Innovations in Human Resource Management - Innovative Management

Innovation in Human Resource Management

Today, the focus of management in innovation-oriented organizations is the following:

• overcoming the limitations of the technocratic forms of the division of labor;

• introduction of innovative parameters in the expansion of labor functions;

• change of forms of control and expansion of powers at the micro level, distribution of group forms of work;

• a radical change in the approaches to the evaluation of professionalism;

• Continuous career planning for employees;

• development of a system of formal and informal innovative communications;

• creating an atmosphere of internal innovative entrepreneurship

• the complexity of labor motivation, the reorientation of the value system of employees to self-expression, development and creativity;

• Stimulation of innovative behavior of employees;

• Creation of a corporate culture of an innovative type.

When organizing innovation activities in an enterprise, it must be remembered that this is primarily labor activity and represents a special kind of specific work on creating and spreading innovations in the innovation market, which is based on productive, creative factors of human activity.

Innovator is a specialist who actively participates in the innovation process, who can act under uncertainty and risk, find unconventional solutions to problems, ensure high productivity and communication skills.

Today, the post-industrial stage of economic development, in which the most developed countries of the world have entered, can be characterized by the following main features:

• radical technical innovation;

• Intellectualization of the technologies used;

• increasing the role of the sphere of intellectual services and the information sector of the economy in the aggregate social product

• Increasing the importance of activities for the production, storage, transfer and use of scientific knowledge and information;

• the complexity of labor motivation and the reorientation of the value system of employees to self-expression, development and creativity.

All this, of course, requires a fundamentally different approach to managing work. We are talking about the formation of an innovative management of labor (ITB), which has its own object and subject of research.

The object of the ITB is the human resources of the organization, and the subject is the development of creativity and innovative behavior of employees.

Thus, traditional management of labor, characteristic of the industrial stage of economic growth, is replaced by management based on qualitatively new innovative principles (Table 1.9).

Table 1.9

Organizational mechanism of labor management

Elements of the organizational mechanism	Types of work management
	Traditional	Innovative
Organizational management structure	Stable or extensively changing hierarchical structure; a clear distribution of functions for a long period; activity is organized on the basis of the process of processing resources	Flexible, horizontal, autonomized structure; lack of a clear distribution of functions for a long period; activity is organized in accordance with the problems
Nature of actions to solve problems	Problems are repetitive, standard; reaction in response to a problem; delay in relation to the appearance of problems	Problems are non-recurring, new, non-standard; active search and analysis of problems, their foresight
Alternative search engine	Orientation to past experience; minor deviations from the status quo; a single alternative is considered	Creative search; large deviations from the status quo; numerous alternatives are considered
Risk Attitudes	Minimizing the risk; matching past experience	Conscious risk; balancing cumulative risk-related options
Control object	Highly specialized workers; advanced training in a planned manner	Skilled workers with broad training, included in the programs of continuous organizational training; autonomous groups
Control entity	Personnel service that plays a subordinate role	Special unit for human resource management with high status; help to line managers-leaders
Management style	Stability, ability to establish unity of approaches	Encouraging the initiative and putting forward new ideas, the right to make mistakes; the ability to inspire workers to perceive change
Staff mobility	The minimum, associated mainly with the advancement of the hierarchical ladder	The possibility of horizontal and vertical displacements in accordance with the tasks to be solved; achievement of success and high positions through creativity and innovation ...
Relationships Staff	Based on competition and rivalry	Based on interaction and mutual assistance to achieve common goals
Basic motivational values ​​	Power, job retention, reward for standard work, clear perspective	Self-expression and creativity, the pursuit of risk; encouragement of internal innovative entrepreneurship
Remuneration	Individual, piece-work; time-premium	Time-premium; group using individual coefficients; fee for knowledge and competence
System of rewards and penalties	Encouraging stability and efficiency; recovery for mistakes	Promotion for creativity and initiative; recovery for lack of initiative
Staff Information System	Online information about the execution of planned tasks by units	Innovative openness of communication chains, a detailed report on the activities of the organization as a whole, its life, problems, tasks

We can say that innovative management of work is management based on developing the creative potential of employees, aimed at motivating and stimulating the innovative behavior of the character.

It should be noted that, on the one hand, innovative personnel management is most typical for innovation organizations operating in high-tech industries and organizations guided by the entrepreneurial strategy, but on the other hand, any modern organization that wants to compete successfully in a market environment , should implement innovative principles of labor management. In this case, all the usual functions of labor management are such in the framework of innovative management. The filling them significantly changes: each function is adjusted for innovation and change. It is also obvious that the ITB, firstly, should be built into the strategic management of the organization, and secondly, it must be appropriately organized, have its own specific functions, i.e. be a specific system.

The main specific functions of the ITB are:

• an innovative climate based on mutual trust and aimed at the development of innovative activities in the organization;

• the formation of a system for the effective generation of ideas and a mechanism for the accumulation of creative ideas and proposals;

• development of intra-firm innovative entrepreneurship

• Development of innovative communications;

• staff development in the context of continuous organizational learning;

• Motivation and stimulation of innovative staff behavior

• introducing innovative aspects into traditional labor management functions.

It should be noted that the selection is rather conditional, since all these functions are closely intertwined, but each function requires a separate analysis.

Since personnel work is an integral part of any organization, be it an industrial enterprise or a company operating in the service sector, then, in analogy with the life stages of the product, it is possible to single out its development stages.

1. Development is the very first stage of development of HR-sphere of the company. It is analogous to the phase nucleation from an innovative product. At this phase, there is a massive search and recruitment for the company (recruitment), drafting of an official schedule, the formation of departments and divisions of the company, the appointment of people to leadership positions, etc.

2. Progress is a phase similar to the phase growth & quot ;. At this phase, the company has already formed a personnel policy, the necessary staff was found and appointed to the appropriate positions. The new employees have already passed the necessary training, trainings and refresher courses and are actively involved in the work. The level of motivation among employees in this phase is quite high, no additional stimulation measures are required. As the work progresses, employees learn from their mentors or simply more experienced colleagues how to perform this or that task more quickly and efficiently. optimize business processes at the operational level. It is at this phase that it is already possible to identify people who are able to think outside the box and come up with new ways of doing the work, i.e. people who are inclined to innovate.

3. Stagnation is the phase at which fast-moving development from the previous phase slows down and smoothly stops at a certain point. This is usually due to the fact that all business processes are already optimized, all resources are involved and nothing can be changed without the inflow of new resources from outside. A vivid example is the obsolescence or obsolescence of equipment; So, a worker can increase his productivity from 10 parts a day to 15 as he learns and adapts, but he can not do 18 parts a day if he does not provide a new, more perfect machine. Thus, it can be said that to overcome this stage and return to progress it is necessary to introduce innovations. If this does not happen, the transition to the fourth stage occurs.

4. Regression (recession). The transition to this stage is primarily due to the fact that the employees of the company begin to fall in the level of motivation and interest in the work. In this case, the role of the personnel training and development department is strengthened, and the task is to raise the level of staff motivation. On the manager's part, there may also be incentives and bonuses for distinguished employees, promotion of the most worthy ones, salary indexation and other activities. Nevertheless, it is necessary to understand that this phase is practically inevitable for all enterprises, therefore it is necessary to take all measures to pass it as quickly and painlessly as possible. The main danger is that people who are inclined to innovate as a more vulnerable link can leave the company, thereby causing irreparable damage.

5. A crisis. The natural result of the previous stage, if you do not take any measures. The level of motivation of employees at this stage is already extremely low, labor productivity has fallen, many are already in an active job search. As a rule, this phase occurs only at the level of personnel management, but at all other levels of the company. The forecast is often unfavorable, the consequences of this phase can be until the company leaves the market and its subsequent liquidation.

6. Stabilization. As a rule, this phase occurs after the "regress" phase, less often "stagnation", and extremely rarely after the "crisis" phase. Means at a minimum prevention of a drop in labor productivity and staff motivation level. If an innovative development path was used, then it is possible to go even to the "progress" stage.

Highly qualified specialists, as a rule, have a certain autonomy and independence in their work activity. They are protected by profitable contracts, diplomas, licenses, certificates, which greatly complicates the flow of new workers into this sphere from other segments of the labor market. The nature of the work and the behavior of such workers also differ from the mass of the other workers. They have a high level of motivation, initiative and creative thinking, autonomy in work and communicative competence. In essence, these specialists do not need trade unions as defenders of their interests, since the special position of such workers allows them to independently assert their rights. It distinguishes them and the ability to quickly adapt a new variety of knowledge (cognitive mobility). Often this group of new employees is defined as the "intellectual elite", "knowledge workers" or "workers in golden collars".

Causes of innovation in personnel work can be the development of science, technology and technology, the development of social relations, changing the needs of the organization's clients, the actions of the organization's competitors, changing the organization's internal needs, directives.

The introduction of personnel innovation can require the organization to change the functional relationships and functional division of labor, training staff, hiring specially trained workers, psychological support staff, information and financial support.

The basis for innovation can be a custom innovation developed by an external specialized organization; own innovation, developed as a result of own research; a practice-proven innovation implemented in the work of another organization.

Innovation in personnel work can be documented and presented in the form:

• A new personnel policy;

• A new HR strategy;

• A new organizational structure of the personnel management system;

• A new provision, for example, on remuneration of labor or on the certification of personnel;

• A new scheme of functional relationships or a functional division of labor;

• A new provision on the division or new job description;

• A new methodology for the formation of the personnel reserve, etc.

Summarizing all of the above, it can be concluded that for the innovation personnel policy it is necessary to put before the HR-division of the company the following tasks:

• permanent training, retraining and adaptation of personnel, holding a large number of trainings, including trainings with the invitation of specialists from other companies;

• better recruitment. One of the solutions actively used today is cooperation with universities with the subsequent employment of the most talented and initiative students;

• Identify employees who are inclined to innovate, support them, and possibly financial reward;

• getting rid of employees who prefer monotonous and monotonous work, as they are a potential ballast for the company;

• the creation and implementation of a more perfect organizational structure. Traditional linear and linear-functional structures have long since outlived themselves and impede the company's innovative development. A more perfect type of organizational structure is the matrix type, which, while not without its flaws, is still successfully applied in many modern companies;

• the introduction of such a system of labor remuneration, depending on the results of work, the amount of remuneration may differ at times. This system will encourage innovators and punish the "work simulators" for lack of initiative.