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1
УДК 331.44
Lokhmatova V.A.
Master's Degree students Perm State National Research University
Russia, Perm
NEW LOOK AT THE MANAGEMENT OF HUMAN RESOURCES: A
COMPETENT APPROACH
Annotation
The most common and modern approach in personnel management is the competence approach. It allows to develop a unified system for work with personnel in the field of selection, training, motivation. Advantages of this approach is an assessment of the characteristics and qualities of the individual in terms of the manifestation of a certain behavior in the workplace, which allows the constant development of personnel and increase the productivity of labor in the organization.
Keywords: Competence approach, human resources management, competence, HR management system, HR management.
The notion of "competence" appeared in the United States in the 1970s in response to the needs for segregation of duties in the organization and to address the issues of hiring professionals. It has become the main tool for employers to assess not only knowledge, but also other components that determine the success of an individual's performance in the company.
The notion of "competence" in 1965 was introduced into scientific use by the American linguist, Professor of Massachusetts University Noem Chomsky and defined it as "a person's ability to perform any activity". In modern society, competence means "a combination of specific professional or functional characteristics". The competence of foreign experts is still popular, many methods and questionnaires have been developed to form a competency profile for various activities.
In Russia, the term "competence" is used relatively recently, and this is due to the emergence of a market economy in the 1990s. In those years, there was a strong need for specialists whose functional duties could not be characterized within the traditional definitions of professions. For example, there were such positions as a specialist in privatization, the head of the sales department and many others. There were no normative documents (job descriptions) describing such professions, and the evaluation of applicants for such a position became necessary and complicated. Competencies as an exact list of functional characteristics in that situation were more accessible and sensitive to the context.
The traditional approach is obsolete and does not provide a full description of the characteristics for the required position today, therefore, most large Russian companies prefer to introduce competency models that allow to build not only an evaluation system for personnel selection, but also to modernize the entire management model of the organization.
When comparing the traditional and competence approaches (Table 1), we
note the obvious advantage of the latter.
Table 1 - Comparison of traditional and competence approaches
Parameter Traditional approach Competence approach
Context People need companies. Companies need people.
Competitive advantage The main assets. Talented people.
Addiction From specific people. From talented people.
Status of deficits Shortage of jobs. Deficiency of talents.
Loyalty of staff The staff is loyal to the company and is interested in lifelong hiring. The obligations of employees have a deadline, there is a desire to change companies.
Motivation of staff Remuneration of labor, "fork" for the post. Labor payment is not enough, there is no "fork", different incentives are required.
Attitude to talent Grow inside the company. Actively involve in the company.
Hiring strategy Fill jobs, to hire candidates for a position. Constantly to search for the best, to entice those who actively works.
Sources of recruitment Verified sources. Search for new sources of talent.
The competence approach as a modern way of working with personnel allows staff to develop their abilities necessary for successful activities, both within the workplace and at the company scale. However, competence is far from a final process, it is necessary to constantly update knowledge, which leads to the growth of the professionalism of the employee and to the increase of the company's competitiveness.
We still can not talk about our own well-developed scientific school in Russia. Due to the backlog of Western experience in personnel management in the market, domestic approaches to training, assessment and other areas of modern HR management are ineffective.
With all the success of the competence approach described above, it is impossible not to agree with the fact that its real application in Russia lags behind in quality and requires serious research.
Thus, it can be summarized that the essence of the competence approach is to develop and apply the models of competencies of employees, their selection and training in accordance with these models, the use of different methods of evaluation, attestation and motivation. Based on this approach, it is possible to base the entire personnel policy of the company, improve teamwork and establish high standards of quality and efficiency. Consider the options for applying this approach in the human resource management system.
The competency model can be a criterion for selecting personnel and will significantly save time and money spent on the search process. In this case, the search and selection become more specific and effective, as the company has a clear idea of the requirements for the vacancy. In addition to formal requirements (education, knowledge, work experience), it becomes possible to select applicants
by corporate criteria of the organization, division. The recruitment specialist draws up a competency model (a full set of competencies and behavior indicators necessary for the successful performance of the employee's functions), after which only more suitable candidates can apply for the position. Correspondence of the candidate to corporate and special competencies becomes an important condition for success in comparison with other applicants for the position.
Competent approach can be used in staff training. Such a model will serve as the basis for constructing a training program, on the basis of which a request for training is drawn up. Competence becomes the criterion for choosing a training program.
Evaluation and attestation of employees can also be built on a competence approach. The component competency models serve as a yardstick for evaluating staff. This allows you to determine what kind of training a career-seeking employee should go through, so that the structure of his knowledge and skills corresponds to his next position.
The advantage of building a competence model is that it is built on the basis of the organization's strategy. The company forms a general corporate system for the selection, training and development of employees in reserve, which simultaneously includes activities to develop professional and personal qualities.
Competent approach in staff motivation will allow to determine the composition and structure of remuneration of specialists. Competencies require a certain behavior in the workplace, and a certain reward will stimulate this behavior. This modern approach helps to build an objective relationship between competencies and principles of remuneration.
In conclusion, we note that a new look at the management of personnel under the prism of a competence approach makes it possible to more effectively solve in companies the problems of attracting and developing qualified employees. Its effectiveness is confirmed by large-scale use in human resource management systems in large companies in Europe and America. In addition, to achieve these goals, already working staff will strive to develop the necessary competencies, which in turn will contribute to the creation of effective communication both within the team and outside it, that is, employees will be able to improve their professional skills, which directly affects the effectiveness of the company's results. Thus, by building activities through the application of a competence approach, we will be able to ensure the effective and sustainable development of competencies, which will eventually allow the personnel department to form a value proposition for the company.
Literature:
1. Bolotov VA, Serikov, V.V. Competent model: from idea to educational program. // Pedagogy. - 2003. - No. 10. - P. 8-14.
2. Smorodinova MV «On the question of the semantics of the concepts "competence" and "competence" in pedagogical science» [Text] / MV Smorodinova // Young Scientist. - 2010. - №6. - P. 324-326.
