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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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4. How do you think the strategy of human resources management
should change with a new strategy for the organization?
5. Formulate the mission of the Krasnoyarskstat within the chosen
overall strategy and refine it in the context of HR strategy.
2. Problems of «family» in the company
Description of the situation
Company Ltd. “ADM” was founded in 1997 in Krasnoyarsk as
a private company whose main activity was the production of furniture.
Subsequently the company was transformed into a corporation. The specialists of this company did their best to find and apply new technologies
in the furniture industry. Since its inception this company turned out in
crisis situations for some times, brought it almost to complete curtailment of its activities.
After each crisis some measures were taken to restore the activity
of the company, which gave positive results for short.
The firm started its work with a small team of associates and on
the principle of “the family”. Director of the company was a leader and
“father” to his subordinates. With the increasing number of the staff no
organizational changes took place, which provoked a management crisis.
The head of the company did not take an idea of the need for interim
managers. Supervise of all activities of the company was concentrated in
the hands of one person that also led to its gradual weakening and crisis.
After the next crisis, it was decided to suspend the conduct of business,
to dismiss the staff and to create a new firm.
Questions and assignments to the situation
1. What problems faced the leader of Company Ltd. “ADM” in its
management? Were the taken decisions right in terms of strategic management?
2. Offer your program of strategic actions for the removal of the
company from the crisis.
3. What strategy conducts the company “ADM” in relation to the
staff? Does this HR-strategy address to the mission and goals of the
company?
3. Construction market: prospects and opportunities
Description of the situation (See the situation 3 to hap. 1)
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Questions and assignments to the situation
1. What are the advantages of the building company with availabil-
ity of human resource management strategy?
2. What are the advantages of the building company with availabil-
ity of human resource management strategy?
3. Expand the features of the human resources management strat-
egy in the construction industry in different life cycles using the example
of these organizations.
4. What are the main strengths and weaknesses, opportunities and
threats for each company of the situations described?
5. Identify the long-term HR-strategies of the companies “Mono-
litholding” and “Kultbytstroy”.
4. Personnel is the basis for achieving the “space” goals of the
company
Description of the situation
JSC “Krasnoyarsk Machine-Building Plant” was founded in 1932.
The main activity of the plant is production of rocket and space technology. The plant masters the latest world technologies and has patented design developments. The company is known as a reliable partner and responsible supplier both in Russia and abroad.
The company is not only developing the existing rocket and space
production, but will also continue to develop high-tech civil engineering
products (production of heat exchange equipment and separators, boiler
and tank equipment, growth plants for growing polysilicon crystals, nonstandard equipment, etc. has been mastered).
The main objectives of innovation development of JSC “Krasmash”
is creation of the necessary environment for the provision of highly efficient activities of the enterprise in creating products with new useful properties. One of the most important tasks of innovative development is implementation of a set of measures to fulfil the need of JSC “Krasmash” for
highly qualified personnel trained to work in an innovative environment.
A large-scale reconstruction continues at Krasmash: buildings and
workshops are being updated, modern equipment and machinery are being installed, the territory of the enterprise is being upgraded. The plant
is entering a qualitatively new level which allows not only to meet the
standards of the rocket and space industry, but also to remain an attractive and socially responsible employer. The personnel structure of the
enterprise is changing: young workers and specialists come to work.
143
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144
According to the results of 2018, Krasmash completed the assigned tasks within the prescribed period. The volume of commodity
output on the whole corresponds to the key indicator of efficiency established by Roskosmos.
Even more challenging tasks were set for 2019. To achieve these
goals, many factory departments will move to a two- and three-shift
work schedule and of course new specialists are needed for this. Depending on their skills and competence, it is planned to recruit from 400 to
500 candidates. The company plans to attract smart and talented young
employees, for whom it is necessary to create conditions for the shortest
possible professional adaptation, consolidation and creation of comfortable conditions for working with decent wages and social guarantees.
In 2019, Krasmash was tasked with optimizing work, reducing
costs, and setting prices not only for serial products, but also for development work.
The company actively fulfills all its social obligations and expands
the social package for employees.
A lot of work is underway to improve the skills and retraining of
personnel. At the same time all opportunities of the enterprise, partner
educational institutions and educational structures of Roscosmos are
used. One of important steps in this direction has already been taken –
in November 2018, JSC “Krasmash” and Siberian State University of
Science and Technology signed an agreement in the field of personnel
training for the plant. This is partly a return to the origins of the Soviet
“factory-college” system, when throughout the entire period of study
university students practised at the enterprise and came to it already
trained.
Among the most important plans for the future is increase in wages
for workers. The collective agreement provides for the indexation of
wages, but an objective need arose to modernize the existing premium
regulations and to make them more transparent and understandable for
employees.
The turnover rate at the enterprise is not high. The main reason for
staff turnover is harsh working conditions for workers working directly
in production; having the better prospects at another enterprise; imperfect adaptation system of young specialists (the enterprise has a single
adaptation system for all categories of personnel).
145
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The company is working with personnel reserve. Reserve candidates are
trained in many areas: improving efficiency and organizing production,
working with personnel, developing leadership skills.
Questions and assignments to the situation
1. Identify the stage of the life cycle of the enterprise.
2. Determine the type of implemented strategy at the enterprise.
3. Evaluate the compliance of strategy of human resource man-
agement with the business strategy of the enterprise.
4. What do you think will be the most important development
trends that will have the greatest impact on the enterprise in the next five
years? How will these trends affect human resource management?
5. Describe the opportunities and threats for the enterprise in the
field of human resource management associated with the identified
development trends.
147
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148
Chapter 4
IMPLEMENTATION OF HUMAN RESOURCES
MANAGEMENT STRATEGIES AND ASSESSMENT
OF THE EFFECTIVENESS OF PERSONNEL DECISIONS
Strategies are expressed in an abstract form, so they should be converted to the program with clearly defined objectives and realistic goals,
but the implementation of strategies through concrete actions is not an
easy process. The term “strategic management of human resources” has
devalued among practitioners, as it has come to mean generalized ideas
about the policy in the sphere of human resources, describe some shortterm plan, such as increasing of the percentage of university graduates
retention. It should be stressed that the strategies of human resources are
not just programs, policies and plans regarding issues related to human
resources, which the personnel department considers important. Private
initiatives do not constitute a strategic plan.
4.1. IMPLEMENTATION OF HUMAN RESOURCES
The problem of strategic human resource management lies in the
fact that the strategic intentions are very often not realized in practice.
Some authors suggest that this is an influence of the following
factors:
the tendency of workers of multidisciplinary organizations ac-
cept only those initiatives that they perceive within their particular field
of activity;
the tendency of workers with the high record of service to
remain faithful to the status quo;
complex or controversial initiatives that cannot be understood by
employees or they will be perceived differently, especially in large
multi- organizations;
it is more difficult to achieve adoption of unusual initiatives;
employees will perceive a hostile initiative, if, as they believe
these initiatives are contrary to the peculiarities of this organization,
for example, redundancy with the availability of such units of corporate
culture as “job for life”;
mismatch between corporate strategies and values;
confidence to senior management;
bureaucracy that leads to inertia [11].
MANAGEMENT STRATEGIES
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