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• Увеличение поголовья КРС
• Улучшение качественных показателей в животноводстве
• Обеспечение ежегодной поставки высококлассного племенного молодняка хозяйств и развитие перерабатывающей промышленности на селе.
Программой предусмотрены следующие направления дальнейшего развития молочной промышленности:
• Выработка цельномолочной продукции с длительными сроками хранения
• Производство национальных видов продукта
• Выпуск молочной продукции повышенной пищевой биологической ценности
• Использование обезжиренного молока
• Выпуск легкого масла
СХПСПК «Байар» является самым крупным заготовителем цельного молока и производителем готовой продукции для населения города Нюрбы и всего района. С увеличением количества жителей г. Нюрбы и повышением потребностей на разнообразную и качественную молочную продукцию, увеличивает ассортимент выпускаемой продукции. Список использованной литературы:
1. Быстраков Ю.И., Софронов Б.В. «Производство молока». - М., - «Россельхозиздат». - 1973.
2. Государственная целевая программа «Социально-экономическое развитие села Республики Саха(Якутия) на 2007-2011 годы», Якутск, 2007, 48-145С
3. Годовой отчет СХПСПК «Байар» за 2008-2009г.г.
4. Давыдов Р.В. «Молоко и молочное дело». - М., - «Колос».-1973.
5. Крусь Г.Н., Шапыгина А.М., Волокитина З.В. «Методы исследования молока и молочных продуктов». /Под общ.ред. А.М. Шалыгиной. - М.,- «Колос».-2000.
6. Махно Г.Н. «Переработка молока». - М., - «Агропромиздат». - 2000. Олконен. А.Г. «Производство высококачественного молока». - М., - «Колос». - 1982.
7. Рекомендации: «Система введения АПК РС(Я)» : Производство и переработка продуктов животноводства. - Новосибирск, 1992.
8. Чугунов А.В. и др. «Сельское хозяйство РС(Я)». - Якутск, -2001.
9. Чугунов А.В. и др. «Продуктивное животноводство Якутии». М.: «КолосС», 2009. 369С.
10.Шидловская В.П. «Органолептические свойства молока и молочных продуктов» /Справочник. - М., -«Колос». - 2000
© Неустроева Е.В., 2018
УДК 005.95/.96
A.I. P'yanov
PhD in Sociology, Assistant professor, North-Caucasian Federal University Stavropol, Russian Federation E-mail: alexpya2006@yandex.ru
MODERN INNOVATIVE TECHNOLOGIES OF MANAGING HUMAN RESOURCES
The article identifies the main factors-catalysts, causing the need to introduce innovative approaches in personnel management. Particular attention is paid to innovative technologies that are in demand for various areas of personnel management of the company, as well as resources and risks, without taking into account that obtaining
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positive results from the introduction of innovative technologies in personnel management will be difficult.
Key words:
personnel management, innovative technologies, personnel training and development, staff motivation.
The current situation in the economy, which is characterized by increased competition in the market, requires economic agents to find new ways to increase the efficiency of their activities. At the same time, the personnel of the organizations are given a special role, since modern companies gain competitive advantages not only due to more rational use of material and production resources, but also due to the available human resources.
Increasing the role of human resources is due to the use of modern innovative technologies in personnel management. The content of the concept of "innovative technologie" modern Russian researchers in the field of management are invested with different meanings.
Vladimir Medynsky interprets the term "innovative technologies" as a set of methods and tools that are aimed at supporting the implementation and implementation of a specific innovation. In the narrow sense of innovation, any technology for minimizing costs and increasing productivity that has not received mass distribution can be called [1].
According to Natalia Krasnova, innovation is a set of the optimal combination of the minimum possible resources of an organization to create and promote an innovative product in a limited market environment to achieve the maximum possible financial result or other benefit [2].
Valery Golyanich and Elena Kudryavtseva under the innovations in the management system is understood as any organized decision, system, procedure or management method, essentially different from the established practice and first used in this organization. In this case it is necessary to take into account that the novelty is correlated with the practice of management in this organization [3].
Based on the above-mentioned approaches to the definition of the term "innovative technologies", in our opinion, in the management of personnel, we should understand a system that is easily transformed for market changes, which allows to effectively form, use and develop the human resources of the organization.
At present, there is no clear approach to the classification of innovative technologies in the field of personnel management [4].
The most common is the classification of innovative technologie based on personnel management process. In the sphere of the process of staff development, according to many authors, such technologies as headhunting are in the lead. In other words, direct search, targeted selection of candidates for key positions of middle and senior managers, that is, employees whose activities depend on the achievement of the company's final results [5] and e-recruitment - recruitment using Internet resources. Its distinctive feature is the automation of all stages of work with prospective job applicants (positions) - from opening a job to hiring an employee [6].
To assess and certify personnel, technology of assessment is considered to be the most demanded technology. This is one of the methods of integrated staff assessment, based on the use of complementary methods, focused on assessing the real qualities of employees, their psychological and professional characteristics, and compliance with the requirements of positions. As a technological method, it is used for the selection, training and development of personnel and is currently considered one of the best procedures in the evaluation and selection of personnel in developed countries. The essence of the method is that the subject performs a series of exercises on key aspects of this kind of activity, in which his knowledge, skills and professionally important qualities are manifested. The degree of expression of these qualities is assessed by trained specialists on the developed scoring scales. On the basis of the received evaluations, a conclusion is made as to the degree of suitability of the candidate for this work, about his promotion, etc. The number of participants in the assessment center is limited (4 to 12 people), the duration of the procedures is one to three days [7].
Innovative technologies in the field of training and development of personnel, which have been most widely used today, are coaching and team building used to discover the potential of each and build a team. Grading staff, stress management, conflict management are technologies for ongoing work with personnel in terms of innovative approach.
According to Ruslan Dolzhenko, the prerequisites for the innovative development of the organization's personnel are determined, first of all, by the presence of specialists capable of generating innovative ideas [8]. If the organization does not have and or lacks creatively active staff, sooner or later there will be an urgent need to attract professional specialists to the company who can quickly generate innovative ideas and promote their implementation. After all, the deficit of creatively active personnel hampers the development of the organization in accordance with the constantly changing external environment.
The factors that cause the need to introduce new innovative technologies in the field of personnel management of the company include:
- reduction in the indicators of growth and development of production. Very often, companies take actions to introduce innovative technologies only when there is an unfavorable downward trend in production indicators;
- an unfavorable state of the economy. The difficult situation in the country's economy, which entails a decrease in people's incomes, forces the companies operating in the market to implement new innovative projects in order to increase production efficiency and increase competition;
- reduction of personnel costs. The crisis has a significant impact on business in the country, and many organizations are forced to switch to a regime of saving financial resources. The reduction in the share of personnel costs serves as a catalyst for the start of the use of innovative technologies;
- decline in labor productivity. This factor directly indicates the need for innovation in the organization's personnel management system. In addition, management needs to modernize and optimize other processes in its organization;
- increase in staff turnover. With the aggravation of competition and the "bounty hunt" in the labor market, the increase in the staff turnover index leads to a decrease in the attractiveness of the organization among potential employees, an increase in staff costs, and forces management to launch new innovative projects to retain and attract staff to the organization.
In addition, the prerequisites for the active introduction of innovative technologies can serve as trends in business development in general, the need to reduce the cost of maintaining the personnel service, as well as just the desire to guide the introduction of innovation from curiosity.
Today, undoubtedly, innovations are the engine of progress. In what spheres of personnel management is the application of innovative technologies most in demand? A survey conducted by RC Studio in 2015 showed that the processes of training, development, search and recruitment are priorities for business today. The areas of personnel management, where innovative technologies are applied are presented in accordance with Figure 1.
Figure 1 - Human resource management areas where innovative technologies are used [9]
One of the directions of providing qualified personnel to companies is the development and implementation of policies in the field of training and development of their own personnel. In this case, the heads of the organization will have the opportunity to receive highly qualified and creative professionals from among their own employees
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who will be ready to introduce new approaches to the company's business processes.
To implement the policy of training and development of personnel, many large companies create corporate universities, research centers introduce a mentoring system that allows them to develop the necessary competencies through the continuity of their professional skills.
Another direction of providing the company with professional personnel is the formation of an effective system of recruiting, which is a complex of activities to find and select the specialists necessary for the organization. In large companies, there are permanent positions for recruiters or HR manager. HR-manager is the main manager of the personnel of the organization, whose direct duties include recruitment.
The recruiting system, based on personnel planning, determines the organization's need for personnel, as well as the possible costs for the search and selection of candidates. One of the main tools for recruiting is the definition of criteria for selecting candidates. With the help of these tools, the requirements for candidates for a vacancy are determined (gender, age, level of education, length of service or work experience in a particular position or field of activity, etc.).
Recruitment is carried out using sociological and socio-psychological methods: survey method, testing, training and colloquy. For the search and selection of personnel, organizations use modern technologies to improve the quality of filling vacancies and reduce the time for their closure. To optimize the costs of personnel recruitment, companies are gradually moving to remote assessment, forming candidate profiles based on information from social networks and "clouds", introducing new formats of recruiting - video interview.
The scope of internal communications is also important for the application of innovative personnel management technologies. Creation of a favorable socio-psychological climate and corporate culture for creative and innovative activity of personnel is a prerequisite for ensuring production efficiency and increasing the company's competitiveness in the market. In the work collective of any organization there should be a psychologically favorable atmosphere that creates the opportunity for generating and promoting new ideas and proposals, conducting experiments and interacting with colleagues.
As another direction in the use of innovative technologies in personnel management, it is worth mentioning the system of personnel motivation. Two fundamental types of labor motivation are generally known: material (or financial) and non-material stimulation.
Material stimulation of the staff is a universal way of increasing labor productivity, encouraging employees to perform their duties qualitatively and in the amounts that are necessary. Material motivation is based on the formation of a system of cash rewards for the staff, to which include wages, bonuses, additional payments, corporate bonuses, benefits, etc.
Financial stimulation is the main stimulus to work in Russia, according to a study conducted by scientists at the Higher School of Economics. The orientation toward wages is prevalent in 63 % of workers, and the interest directly to the content of the work is only in 7 %. In the absence of salary growth, motivation to work for such employees may disappear. The management of Russian companies are more inclined to use non-material incentives for their employees [10].
Financial incentives should be clearly linked to performance. The size of this promotion will depend on the quality and the result of the work done. Therefore, in the company, each employee should be informed about the performance of what indicators is the size of wages and what the meaning of motivation is.
To modern ways of non-material stimulation of employees it is possible to carry:
- social package, payment for travel, mobile communication, food, medical services, sanatorium treatment;
- the possibility of self-realization through career growth;
- holding various contests and competitions both team-based and individual, especially in the field of sales;
- flexible work schedule, including with the possibility of remote access;
-recognition of merits on the part of management in the form of incentives on the boards of honor, awards with certificates and diplomas.
Obtaining positive results from the introduction of innovative technologies in the management of the organization's personnel is impossible without investing resources to start, stimulate and maintain innovation in the
organization.
First, any undertaking in the application of innovative technologies in personnel management should be supported by a budget for innovation. It is necessary to have a fund of financial resources to implement new ideas and approaches and encourage the creative activity of the company's staff, who is engaged in generating new ideas and translating them into the work of the company. Very often the organization simply does not have the financial means to use innovative approaches or the management does not want to allocate such funds. This shows the process of introducing innovations or makes their application impossible.
Secondly, the main resource for supporting the most active workers is their support from the management of the company. The lack of such support leads to the fact that active employees stop trying, because they do not see any real support from the leadership.
Thirdly, the development of the creative potential, knowledge and competence of employees of the organization is the main direction of innovative development of the sphere of personnel management. Creation of initiative groups and teams from among creative employees will allow diversifying the quality and quantity of innovations, as well as providing a positive result from innovation activity in the form of increasing production efficiency and increasing competition.
When implementing innovative technologies in the management of the organization's personnel, it is necessary to take into account the obstacles and risks that will be encountered, and which will impede this process. Such risks include:
- absence in the organization of employees who have leadership qualities and a desire to take responsibility for the results of activities, to lead and inspire other employees;
- low level of education, creativity and desire for staff to self-study and development;
- insufficient funds in the organization for the implementation of training and development programs for staff, funds for the formation of a system for motivating employees;
- insufficiency or lack of time for staff to develop and implement creative ideas due to congestion in the performance of their direct professional duties.
Summing up, we can say that the innovative way of development of the organization is very complicated, and its active development today is impossible without the use of innovative technologies of personnel management in order to occupy leading positions in the market and increase production efficiency.
Practice shows that the use of innovative technologies in the management of human resources entails changes in other areas of the organization (in the management and effective use of resources, in ways to build relationships with key partners, in improving labor productivity, etc.). Understanding the current trends in the development and implementation of innovative technologies in the management of the human resources of the organization will increase mutual satisfaction with the work of all its members. References
1. Medynsky V. (2007) Innovative management. Moscow: INFRA-M, 295.
2. Krasnova N. (2013) Innovations in the economic theories of different schools. Economics and management of innovative technologies, No. 12. [Online] Available: http://ekonomika.snauka.ru/2013/12/3476 (February, 16, 2018).
3. Golyanich V., Kudryavtseva E. (2013) Innovative technologies in personnel management. Management Consulting, No. 2 (50), 5-16.
4. Kosharnaya G., Mamaeva L. (2006) Innovative personnel management. Penza: publishing house of Penza University, 162.
5. Okkel S. (2011) Headhunting as a direction of investment activity of the company. Russian Entrepreneurship, No. 3 (180), 82-86.
6. Simakov M. (2008) Possibilities of electronic recruitment. Kadrovik, No. 9. [Online] Available: https://www.lawmix.ru/bux/42194 (March, 3, 2018).
7. Bazarov T. (2018) Technologies of the personnel assessment center: processes and results. Moscow: KnoRus, 304.
8. Dolzhenko R. (2013) Innovations in the personnel management system of the organization. Bulletin of the Altai State Agrarian University, No. 1, 149-153.
9. Razumova E. (2015) Innovations in HR. Analytical article on the results of the study. [Online] Available: http://hr-media.ru/innovatsii-v-hr-analiticheskaya-statya-po-rezultatam-issledovaniya/ (February, 18, 2018).
10. Stroyev V. (2016) Hunt for heads: on the personnel question. Business management, No. 29. [Online] Available: http://www.businesspuls.ru/archives/7228 (March, 2, 2018).
© P'yanov A.I., 2018
УДК: 330
Слива-Щерба Ю.В.
аспирантка
ФГАОУ ВО «Крымский Федеральный Университет им. В.И. Вернадского»
г.Симферополь, Республика Крым, Россия
КЛАСТЕР, КАК МИНИ МОДЕЛЬ И ФОРМА РЕАЛИЗАЦИИ ИННОВАЦИОННОГО ПОТЕНЦИАЛА В ТУРИСТСКОЙ ОТРАСЛИ В КРЫМУ
Аннотация
Кластеры в различных отраслях экономике дают возможность региональным органам власти максимально реализовать стратегию социального консенсуса экономического развития региона в направлении обеспечения конкурентных преимуществ региональной экономики, внедрения инноваций и специализации территориальной экономической системы и правовой справедливости.
Ключевые слова:
Кластер, кластерный подход, туристический кластер, конкурентные преимущества,
инновационная направленность.
Sliva-ScherbaYuliaValerievna
postgraduatestudent Crimean Federal University named after V.I. Vernadskiy Simferopol, Republic of Crimea, Russia
CLUSTER AS THE MINI MODEL AND THE FORM OF REALIZATION OF INNOVATIVE POTENTIAL IN THE TOURIST INDUSTRY IN THE CRIMEA
Abstract
Clusters in various industries of economy give the possibility to regional authorities most to realize the strategy of social consensus of economic development of the region in the direction of ensuring competitive advantages of regional economy, introduction of innovations and specialization of territorial economic system, and legal justice.
Keywords:
Cluster, cluster approach, tourist cluster, competitive advantages, innovative direction.
Кластеризация отраслей экономики региона способствует оздоровлению социально-экономической сферы, улучшает ряд базовых показателей, отражающих динамику развития региона, а туристические кластеры предоставляю спектр дополнительных преимуществ: рост деловой активности, обеспечение
