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Marketing is a type of human activity aimed at satisfying needs and wants through exchange.

In order to explain this definition, we highlight the following cycle: need - needs - requests - product - exchange - transaction - market - marketing. Now let us reveal the essence of these concepts.

Need is a feeling of lack of one or another good that a person needs for his existence.

Goods are what serve to satisfy people's needs. Benefits are divided into economic and non-economic. Economic goods are goods whose quantity is limited compared to the need for them, i.e. there aren't enough of them. There are economic benefits production(intended to create products and services) and consumer(created directly for human consumption). Non-economic goods are goods that are abundant in nature: the air we breathe; spring water not packaged for sale; stars in the sky that we see at night.

Economic benefits are divided into products And services. A product is a good that remains after the production process (for example, oil, a car, a suit). Service is special kind benefits, i.e. expedient activity, the beneficial effect of which is manifested in the labor process itself (for example, transporting people and goods).

Economic benefits are also divided into private (ordinary) And public. A private good is a good to which the principles of competition and exclusion can be applied. The principle of competition means that if one person has consumed a given good, then another cannot use it. The principle of exclusion means that a benefit goes only to those who pay for it. Most goods are private. A public good is a product or service to which the principles of competition and exclusion cannot be applied, i.e. a person who has not paid for a benefit can use it along with other people. Example - public transport with its inherent problem of defaulters (“hares”).

Resources are what are used to produce goods. Resources are: human, natural, created by man.

Human resources are the personnel of an organization (i.e. employees) who have a set of competencies and other socially significant qualities that make it possible not only to increase labor efficiency in the process of work, but also to carry out professional and personal growth in accordance with the set individual goals that correspond to the objectives of the enterprise.

In addition to the three listed above, we can also highlight financial resources(cash funds and securities), informational resources(knowledge, information, signals transmitted and perceived by people, other living organisms, special devices).

Factors of production are resources directly involved in the production process. These include: labor (labor), land (meaning all Natural resources), capital (meaning real capital, money, buildings, machines, equipment), entrepreneurial abilities.

The problem of economy is related to the fact that human needs are limitless and constantly growing, and resources are always limited, and consists in the need to choose the volume, structure and methods of production, i.e. in solving three key questions: what, how and for whom to produce?

Question “what to produce?” means the need to choose between production:

• means of production and consumer goods;
• consumer products and military products;
• mass production of average quality at affordable prices and the production of expensive luxury products in combination with cheap consumer goods.

Question “how to produce?” implies that production must be efficient and take into account the environmental factor. Efficiency is the ability to achieve results in accordance with the set goal. It is measured by comparing results with costs. Specific indicators of production efficiency are labor productivity, capital productivity and material intensity.

Question “For whom to produce?” in different economic systems solved differently. For example, in a market economy, products and services are produced for those who have money. The needs of a person who does not have money are not met.

The need of an individual from a psychological point of view is a feeling of the absence of any benefit that causes a person to take action.

Applied to labor activity need is a state of a person, which is the source of his active activity and is created by the need that he feels in relation to the objects necessary for his existence.

The number and variety of needs is enormous.

Needs can be classified as primary And secondary. Primary needs are caused by human physiology and, as a rule, are innate. These are the needs for food, water, air, sleep, sex, which ensure the existence of a person as biological species. Secondary needs are psychological in nature. They are developed in the course of development and life experience. They are much more diverse than the primary ones, and largely depend on the psychological development of the individual, living conditions, social norms accepted in society and the group. For example, the needs for success, respect, affection, power, or to belong to someone or something. Primary needs are genetically determined, while secondary needs usually emerge with experience. Since people have different acquired experiences, the secondary needs of people differ to a greater extent than the primary ones.

People's needs are almost limitless. The principle of communism - “from each according to his ability - to each according to his needs”, declared in the book of the French utopian socialist E. Cabet “Journey to Ikaria”, is not feasible because a new type of person has not been created, capable of moderating his needs. Therefore, needs are limited to requests.

A request is a need backed by purchasing power.

A product is anything that can satisfy a want or need and is offered to the market for the purpose of attracting attention, acquisition, use or consumption. A product can be a product and service, as well as individuals, such as athletes or actors, or the entire workforce of a company, natural or geographical places, organizations, activities and ideas.

At the same time, there is product range choice. Not all goods are desired to the same degree. First of all, the more accessible and cheaper ones are chosen. A product that completely satisfies a need is an “ideal product.”

Since we do not always associate with a product what we want to purchase, we can call it an offer, a means of compensation, a satisfaction of a need, since for different people these terms have different value meanings.

Exchange is the act of receiving a desired object from someone and offering something in return.

Actually, there are four ways to get the desired object:

• 1) self-sufficiency - find food through hunting, fishing, fruit picking, etc.;
• 2) weaning - theft, robbery, etc.;
• 3) begging;
• 4) exchange - an offer of any means of compensation, money, other goods (barter) or any service (including labor activity).

Exchange is a fundamental concept of marketing as a science.

To carry out an exchange, the following conditions must be met to create its potential:

• at least two parties, each of which has something that is of interest to the other party;
• each party must be able to communicate and deliver their goods;
• each party should be completely free to accept or reject the other party's proposal;
• each party must be confident of the advisability and desirability of dealing with the other party.

The basic unit of measurement in marketing is the transaction. A transaction is a commercial exchange of value between two parties.

The transaction can be monetary - a purchase or a barter exchange, for example, a TV for a refrigerator.

To complete the transaction, the following must be observed: certain conditions:

• two valuable objects;
• agreed terms for its implementation;
• agreed time of execution;
• agreed upon venue.

The terms of the transaction are supported and protected by law. IN Russian Federation they are recorded in chapter 9 Civil Code RF (hereinafter referred to as the Civil Code of the Russian Federation).

Along with the transaction, a simple transfer may take place. For example, when we give someone a gift or hold a charity event. But if we consider this problem in a broad sense, then this is also a form of exchange or transaction. Since a gift to someone is aimed at his goodwill towards us, getting rid of feelings of guilt or receiving some kind of preference.

A transaction in one form or another takes place on the market.

A market is a collection of existing potential producers and buyers of economic goods.

If you take four people with different simple professions, then you can consider several ways for them to satisfy their needs.

• 1. Self-sufficiency. In the event that each of them is a “one-man orchestra”. Thus, a villager whose main occupation is a tiller can also be a fisherman, a hunter, or a woodcutter.
• 2. Decentralized exchange - each sees the other three as his potential “buyers” who make up his market.
• 3. Centralized exchange, when an intermediary (merchant) appears, located at the “bazaar” and purchasing from each of them everything that they bring and satisfying the needs of the other three in purchasing the necessary goods.

Thus, each of them deals with one centralized market. The total number of transactions required to carry out exchanges in given volumes is reduced. As the number of individuals and transactions increases, the number of merchants and markets increases. Naturally, the market in modern conditions is not necessarily a specific gathering place for sellers and buyers, but a collection of potential orders through means of communication, an online market, etc.

Accordingly, from the economics course we know that there can be different kinds markets - money, goods, etc., including the labor market, which is partly the subject of our course.

The concept of the market leads us to active activity in it, i.e. to marketing.

Marketing is a set of production, financial, organizational, incentive and advertising activities that contribute to the most successful promotion of the organization's products on the market. Also this is the view management activities.

Moreover, the implementation of this activity can be carried out in conceptually different ways. The name itself shows that it is a human activity related to the market.

In this subject we will highlight two types of markets - a sellers' market and a buyers' market. Let's look at two management concepts in marketing.

1. Marketing management is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target buyers in order to achieve certain organizational objectives, such as generating profit, growing sales, increasing market share and etc.

The task of marketing management is to influence the level, timing and nature of demand in such a way that it helps the organization achieve its goals.

This function is performed by marketing managers, i.e. officials of the company involved in analyzing the marketing situation, implementing planned plans and (or) performing control functions. These include sales managers, sales staff, advertising executives, sales promotion specialists, marketers, pricing specialists, etc.

Marketing management is expressed in the concept of intensifying commercial efforts:

• (Main object of attention) - product - (Means to achieve the goal) - commercial efforts and measures to stimulate sales - (Ultimate goal) - making a profit by increasing sales volume.
• 2. Marketing management of the company, i.e. this type of management activity when the most important thing is marketing policy, which determines what to produce, how to produce it and for whom to produce it in the buyer's market. Despite the fact that these three provisions are the main objectives of economics, such an approach is realistically feasible only in theory. In practice, marketers are not the main characters in the company, but only auxiliary specialists.

At the same time, this approach was not used in post-industrial society, where production was primarily determined by profit, and not by the range and quality of goods. But post-industrial society is gradually being replaced by a knowledge society ( information society), and the buyer begins to play a leading role. This is where new areas of economics emerge, such as the theory of buyer behavior, etc. Therefore, the role marketing management the company will increase.

The concept of marketing management of the firm states that the key to achieving organizational goals is to identify the needs and wants of target markets and provide the desired satisfaction in ways that are more effective and more productive than those of competitors.

Thus, marketing management slogans might be: “Find needs and satisfy them” or: “Produce what you can sell, instead of trying to sell what you can produce.”

Marketing management consists of the following marketing concept:

(Primary object of attention) - consumer needs - (Means to achieve the goal) - integrated marketing efforts - (Final goal) - profit is achieved by ensuring customer satisfaction.

Thus, it is this approach that is closest to the implementation of management activities within the framework of HR management and meets the requirements of the external and internal labor market to meet the need for personnel, train and develop personnel, and increase their work motivation. The concept of marketing management in one of its aspects relating to human resources is reflected in personnel marketing.

Workshop

Control questions

• 1. What is marketing?
• 2. What is the marketing cycle, what are its main elements?
• 3. What is good? What types of benefits do you know?
• 4. What are human resources?
• 5. What is a need? How are needs classified?
• 6. What is a product, exchange, transaction? What are their varieties?
• 7. What is the essence of the market mechanism?
• 8. What is marketing management?
• 9. What is the meaning of marketing management of a company?
• 10. What is the essence of the concept of intensifying commercial efforts?
• 11. What is the essence of the marketing concept?

Practical tasks

• 1. Remember a situation in your life when you needed to give someone a gift. Think and describe whether this action of yours can be considered a transaction or exchange, what needs you planned to satisfy by performing this action. How successful were you in achieving your desired goal?
• 2. Using the marketing cycle and terminology above, describe a significant purchase or idea you made that was important to you. At the same time, you should show in detail how the need for a particular good arose, how the need was formed, whether it met your needs, etc. up to the complete satisfaction of the need and receipt of the desired benefit. This will give you the opportunity to understand your marketing activities.

Benchmark tests

director of human resources management
resources of the Aleko group of companies

The already familiar tasks of the personnel management service of any (small, medium, large number of employees) company are the selection and hiring of employees, assessment and certification of personnel, organization of training and career development, development of policies in the field of personnel management and ensuring discipline, organization personnel records management and holding corporate events, dismissal and others. The difference lies only in the depth of elaboration of the task (performing functions, required and obtained results) and coverage: in a small company, all this is handled by one HR manager who has knowledge and experience in all areas, and in a large company - several departments specializing in a certain area . But we should not forget about marketing in the field of personnel management, which is necessary for the effective operation of the company. This direction can be considered as:

If we consider marketing in the field of personnel management as a type of activity aimed at meeting the requests and needs of the company, then knowledge by HR specialists and heads of departments of the basics of marketing in the field of personnel management is a necessary condition effective functioning of any company. This direction is directly related to such concepts as “need”, “request”, “exchange”, “market”, “demand”, “product”, “transaction”, “contract”, “marketing management”, “manager ) on marketing in the field of personnel management".
It should be remembered that the situation on the labor market is increasingly creating an inverse correlation of the employee-employer-employee relationship. Just as in the market a buyer chooses a product, so a candidate who has positive results at a previous job chooses a company and decides for himself which company is most interesting to him, depending on:

Marketing in the field of personnel management as an area of ​​activity of an HR manager consists of:

The essence of marketing in the field of personnel management is ensuring “sales” of jobs candidates and employees who depend on the capabilities of the company and the desire of employees to work in it.
Let's consider it according to the following scheme:

If in the first case an employee “sells” himself, his knowledge, experience, ideas, then in the other he “buys” conditions (income, compensation package, social guarantees, conditions for further motivation) offered to him by the company. Therefore, the 4 “Rs” in the field of personnel management can be considered as follows:

An HR manager should from time to time compare the company’s personnel with the personnel of competitors and analyze them according to the above 4 “Rs”.
The purpose of providing information to department heads and company management and the predicted result is timely motivation and retention of key employees, as well as cost-effective selection of personnel for opening vacancies. This analysis allows you to timely adjust the income level of key employees, optimize the company's remuneration system, provide a motivating effect on staff, reduce staff turnover (if necessary), even changing the company's personnel policy.
The need for marketing in the field of personnel management is most often considered in the following personnel processes:

I. Recruitment of personnel for the company
Job opening

Recruitment
Conclusion of an employment contract
Walkthrough probationary period
Assessment interview
Marketing in the field of personnel management
II. Choosing a motivation system (salary, compensation package) for staff in company
Marketing in the field of personnel management
Optimization of the remuneration system
Carrying out certification
Attestation interview
Marketing in the field of personnel management
Possibility of changing the terms of the employment contract

The general slogan of marketing is customer satisfaction, in our case formulated as “company satisfaction with the results of employees’ work.”
“Consumers” of personnel are companies that need to perform certain functions, solve project problems and achieve the required results. Consequently, they are interested in retaining existing personnel if they meet their requirements and finding new ones to introduce innovations, optimize activities, and solve problems more efficiently. In both product and human resource marketing, implementing the right appeal comes with the extremely dangerous side effect of product line overextension. An unreasonable increase in the number of the company, the race for highly qualified employees when lower qualifications are needed to perform the required work... leads to a sharp increase in overhead costs, costs and suboptimal use of working time by employees, and the search for more interesting work in other companies. As a consumer, the company should not buy the employee, but the benefit that the employee can provide.
To determine the company's needs, you should start with such domestic market factors as:

If you apply investment project evaluation method(cost-benefit analysis), that is, compiling a list of all costs and possible benefits, which are given a quantitative (cost) expression, you can see that companies often select employees based not on their own needs, but on the positioning of the employees themselves (candidates).
Often, during the selection process, they choose the most highly qualified employee, assign him a higher income than planned according to the application, without thinking about the use of the employee after achieving the result, about the timing of the implementation of the assigned tasks, about the further motivation of the employee, about the economic benefits.
Customer volume = net benefit provided to the company (easily calculated by sales managers).
Customer volume = technical volume + service volume + relationships / reputation volume - price.
Positioning in HR Management- this is the process of searching for such a market position for the product (personnel) and the company that will favorably distinguish it from the position of competitors.
However, it should be remembered that this process is often based on emotional and subjective factors and does not always depend on the specific competencies of the employee (candidate) or clear criteria for evaluating the company. Let's try to use positioning to divide employees (candidates) into groups A, B and C (see table).

Table

The company must answer the question: what kind of employees does it need?
To solve the problem facing the company, it should be used focused positioning methods, the instrument of which is PR, the basic rules of which are as follows:

Influencing factors also deserve additional attention from the HR manager and department heads. foreign market, which may be of interest to the company’s employees, especially the key ones (with whom the company is not ready to part with):

The results of labor market monitoring can be obtained through:

In marketing for personnel management, the need of business and production for personnel qualifications (internal and external training) is significant. An HR manager should remember: specialists highly qualified less is required, and more resources are spent on their search, attraction and retention. And increasingly, the labor market is experiencing imbalances between supply and demand due to a shortage of skilled workers and an overabundance of specialists in “fashionable” professions.
Segmentation in the field of human resources management is the process of analyzing consumers (companies), costs and competitors to determine when, where and how the “clash” with competitors will begin or describe competitive environment in terms of business segments. In our case, segmentation is carried out by employees (usually key to the company and in demand on the labor market), who are considering new areas of activity and (or) management of the company together with HR specialists who prefer to retain personnel to work in their company using timely motivation.
Different companies require different characteristics of employees (result orientation - execution job tasks and functions, the manager is a specialist), and they provide different levels of service (workplace, compensation package, etc.) to meet their needs. The value of specific services (and therefore the customer's willingness to pay a given price for them) may vary depending on the customer. The consumer's (company's) requirements for services (speed, delivery schedule, location of delivery) change over time and the labor market.
When choosing a job and recruiting personnel for a company, you should understand what the personnel (company) consumers are:

In a situation of equilibrium offers in the labor market in terms of pay and rewards, candidates pay attention to other criteria for choosing jobs, such as interesting job, stability, individual compensation package, elements corporate culture companies and so on.
The thing to remember about company staff is that not all employees are the same! They can focus on:

Summarizing the proposed approaches to marketing in the field of personnel management, two main principles can be distinguished:

The main difference in the above principles is that the first is one of the elements of the company’s personnel policy, implemented through a set of personnel management tasks (development of a target system, demand planning, business assessment, career management, motivation, and so on), and the second involves highlighting the specific activities of the personnel management service - marketing in the field of personnel management.

To help HR specialists, the “PAPERS” section contains forms of documents developed in the Aleko group of companies: applications for a need for a specialist and job applicant questionnaires used in personnel selection (see pages 85, 86), an employee’s personal assessment sheet and a sheet for assessing the competencies of a specialist (designer), used to determine staff motivation (see pages 88, 89).

Also on this topic.

Personnel marketing is one of the activities of the company’s personnel department, which aims to determine the need for qualified specialists and develop a system of measures aimed at satisfying this need. They are constantly trying to improve the quality of services and production technology, but we must not forget about the organization’s human resources.

Personnel Marketing- this is the direction of management that solves the problem of constantly and timely meeting the enterprise’s needs for human resources. The formed staff of the organization represents strategic human resources, the capabilities of which achieve specific corporate goals and tasks.

Personnel marketing is also one of the areas of production marketing in the field of control over the company’s human resources.

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We have published in this article a delegation algorithm that will help you free yourself from routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to correctly assign a task so that it is completed, and how to supervise personnel.

• Marketing department in the company: key tasks and functions

Marketing of enterprise personnel is implemented as determining the company's labor needs both quantitatively (how many vacant positions the company puts forward on the employment market) and qualitatively (what parameters of workers in terms of specialization, education, skills would satisfy the company’s personnel needs). For creating effective system Personnel marketing should periodically analyze such related factors as:

• external ones that directly affect personnel marketing - the situation on the vacancy market, the level of technology development, social needs, features of the labor and civil legal field, personnel marketing policies of competing companies;
• internal factors of personnel marketing that determine its strategy - the key objectives of the company, the size of its financial and human resources, methods of finding the personnel of interest.

Main components personnel marketing:

• formation of a system of requirements for employees;
• analysis of the qualitative and quantitative composition of the company’s human resources;
• determining the costs required for the formation and use of human resources;
• determination of methods for meeting the need for human resources;
• establishing quality characteristics employees;
• distribution efficiency assessment labor potential company according to the list of positions and exercising control over it.

Personnel marketing is:

• type of strategic and tactical planning in the company’s personnel policy;
• information basis for personnel management, built on the analysis of external and internal employment markets;
• method of forming the image of the employing company.

Distinguish two basic principles that determine the construction of personnel marketing goals:

• The first is based on an understanding of personnel marketing in its broad sense, i.e. as a philosophy and as a system of methods for managing human resources. All personnel who are on the company’s staff or who are its employees in the future act here as external/internal clients of this organization;
• the second principle is based on the definition of personnel marketing as one of the areas of activity personnel service.

The difference in the specified principles of personnel marketing is that in a broad sense this term is understood as one of the links in the labor management system, which is carried out by solving various problems: researching needs, defining goals, business assessment of personnel, building a career hierarchy, motivation methods, etc.

Narrow interpretation of the term “personnel marketing”– this is the work of the HR service:

• assessment of external and internal influence on marketing work;
• marketing planning and marketing itself in action.

• Non-material motivation of employees: how they do it in Russian companies

Three main tasks of personnel marketing

Purpose of personnel marketing consists of complete control over the situation in the employment market in order to satisfy the company’s needs for human resources with maximum efficiency and thus achieve solutions to its corporate objectives.

Personnel marketing tasks:

1. Analysis of the situation in the personnel market in order to determine the quality and quantity of human resources the company requires, both currently and in the future.
2. Research of the company's development prospects for the timely provision of new positions and the formation of a system of personnel requirements.
3. Selection of personnel according to appropriate criteria.

Personnel marketing is also considered part of general business management in the field of control over the company's human resources and consists of such conceptual elements, How:

• personnel marketing management in an organization aimed at the system economic relations;
• activities to resolve a group of issues about the strategy and practical implementation of personnel marketing. The search for solutions is carried out through the use of modern methods of market analysis and the formation of appropriate information base;
• measures to increase competitiveness. Personnel marketing, the goals of which combine communication with the consumer and meeting his needs with the company's offer, contributes to the formation of the competitive advantages of this organization and raises its business image.

From a personnel marketing perspective, workplace there is a product offered at a certain cost in the employment market. In this vein, the main tasks of personnel management are defined:

• personnel marketing is the guideline along which strategic and tactical planning of the enterprise’s personnel policy is carried out;
• personnel marketing is an information basis for personnel management, built on research into the influence of external and internal employment markets;
• Personnel marketing is a method of forming the image of an employing company through communication with target market participants labor relations.

The main functions of personnel marketing in organizations

1. Information function of personnel marketing.

Its essence is revealed in the formation of an information platform for planning in HR policy. This function is implemented through the following sources:

• guidelines for graduates-specialists of educational institutions;
• additional education programs in commercial educational organizations and retraining courses at employment services;
• publications published in various sources by government departments that control employment, including those prepared at the request of other labor market entities;
• information provided by labor exchanges;
• specialized publications and other materials covering employment issues and solving problems related to the personnel policies of organizations;
• advertising information of other labor market entities, especially competing companies;
• interviews conducted by HR managers with candidates for vacant positions in the company, as well as with representatives of partner companies, with the company’s own employees, etc.

The formation of personnel marketing with an information function is implemented by creating an information platform based on the following: types of research:

• study of specialties and qualification profiles;
• analysis of the content and behavior of objects of study of specialties, professional groups and the dynamics of their development;
• analysis of others external factors;
• studying economic, social and cultural external factors that influence the activities of company personnel and their business behavior;
• analysis of supply and demand in the employment market;
• research of the company's HR reputation;
• analysis and creation of the company’s HR image in the internal and external spheres of labor and employment.

1. Communication function personnel marketing.

Aimed at developing methods for searching and acquiring human resources, their implementation, as well as increasing the company’s HR reputation.

Communication space form:

• the company’s personnel, who not only represent it, but are also its prototype;
• an external source of finding personnel who are potential employees of the company;
• public opinion.

The communicative role of personnel marketing is realized four types of events:

• segmentation;
• system internal communication;
• advertising or presentation campaigns;
• PR events.

Segmentation employment market in personnel marketing in certain areas increase the efficiency of personnel management. At the same time, the central function of the personnel service becomes the formation of target communities, divided by geographic, economic, demographic, psychographic, behavioral and other factors.

Internal communications system– this is, first of all, the formation of an internal corporate atmosphere, which should be represented by the employee’s positive perception of his labor collective, mutual respect for colleagues and the opportunity for self-development.

Events, aimed at maintaining the communicative function of personnel marketing, are divided into:

• activities of the company, the purpose of which is to meet social needs outside the doors of the company; management personnel should be focused on receiving a positive response from their subordinates;
• conducting consulting activities by competent structures on personal issues (for example, a representative of the Federal Tax Service can give answers to questions about taxes at the expense of the employing company). Impartial assessment of employee performance and its subsequent application. Creating communities of interests for free time;
• periodically conducting conversations with staff, giving them a full understanding of the target corporate objectives;
• introducing employees to sports and a healthy lifestyle through the installation of a sports facility on the company’s territory;
• implementation of joint activities of the management of the enterprise and the trade union committee;
• release of the company's printed publication;
• introduction of employee reception hours into the management schedule;
• organization of festive events dedicated to important dates.

Levels and types of personnel marketing in organizations

Distinguish types of personnel marketing:

1. According to the distribution guideline, personnel marketing is classified into external and internal.

External personnel marketing characterized by the presentation of company resources on the external labor market. The main thing here is the “external profiling of the company,” i.e., positioning it in front of potential employees and candidates for vacant positions as an employer with a decent reputation, and, consequently, hiring professionally qualified workers into the company’s staff.

External marketing of personnel is implemented when decisions are made four main problems:

• presentation of the company as the best place of employment, aimed at target groups;
• searching and attracting employees to the company who meet the necessary criteria ( professional counseling, personnel leasing, etc.);
• presentation of the company’s correctly formulated need for new personnel (writing and publishing advertising information about available vacancies, conducting training events);
• studying received resumes from candidates for available jobs and hiring qualified specialists to the company's staff.

Constant analysis of the external employment market should identify such problems that in the future may grow from minor to serious.

Internal personnel marketing focused on managing specialists already on staff of the company. This type of personnel marketing is involved in the formation five factors that make this organization an attractive place of employment:

• system of employee tasks and competencies;
• providing opportunities for career and professional growth;
• providing the opportunity to obtain the necessary education or improve qualifications;
• providing a comfortable production microclimate;
• development of labor incentive programs.

The main task of the internal labor market is the formation the best system material and non-material motivation, in which each workplace meets working conditions that maintain its attractiveness for other candidates. With proper internal marketing of personnel, any employee is retained at the enterprise, solves corporate problems with enthusiasm and performs his work responsibly.

2. According to the degree of complexity of the approach They share such areas of personnel marketing as mixed personnel marketing and targeted personnel marketing, the tasks of which relate to a specific target audience.

Personnel marketing-mix is a system of methods of influencing target audience market, aimed at awakening a provoked positive response from representatives of this audience. The required reaction is achieved four means(marketing):

• offer/product (product);
• cost (price);
• place of sale;
• sales promotion.

The complex of these four means is also called marketing-mix 4P and forms the following term – submarketing-mix.

Different combinations of marketing elements from the 4P marketing mix form different personnel marketing mix models.

Each model consists of 7 main blocks:

• sophisticated;
• category of interests;
• selection of media sources;
• determination of the main responsibilities of the parties to the employment agreement/contract;
• indication of the characteristics of the workplace;
• providing the necessary information, technical and other assistance to a new employee;
• showing attention to already hired personnel.

Targeted personnel marketing has areas of influence focused on a specific target audience, for example, groups by gender or age, by ownership foreign languages, by geographic location, etc.

Separately, it is worth highlighting this type of targeted personnel marketing, such as replacement (“innovation of an employee” into the company’s staff). It is divided into two directions: employment according to a previously acquired profession and activities according to new specialty(this group often contains people who have not worked in their specialty for a long time or who have no desire to be employed in this professional area).

Innovation in personnel marketing does not imply the employment of those laid off or subject to redistribution: it is aimed at concluding labor relations with the unemployed through the assistance of the labor exchange. First of all, attention is paid to graduates of educational institutions. If their number does not cover the needs of the market, then HR consultants focus on other target groups. The most popular among unemployed women in the age group of 30–45 years, who want to return to work in their profession, and conscript soldiers.

• How a beginner can become a sales professional in a short time

Other forms of targeted personnel marketing:

• training programs created to retrain women to make up for the shortfall in the labor force of the enterprise;
• working part-time or on a flexible schedule;
• an offer to return to the workplace for employees with secondary specialized education when their leave to raise children ends. By creating such programs, organizations provide themselves with personnel for the future, which is especially valuable when there is a shortage of professionals, and also “ties” the employee to the employing organization;
• personnel marketing for qualified specialists without work experience. So, once the media criticized the management team Audi about the very small percentage of women in leadership positions. Subsequently, the management of the concern began to provide employment assistance to graduates of various universities: it was the young generation that the company counted on in cases of shortage of management personnel. This method of consistent career growth for women, focused on their achievements and success, has shown the greatest effectiveness compared to temporarily filling positions with employees within the established requirements;
• internal training. Returning again to the history of the Audi company, let us remember how in the corporate print publication Audi-mobil, in support of women’s professional emancipation, a section “Audi Women” was created, in which representatives of the company’s staff shared their professional achievements and work goals;
• creating interest clubs in which participants with similar problems/interests support each other;
• professional development programs. For example, professionally qualified employees are periodically identified to participate in professional development activities (the topic of assisting the target group is brought up for discussion between the management of the enterprise and the personnel department overseeing this area of ​​personnel marketing);
• public relations. An enterprise can take part in discussions on issues of professional assistance to target groups, as well as finance projects aimed at solving personnel marketing issues. Work carried out in this vein intensifies managerial activities in personnel departments and helps to attract attention in personnel marketing to the skill level of this target group.

Separate personnel marketing levels:

• strategic;
• tactical.

Each of them has its own tasks, or "processing stages".

In strategic marketing personnel, the following processor stages are determined:

• identifying the need for personnel funds;
• study of labor supply and demand and identification of human resource segments;
• identification of target groups;
• identification of positions (territorial location) that meet the needs of the company.

On tactical level The personnel marketing plan contains the following stages:

• implementation of activities aimed at target groups;
• supervision of selected personnel tools through receiving feedback during the audit process.

Expert opinion

We start internal marketing by drawing up a profile of the right employee

Vasily Kravchenko,

CEO DonRemKomplekt company, Donetsk (Ukraine)

Internal marketing of an organization involves stimulating two main departments: the sales department and the customer service department. It is better to start internal marketing by drawing up a portrait of an effective employee, i.e. by describing him professional competencies and personal qualities. Next, keeping in mind the created portrait, we search for the right person.

At the next stage, we facilitate its soft introduction into the work team, while simultaneously testing it for professionalism: we refer clients to it, working with whom requires some level of training. Having fully understood the qualities of a new employee and drawn conclusions about whether this person is capable of meeting the needs of the company, we introduce him into a competitive working environment, where conditions are equal for all employees and the client goes to the employee who has proven himself better than the rest. With this technology of personnel marketing, both material and non-material incentives are provided to employees.

The main stages of implementing personnel marketing at an enterprise

Personnel marketing in an organization is practically implemented in the form of stages following each other in a certain order. Moreover, each stage is a separate activity with a specific focus.

Personnel marketing technology includes:

1. Planning the company's human resource management system.
2. Research of internal human resources and identification of personnel needs in qualitative and quantitative characteristics.
3. HR audit, control over the work of the HR department.
4. Study of the external employment market.
5. Analysis of the behavior of candidates for vacant job positions, identification of factors that motivate them to choose a given job and stay in it.
6. Division of the entire labor market into target groups according to psychophysical, personal, demographic, geographical, and professional criteria.
7. Drawing up a list of requirements for candidates.
8. Identification of main competitors in the employment market.
9. Level determination business reputation companies.
10. Search for leading partners.
11. Identification of sources of personnel search.
12. Implementation of professional development programs for personnel, formation of job concepts.
13. Analysis of the effectiveness of implemented personnel marketing activities.

Personnel marketing technology represents the HR department as a business unit that provides a special service and satisfies the needs of internal clients or managers of other departments of the company.

Recruitment– a mandatory area of ​​activity for an HR manager in any company. Correctly selected employees who meet the necessary requirements and the company’s concept are a guarantee of the prosperity of the enterprise.

How is the personnel marketing policy implemented in large global companies?

• Southwest Airlines

Marketing of the company's personnel is carried out in the following way: first, personnel are selected based on personal qualities, and then professional training is provided in the skills necessary for the company.

Management Southwest Airlines in the selection of personnel is guided not so much by the professionalism of employees, but by the presence of such qualities in them as the ability to take a non-standard approach to solving various problems, love of teamwork and interaction with the team, honesty and openness, adherence to the rules of corporate etiquette, the ability to be oneself and It's also time to laugh at yourself. All the necessary qualities of a candidate are determined during testing at an interview or other methods. For example, during the interview the following question is asked: “Have there been cases in your practice when, with the help of ingenuity or humor, you managed to come to an agreement with a client? Tell us more about them." Or it could be an assessment of a candidate by an employee who accidentally bumped into him in the hallway. All potential employees are screened behind the scenes before a formal interview, and all company personnel participate in this process.

According to personnel marketing Southwest Airlines, Psychological adaptation to a new team for a new employee is almost painless, thanks to the “Close Hearts” program: some employees take newcomers under their wing for a year or six months. To provide a visual sense of help, mentors wear special T-shirts. The process of getting to know the team takes place in a humorous and very friendly atmosphere.

As part of the company's personnel marketing traditions, managers periodically visit different branches, send birthday greetings to employees on postcards, and delight the staff with positive feedback from passengers about the high level of service and services provided.

• JSC "Yulmart"

According to the concept of personnel marketing of Yulmart CJSC, the HR service invites candidates for an interview for whom they want professional development comes first.

The team introduction program is planned in such a way that from the very first working day the newcomer is involved in the process of implementing the corporate concept and achieving a collective goal. During the first month of their employment, new employees undergo Welcome training, during which they are explained the company’s value system, its philosophy and corporate culture.

What is remarkable about personnel marketing at Yulmart? Personnel development, professional growth, constant improvement of qualifications and expansion of competencies - this is what distinguishes the personnel management policy of this company from the traditions of personnel marketing in other organizations. Almost all training programs are conducted once. Every 6 months the company organizes training for store, region, and division managers. At the MSA School of Senior Management - own project Firms with ambitious employees are trained to conduct management activities.

Another interesting development of the company’s personnel marketing is a training portal and interactive online courses, created by our own group of programmers.

Personnel marketing control is one of the important areas of management in a company. Twice a year, each Yulmart store organizes an anonymous survey, the purpose of which is to identify customer opinions about organizational culture this internet tycoon.

• Creating an effective team: 7 steps to stable sales during a crisis

Expert opinion

How to attract the best employees using HR branding

Olga Grezneva,

Lecturer at IBDA RANEPA under the President of the Russian Federation

Study how your HR brand is perceived in the market

To accurately assess your HR image, use four HR marketing tools:

• conducting an anonymous survey of employees, the purpose of which will be to identify wishes, dissatisfaction and demotivating factors in the work process;
• researching the environment of competitors to determine which organizations employees are transferring to you from and which organizations employ those who have been laid off;
• assessment of the employment market: types of offers from employers, the volume of visits by applicants to specialized Internet sources, hopes and plans of applicants from the proposed vacancies;
• conducting a survey among employees who quit on their own initiative, with the help of which you can identify the most pressing problems hidden by working personnel from the company’s management.

Go through the stages of building an HR brand

An HR brand has three main goals: hiring new staff, stopping staff turnover and increasing the level of vocational training key employees. Each task is oriented towards its target group. Therefore, in order for marketing in personnel management to be effective, you should choose the most significant goal and act in accordance with its objectives.

Step 1: Determine your target audience. Rely on statistics about the age, skill level, gender, social status and income of those people who are interested in working in your company. How their mood, habits, range of interests, hopes change at the time of employment and after a year of working with you.

Stage 2. Identify and correct problem areas of the current proposal. For example, the company has a need for young personnel, but the employment offer does not have clear benefits for this target group. It may be worth adding criteria to your working conditions: part-time or flexible schedule, opportunity for career growth, obtaining additional education at the expense of the company.

Stage 3. Select methods for promoting the new HR brand concept, focusing on the target audience, i.e., apply personnel marketing methods that match the talent you are looking for. For example, young people will respond to provocative or creative advertising materials, and people over 40 years old will respond to the solidity and representative appearance of the offer.

Step 4. Determine criteria for assessing the effectiveness of the proposal. So, with a goal to reduce staff turnover, determine the desired limits: for example, a reduction of 30% from the annual average.

Use six employee marketing tools to improve your company's image

• Encouragement. Expand rewards and compensation programs.
• Possibilities. Promise your employees professional and career growth.
• Status upgrade. Present the organization as a learning organization.
• "Golden Greetings" Guarantee candidates for vacant positions will receive bonuses upon employment: bonuses for decisions, special conditions work in the first month of work.
• Social programs. Provide financial support during particularly important life moments for employees: highlight cash for weddings, births of children or home moves.
• Unique HR offer. In the job advertisement, list only those parameters that will be of value to the target group of applicants.

• 4 trends in staff motivation that will be relevant in 2017

Performance assessment and personnel marketing analysis

HR marketing KPI consists of two components:

• economic efficiency, i.e., solving target problems through the use of labor funds in the most economical use of the company’s existing potential;
• social efficiency, i.e. achieving satisfaction of the enterprise’s needs for a product or service, as well as staff satisfaction in accordance with their labor interests.

It is obvious that economic and social factors interconnected as parts of one common system organizations. Here it is important to understand which goals are optimal for the most effective marketing of personnel, as well as what factors need to be taken into account when analyzing the company’s work. The following points are often significant:

• the effectiveness of personnel marketing, calculated by the volume, completeness, quality and timeliness of solving labor tasks assigned to employees;
• industry specifics of the company's activities;
• precise characteristics of the work of employees of individual structural divisions;
• financial management personnel marketing, i.e. determining the relationship between the study of the internal labor market and the planning of costs associated with personnel policy over a period of time.

Distinguish indicators of effectively implemented internal marketing:

• full-fledged Feedback with staff;
• the volume of incoming proposals to optimize the company’s work;
• original ideas to conquer new business horizons for the company.

With effective personnel marketing and internal marketing, company employees in any case must become consumers of the employer’s offerings, be it goods or services.

To analyze your own staff marketing, survey your employees to assess the following: needs:

• Professional Development;
• job stability;
• level of decent wages;
• desired working conditions;
• education;
• manifestation of leadership qualities;
• work that arouses interest and enthusiasm;
• freedom/restriction in solving labor problems;
• self-realization;
• positive atmosphere in the team;
• fairness in assessing work performed;
• taking initiatives in the interests of business development;
• the volume of obtaining information about the activities of the enterprise;
• participation in making general corporate decisions.

Information about the experts

Olga Grezneva, lecturer at IBDA RANEPA under the President of the Russian Federation. For more than 10 years she worked as a personnel director in various fields (construction, international railway transportation, tourism). Conducts classes, trainings, special seminars on managing organizational behavior, personnel management, personnel marketing in master's programs, MBA, IBDA RANEPA, as well as classes on practical managerial skills at the Higher School of Management of the National Research University Higher School of Economics. Participates in consulting projects: strategic sessions, HR projects for the formation personnel reserve and organizing a training system, developing systems of remuneration and motivation of personnel. Conducts coaching sessions with top company officials and managers at various levels: working on projects and change management, creating a team of like-minded people, increasing the efficiency of a team, division, company; efficient use resources and achieving business results; conscious career development, etc.

Vasily Kravchenko, General Director of the DonRemKomplekt company, Donetsk (Ukraine). "DonRemKomplekt" was created to provide electrical equipment repair services. Later, trade was added to the main activity building materials. Now the company has two separate departments, the success of their work is based on quality customer service.

The personnel marketing approach means that, firstly, all structures and actions of the enterprise are considered and assessed based on how they will affect its position in the external and internal personnel market; secondly, the enterprise actively, systematically and positively positions itself in this market and, thirdly, searches, selects and supports suitable employees.

The main stages of implementing personnel marketing technology in an organization are presented in Fig. 5.4.

Rice. 5.4. Personnel marketing procedure in an organization

Stage 1. Determining staffing needs

The need for personnel planning is due to two main reasons. Firstly, employees suitable from the point of view of competencies - in the required quantity and at a price not acceptable to the organization - are not always available at every time and in every place. Secondly, excess personnel cannot always be used both within and outside the organization. The number of personnel is calculated to ensure the long-term implementation of the organization's strategic objectives. Understaffing jeopardizes the completion of tasks, oversupply causes unnecessary costs and thus threatens the existence of the organization itself.

Covering the need for personnel can be internal - without movement or with movement (movement) of personnel, and external - with more active or passive involvement of personnel.

Stage 2. Analysis of the behavior of job seekers in the external and internal labor markets. Formation of segments of potential employees.

Workplace attractiveness analysis

The study of the behavior of candidates for employment is a central block in the personnel marketing process, allowing one to obtain information about the factors influencing the decision regarding the choice of place of work, participation in the selection process, the need and possibility of staying in the organization within a certain perspective, the formation of work behavior and the achievement of success. in the work being performed.

The attractiveness of a workplace can consist of: the following factors: (a) a way to realize your capabilities and achieve success, (b) individual work, (c) opportunity for training and advanced training, (d) modern management style, (e) flexible working hours, (f) work involves great responsibility and there is the possibility of professional advancement (career building), (g) attractive wage, (h) availability of time for leisure, (i) safe work, (k) reputation (image) of the organization.

Selecting methods and tools for studying personnel behavior

Information collection is an employer's attempt to identify and, if possible, measure “certain phenomena” in people's behavior.

When choosing methods for analyzing a candidate’s behavior on the labor market, it is first necessary to determine the main factors influencing the formation of his decision regarding the workplace.

Personnel research is carried out on the external and internal labor markets, its areas are structural data characterizing these markets (analysis of a professional portrait), as well as the image of the enterprise (expectations of potential employees from the workplace).

According to the method of E. Ditman, the high significance of the results in the field of identifying the behavior of an individual and group in an organization is achieved through empirical social research, characterized by a variety of methods.

The peculiarity of the proposed tools is the ability to select options for obtaining information:

– observation;

– testing;

– various options for group discussions;

– conducting experiments;

– use of secondary survey techniques through processing profile statistical information;

– analysis of publications on labor market research;

– combining forms for collecting personnel data, correlating them in time, identifying interdependencies.

Differentiation of methods and tools in accordance with the research purpose makes it possible to select the most suitable of them for conducting internal (within separate organization) and external research of personnel, to diagnose their behavior in relation to the employer, which ultimately generates information for subsequent segmentation of the total population of respondents.

Segmenting the market of hiring candidates

An enterprise and the jobs it offers cannot be equally attractive to everyone who wants to get a job, so HR or personnel marketing managers divide the labor market into relatively homogeneous components according to the chosen criterion, which in marketing are called segments.

Most often, the labor market is segmented stepwise, first according to three main criteria:

(1) socio-economic;

(2) psychographic;

(3) behavioral,

and then - according to subcriteria that divide each group into more detailed homogeneous subgroups (segments).

Segmentation according to complex socio-economic criteria involves dividing the labor market into three groups:

– the first group is formed based on the applicants’ belonging to a certain social stratum or social class (income, level of education, profession, social origin);

– the second group is formed according to biographical characteristics based on the following variables: gender, age, marital status, family size, social and professional status (student, specialist, manager);

– the third group is formed on a geographical basis (geographical units: states, regions, cities, rural settlements, districts, etc.). Geographic segmentation makes it possible to form “behavioral patterns” of the employed population and candidates for employment depending on their culture, traditions, including religion and nationality.

The behavior of a hiring candidate may vary depending on whether he belongs to one of the segments formed according to psychographic criteria. The specifics of a person are determined, firstly, by his lifestyle, the main characteristics of which are the degree of business activity (in the workplace, in his free time), interests (food, sports, media news mass media, culture, travel, books), inclinations and preferences (mobility mindset, self-presentation, desire for leadership, fame, money, etc.), opinions (about politics, education, sports, love and friendship, etc.), and secondly, specific characteristics determined by the workplace: hiring, benefit expectations, role expectations.

The behavioral criterion is used to study the work and information behavior of job seekers in the labor market. The study of work behavior includes identifying the reason for looking for a particular job, the benefits sought by the candidate, his desire for individual or team work, etc. Knowledge of information behavior allows the employer to formulate communication strategies specific to each segment, facilitating a faster and more effective search for suitable employees . The nature of information behavior can be identified using targeted surveys of respondents of different status and age-sex groups.

When carrying out segmentation, it is advisable to develop an evaluation matrix that allows, when choosing a grouping criterion, to determine its qualitative characteristics, their adequacy to the goal and, if necessary, compare them with each other. Quality criteria can be the relevance of behavior in the labor market, cost-effectiveness, achievability, and stability of information over time.

Stage 3. Identification and analysis of the main competitors in the labor market.

Segments of the labor market that are attractive to the employer may also be attractive to other business entities. Therefore, analysis of the capabilities and intentions of the main rivals (competitors) is an independent, logical element of personnel marketing.

It is advisable to structure the competitor analysis by highlighting two main stages:

1. Identification of the main competitors in the labor market:

– which of the competitors is the most serious in the segment attractive to the enterprise?

– are there so-called “outsiders”, i.e. competitors related to this industry and, if so, who are they? Could new competitors emerge?

The search space may be limited depending on the profile of the requirements for the position (activity), for example, by enterprises that belong to the same “strategic group”. This means that it includes every economic entity that follows the same or similar strategy. For example, a particular industry may be defined as a separate group if all its constituent enterprises follow the same strategy, for example, if most (or all enterprises) of the automobile industry have a need for an electronics engineer. Another option is when the interests of enterprises of various industry groups are focused on one segment of the labor market, for example, manufacturing, trading business entities, as well as the service sector are interested in young specialists in the field of public relations, psychologists, programmers, accountants, etc.

2. Analysis of the position and behavior of competitors in the labor market.

Construction method information system about competitors allows you to identify and structure the main flows of information about their activities for the subsequent inclusion of the results of the analysis in the developed personnel marketing strategies of the enterprise. The system includes two main information flows: field information collected by direct participants who have contacts with competing organizations, and published in the press (Fig. 5.5).

Rice. 5.5. Building an information system about competitors (according to Porter)

Comparison of data from both channels allows them to be systematized in the corresponding catalogs, and then, through summarization, comparative financial and production analysis, to formulate primary generalized information. Further targeted distribution of information to interested parties structural divisions gives the organization or responsible managers the opportunity to conduct a qualified analysis of rival enterprises and formulate a strategy for operating in selected segments, taking into account its results.

Subordinating responsibility for collecting information and supporting each stage with possible alternatives in its implementation allows the employing enterprise to collect a “data portfolio” about actual and possible competitors in the labor market.

However, conducting these activities does not guarantee that all the information necessary for systematic competitive analysis. Stating this point, Porter shows that the competitive analysis system consists of four diagnostic elements, knowledge of which, together with taking into account the specifics of the goal, can clarify the situation about the position and behavior of the most serious competitors in the labor market (Figure 5.6).

Rice. 5.6. Elements of competitive analysis (according to Porter)

The information obtained should become the basis for making decisions about the enterprise's further actions regarding attractive segments.

On the one hand, an enterprise can assess its own market position relative to identified rivals, and on the other hand, based on the assessment results, weigh its capabilities and intentions to develop and conquer a certain segment, the chances of remaining in it, satisfying the requirements of nominated candidates for hiring for the desired place of work. Profiles of strengths and weaknesses developed for your own and competitive enterprises. Built on a single measurement scale, including accompanied by digital indicators (for example, 1-10), profiles characterize individual positions or their combination, which require the employer to take measures to obtain competitive advantages from future employees.

Practice has shown that for graduates of higher educational institutions, enterprises that implement programs to reduce the professional shock of reality and contribute to a faster adaptation of a young specialist to the peculiarities of production activities and going through the first – initial stage of building a career.

Similar programs, including support for women as part of targeted marketing activities, are implemented, for example, at Audi. The air transportation company Lufthansa (Germany), by satisfying the needs of employees for a paid flight “to any part of the Earth” where air routes are laid (once a year for all family members), received the opportunity to rejuvenate its personnel, etc.

Based on information received about competitors, an enterprise has the opportunity to either “strengthen” its own strategy in an attractive segment, or borrow certain elements offered to job seekers by successful rivals.

Stage 4. Analysis of active system partners.

Partners are the participants in any joint activity. By implementing strategies for searching and attracting suitable labor in the labor market, an enterprise, in dialogue with future employees, is influenced by conditions and factors emanating from various internal and external entities that can be qualified as system partners. Practice has shown that partners, or institutions, may not be permanent, but replaceable, or rotating. The positions of partners can be mediated by their interests, which they want to satisfy through:

– membership in the organization;

– manifestations of their power (the possibility of reward; the possibility of punishment; manifestations of regular or legitimate power; the power of example; expert power; power through information advantage, etc.).

Analysis of the behavior of system partners in the labor market consists of several stages.

1. Identification of system partners.

To identify system partners, they need to be classified. Based on their permanent location relative to the enterprise, system partners are grouped into internal and external.

The group of internal partners may include:

– owner (directly of the enterprise, owner of capital);

– managers of all hierarchical levels;

- employees:

– enterprise council;

– trade union.

External partners can be:

– trade union;

– the media and the public (within the borders of the region, country, as well as international);

– municipal institutions;

- employment Service;

– higher educational institutions, research institutes;

– state (termination of legislative regulations; provision of tax revenues).

2. Determination of possible claims of replacement system partners.

The number of entities with which an organization can and/or must enter into relationships is not constant, nor is the nature of these relationships. With some institutions, organizations, individuals an enterprise can cooperate, with others it can influence the resolution of issues related to behavior in the labor market and the search for the necessary labor force, and with others it can come into conflict. Each partner is capable of initiating and manifesting each type of relationship. To determine their possible specifics, E. Ditman suggests using a classifier of claims of system partners, by developing and supplementing which, an enterprise can timely “unravel” their intentions, diagnose probable problems and formulate tactics for its own actions. The following information can be used to build a classifier.

The owner's claims are concentrated on maintaining organizational capacity by “bargaining” for a compromise to achieve economic and social goals, receiving bank interest, and increasing invested capital.

Managers focus their aspirations, in accordance with the established organizational line and “background” beliefs, on recruiting from within their own ranks, maintaining existing jobs, time to develop their own ideas, prestige, influence, etc.

Employees are focused on social security, opportunities for professional growth, time to develop their own abilities, building interpersonal contacts, recognition, trust, etc. (a set of classic needs identified in Maslow's pyramid).

The enterprise council expects approval of its actions as a representative of interests and a negotiating partner, recognition of the interests of those with the ability to work (both those already employed and candidates for hire), the implementation of internal recruiting, the preservation of a “protected workplace,” etc.

The trade union's demands are focused on recognition of its representatives as partners in negotiations, the opportunity to promote trade union aspirations in the organization, recruitment of members, etc.

The level of system partners such as the media and the public can be regional, national and international. Their claims focus on obtaining and disseminating information about the current legitimacy of the actions of an enterprise or organization, recognizing and taking into account such social demands, as environmental safety, replacement vacant positions workers living in the “close environment”, etc.

Municipal employees in their demands are focused on filling vacancies in the enterprise labor force(candidates) from the so-called “direct environment”, i.e. locals, as well as financial support for the construction of infrastructure facilities and institutions that will facilitate employment for mothers with small children (service bus, nurseries).

The employment service takes an interest in the company regarding vacant jobs that are difficult to obtain without the help of an intermediary (especially for job seekers over the age of 40).

The claims of higher educational institutions and research institutes to the enterprise can be indicated by participation in collective research projects, proposals for students to complete coursework and diploma projects, exchange of information, etc.

The state imposes requirements on the enterprise to comply with decrees and regulations and ensure the collection of taxes.

3. Development of a matrix of relations with system partners and their influence on the choice of business alternatives.

The relationship between an enterprise and its system partners can, depending on the situation, take the form of influence, cooperation or conflict. To manage these relationships, it is necessary to find out the possible occurrence of one or another of the forms. For these purposes, it is advisable to construct a matrix of possible influences, which can facilitate decision-making when choosing a tactic option. In form, the matrix is ​​a table, the subject of which contains a list of system partners that can “visibly” appear when the enterprise realizes its marketing strategies in the job market; The predicate lists the main segments of the labor market in which the company intends to position itself. The content of the subject and predicate will vary depending on the specific case being analyzed. For example, the influence of system partners on meeting the quantitative and qualitative needs of the enterprise - currently and in the future - is indicated in Table. 5.9.

Table 5.9 Matrix of possible system partners and their influence on the choice of action alternative (fragment)

In some cases, the degree of possible influence of the system partner on the activities of the enterprise in the labor market is quite difficult to determine. If the degree of influence is not determined, but the likelihood of an obstacle on the part of the partner is identified, then it is advisable to raise the question of whether these hidden relationships lead to a possible conflict, how to avoid or circumvent it. The nature of such conflicts may vary. Considering an attractive segment, for example, already employed workers, but ready to change jobs, the employer risks coming into conflict with the enterprise council, which advocates the internal labor market as a field of interests of the enterprise for finding and hiring the required labor force. Therefore, identifying actions to prevent clashes and strengthen ties with the board for cooperation in this market share becomes an important task for him.

The logically justified need to “soften the blow” in a collision with a system partner or to avoid a collision may be in conflict with the possibility of this due to the wrong choice by the enterprise of the form of interaction. The most significant forms of interaction may be coalitions, lobbying, public relations (public relations), representations and agreements (Table 5.10).

Table 5.10 Forms of interaction between the enterprise and system partners

Stage 5. Analysis of internal resources and abilities.

Practice has shown that knowledge of potential risks and chances for the formation of a personnel marketing strategy allows the employer to determine the most reasonable actions in the labor market, adjusted to the specifics of the selected segments, the expectations of candidates grouped in it, the positions of competitors and the claims of system partners.

Further narrowing of the information field for the enterprise to make a decision on the nature of actions in the labor market is ensured by conducting internal analysis - identifying its own strengths and weaknesses for their subsequent consideration in a real “resource situation”. The classic internal analysis scheme involves three main stages:

1) identifying the resource situation in which the enterprise is located;

2) identification of the resource realities of the enterprise and the key claims of job seekers in the market segments of interest. Determining a possible synergistic effect (influence of the main strengths) and diagnosing failures (influence of weaknesses);

3) identification of personnel-related elements of the own enterprise strategy, taking into account any result that was obtained from the analysis of competitors, which can be obtained by comparing relative positions in the market, including market segments. Such information allows you to obtain possible competitive advantages (for example, specific programs to support women, Group Jobs), which promise the successful construction of a personnel strategy.

The results of the internal analysis can be systematized in such a way (Table 5.11) that the organization gets an idea of ​​​​the connection between the requirements for the workplace and their degree of importance for each of the labor market segments, its own strengths and weaknesses that allow these requirements to be met.

Table 5.11 Layout for systematizing the results of the analysis of internal resources and abilities (to fill the vacancy of an economist)

Stage 6. Determination of target positions in the labor market.

The positioning process is the formation and development of the advantages of a workplace, its attractiveness compared to competitors. The process begins with the development of increased requirements for the vacant position and expectations of “profitability” from its replacement. Then a personnel policy is developed, with the help of which it is possible to influence those relations with interested recipients, for example, the hiring of candidates, which is characterized by the cost-benefit formula. This step of personnel marketing can be considered effective if the applicant for the vacancy saw and assessed the attractiveness of the job offered on the market and made his choice in its favor. In order to “combine the qualities and performance characteristics” of the vacant position identified in the previous stages in the most optimal way research activities organizations, specialists propose and justify the use of congruent analysis, the essence of which is to compare the most significant characteristics of the workplace for the candidate first with the abilities of competitors (the presence of an adequate offer), and then with their own. This operationalization of actions allows us to identify two points: first, to recognize starting points in the use of strategic elements in working with the personnel of the most successful competitors, and secondly, a point of separation from rivals.

The progress and results of congruent analysis are given in Table. 5.12.

Table 5.12 Layout of the progress and results of a congruent analysis to determine the target position of an enterprise in the labor market (fragment) (filling an economist vacancy)

Developing a table based on the proposed Mühlbacher layout allows you to obtain information about in-demand vacancies from the perspective of certain target groups, as well as clarify your own capabilities, justify the route (or several routes) along which the enterprise should move and which can be the most effective taking into account the environment.

Stage 7. Formation and implementation of a target action plan.

Any organizational plan– this is a set of activities proposed for implementation and ordered for this purpose from the standpoint of sequence (time) and performers. From this point of view, the personnel marketing plan is no exception. The organization’s work in selecting an attractive segment and obtaining information about the actions of competitors and interested partners in its format, identifying its own abilities and “problem points” should logically end with the selection and combination of personnel tools, establishing a time-consistent order of actions, which, through their ranking and detailing, should ensure the effective implementation of the selected set of measures.

When developing a plan for personnel marketing activities, such variables as the claims of central target groups, the expected effect of individual tools, and the time urgency of a certain action are important. Each of the variables, on the one hand, is the subject of cost-benefit analysis, and on the other, a decisive component in the implementation of the complex problem of finding and hiring suitable workers.

Due to the action of numerous situationally significant factors, it is difficult to find the only correct set of measures that would ensure the effectiveness of the strategy in the field of personnel marketing. The optimal solution is to combine methods and activities; To do this, the HR manager must own a possible arsenal of them, justify each of its components from the standpoint of the feasibility of implementation in each specific case, and include it in the action plan. In terms of structure and content, a personnel marketing plan can be developed in various options. According to Zimmerli’s methodology, it is formed in the form of a three-element table (Table 5.13), which includes such links as incentive policy tools, communication policy tools and methods for providing the enterprise with personnel.

Table 5.13 Contents of the personnel marketing plan (fragment)

The logic of such a plan consists in a consistent system of measures, including the primary identification of the needs (motivations) of job seekers with their division into material and intangible, the selection of reasonable actions to interact with job seekers and the determination of methods for attracting them to the enterprise.

The work of planning personnel marketing activities ends with linking a specific set of actions to a specific target group. If, for example, for a certain position target groups If “graduates of economic faculties”, “promotion-oriented employees” and “employees ready to change jobs” were selected, then we can assume that a different set of tools should be offered to work with each of the groups. If the tools are grouped into three positions: “incentive policy”, “communication policy” and “search and attraction methods”, then internships, flexible working hours, work abroad, job and income security, etc. d.; for “employees” – participation in work on projects, a favorable production climate, transparency of promotion; for “potentially leaving” - attractive incomes, the opportunity to continue education to reveal their profile and personal inclinations, etc. Activities developed for all three positions must be accompanied by a list of those responsible for their implementation, indicating positions and surnames.

Questions and tasks for self-test

1. What are the main differences between HR marketing and the traditional approach to finding hiring candidates?

2. How does personnel marketing differ from marketing of goods and services?

3. What reasons became decisive for the formation of personnel marketing technologies in organizations? List and comment on the main ones.

4. List the main stages of the formation and implementation of a personnel marketing strategy in an organization according to E. Ditman.

5. Illustrate the features of the personnel marketing strategy-mix implemented in organizations.

6. What is the purpose of internal, congruent analysis carried out in organizations as part of the implementation of personnel marketing strategy?

7. Describe the structure and content of the plan for positioning the enterprise in the labor market.