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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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4. What is the meaning of an integrated approach to assessing the
effectiveness of personnel decisions?
5. Name the subjects of the personnel decisions assessment.
6. List the indicators of an overall assessment of the effectiveness of the personnel decisions in the strategic management of human
resources.
7. Describe the main criteria for evaluating the effectiveness of
personnel decisions in the process of strategic management of human
resources.
8. What requirements for the assessment of personnel decisions
do the stakeholders of the organization make?
RACTICAL SITUATIONS FOR ANALYSIS
P
1. Headhunting and HR strategic management
Description of the situation
By creating a new advertising agency “ArtStil” managers saw
good prospects. The aim was to become one of the most important players of the advertising market of Krasnoyarsk. A key resource to achieve
this goal was a number of highly skilled employees as the head of the
company considered. The most effective option to use seemed the
method of headhunting through which the company outbid some professionals, offering them a salary of 20–30 % higher than at their former
workplace. The result was as follows: thanks to the best specialists the
company quickly went to one of the leading positions in the field of advertising.
Among the shortcomings of the selected human resource management strategy should be noted the high cost of wages of new employees,
tremendous effort on the process of outbidding, a large amount of time
required for the implementation of corporate values.
However, after that everything did not go so smoothly. It turned
out that employees could work effectively only if they were provided by
the necessary work flow, which was produced according to certain patterns. But when it was needed to get customers on the open market, it appeared that the vast majority of recruited specialists were simply not ready
to this, because they had been accustomed to work with one major customer, all of whose needs were well known and understood, and when
in order to win a customer, proving him that no one but your company
was able to best meet his needs there appeared difficulties. For specifics
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of the advertising market is that customers often can not decide what he
really needs, and thus the company should help him.
The tactics of the agency “ArtStil” was often changed. It was
inevitable, but for people who were accustomed to stability, such
changes turned to be very difficult. As a result 80 % of “the stars” were
fired.
Questions to the situation
1. How did the personnel decisions reflect the work effectiveness
of the advertising agency?
2. What kind of obstacles faced the management of company
“ArtStil” in implementing HR strategy?
3. Did this HR management strategy correspond to the overall busi-
ness strategy of the agency?
4. What is the main problem of the implementation of human re-
source management strategy in this advertising agency?
5. Can the method of headhunting be the main element of the HR
management strategy?
2. Building a self-learning organization
Description of the situation
“Pronto-Krasnoyarsk Co Ltd.” was established in November 14,
2002 in connection with the regional development of the network
“Pronto-Moscow Co Ltd.”, as an independent company with the number
of employees up to 60 people.
The main type of activity is the production of the newspaper
“From hand to hand”. “Pronto-Krasnoyarsk Co Ltd.”: offers both free
and paid services to the population.
The vision of “Pronto-Krasnoyarsk Co Ltd.” is to take the leadership position in the market of Krasnoyarsk region in providing the quality of printed information services.
The mission of “Pronto-Krasnoyarsk Co Ltd.” is the provision of
high quality printing services, primarily hosting of a variety of classified
advertisements to meet the needs of the market of Krasnoyarsk Territory
and requests of individual consumers.
One of the goals of the organization is working with the staff,
namely, improving the quality of workers through their continuous
training and sufficient incentives (salary increases).
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The management is determined by the general director of the company. The organizational structure is linear functional. A manager- statistician performs the functions of the HR manager who fills the statistical table of spent hours a month, takes into account the turnover for the
year, calculates payroll, prepares documents of hiring and firing worker,
does office work, make schedules and training programs and in addition
to these functions such a manager keeps track of ads served during the
week, makes weekly records of income received from the newspaper
issue.
The organization supports the team spirit and creative approach to
business, establishing a trusting relationship between staff. It is also important that employees in different departments are aware of their importance and equality of each other. All employees, regardless of their
status, have equal access to education.
The organization uses the following approaches to learning: programs created by the organization itself and the involvement of outside
experts. For the passage of certain education programs workers are also
sent to Moscow or Novosibirsk.
The employees of “Pronto-Krasnoyarsk Co Ltd.” have access to
information about the business environment of their company. They are
largely aware of the plans for sales and marketing, as well as on the financial statements of the company. In the organization the information is
available not only to top managers and middle managers, but to most
employees. It is very important in situations where employees have
a right to make independent decisions on many issues, they need to
know more about the corporate interests of the company.
The employees begin to consider themselves as full members
of the organization. Flexibility in interpersonal relationships, creative
approach, a willingness to change its stance and accept the new are
the necessary skills for the successful functioning of the employee
and the organization as a whole in the global marketplace of the modern
world.
The staff emphasizes that in the organization there have been some
changes in the relations between people.
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The organization “Pronto-Krasnoyarsk Co Ltd” has created an initiative group, consisting of three persons: General Director, the head of
advertising department and the head of implementation department. This
initiative group is responsible for conducting training programs, organization of coaching, employee motivation, the inclusion of providers and
clients into training, that is responsible for the transition to a model
of a self-learning organization.
Questions and assignments to the situation
1. What, in your opinion, HR-strategy is implemented in this or-
ganization?
2. What are the main subjects of the assessment of the personnel
decisions effectiveness in “Pronto-Krasnoyarsk”? Give a number of indicators to assess the effectiveness of strategic staffing solutions.
3. Are the taken personnel decisions effective for achieving the
goals of the organization “Pronto-Krasnoyarsk”?
4. How does the training affect the goals of the organization?
5. Does the organization have signs of a self-learning organization?
3. The company of the future
Description of the situation
The organization “RUSAL” was formed in 2000. Today RUSAL
is one of the leaders of the global aluminum industry. In the city of Krasnoyarsk the company is provided by the Krasnoyarsk Aluminum Smelter.
The company’s mission remains unchanged despite any global
trends and implies becoming the most efficient aluminum company in
the world, which the company’s employees and their children can be
proud of.
According to RUSAL’s long-term strategy of development, the
priorities and objectives of the company are:
– maintaining the position of RUSAL as one of the most efficient
aluminum producers with the lowest carbon trace;
– conducting its own research and development for the production
of new types of aluminum alloys and products, innovative technologies
leading to increased production efficiency;
– increasing flexibility of the production process to quickly adapt
to changing market conditions.
– to increase the volume of production of aluminum formulating
their own electricity;
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– to log in top three in terms of costs per ton on aluminum;
– to strengthen its position as the best employer;
– to provide clients with impeccable technical, logistic and advi-
sory support around the world, developing their long-term partnerships.
The attitude of RUSAL to its staff is reflected in the strategic goal
of the company – to become a company where people wanted to work.
The management sets the ambitious goals that can be solved only
by a team of professionals. During the four years since its inception,
the company has become one of the largest employers in Russia and
abroad. In RUSAL there are employees from Russia, Britain, Australia,
Canada and the CIS.
Some particular attention is paid not only to find highly skilled
professionals, but also to their professional development and motivation.
The Personnel Management System of RUSAL is founded on the principle of partnership between the staff and the company and shared corporate values. This approach supports the fullest potential of every person in the company, his professional growth and the effective tackling
of problems.
RUSAL offers to its employees:
– the interesting and creative work. The company is constantly
growing, evolving, developing new markets, opening up for new initiatives, innovations and the most daring ideas;
– opportunities for career growth. Every employee is entitled to
claim a higher position, and the company is ready to help him in it. Since
July 2003, RUSAL has a program “The internal competition vacancies”,
which provides employees with the priority right of participation in the
competition for the available vacancies;
– training and development. The system of personnel development
of the company is created to enable all the staff to acquire additional
skills through participation in trainings, seminars, internships at the most
effectively managed enterprises of the world, receiving additional education, including the Programme Executive MBA in the rapidly changing
business environment;
– one of the highest wages in the metallurgical industry and attrac-
tive benefits package. In the system of remuneration of RUSAL an
evaluation of all the posts on the universal criteria are founded, such as
qualification, complexity, quantity and quality of labor. Staff remuneration is directly dependent on the results of their work;
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