Innovations in personnel management: do not open America

Personnel management in a modern organizationgradually changes its functions from the service-serving unit to the performance of the functions of the business partner. In this regard, all innovations in personnel management require careful analysis and detailed justification.

In order to assess the economicexpediency of this or that innovation, methods of valuation of business and investment analysis are applied. Two factors should be taken into account for their application. The first and main factor is the human factor. The role of man in the production process of various organizations is significantly different. In one case, the employee is the continuation of the production mechanism, all his actions are clearly described and regulated. And in another case, the person is required to show maximum creativity, initiative and creativity. Evaluation and analysis of the human factor is most easily done in the first case, as it is easiest to predict. The second factor is the proximity of the product to commercial outcome and the possibility of estimating the revenue component.

Very often innovation in personnel managementbegin with the filing of a human resources manager who has matured to implement an innovative project in the life of an organization that wants to get recognition from colleagues and the opportunity to stand out in the eyes of the employer. And the manager subtracts this method in the advanced journal devoted to work with human resources, where the effectiveness of this innovation will be substantiated by the example of a well-known company in Germany. But the management of personnel in Germany and Russia also have some differences in force, so to speak, "the specifics of the local population". And innovation does not take root in artificially created conditions, and it will be difficult for staff and management to explain its feasibility. For any company, only those innovations in personnel management are required, the need of which is clear and understandable to the majority of key employees, and which are related to the needs of the particular company's business.

To begin with, you need to identify several realkey problems that need to be addressed. Choose one of them and analyze the options for its solution. Then the best option is chosen, which is advertised among the remaining heads of departments with the justification of its importance for the organization. Then follows the pilot implementation. The implementation will require the HR manager to mobilize all the professional qualities, the ability to predict obstacles and plan resources. If it is successful, innovation is brought to life. In the future, innovations in personnel management are analyzed and, if necessary, adjusted. The planned and real results will have some discrepancies, they are analyzed and adjusted.

It is very important to correctly calculate and evaluate allrisk factors for implementing a new project: to compile a list of them, to assess the strength of the impact of each specific factor on the final result, to assess the likelihood of their occurrence, to develop a set of measures aimed at reducing the impact of these factors.

Naturally, the most important issue forguidance will be the financial effectiveness of investing in this project and saving costs in the future. If the innovations carried out by the HR department are successful, its importance to the company's management will increase significantly, the professional motivation of HR managers will increase, plus the invaluable experience of implementing a new project. In the future, the company will focus on the growth of human capital and a systemic solution to the company's problems.