P3:Competence of Human Resource Management Vera Minina, Elena Dmitrienko and Anastasia Krupskaya.
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Transcript of P3:Competence of Human Resource Management Vera Minina, Elena Dmitrienko and Anastasia Krupskaya.
![Page 1: P3:Competence of Human Resource Management Vera Minina, Elena Dmitrienko and Anastasia Krupskaya.](https://reader036.fdocuments.us/reader036/viewer/2022062718/56649eab5503460f94bb11b9/html5/thumbnails/1.jpg)
P3:Competence of Human Resource
ManagementVera Minina, Elena Dmitrienko and Anastasia Krupskaya
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STROI Business Network project
P3: Competence of Human Resource Management
The Object of the Research – Finnish companies which belong to STROI business network and operate on Russian market.
The Subject of the Research:1) the features of HRM in Finnish
companies belonged to STROI business network;
2) core employees competences required for success.
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The purposes of the Research To reveal differences in Russian and
Finnish approaches to HRM practices;
To design Core Employees Profile (CEP);
To work out the recommendations concerning HR practices improvement.
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Data base
10 Finnish companies which belong to STROI business network and operate on Russian market
17 semi-structured interviews
CEO 5HR managers 6Linier managers
6
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Differences in Russian and Finnish HR and HRM
practices
Results of empirical research
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Differences in HRFeatures Russian
contextFinnish context
Employees’ competences:• Decision-making skills,• Willingness to take responsibility in decision-making
- -
++
Decision-making practices:• Long term orientation• Thorough process• Speed of decision-making
--
high
++
low
Discipline on the work place• Using working time for private matters • Importance of following project schedule
+-
-+
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The main incentives andtheir impact on employeesIncentives Russia Finlan
dFinancial
Rewording for outstanding performance high high
Covering educational fees high low
Medical insurance high low
Pension programs low high
Support in housing loan and credit high low
Non financial
Work-life balance policy low high
Participating in decision-making process (for some groups of staff)
high high
Best employee recognition (from time to time) high high
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Differences in HRM
Features Russian context
Finnish context
Similar recruiting practices + +
Managing adaptation process• Detailed program of adaptation• Coach support• Colleagues support
--+
++-
Reword system:• Clarity of parent company reward system
low high
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Differences in HRM
Features Russian context
Finnish context
Similar training programs + +
Employees` development:• Attitude to development discussion• Development discussion procedure
pressure
assessment
opportunities
support
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HRM alternatives for Finnish companies in Russia:
1. To accept and follow local practices in HRM
2. To adopt Finnish HRM practices in Russian environment
3. To develop and introduce different or mixed HRM system, based on results of empirical research
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Core Employees Profile (CEP)
Results of empirical research
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Core Employees (CE) focus
Lack of attention to identification of employees who are responsible for organizational competences Focus on people who are involved in core business
Identification those who have the ability to transform unique and valuable knowledge into organisational competitive advantage CE
CE need to be identified through required abilities (profile)
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CE abilities: quotations from interviewsLearning do not afraid of responsibility
and decision-makingCompetence
strategic knowledge and multiple skills
Integration
transmit the feeling of companyhigh level of social or communicative skills, they create partnerships and networks
Reflection constantly monitor client’s situation
Trust whom you can really trust
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CE Profile
L e arn in g
T ru st re la tio n s
R e fl e c tio n I n te g ra tio n
C o m p e te n c e
H um an C apital P rofi le for C E
L e arn in g
T ru st re la tio n s
R e fl e c tio n I n te g ra tio n
C o m p e te n c e
С ore E m ployee P rofi le
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CE profile: identification
Do abilities mentioned before have to be developed equally?
CE Profile – the set of abilities that are in the certain proportion
Who defines CE Profile and how?
Who – individuals from three different
fields How – different factors and context
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Three fields of CE identification
Social
Professional
Organizational
CE
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HRM model based on CE focus
CE makes considerable contribution in business development CE focus is valuable for HRM
CE abilities could be managed Different CE Profiles could be
developed based on the abilities There is no universal CE Profile People from three fields of CEs’
identification should be involved in CE Profile development
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Recommendations for Network development
Social skills are crucial for network development
Employees involved in network relations should be social competent
Social competence includes integration ability and ability in building and maintaining trust
Organisations involved in network should pay enough attention to these abilities development
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Thank you for your attention!
P3:Competence of Human Resource Management
Vera Minina, Elena Dmitrienko and Anastasia Krupskaya