take the position of chief executive officer of Yahoo! .

The main feature of Google's personnel policy is that decisions are always made “in favor of the employee.”

News in a timely manner

By applying this principle to solve a problem, the company obtained a simple and effective solution- women working at Google received 5 months of maternity leave with 100% of their salary and 100% of pension and medical contributions. By comparison, at that time, other companies in California were providing seven weeks of paid leave to new parents. Such a “long” maternity leave in Google can be used at any time, for example, part - before the birth of the child, part - after, and the remaining month - when the baby has already grown a little.

To some, such generosity may seem detrimental to the company’s well-being, a kind of whim of management seeking to improve the company’s image in the labor market. However, Google provides comfortable conditions work for its employees not just “out of the kindness of their hearts”: the HR department of People Operations carefully monitors the reaction of employees to the benefits provided and the “payback” of these benefits for the company. For example, an increase in maternity leave reduced the number of layoffs among young mothers by 50% - which means that the company's competitors did not have the opportunity to lure talented employees of the search giant.

We don't just want you to have a great job. We want you to have wonderful life. We provide you with everything you need for maximum productivity and Have a good mood. And not only during the working day.
Larry Page, CEO

The changes in the company's personnel policy are not only of internal importance: Google is demonstrating an alternative approach to solving personnel problems that can be adopted by other companies, first in Silicon Valley and then beyond its borders.

Google searches. Talents.

Speaking about personnel policy Google One cannot help but raise the issue of graduates and young professionals. How does the search giant treat candidates who have little or no work experience? After all, hiring the “right” people is a significant part of the success of any company.

You are probably well aware that many companies prefer to hire employees with experience and are wary of hiring graduates.

Google, on the other hand, is among the companies that rely on young professionals. This trend is likely partly due to the company's history: Google's founders, Larry Page and Sergey Brin, were themselves university graduates when they came up with the idea to create a search engine.

The basic principle of Google search: the candidate must have a talent for discovery, problem solving, finding the best solutions, improving work efficiency, must be sociable and open, must be able to simplify and reinvent. Then the company will certainly offer him a position, regardless of work experience.

Google's initiatives to attract students and young professionals are renowned around the world. In 2005, the Google Summer of Code project was launched - a kind of internship that helps students involved in design software, find a mentor programmer working at a Google partner company for open source software development. Yes, the student may never visit the Google office during the entire internship, but the program allows him to get closer to the company. Summer of Code is now an annual event.

The Google Code Jam competition is " shortcut"to the company.

Another company project is Google Code Jam, an international programming competition that dates back to 2003. Code Jam was supposed to be a convenient way for the company to select potential employees. The winner receives not only a substantial cash prize (in 2013, the organizers promise a prize of $15,000), but also an invitation to work in one of the research centers Google - It's no surprise that over 35,000 people took part in the 2012 competition. Code Jam is a “shortcut” to a company, allowing both the candidate and the HR department to bypass a complex selection process that can take several months.

In addition, Google hosts a number of events and programs for students, which you can find out more about on the website Google Students. Unfortunately, not all of the company’s programs are available to Russian students and graduates.

Today in the USA and Europe, many talented young people are refusing highly paid corporate jobs, preferring small startups. Google, like other large multinational companies, has a lot of work to do to maintain its position in the labor market and remain the place where graduates from the most competitive countries want to work. prestigious universities peace.

This news has been archived; the information may be out of date or have changed.

In modern management, issues of motivation and incentives are becoming increasingly important. labor activity personnel. As a complex psychological phenomenon, motivation determines human behavior. Most often, motivation is understood as those internal drives that guide a person’s behavior and determine the intensity of his efforts to achieve his goals. These include various needs, interests, and value orientations. They can be significant and insignificant, of varying degrees of significance and stability.

Labor stimulation, in contrast to motivation, is, first of all, an external incentive to work, an element of labor organization that influences the employee’s labor behavior. As Professor V.A. Vaisburd correctly notes, incentives are a targeted influence on people’s work behavior through the formation of a system of incentives and the creation of conditions for their implementation. Thus, we can say that incentives are aimed at enhancing the employee’s work activity, and motivation is aimed at the professional and personal development of personnel in accordance with the existing structure of motives. In the practice of personnel management, as a rule, it is necessary to develop and apply mechanisms for an effective combination of motives and incentives for work.

As an example for analyzing motivation and stimulation of work, we selected two well-known companies American - Google and Russian - Yandex. These are IT companies that belong to the industry high technology, where the main core of employees consists of highly qualified specialists in the field information technologies, programmers and highly qualified engineers. We can say that these are people with very extraordinary thinking. Therefore, in order to retain and increase staff loyalty, one of the directions of the personnel policy of these companies is to conduct annual surveys on the level of employee satisfaction.

Speaking about staff motivation, first of all it is necessary to dwell on the issues of organizing the remuneration of employees and their participation in the capital of companies.

The income of ordinary employees at both Google and Yandex remains approximately at the same level, but can vary quite significantly depending on the location of the office and the length of service of the employee.

Among the material incentives used, it is worth noting the following:

1. Google undertakes to pay the employee part of the training costs if he receives “good” and “excellent” grades;
2. An employee of a company who brings a new employee on board and he works for a certain time is entitled to a cash bonus;
3. Google is willing to cover the costs associated with completing documentation for an employee to adopt a child;
4. A Google employee who informs management about a colleague who wants to leave the company is also entitled to a monetary reward;
5. For an employee who is transferred to the Swiss office, the company pays for a month's apartment rent, two weeks of car rental, German, English or Swiss language courses to choose from, Internet in the new apartment and any sports hobby of the new employee.

And one very unusual bonus for Google employees that is not found anywhere else is a posthumous salary for the family of the deceased . This innovation was made for 34 thousand workers who lost their loved ones. After the death of an employee, the family receives 50% of his salary for some time, and his minor children are paid 1 thousand dollars every month until they turn 18 years old.

The main motivational tool for employees at Yandex is considered to be free regulation of working hours. The office is open 24 hours a day and employees choose when it is most convenient for them to work. The company does not keep track of time worked; everything depends on work productivity, which is assessed by the immediate supervisor.

In terms of daily routine, Google is a little more conservative than Yandex and does not provide a completely free schedule, but this does not at all prohibit an employee from leaving the office or not appearing in it, but from working from home if this does not affect the productivity of his work. The main thing is not to spend a certain number of hours in the office, but to complete the assigned task.

Everyone knows that Yandex offices are considered one of the most creative and amazing offices in Russia. The company takes a responsible approach to the design and furnishings of its premises and takes all possible measures to ensure that employees feel comfortable at work.

In order to completely take a break from work and restore the efforts expended, Yandex employees have an additional three free days per quarter. These days they may be completely unavailable for work. The rest of the time, staff can work anywhere, be it in the office, at home, or at the dacha, but they can work with a computer at hand and mobile phone. Employees working outside the office are provided with free laptops and Internet modems with the possibility of constant use. When working in an office, staff also do not have to constantly be at their desk; they can move around the entire office space with their laptops, because the entire office is covered by Wi-Fi.

When work is tiring or there is a need to take a short break, an employee can play billiards, ping-pong, or kicker. And also in all Yandex offices there are equipped gyms, rooms for yoga and dance. Usually, employees themselves form a group and invite a coach, but the company also supports them in this in every possible way. If you get to the Yandex office in the evening, you can hear live music. And in another Moscow office you can play huge floor chess on the balcony. Interesting fact is also the fact that there is always a doctor and a massage therapist in the Yandex offices. Some offices are allowed to travel on eco-friendly and compact vehicles, and some are specially equipped with bicycle paths.

Google has developed enough interesting system bonuses and material incentives for work. Here are some of them:

1. There is a free hairdresser at the company's central office;
2. Google pays its employees for dental services, which are quite expensive in the US;
3. Inside the offices there are high-tech swimming pools, which can be used directly during working hours; you can regulate the temperature, pressure and direction of water flow;
4. Offices around the world have employee cinemas and small campuses where birthdays can be celebrated;
5. Orange juice machines are present in every office and even guests can use them for free;
6. Google has a subsidy system, according to which the company pays from 10 to 90% of various services and hobbies of employees: from massage to medical operations;
7. The famous “20% Program”, the essence of which is that every company employee is obliged to spend 20% of his working time on an organized hobby or passion;
8. The company pays for holiday parties and costumes. Google loves Halloween.

Google offices always have various cafes and restaurants, free for employees, where you can drink coffee or even have a full lunch. Google offices have refrigerators stocked with a variety of drinks, ice cream, and snacks that are free to employees.

Google conducted several rather interesting internal studies, which revealed:

1. Lunchtime queues should be around three to four minutes long, so employees don't waste too much time but still have the opportunity to meet other people;
2. Tables should be large so that unfamiliar employees have to communicate with each other;
3. Google found that the introduction of 20-centimeter plates in cafeterias, in addition to the classic 30-centimeter ones, leads to a reduction in the portions that employees serve themselves, which has a positive effect on their health.

It seems to us that the results of these studies can be adopted by our domestic companies in order to improve the socio-psychological climate of work collectives.

Food is arranged in a very interesting way in Yandex. Firstly, all employees have an electronic work pass, which is credited with a certain amount of money. With these funds, an employee can pay in any cafe on the premises of the office, as well as next to it. Secondly, in offices there are coffee points - a place where you can drink coffee and tea; eat cookies, vegetables and fruits. The assortment varies slightly from season to season: summer time Fresh fruits such as apples, apricots, watermelons, etc. predominate. And fresh vegetables with greens. In autumn, nuts, dried fruits, celery, ginger, etc. appear.

Thus, analyzing and comparing approaches to motivating and stimulating staff in Google and Yandex, one cannot help but note that they are almost identical and, to some extent, Yandex simply does the same thing as Google, but within its more modest financial capabilities . This fact can be explained by the fact that these two companies belong to the same high-tech industry, employees are engaged in similar processes, and the requirements for the quality of the workforce are identical.

However, it seems to us that as areas for improving motivation and stimulating the work of Yandex employees, it is possible to propose using more non-material incentives: moral, creative, social and others. For example, openly recognize the successes of company employees as often as possible based on public praise, congratulations on the company’s corporate website, mailings letters of thanks on behalf of senior management, organizing direct meetings between office and branch employees and the company’s top management.

Bibliography:

1. Vaisburd V.A. On the question of the essence of motivation and stimulation of labor activity // Problems of enterprise development: theory and practice: Materials of the 5th International scientific-practical conference. November 24-25, 2005 – Samara: Samarsk Publishing House. state econ. univers., 2005. Part 2 - pp. 190-194.
2. Ilyukhina L.A. Motivation and stimulation of labor activity of nursing staff // Bulletin of the Samara State University of Economics. — 2014 - No. 6(116). — pp. 136-140.

What does a leader need? high class? And what habits should he get rid of? Many companies would like to find answers to these questions. IN We decided to find out everything experimentally.

Based on studies carried out in the company large-scale research, in which managers and line employees took part, as well as an analysis of the level of productivity and satisfaction of specialists, Google came to conclusions regarding the qualities and competencies of an ideal manager.

These are the eight qualities that will lead a manager to guaranteed success at Google.

1. He is a good coach.
2. Expands the powers of his subordinates, expands the area of ​​their responsibility, while never micromanaging.
3. He is interested in the success of his team, is interested in the affairs of employees, and shows interest, among other things, in their personal well-being.
4. A good manager is productive and results-oriented.
5. Has excellent communication skills: He really knows how to listen and disseminate information correctly.
6. Helps subordinates in career development.
7. Has a clear team development plan and sees the strategy.
8. Possesses specialized skills and knowledge (in the case of Google, this is, naturally, high technology) - if necessary, he should help his employees, give advice, express an expert opinion, etc.

Google analytics did not limit itself to “positive” recommendations - they also noted those qualities and behavioral characteristics that it is better for a manager to avoid, circumstances that could negatively affect a managerial career.

1. A difficult transition from one position to another, which bypasses some stages (for example, a specialist was unexpectedly promoted to a management position, or a not very experienced manager was hired from outside).
2. Lack of a “coordinated” philosophical system, a consistent approach to organizing work and career development.
3. Wrong distribution of priorities: insufficient attention to communication and management processes.

After receiving the results of these studies, representatives of Google's senior management began to pay special attention to the development and application of the necessary qualities in managers "on the ground" (with feedback received twice a year). This helped prevent ineffective management practices at initial stages, and also allowed us to reconsider the personnel composition of managers.

We asked HR experts how versatile this list is (will it work not only at Google, but also at other companies).

Instructions for managers of the “new format”

Managing partner Mikhail Torchinsky believes that this list can be called universal for a leader of a new format, who is more of a leader for his subordinates than a classic manager.

“As we see from the requirements presented at Google, it is no longer enough to simply set tasks and control their implementation. You need to show care, train, develop the talents of your subordinates, and take a personalized approach to problems. This approach is not possible in all companies, but Google can allow this. Firstly, the company super-carefully selects its people and has a unique opportunity to attract the best candidates from the market. Secondly, the products that Google creates are 100% intelligent. People whose general level education and development are above average (compared to other sectors). As a result, such employees expect to be led by people of a special type, coaches, who by vocation are ready to explain tasks and delegate authority, and not “stand over the soul” every minute,” explains Mikhail Torchinsky.

Such bosses are becoming increasingly popular, but, as the expert notes, we should not forget that the financial results of a business still stand above all others. If a manager, despite all his stunning charm, insight and communication skills, is not able to organize work so that the business is profitable for shareholders, he is most likely not what the organization needs.

It is important to speak the same language as the team

“In my opinion, this list of competencies is quite universal. It is valid for different industries. Of course, the nuances of a particular company play an important role: the list can change and be supplemented, but this rather depends on the corporate culture of the company and the characteristics of its management as a whole.

If we speak in relation to the field of high technology, I would pay special attention to item 8 from the Google list. An effective manager must have experience in the industry, and ideally, specialized education. Due to the fact that the Hitech field is very dynamic and specific, it is important that the manager speaks the same language with his team, and that there are as few difficulties in mutual understanding as possible,” says the senior recruitment consultant for the IT, telecommunications, automation department "HR holding Ekaterina Vlasova.

Portrait of an ideal top manager

According to senior consultant Anastasia Ovcharenko, Google analysts have compiled an ideal portrait of a top manager for any commercially oriented and public company, which is actively developing every year and is not going to slow down its growth rate.

However, the expert notes, this list can always be edited.

“For example, it is worth noting that the complete absence of micromanagement is permissible only in the case of working with already professionally established subordinates, while novice specialists always need an “eye and an eye.” Not all managers of companies of this type will be able to completely avoid such a function. Moreover, when talking about such competence as “communication”, we must not forget about the importance of its accompanying quality - the ability to sell. A good manager must be able to sell an idea not only to his subordinates, motivating them to develop new skills and abilities, but also to senior management. Of course, the specifics Google, which allows employees to spend 20% of their working time on personal projects, minimizes the need for the manager to have lobbying skills, since all employees a priori work in conditions comfortable for creativity and self-development. In companies where this opportunity does not exist, staff have to develop more complex way."

Of course, notes Anastasia Ovcharenko, not all companies accept such a manager.

“For example, this type of leader is absolutely not suitable for “ministerial” (closed) type companies. As a rule, these are domestic giant companies that have clearly defined job responsibilities for each specialist, companies for which development and innovation are not values. they are built on power and authority, based on connections and leverage,” the expert sums up.

When in 1996 two Stanford University students Larry Page and Sergey Brin were working on educational project search engine, they hardly suspected that they would produce a global giant. Already in September 1998, the creation of the company was announced Google, since then it has grown significantly. Today it is the largest Internet search engine, considered the first in popularity. Monthly search system Google processes 41 billion 345 million queries, indexes more than 25 billion web pages and can find information in 195 languages. According to the quarterly report, the company's annual revenue amounted to $50.2 billion. This figure increased by almost 32% compared to 2011.

"Google is people first." This is what the company says on its official website. And management values ​​the merits of its employees very highly. And creates all the conditions for high-quality and successful work. Google topped the rankings for the fourth time in a row best companies for employment in 2013, compiled by American magazine Fortune together with the TV channel CNN. According to Forbes, according to anonymous surveys among employees, Google was in 4th place (the leader of the ranking was Facebook, whose offices you can ride around on a skateboard).

It’s worth noting that Google’s offices around the world employed 53,861 people last year. staff member(37,544 on Google, 11,113 on Motorola Mobile and 5,204 on Motorola Home). In total, there are more than 70 offices in 40 countries, as well as headquarters in Mountain View in Silicon Valley, better known as Googleplex. The company moved there in 2004.

High salaries are a significant component of such success among Google employees. Recent research from recruiting site Glassdoor suggests that Google pays its developers the highest salaries in Silicon Valley. This helps the company retain highly qualified personnel from going to competitors.

The base salary for a software developer at Google averages $128.3 thousand per year. Competitors pay their engineers less: social network Facebook pays employees in similar positions about 123.6 thousand dollars, Apple- about 114.4 thousand dollars. These salary levels were given The Wall Street Journal with reference to the study.

But a high salary is not the only component of success. Various types of bonuses make working at Google fabulous, by the standards of the average office worker.

"Like any big company, Google pays its employees for health and pension insurance, and also provides many other benefits, says the official website of the search engine. - But we don’t limit ourselves to this. We strive to support our employees in everything. Therefore, our programs provide protection not only financially and socially, but also physically and emotional spheres life."

“We want Googlers to always have the opportunity to do what they love, both at work and in free time. We always try to take care of the well-being and mood of our employees.”

So, what helps maintain the mood of company employees? Of course, this is free food, qualified health care in full without leaving the office and... massage. So, last year employees were given 100 thousand hours of massage. Moreover, three health centers and a sports complex with a roller hockey skating rink and a basketball court were built for employees.

An important area is supporting the families of workers. Thus, new parents receive additional leave of up to 7 weeks and payments. The company reimburses money spent on education and training.

Googlers’ approach to organizing space and creating an informal atmosphere is also interesting. For example, in the Kiev office during the warm season, meetings and conferences are held on the roof of the office center, on sunbeds and bamboo chairs. The design of the Moscow office was developed with a Russian flavor - with the image of Baba Yaga, a fairy-tale stone at the fork and decorative fly agaric mushrooms, and some of the conference rooms are named “38 parrots”, “Pechkin” or “12 chairs” (this is where these iconic chairs).

One of the main secrets is that the management tries to take into account all the needs, based on the interests and hobbies of everyone.

“When determining a set of benefits and privileges, we strive to build on the needs specific person... and we are always ready to review and update existing bonus packages.”

And probably the most important and unexpected bonus is the posthumous benefits that American Google initiated for its 34 thousand employees in August last year. It is not yet known whether there are precedents for payments, but the spouse of a deceased employee is owed 50% of his salary. Moreover, the widow is entitled to a stock option, and minor children under 19 years old are entitled to $1000 monthly.

Examples from other companies

Google is far from the only global company that motivates employees with various bonuses. Yes, IT company SAS, specializing in business analytics, built a farm in 2012 to grow vegetables and fruits without the use of chemical fertilizers. Everything grown in the garden bed then ends up on the workers’ table. Concern for the health of workers does not stop there. SAS provides unlimited sick days, and insurance covers 90% of treatment. Moreover, the company has its own medical center and fitness club with a swimming pool.

Every summer in the Japanese giant Hitachi celebrate Dog Day. Each employee brings their own pet, and everyone puts on a talent show together. It is believed that this promotes team unity.

And in Intel Every new employee is literally greeted with open arms: the red carpet is laid out in front of him. This is followed by an introduction to the employees’ offices to the applause of future colleagues.

The post-crisis Russian reality is forcing enterprises to develop new approaches to motivating staff, based more on psychological rather than financial incentives for increasing labor productivity. This is due to a general drop in sales, a reduction in the number of jobs, and frequent production downtime. Under these conditions, in order to maintain the continuity of the work process and encourage staff not only to perform their duties, but also to do so high level, the employer needs new tools. It is designed to transform existing remuneration systems and not only retain staff, but also encourage them to work actively and effectively in conditions of limited financial resources.

The crisis is not the only factor influencing the development of personnel management and motivational practices. Economic reality and the labor market are changing rapidly, new industries, professions, projects and technologies are emerging. The staff is required constant readiness to change and perceive new things, to acquire new skills. At the same time, qualified personnel are not tied to a workplace; they often change it or switch to new projects. These features must be taken into account when developing motivation and incentive policies; the retention and growth of qualified employees must be prioritized.

Approaches and concepts

Motivation as a branch of psychology is based on a certain psychological and scientific apparatus. The science of personnel management considers two groups of theories of motivation, substantive and procedural. Content theories involve relying on human needs, ranking them in various ways. Proponents of this theory include A. Maslow with his concept of the pyramid of needs, D. McClelland and F. Herzberg, and some other American psychologists and researchers.

Process theories prefer to take into account not only the needs of the individual as the basis for the formation of a reward system. They assume that labor and organizational behavior a person is largely based on his internal attitudes and expectations. These theories attempt to analyze the ways in which a person chooses a particular type of behavior and influence the factors that determine his choice. Proponents of procedural theories of motivation believe that an employee of an enterprise, having assessed the tasks and the amount of remuneration for their completion, balances the challenge with his own intentions, motives and expectations and chooses a certain type of behavior. He sets goals based on the tasks proposed to him, but reducing and modifying them in accordance with his value orientations. Among the modifications of the procedural method are Vroom's theory of expectations and S. Adams' theory of justice.

• basic are the needs necessary for survival - food, shelter and similar physiological needs;
• at the next level are the needs for security and confidence in the future;
• at the third level of the hierarchy one can find social needs - dependence on the opinion of the team, the desire for recognition of one’s merits, communication;
• at the fourth level there are hierarchical needs - for respect, for authority, for leadership;
• At the top of the hierarchy are the needs for self-realization.

Maslow's theory suggests that as basic needs are satisfied, a person moves to the next level, which is characterized by increased productivity. The task of the organization's management, therefore, becomes monitoring the degree of satisfaction of needs and changing, in accordance with their hierarchy, the scope of work and proposals for motivating personnel. The concept is idealistic in nature, since, first of all, you need someone motivated to improve professional level workers manager. Nevertheless, some working systems rely on it as a basis, for example, the grading system.

Close to Maslow's pyramid is the theory of SVR by K. Alderfer. This abbreviation combines three groups of needs: “C” - existence needs, including physiological and safety, “B” - relationship needs, which contain in their structure the need for support and approval of other people, “P” - growth needs, they relate to self-development , promotion career ladder. The difference between the concepts is that Maslow’s pyramid involves only movement along it from the bottom up and the gradual satisfaction of needs, and the theory of SVR offers the possibility of horizontal movement and parallel work with their various groups; according to this theory, financial incentives are replaced by non-financial ones, for example, training or expanding the range of authority .

To develop a motivation system for management personnel, the theory developed by David McClelland is often used, which assumes that employees at this level have only three significant needs highest category: power, success and involvement. Managing personnel focused on these values ​​and motivating them to behave in a way that is beneficial to the company is carried out by expanding the circle job responsibilities, department staff, certification, use of various methods of advanced training.

Based on substantive theories, practice has developed three main directions for motivating personnel at enterprises and top management. This:

• participation in the management of the organization, often declarative, but creating a feeling of involvement in the process and benefit to the common cause, with an emphasis on meeting social needs;
• receiving a share of profit from the activities of the organization, as in the form wages, and in the form of various rewards;
• obtaining a certain share of participation in the capital of an organization, for example, preferred shares, which is highest form combining the first and second directions.

In most cases, HR management achieves the greatest success by combining approaches, but there are situations when only one of them can be implemented. The first direction, social and managerial, becomes practically the only one in a situation when the enterprise’s level of profitability decreases, which is typical for periods of crisis. In this case, the organization's personnel services develop methods to increase the consciousness of personnel and their responsibility for the fate of the company.

The second direction of personnel motivation is the most common, but for its effectiveness it is often combined with elements borrowed from the first or second directions, and includes some elements of process theories. The most effective motivation for participation in profit becomes in the model of key performance indicators. In Russia, this system has become generally accepted; it is widely used to evaluate the performance of regional managers and employees of state corporations, where it has shown its effectiveness in practice. The essence of this system is the establishment of certain measurable indicators in the activities of the organization, the achievement of which is the basis for the use of incentive measures, both financial and hierarchical. KPI (Key Performance Indication), or key performance indicators, are developed for the company as a whole, for its individual divisions and for some employees. As a rule, the motivation of an individual employee under this system depends on the achievement of key indicators by his department.

A motivation system based on key performance indicators makes it possible to:

• monitor the achievement of the organization as a whole and its subdivisions in various directions;
• achieve maximum efficiency in the performance of labor functions by the employee and the department;
• direct the organization’s personnel to achieve the results set for the entire company;
• minimize the time spent on budgeting and remuneration calculations;
• ensure responsibility for performance, not only personal, but also collective.

Key performance indicators are convenient because they can be standardized. Among these indicators:

• achieving specified sales volumes;
• achieving a given profit level;
• performance of work/services with the specified quality;
• reducing the volume of accounts receivable;
• success of trials;
• making rationalization proposals.

Almost all of these indicators can be set in a numerical format, and the reward is calculated as a certain percentage of the achieved values. This system meets all the required criteria of objectivity and fairness, which determined the frequency of its use.

To organize the system effective motivation Several mechanisms have been formed through participation in the management of global practice. One of them was the concept of participatory management, based on the partial involvement of the employee in the management of individual production processes. This increases his interest in the overall performance of the enterprise. It is assumed that if an employee can influence the process of organizing his own work process, this increases his interest and motivation. Enterprises implementing a participatory approach find several ways to involve employees in production management:

• the employee independently determines the main parameters and conditions for completing the task;
• the employee is involved in the adoption process management decisions its leader;
• the employee participates in product quality control and gets the opportunity to independently evaluate the quality of his work;
• the employee gets the opportunity to put forward and implement innovative and innovative ideas.

The concept was created by American scientists in the 60s of the twentieth century, at a time when society began to develop an understanding of the value of intellectual capital. The concept does not cancel the second approach, namely the employee’s participation in the profit of the enterprise through material stimulation of its activity. At the same time, the method of calculating material remuneration as one of the performance indicators uses precisely the employee’s involvement in management, his activity, and the size of his creative contribution.

The third concept, participation in the capital of an enterprise, has found its embodiment at the global level, but in Russia it is so far being implemented only at the level of top management. People's enterprises, created at the dawn of privatization, practically ceased to exist, since all shares became the property of entrepreneurs. At the same time, in some enterprises there is motivation in the form of options or the opportunity to purchase a stake in the company upon achieving either certain performance indicators or working at the enterprise for a certain period of time. The manager has the right to exercise the option by purchasing shares at a predetermined price. low price, and refuse them, receiving their market value as a reward. As practice shows, top managers who have become shareholders pay much more attention to the growth of the share price, the company’s capitalization and its profitability. The mechanism can be implemented only for large corporations whose shares are traded on an organized market, have their own value and are sufficiently liquid, and are easily sold on the open market. For private companies, the optional incentive system only becomes the basis for conflicts.

Principles of Motivation

The choice of a motivation system should be based on the understanding by the department responsible for motivating personnel of its basic principles, the violation of which reduces the effectiveness of any scientifically constructed system. Among these principles:

• objectivity. Any remuneration must be based on an objective assessment of the employee’s contribution to the success of the enterprise as a whole. Violation of the principle of objectivity will serve as a serious demotivating factor for other employees;
• predictability and controllability. Any employee must understand what reward he will receive as a result of his own efforts. There should be no subjective and uncalculated factors, there should be no unclear and voluntaristic decisions, no dependence of the assessment of personnel or units on relationships with the services carrying out assessment activities;
• adequacy. The remuneration must correspond to the employee’s actual labor contribution, his qualifications and the effort expended. Disproportionately high or low levels rewards;
• timeliness. Remuneration should logically follow labor effort; long breaks have a chilling effect on employees, while long waits for remuneration, practiced by some companies from one to three years, will not always be a sufficient means of retaining valuable personnel;
• significance. The amount of remuneration must provide real value to the employee;
• fairness and transparency. All employee remuneration criteria must be understandable to other employees, acceptable and fair from their point of view.

Only a combination of all these principles will make a modern motivation system effective both in a large corporation and in a private, family firm. The principles of remuneration should be set out in internal policies and be available for review by staff.

Personnel motivation in the context of crisis management

The crisis does not make it possible to implement most motivation systems; many large enterprises, even to maintain their personnel potential, are forced to ask state support, such as AvtoVAZ. Even with the level of costs decreasing, the use of financial approaches to motivating personnel becomes almost impossible. The participatory method or method of involvement in management becomes practically the only way motivating staff during a crisis period associated with a drop in sales. An example is current state the automotive industry, in which, due to a drop in sales, capacity is less than 40% loaded and factories operate 2-3 days a week. At the same time, automobile industry enterprises are often city-forming enterprises; besides them, thousands of workers have nowhere to find a job. In these conditions, it is necessary to involve workers in accepting significant decisions on management. On the one hand, this makes it possible to transfer part of the responsibility for managing the plant to them, on the other, to increase awareness and emphasize the importance of the worker’s opinion for management. Under these conditions, the main mechanism for implementing participatory management becomes a collective agreement and industry agreements.

In this case, a significant task for the management of the enterprise becomes the retention of key employees responsible for the main production processes. Management often takes the position that in the modern labor market it will be easy to find a replacement for any employee. This is not true; there are very few qualified personnel, especially among blue-collar professions. Changing priorities in training young people has led to a real shortage of qualified workers, so the main task of motivational policy in a crisis should be the preservation of a qualified working core of the team. At the same time, the financial incentive system should be built on the principle of preserving the motivational component: when the fixed part of the salary is reduced, its bonus component, depending on the personal effectiveness of the employee, is retained. Personnel must clearly understand what share of the organization’s profits their remuneration accounts for; this gives them an explanation as to why it does not exceed certain limits. Any change in the motivation system should be discussed with employees. Methods of non-material stimulation should be widely used, such as honor boards, pennants, awarding the title of the best in the profession, and similar ones. Despite the associations with the Soviet past, such measures of personal and collective encouragement affect the level of work enthusiasm and the atmosphere in the team.

Personnel motivation in the information society

Personnel turnover in the face of many options for applying one’s strengths, rapid change of projects or qualifications can be prevented only by directing increased attention to assessing the personal and business qualities of the employee, stimulating his professional growth in a particular company and marking each stage of growth with rewards. Understanding his constant advancement forces a specialist not only to value his work, but also to try to grow as quickly as possible, while growth is associated with income and other types of preferences that the company receives from his activities. Some large Russian holdings are trying to build their motivational policies on a system of truly assessing the business qualities of staff.

A motivation system based on this theoretical principle was also created in the USA in the 50s by Edward Hay and was called “The Hay Chart Profile Method”. The approach is based on the Aristotelian concept of labor cost; it involves assessing the cost of work for each position, while proposing a certain system of grades or ranks.

Based on this theory, the cost of a position is assessed according to the following criteria:

• body of knowledge and competence;
• initiative, ability to solve non-standard problems;
• level of responsibility for the activity and its consequences.

In practice in Russian companies the grade system turns into an absolute analogue of the Russian tariff schedule; the cost of a position or employee does not change depending on any of his actions, while it does not make it possible to motivate an employee for his actual performance. The Hay system must necessarily be accompanied by certification, which is almost never carried out due to the difficulty of developing criteria: not only objective ones, but also ones that would not create a feeling of injustice among other employees. Based on this principle, a system of key performance indicators based on measurable data turns out to be more objective.

Among Russian enterprises, the grading system was implemented at some subsidiaries of the Rusal holding (aluminum production and some other assets). Since the group included enterprises that were heterogeneous in their personnel composition and corporate culture, the grade system was supposed to help establish uniform rules of motivation for all companies in the group. Separate grades were developed for workers and administrative specialties, and their own system of grades appeared for managers. An interesting solution was that the grades of working specialties were assessed according to the following characteristics:

• professional skills, experience and length of service;
• independence in performing one’s functions, the need to engage horizontal and vertical connections;
• level of intellectual activity, in this case expressed in the assessment of qualifications;
• level of danger of working conditions in the position.

Despite the apparent complexity of the criteria, the system was practically no different from the Soviet categories, but its implementation helped the administration reduce the level of additional payments to those workers who performed work below their qualifications. Specialists and mid-level managers were more fortunate; when evaluating their positions, the level of their initiative and the number of rationalization proposals were used as a basis. For senior managers, the main criterion was the quality of management.

The ability to adjust the salary scale for each grade by 20% made it possible to give this system relative level efficiency, while creating a significant factor of bias and dependence of the employee’s motivation on the current situation, and not on his personal contribution.

Development of motivation systems

Regardless of the current economic situation of the enterprise, the motivation system should be designed for a long period of time and further changes in conditions in any direction. Changing the motivation system, as well as changing the rules of the game, prevents staff from focusing on the development of the enterprise and setting goals for themselves related to the prospects personal growth. Thus, a motivation system should be developed for the future and based on existing personnel, without the intention of replacing some of the personnel in the future.

The first stage of implementation modern system motivation becomes its development and design. The system should be based not so much on one of the theories, but on the real economic situation enterprise and its personnel composition, prospects and threats. The motivation system should be developed together with the workforce; if the enterprise has a trade union, then together with its representatives. The resulting wage and incentive policies must be capable of becoming part of the collective agreement.

The second stage will be planning and budgeting. All incentive payments must have their own budget source, matching the region, division, industry with the direction of the costs, or a cross-financing mechanism must be provided. If a budget change requires approval by the Board of Directors, a justification must be prepared at the planning stage. Despite the possibilities of the budget, it is necessary to take into account that the motivation system must be adequate to the existing offers in the labor market of the region.

The introduction of a motivation system is carried out either throughout the entire enterprise at once, or in individual, experimental units, where the effectiveness of new mechanisms can be tested. The implementation of the system involves making changes to existing methods and employment contracts and bringing it to the attention of each employee. Any motivation system does not work, remaining a static phenomenon; it is necessary to assume changes in its individual parameters along with changes in the labor market, therefore the mechanism for approving fundamental documents and making changes to them must be flexible.

Performance monitoring is necessary element systems. When creating a motivation system, it must contain mechanisms that make it possible to determine its effectiveness and the actual impact on changes in key performance indicators of the enterprise. Performance assessment should be carried out by a unit other than management and human resources, preferably by the enterprise's internal audit service.

Modern approaches to motivation require constant monitoring current state labor market and personnel growth. Each person becomes an independent value in whose growth the company is interested. The use of key performance indicator systems and grades in combination with a participatory approach increases the company’s competitiveness in the market as a whole.