11IV Международная научно-практическая конференция УДК 331.107
Сизова Дарина Александровна Sizova Darina Alexandrovna
к.э.н., доцент доцент базовой кафедры
экономического анализа и корпоративного управления производством и экспортом высокотехнологичной продукции Государственной корпорации «Ростех»
Ph. D of Economy, associate professor Associate Professor Plekhanov Russian University of Economics Department of Economic Analysis and Corporate Governance of Production and Export of
High-Tech Products of the State Corporation «RosTec» Сизова Татьяна Владимировна Sizova Tatiana Vladimirovna к.э.н., доцент доцент кафедры
Финансового менеджмента РЭУ им. Г.В. Плеханова Ph. D of Economy, associate professor Associate Professor
Plekhanov Russian University of Economics / Department of Financial management
РАЗВИТИЕ РОССИЙСКОГО РЫНКА ИТ-СИСТЕМ В ОБЛАСТИ ЦИФРОВИЗАЦИИ ПРОЦЕССОВ УПРАВЛЕНИЯ ТАЛАНТАМИ
THE DEVELOPMENT OF THE RUSSIAN IT SYSTEMS MARKET IN THE DIGITALIZATION OF TALENT MANAGEMENT PROCESSES
Аннотация. В современном мире, когда скорость развития компаний увеличилась в несколько раз, а конкуренция на рынке растет с каждым днем, особое внимание все больше уделяется человеческому капиталу. Именно от сотрудников компании зависит её прибыльность и репутация. С каждым днем увеличивается количество компаний, которые предоставляют своим сотрудникам возможность работать удаленно, используя новые программные продукты, что требует большей внимательности со стороны сотрудников HR. Обучение, оценка эффективности и удержание сотрудника в компании становится главной движущей целью сотрудников HR. В связи с этим на рынке появляется все больше ИТ-систем, которые способны повысить эффективность этих процессов и упростить работу топ-менеджмента компании, но не все из них способны подстроиться под внутренние процессы заказчика, ведь от выбора системы управления талантами и её успешного внедрения будет зависеть дальнейшая деятельность компании. Целью данной статьи являлось описание
IV Международная научно-практическая конференция существующих на российском рынке IT-систем для управления человеческим капиталом в компаниях.
Abstract. In the modern world, when the speed of development of companies has increased several times, and competition in the market is growing every day, special attention is increasingly paid to human capital. It is the company's employees who determine its profitability and reputation. Every day, the number of companies that provide their employees with the opportunity to work remotely using new software products increases, which requires more attention on the part of HR employees. Training, performance evaluation and employee retention in the company becomes the main driving goal of HR employees. In this regard, there are more and more IT systems on the market that can improve the efficiency of these processes and simplify the work of the company's top management, but not all of them are able to adapt to the internal processes of the customer, because the choice of a talent management system and its successful implementation will depend on the future activities of the company. The purpose of this article is to describe the existing IT systems for managing human capital in companies on the Russian market.
Ключевые слова, управление человеческим капиталом, управление талантами, персонал, IT-решения, ИТ-системы для управления человеческим капиталом, цифровизация.
Key words: human capital management, talent management, personnel, IT solutions, IT systems for human capital management, digitalization.
The relevance of this article lies in the fact that an integral part of the work of each organization is its employees. It is their interest in the work and their effectiveness that will determine whether the company will achieve its global goals over a certain period, whether it will meet its mission, and whether this company will be in demand in the market.
A special task of human capital management today is to compare the company's corporate goals with the interests of each employee [1- p. 20]. This synergy allows you to achieve great results in the shortest possible time, as well as to preserve them for the long term. When drawing up the concept of human capital management, specific metrics are developed, by which it will be possible to evaluate the success of this concept in the future. Formalize strategic goals and their indicators, which will be cascaded to specific employees. Profiles of requirements for each position in the company, their responsibilities, requirements for skills and competencies, development opportunities, etc. are formed.
IV Международная научно-практическая конференция
Recently, the following trends in the development of IT systems that automate
the processes of talent management have become quite popular [2]:
1) The introduction of artificial intelligence into systems for evaluating the effectiveness of an employee, selecting the most relevant training based on the results of the assessment, selecting an employee for vacancies, etc.
2) The development of cross-platform systems that allow all employees to use their functions from anywhere in the world and do not make requirements for the device from which the employee can use the system;
3) Implementation of gamification principles to improve employee productivity and motivation;
4) Combining most of the HR processes into a single system;
5) The development of the data analytics unit within the system, so that each HR can easily see the minimal analytics that are important to him for working with employees;
6) Transition to cloud solutions and the SaaS licensing model.
It is important to note that the Russian market of systems in the field of digitalization of talent management processes began to develop actively only in recent years. It has many barriers to development, such as:
1) insufficient maturity of business processes in companies. So, at the moment, many Russian companies still have a human resource management process built up, and the transition to human capital management processes is only beginning to become relevant, but even so, many large companies do not have the ability to immediately transfer all personnel to this approach.
2) low level of digital literacy. The low level of digital literacy is observed especially in the regions, and it is also associated with the fact that there are a large number of manufacturing companies on the market, where not every employee even has his own workplace equipped with a personal computer [3].
3) partial automation of processes in companies. Some companies have already implemented systems for managing individual employee management processes, but
the transition to a single IT talent management system requires large investments that pay off only in the long term.
4) outdated UI of existing systems. The existing systems in the field of HR management on the Russian market, which are increasingly being updated to their functionality and blocks in terms of talent management, have an outdated and complex UI design, which, as a rule, takes a very long time to perform any operations [4].
But at the same time, there are also a large number of drivers for the development of the Russian market of IT systems for digitalization of talent management processes (see Table 1).
Table 1. Key drivers for the development of the Russian IT systems market in
the field of digitalization of talent management processes
№ Drivers Description
1. The need to improve the efficiency of talent management processes Companies are increasingly beginning to pay attention to the fact that it is the effectiveness of their employees that determines the development of the company, so they are ready to take a comprehensive approach to the issue of talent management and, in particular, to begin the progressive implementation of IT systems, in parallel with changes in internal processes.
2. Vector for digitalization of all company processes Most companies understand that building competitive and effective talent management processes requires an IT system that will meet all modern requirements, will allow employees, especially the younger generation, to always be in close contact with the company, and the management will always be able to analyze the results of each employee.
3. Growing demand for qualified personnel For the search and selection of qualified personnel, as well as for their continuous development, the IT system allows you to reduce the company's costs.
4. The need for continuous training of employees The high cost of full-time employee training, any field events becomes a driver for the development of e-learning, which is impossible without the introduction of an IT system
5. Features of the legislation The legislation in Russia regarding personal data imposes special requirements for the processing, storage and transfer of personal data of employees. This is a constraint for many of the world's leading IT systems to enter the Russian market and is a major advantage for developing their own talent management systems.
Source: developed by the authors of this article
Today, the market for IT solutions for human capital management has many players on a global level that provide comprehensive solutions. There are also a large number of point-based solutions for managing individual processes.
We will conduct a comparative analysis of the existing global integrated IT solutions, highlighting the main market players. For example, the Gartner Group study" Magic Quadrant for Talent Management Suites "[5] presents two key market leaders: "Cornerstone OnDemand "and" SaccessFactors " from SAP, as well as two visionary players who are closest to the leaders: "Talentsoft" and "Saba Cloud" from Saba (as of February 2020, Saba was acquired by Cornerstone).
In the report of the analytical company "Fosway Group "[6], which specializes in the field of HR, talent development and training, the comparison of different systems is based on the main indicators of efficiency, potential, market presence, as well as the total cost of ownership and the trajectory of development in the market.
Performance
Picture 1. The Fosway 9-Grid - Talent Management
Source: The Fosway Group 9-Grid™ report for digital learning. (2021). - URL: https://www.fosway.com/9-grid/digital-learning-2-2/
In addition to the main indicators, Fosway Group also evaluates the level of interaction with customers, their loyalty to customers and the willingness of companies to adapt to changing customer processes. It also shows that the main market leaders in the world and the most potential players are the integrated solutions of the companies Cornerstone, SAP, Saba and Talentsoft (Fig. 1).
Each of these systems is modular and covers the full cycle of talent management processes. The modular implementation of the system allows companies to implement the system in stages and choose the most priority ones for implementation, which will first of all allow achieving visible effects from the implementation. Also, this system already includes the world's best practices in talent management processes, which can be used by companies when implementing and changing their own processes. A brief description of each system is presented in Table 2.
Table 2. Brief comparative characteristics of the systems
System Brief description of the system Advantages of the system Disadvantages of the system
Cornerstone OnDemand Block modular system, originally created to automate the full cycle of talent management. Great opportunities in terms of integration with external systems, flexible settings of access to the system. The mobile app is only for the training module
SaccessFactors (SAP) Block modular system, originally created to automate the process of performance management, later the rest of the modules were attached to the system The classic process of evaluating effectiveness, the availability of full-fledged support in the territory of the Russian Federation There is no mobile app, there are no gamification elements.
Talentsoft Block modular system, widely used in Europe Embedded content for the learning module, gamification. Lack of servers in the Russian Federation
Saba Cloud (Saba -Cornerstone) The block modular system was originally created to automate the process of training management, and the rest of the modules for personnel management were further developed. The software is updated 3-4 times a year. Great opportunities in terms of integration with external systems, a separate integrated system for recruitment There is no separate functionality for staff adaptation
Source: Compiled by the authors on the basis of Information systems and
technologies in economics and management. Textbook / Ed. by V. V. Trofimov. 3rd ed., Moscow: Yurayt Publishing House, 2011.
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To compare these systems, several parameters were identified in the course of
the work, which are decisive when choosing systems for implementation:
1) location of servers - for personnel management issues, it is important to take into account the location of servers, since all processes are built on the basis of personal data of employees. The processing, storage and transfer of personal data must comply with the laws of each country where the company operates;
2) licensing - purchase or" lease " of licenses, as well as the parameters on which the cost of licenses depends. This parameter determines the company's further expenses for system support, as well as the decision to cascade the system to the entire company.;
3) availability of basic modules for talent management - the system should allow you to automate the entire cycle of talent management, as well as have a relationship between the modules to extract maximum efficiency from each module (management of recruitment, training, efficiency, compensation, career and succession of personnel);
4) integration with external systems-the availability of developed connectors or web services that will allow you to quickly link the selected solution for talent management with the existing personnel system of the company, with systems for managing tasks, with an external system for data analytics and building your own metrics for the management level, with corporate mail and calendar, as well as with corporate messengers for informing.
The comparative characteristics are shown in Table 3.
Table 3. Comparative analysis of systems
Cornerstone OnDemand SuccessFactors Talentsoft Saba Cloud
Host Cloud solution Cloud solution Cloud solution Cloud solution
Licensing Cost per User/ SaaS Cost per User/ SaaS Cost per User/ SaaS Cost per User/ SaaS
Availability of servers in Russia Partially Yes No Partially
Performance Management Yes Yes Yes Yes
Compensation management Yes Yes Yes Yes
Recruitment of personnel Yes Yes Yes Yes
Cornerstone OnDemand SuccessFactors Talentsoft Saba Cloud
Learning management Yes Yes Yes Yes
Career Management Yes Yes Yes Yes
Succession planning Yes Yes Yes Yes
Integration features Yes Yes Yes Yes
Source: developed by the authors of this article
Summing up, we can note the following. According to the comparative table for general parameters, it is clear that all systems are very similar to each other, and only "Talensoft" does not meet the requirement for servers in the Russian Federation. However, this criterion is mandatory for the implementation of systems in companies that have their offices in the Russian Federation, as this is a legal requirement for the storage, processing and transfer of personal data.
The article was prepared on the basis of research for an internal grant financed from the funds of the Plekhanov Russian University of Economics (Order No. 968 of 05.08.2020) on the topic "Formation of a financial mechanism to stimulate industry for the effective recovery of the national economy after the consequences of the pandemic, taking into account real imperatives and digital technologies».
References:
1. Sinyanskaya E. R. Human capital management of the organization. A course of lectures. - Yekaterinburg, Ural University Press, 2014.
2. Gordeeva Yu. V., Sizova D. A., Torosyan L. D. (2021). The development of Soft-Skill as an absolute necessity for ensuring the employment of young specialists in the Russian knowledge economy. A.V. Bogoviz and Yu. V. Ragulina (Eds.), Industrial competitiveness: Digitalization, Management and Integration (Volume 2). Cham, Switzerland: Springer.
3. Bystrova M. V. Talent management as a model of human capital management. [Electronic resource] / Scientific electronic library. "Scientific and practical electronic journal Alley of Science" No. 1(28), 2019. Access mode: https://elibrary.ru
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4. Trends in the field of personnel management in Russia. (2019). [Electronic
resource]// Access mode:
https://www2.deloitte.com/content/dam/Deloitte/ru/Documents/ humancapital/russian/HC-Trends-2019-Russia-General-Report.pdf (accessed
14.03.2021).
5. Gartner_Magic_Quadrant_for_Talent_management_suites (2017). ID: G00290963-URL: https://www.hrstrategiesconsulting.com/wp-content/themes/ join tswp/ assets/pdfs/Gartner_Magic_Quadrant_for_Talent_Management_Suites%20201 7.pdf (accessed: 14.03.2021).
6. Fosway Group 9-Grid ™ Report for Digital learning. (2021). - URL: https ://www.fosway.com/9-grid/ digital-learning-2-2/ (accessed 14.03.2021).
