The potential of labor resources as the basis for ensuring the competitiveness of a construction organization. Effective management of the labor potential of an enterprise as a factor in increasing its competitiveness What is meant by competitive labor potential

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Human resource management essaym

Workforce creativity

Completed by: Elyazyan A. A.

IBM Group 2-61

Lecturer: Kilina Yu. A.

Moscow, 2014

Introduction

At present, as a result of global changes that have occurred as a result of the development of our country and the transition to a market economy, it becomes necessary to develop a new system for the formation and development of human resources management, since the effective functioning of an enterprise depends to a large extent on the personnel of managers. In order to strengthen the position in the market and increase the competitiveness of the company, under other unchanged conditions, modern managers are trying to use the creative reserve of the company, namely, they form a new concept of personnel management, which provides for the possibility of realizing the creative potential of personnel. staff competitiveness creativity creativity

A creative approach to solving problems is increasingly penetrating from the sphere of art and science to other areas of human activity. The sphere of enterprise management is also no exception. Such a non-standard approach to personnel management is due to an increase in the intensity of competition between enterprises in the market with relatively equal opportunities. This situation requires new marketing ideas and PR moves from the management team.

In order to gain and maintain a leading position in their sector of the economy, the management personnel use all the resources of the company, one of which is creativity, its peculiarity lies in the individual approach of personnel to solving tasks.

The purpose of writing a term paper is to consider the features of managing the creative potentials of a company.

1. Methods of managing a creative team

Are creative employees good or bad for company development? The measure must be known in everything, it is good when a person has a creative approach to his work, however, each employee has his own duties, instructions, regulations, according to which he performs his work.

But the instructions do not contribute to effective actions in emergency situations, and even more so if the specifics of the organization's business include employees for whom creativity is a professional quality. For creative employees, the instruction can take on a threatening and destabilizing connotation. How to understand and determine for which professions instruction is necessary and obligatory, and for which the human factor, even if unpredictable in its manifestation, is much more important than thoughtless observance of once written rules of professional and production behavior.

Creative potential, a set of human qualities that determine the possibility and boundaries of his participation in labor activity:

Age;

Physical and mental health;

Personal characteristics;

General education and vocational training;

Ability for professional growth;

Attitude towards work;

Work experience in the specialty;

Family status

Any community of creative professionals must be able to think and act outside the box - in all areas of activity in order to be faster than competitors. Be able to use new multiple technologies to create effective proposals. All leaders of creative teams are trying to understand the mechanisms of creativity and how a targeted personnel policy affects the economic effect of the company.

The main and main reason for the success of large well-known companies is the constant search for new ideas and the acceptance of changes, the absence of fear of uncertainty. The way the company worked yesterday, tomorrow may be unacceptable. If we trace a fairly active development on the example of works related to photography, we can make the assumption that the leap caused by the development of computer technology in changing the operation of photographic equipment, fifteen or twenty years ago, does not frighten anyone today. Now it is the norm - active obsolescence of equipment and control systems.

The personnel management system is the core of the organization of labor, for certain professions it can be conditional, containing several instructions and requiring formal control. The more creative tasks the specialists have, the more non-standard solutions you expect as a result, the more rigid the core-control system should be. Any processes in the company's activities are a series of sequential actions. And even for employees who need “inspiration” to perform their job duties, there are still deadlines for completing work and requirements for reasonable communication with other departments. In any case, it is necessary to draw up functional chains of interaction, job descriptions and professional portraits.

Many experts argue that creative solutions are used in cases where there is not enough information to make a rational decision, when it is difficult to establish causal relationships, predict the consequences of decisions, and therefore you have to rely on intuition. For example, in vertically integrated companies with a complex organizational structure and a complex hierarchical organizational structure, management specialists constantly face a lack of information for decision making and high predictive risks. For such companies, the development of a methodology for making creative decisions is one of the most pressing management tasks.

Today, in management theory, attention is increasingly paid to the problem of the full use of the creative (creative) potential of top managers of an enterprise. In many higher educational institutions there are special creative management courses that promote the development of skills for non-trivial creative decisions in management and business. Rapid, and sometimes revolutionary changes in technology and competition simply force companies to develop non-traditional approaches to solving traditional problems, to look for fundamentally new solutions.

The system of training, retraining and career guidance of personnel should become an important block of the labor market infrastructure, realizing the functions of forming the competitiveness of workers during the transition to the market, maintaining a qualitative balance of demand and supply of labor and, ultimately, contributing to the effective implementation of an active employment policy.

In modern enterprises, there are many different types of managers (lower and middle levels, top managers; line and staff managers; functional and general managers). The organizations in which they operate are quite diverse (industry, services, retail or wholesale trade, etc.) in many respects (size, age, geographical position, consumer base), it is important to summarize what functions they perform and what qualities management personnel should have.

For example, abroad, the degree of correspondence between the abilities, that is, the personnel potential of the manager, and the requirements for him is characterized by his competence, understanding this as a combination of the following factors:

Knowledge as a result of personality education;

Skills as a result of work experience and training;

Ways of communication, like the ability to communicate with people and communicate in a group.

There is a “strategic management competence model” developed by Hinterhuber and Paul, which is a catalog for systematizing all, including new requirements for managerial personnel, according to this catalog - management competence is the sum of the following components:

functional competence;

· situational;

intellectual;

social competence;

Functional competence - implies knowledge about technology, marketing, controlling, as well as the ability to acquire and assimilate oblique functional (professional) knowledge, the ability of managers to learn.

Situational competence - requirements for management, which are determined by the specifics of the various phases of the life cycle of an enterprise (foundation, growth, etc.).

Intellectual competence - the presence of analytical thinking combined with the ability to think in terms of complex relationships.

Social competence is the fourth component, which covers the communication and integrative abilities of managers, which are manifested both in intra-company activities and in interaction with the external environment.

According to the authors of this model, functional and situational competence characterizes professionalism, while intellectual and social competence characterizes the psychological viability of a leader. They should manifest themselves differently in different leaders, depending on their level in the hierarchy and the specifics of a particular situation.

Author V.I. Shuvanov, speaking about the role model of the leader's activity, in addition to professional and psychological viability, also highlights the organizational component. Under this component, he understands three managerial roles:

a) integrator-coordinator, which consists in the effective integration of resources and the organization of joint labor activities of personnel, the formation of a management team;

b) a communicator, the essence of this role is the organization of effective business and interpersonal communications, ensuring the collection and processing of information to justify management decisions;

c) social controller - this is the organization of external and internal control over the execution of management decisions, ensuring a systematic assessment of the work of each employee.

The theory of the role model of the leader's activity does not contradict the theory of "competence", but considers the leader from the position of the roles that the leader performs in the course of his activities in the market.

There is another model of personnel potential management, which determines the qualitative characteristics of the personnel potential of managing the level of rights and powers for independent decision-making, the level of qualification and education of personnel, management, production and managerial experience. Its author is the Russian scientist V.A. Shakhov. However, this model is valid for planned economy, since in market conditions not all of these levels can explain the fact that with the same qualifications, education, production and managerial experience, the same level of rights and powers, the results of the activities of management personnel are different. In this case, it is proposed to determine the qualitative characteristic only through the management functions and the degree of managerial skill (experience).

There are many attempts in the economic literature to categorize the functions of managers. For example, according to the work of E.V. Galaeva, there are six such functions:

1) planning;

2) organization;

3) control and evaluation of the activities of subordinates;

4) labor motivation;

5) selection and development;

6) management of the socio-psychological climate of the team.

There is also an opinion that when analyzing the cost of working time of city administration employees, seven management functions should be considered, which repeat the above, but the last three functions are replaced by: coordination, regulation, analysis and unusual functions (B.A. Stolyarov's theory).

Also, in addition to those indicated, additional functions are introduced, such as rationing, marketing, innovation, etc.

If we consider the opinion of European researchers, they basically highlight the most common management functions, which most correctly and fully represent managerial responsibilities. These are the following functions: planning, organizing, directing and controlling. Currently, their active implementation in management in organizations is observed. Let's consider these functions in more detail.

Planning has two meanings:

The first is general economic, from the point of view of the general theory of the firm, its nature;

the second is specifically managerial, here planning is one of the functions of management, the ability to foresee the future of the enterprise and use this foresight.

Thus, planning is a way of directing a business by setting goals and developing the strategy necessary to achieve these goals, as well as collecting and analyzing information for this. This function occupies a central place, as it regulates the behavior of the object in the process of achieving its goals, requires taking into account all available resources, the cost of their acquisition, supply, distribution and rational use.

The organization contains the definition of actions and resources that will be necessary to implement the developed plan, as well as making decisions on the distribution of powers, duties and responsibilities. It includes a set of techniques and methods for the rational combination of elements and links of the control system in its relationship with the controlled object and other control systems in time and space.

Leadership is about communicating to others their responsibilities to carry out the enterprise plan, and providing an organizational environment in which employees are encouraged to perform their responsibilities better. This function is carried out in order to ensure the coordinated work of the production and functional divisions of the enterprise involved in the process of fulfilling the planned targets.

Control includes the analysis of results achieved, guiding, monitoring and regulating activities aimed at helping to ensure organizational performance in accordance with the needs and expectations of the organization. The control plan provides for a systematic check of the state of affairs, its sequence and timing. The controller may be not only the head himself, but also his deputies or persons specially appointed by him for that purpose. This function should be implemented on the basis of information on the progress of the implementation of planned targets (operational, static, accounting data), identification of deviations from the established performance indicators and analysis of the causes of deviations.

It should be noted that the listed functions should be performed in combination and interconnected, complement and penetrate each other, form a management cycle and reflect the content of the daily management of the enterprise.

The experience of human resource management shows that the development and implementation of a modern personnel policy and systemic personnel management at relatively low cost can achieve a significant increase in the efficiency of an enterprise by activating the personnel potential of employees. In this regard, the primary task of management is to create an organizational culture, a creative innovation climate, stimulating employees when introducing innovations. Business leaders are called upon to be the initiators of technological and organizational change.

The most important success factor is the continuous theoretical and practical training of leaders of a new type; highly professional, competent in economic, social and technological issues, with a high sense of responsibility for the results of the enterprise.

2. Internal creative environment

The creative environment in a functioning enterprise, encouraged and directed properly, is very important, it is the greatest achievement of the team leader. In order to create it, it is necessary to support the initiative and creative aspirations of employees. The manager is faced with the difficult task of creating such a microclimate of the internal environment of the company (creative atmosphere) so that creative individuals, working in a group, do not lose their bright individuality, turning over time into a “gray” member of the group.

A creative atmosphere is first and foremost a welcoming environment that provides support and a sense of belonging to the team, acceptance and non-judgmental attitude that create a safe environment in which creativity can unfold. To create such a creative atmosphere requires special efforts of managers in team building and communication.

How to build relationships in a team so that the creativity of each individual is aimed at solving the problems of the team, and in what cases the creative approach on the part of individual employees improves the performance of the entire team as a whole - these questions are of interest to many managers.

A well-built creative environment in a company is directly related to an increase in labor productivity and an improvement in the quality of products, due to the fact that its presence allows solving a number of important problems:

significantly improves the quality of organizational decisions, helps to introduce profitable, promising, promising innovations, leads to an increase in labor productivity due to the revival of production activities, and improves the professional skills of staff.

To create a creative team, it is not enough for a manager to simply want the specialists to be the most creative and productive. In addition to desire, it is required to understand certain rules of this game, one's own responsibility and - some actions to change one's own managerial communication.

Let us formulate important criteria for the work of creative specialists.

1) Creativity is the ability of an employee to offer non-standard, creative ideas in terms of solving a style, design concept, as well as the need to be creative within the framework of job responsibilities, to offer something that no one has yet offered. However, it should be noted that if an employee is very extraordinary and creative, and monotonous work is expected from him, then after a certain time a conflict situation will ripen.

2) Productivity is the speed of work of a creative employee. Today, most of the work of specialists is performed at a computer, the speed of work directly depends on the knowledge of a package of special programs and experience in them. In addition, the character and temperament of the employee is important, because even a Saami creative employee who is fluent in both software and information in general can gather thoughts for a long time that elementary operations take him a lot of time and in order to work with him successfully, you must initially be ready for slow reactions, but there are specialists who embody their creativity at the speed of thought.

3) Corporate culture and communication skills are the ability to effectively build relationships with employees, customers and other people around. A creative employee does not have to possess these qualities. In many cases, management processes are built in such a way that it is undesirable for a creative specialist to communicate with the customer, and there is a rational grain in this. The corporate culture of the company is often accepted by creative employees as some kind of rules that they can ignore, sometimes quite defiantly, but such behavior is more often forgiven if the creative person works effectively at the same time.

4) Creative growth - evolution cannot be stopped, including in creative endeavors.

5) Satisfaction with work, remuneration is a kind of recognition of the uniqueness and degree of need in this particular creative employee. The material side is very important, as a rule, creative specialists are considered highly paid employees.

6) Expansion of freedom - in the creative department, each employee is unique, as is the expected result of his activity, and an unpredictable result entails an obligatory expansion of freedom within the framework of production rules of behavior standards. Another feature is that the expansion of freedom for creative employees should be accompanied by additional material and financial resources.

7) Effective interaction of creators - the features of interpersonal interaction within the creative group deserve special attention, since the processes of communication and interaction can have both a motivating and demotivating result on employees.

In general, we can say that the management of creative activity (to a greater extent than many economic and technological solutions) still requires a scientific approach and high professionalism. This implies:

Firstly, the search and attraction of employees with the necessary creative abilities and professional skills, since the company is forced to compete in the personnel market in attracting creative workers;

Secondly, having acquired this "driving force of the organization", the company seeks to use it with the greatest return, for which the necessary organizational conditions and psychological climate are created.

In modern conditions, for the effective operation of the company, there is an increasing need to build flexible, mobile relationships in the organizational structure, close contacts in the process of innovation, joint efforts of staff in preparing and making decisions, intensive relationships with internal and external partners. An effective feature of managing the creative potentials of employees is the close linkage of innovative strategies and management policies by human resourses.

A lot in the organization depends on the leader and the style of management he has chosen. It can either stimulate employee initiative or nip it in the bud. Most of all, the democratic style of management contributes to the disclosure of the creative potential of employees. It involves the delegation of responsibility and a significant degree of freedom, establishing certain frameworks that determine the coherence of the overall effort, allowing control of the process, ensuring clarity of administration. A leader who chooses a democratic management style supports creative initiative, promotes the organization of the creative process, and often serves as an inspiring example for his employees.

Thus, in order for employees to fully reveal their talents and direct them to the benefit of the cause, a special creative environment must be created in the organization, the main characteristics of which are:

openness to new

support for innovation;

trust and cooperation at all levels;

· democratic style of management;

organization of training and professional communication.

The interaction of creative employees with the company's management should be built in such a way that new ideas that require organizational support are not lost. To do this, you need to establish a channel for receiving them. Depending on the specifics of the business, the characteristics of the corporate culture and the size of the organization, various solutions can be used:

a separate structure responsible for innovation is being created;

a manager is appointed, to whom all proposals from the staff flock;

Offers are accepted by immediate supervisors;

· Temporary creative groups are created to solve specific creative problems;

circles of innovators and inventors are organized;

· special events are held - "creative days", conferences and festivals of ideas;

A special box for collecting ideas is installed.

An important point in the management of creative potentials is that the flow of ideas does not stop, and this can happen for the following reasons: bureaucracy associated with the procedure for putting forward ideas; lack of feedback; lack of demand.

One of the important factors for the flourishing of creativity in an organization is the constant influx of new knowledge, information, and impressions into the organization. It should be said that this is a rewarding business - creative employees are happy to study, train, attend conferences and other events. Communication with colleagues helps them push the boundaries of their own ideas, catch new trends, generate new ideas. For example, Japanese corporations deliberately immerse project teams in a fundamentally new environment - geographical, cultural or intellectual - to increase the creativity of employees by traveling to new places and presenting knowledge from areas not related to their business. There are special programs for the development of creative abilities. Creativity training helps to activate the creative potential of each person through awareness of internal barriers and a better understanding of their capabilities, increases motivation for creative work. Mastering the methods and technologies of creativity allows you to make the creative process more efficient, guarantees the receipt of ideas and solutions in any situation.

One of the most common barriers to the manifestation of creativity are offices that do not provide the basic physiological conditions necessary for the manifestation of creativity - sufficiency of space, good lighting, fresh air, comfortable furniture. The typical office gamma - white-gray-black - also does not stimulate creativity, because it is inspired by completely different colors - yellow, orange, blue and purple.

3. Methods for activating creative thinking

Development and generation of new ideas for solving the strategic goals and objectives of the enterprise is not easy. Often, a creative specialist does not know where to start, how to get together and focus his attention on the right object, to activate his creative abilities.

There are simple methods to focus your attention and activate your creativity for a better analysis in the right direction. A huge number of emerging non-standard problems and the constant desire of a person for innovation explain the numerous developments of methods for activating creative thinking.

Here is a list of methods for organizing the creative process:

The brainstorming method

TRIZ (theory of inventive problem solving),

The synectics method

morphological method.

So let's consider methods aimed at organizing a creative environment.

Brainstorming is a group method of creative activity in the absence of any evaluation criteria and directions for searching for ideas. It is divided into the following steps:

l spontaneous generation of any ideas (usually 60 - 80 ideas in 40 minutes);

ь examination of ideas (selection of 1-2 most successful ones).

The disadvantage of the method is low productivity at a high time cost.

Synectics is a type of brainstorming when allowing discussion (screening) of ideas at the stage of their nomination and determining methods for generating ideas, various verbal techniques can be used in the generation process:

l direct analogy - an analysis of how a similar problem is solved in other areas;

l personal analogy - getting used to the image of an object (problem) and understanding it based on one's own feelings;

ь symbolic analogy - a brief symbolic description of the problem in the form of a paradox or metaphor (a living corpse, hot snow, a viscous state, etc.);

l fantastic analogy - the search for solutions in myths, fairy tales, fantasy, etc.

Disadvantage of the method: a synectic group requires high cohesion and good preliminary training, otherwise, in pursuit of the productivity of creative activity, the criticality of the group increases and the harmony of the creative environment is disrupted, which, in turn, drastically reduces the productivity of generating ideas.

Methods for optimizing the accumulation and structuring of knowledge about the problem. This group includes various structural schemes for collecting and analyzing preliminary information, building hypotheses, testing intuitive ideas, here are some of them:

TRIZ - this technique is a complex structural-logical program to identify and eliminate the contradictions of the problem, focused on the ideal end result. Data on the analyzed problem are entered in a special table according to the algorithm proposed below.

To prepare creative results, there are certain creative methods, of which five classic ones can be distinguished:

1) Evolution is a method of incremental improvement. New ideas come from other ideas, new solutions from previous ones, new ones are a little better than old ones. By doing something a little better here, a little better there, gradually the result is much better, or even completely different from the original. A clear example is the history of the automotive industry or any other product of technological progress, where improvements are made with each new model. Each new model builds on the collective creative expertise of previous models so that economy, comfort and durability improve over time. In this case, creativity is in the process of improvement, step by step improvement, and not in some completely new product. The evolutionary method of creativity functions according to the following critical principle: "Every problem that has been solved can be solved again and in a better way." Creative thinkers did not share the idea - "once a problem is solved, it can be forgotten", or "Works? Do not touch!". The creative thinker's philosophy is that "there is no such thing as minor improvement."

2) Synthesis - in this method, two or more existing ideas are combined into a third, new idea.

3) Revolution - the method operates on the principle: the best new idea is completely different, significantly different from previous ideas. For example, if we consider the evolution of technology for photo and video filming, then here the manufacturer did not follow the path of improving photo and video film, but rather a revolutionary step was taken in development using digital technologies, and instead of film, electronic media becomes the carrier of information.

4) Reuse - this method makes us look at something old from a new angle, not obsessing over the opinions of predecessors, eliminating prejudices, expectations and assumptions and makes it possible to see what can be reused. The essence of the method is to look beyond the previous or existing applications for each particular idea, solution, or thing and understand that another application is possible.

5) Change of direction - is to switch attention from one perspective of the problem to another, this can also be called creative insight. It consists in solving a problem, sometimes it is necessary to look at it from the other side and sometimes find an unexpected solution, when one solution does not work, switch to another. You don't have to follow a specific path, you need to follow a specific goal. Getting stuck on one solution path can sometimes be a problem for those who don't understand it; they become fixated on one solution that doesn't work, and as a result, they get only disappointment with the results.

4. Research of the creative potential of employees

As an assessment of the creative personnel potential, the enterprise can carry out socio-psychological diagnostics, analysis and regulation of group and personal relationships, conflict management, analysis of professional potential, social adaptation of employees, labor motivation, etc.

Research directions:

l the presence of creative potential;

l degree (level) of its actualization;

ь factors stimulating / hindering development and actualization;

ь manifestation of creative potential in conditions of stability and in conditions of innovation.

When conducting research, it is not so much the presence or absence of creativity and initiative that is studied, but the desire and ability to implement them in professional activities, as well as factors that can influence the manifestation of creativity. Including external (stability of the situation, i.e. confidence in the future, planned payment of wages, etc., or vice versa, for example, during the reconstruction of an enterprise, some kind of innovation). Thus, when studying the creative potential of company employees, it is necessary to conduct the following studies:

1. study of the degree of cohesion / disunity in the team (socio-psychological climate),

2. determination of the internal potential of the team,

3. determination of the style of leadership of the workforce.

Under the socio-psychological climate is understood the general emotional and dynamic mood, which reflects the established system of relationships, the prevailing mood, satisfaction, attractiveness of work, stability and growth of personnel, the unity of collective and personal goals, the degree of combination of official and informal structures of the organization. Optimization of the psychological climate is an important reserve for increasing the efficiency of group activities. One of the important parameters of the socio-psychological climate is group cohesion. It shows the degree of integration of any group, its cohesion into a single whole.

To analyze the internal potential of the team, the following parameters are used:

l personal orientation of employees,

l their reflective abilities,

l style and structure of interpersonal interactions,

o communication skills,

l organizational and constructive abilities for pedagogical activity.

As a rule, the vast majority of the team strives to comply with generally accepted norms of behavior, adapt to others, focus on acceptance and social approval, which may lead to a decrease in the manifestation of their personal initiative.

The ability for pedagogical activity is analyzed according to the following parameters: orientation; control system; level of development of empathy.

In general, as a result of the above studies of the creative potential of the organization’s personnel, as a rule, it turns out that the team is dominated by types that are able to work hard, perform practical tasks with high quality, but at the same time hardly perceive new ideas, not prone to radical changes.

An analysis of the style of managing a work collective often shows that when solving production problems and in interaction with employees, the administration adopts an authoritarian management style using some methods of democratic leadership. In general, with this style of management, the leader is characterized by sufficient organizational skills, but his preference for an authoritarian style of management leads to the fact that passivity and some irresponsibility of employees flourish in the team, which prevents the development of their creative potentials.

5. Evaluation of the effectiveness of managing the creative potential of the company

The effectiveness of managing the development of the creative potential of the permanent staff of the company is a characteristic that reflects the degree of realization of the creative potential of employees, the relationship between the existing and possible functioning of the management system and the quality of management activities. Based on this, the performance indicators of the management system for the development of the creative potential of the permanent staff of the company are considered through:

1) the result of the development of the creative potential of employees;

2) the implementation of all possible motives that encourage staff to creative activity;

3) indicators of the quality of the organizational structure;

4) the quality of management activities.

Due to the fact that at the moment there are no measurable indicators of the effectiveness of this system, it is advisable to apply a qualitative assessment.

Studies of the results of the development of the creative potential of employees, the degree of implementation of motives, the quality of the organizational structure and management activities will provide complete information about the state of the management system for the development of the creative potential of the company and identify problematic aspects.

Improving the efficiency of the management system for the development of creative potential should be carried out by a set of measures that include the creation of an effective motivation system, changes in the hierarchical and functional management structure in terms of improving the personnel service and improving the quality of management activities.

In order to create an effective system of motivation based on employee motivation cards, the application of the Regulations on remuneration and recognition of the development of the creative potential of employees is justified.

The purposefulness of the organization of creative activity and ensuring control in the management of the development of the creative potential of the permanent staff of the university is achieved by creating a department for managing the development of creative potential in the structure of the personnel service.

Conclusion

In the face of growing competition in a market economy, the personnel factor, namely the creative approach of personnel in decision-making, is one of the significant competitive advantages of the company, all other things being equal.

In order to gain market share and maintain a position, the management of large organizations encourages employees to constantly search for new ideas that can add value to the proposed works, goods and services. To do this, the enterprise must organize a structure for managing the creative human resources potential.

The internal creative environment at a functioning enterprise, encouraged and directed properly, is very important, it is the greatest achievement of the head of the team, since a well-built creative environment in the company directly affects the increase in labor productivity, the quality of products, moreover, it helps to improve the quality of managerial decision-making, and as well as the introduction of promising innovations.

In order to organize the creative process at the enterprise, at the beginning of the 20th century, basic methods were developed, such as the brainstorming method, the theory of inventive problem solving, the synectics method, and the morphological method.

Revealing the creative potential of the company and assessing the effectiveness of managing this potential is one of the top priorities for the manager to improve production efficiency and introduce innovative ideas.

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Bibliographic link

Krivosheeva V.M., Zaitseva I.V., Zaitseva I.V. EFFECTIVE MANAGEMENT OF THE LABOR POTENTIAL OF AN ENTERPRISE AS A FACTOR OF INCREASING ITS COMPETITIVENESS // Fundamental Research. - 2015. - No. 2-4. – S. 754-758;
URL: http://fundamental-research.ru/ru/article/view?id=36927 (date of access: 01/05/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC", BGCOLOR, "#393939");" onMouseOut="return nd();"> Thesis - 480 rubles, shipping 10 minutes

240 rub. | 75 UAH | $3.75 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Abstract - 240 rubles, delivery 10 minutes 24 hours a day, seven days a week and holidays

Khlopova Tatyana Vladimirovna Development of labor potential and increasing the competitiveness of enterprise personnel: dissertation ... Doctor of Economics: 08.00.05. - Irkutsk, 2004. - 367 p. : ill. RSL OD,

Introduction 4

1. THEORETICAL AND METHODOLOGICAL BASIS OF STUDYING THE INTERRELATION OF LABOR POTENTIAL AND COMPETITIVENESS OF WORKERS 20

1.1. Comparative analysis of theoretical approaches to the definition of labor potential 20

1.2. The enterprise as a defining structural level in the development of labor potential 37

1.3. The structure of labor potential in terms of opportunities and motivation of employees to increase their competitiveness 49

1.4. The role and importance of the competitiveness of employees in the system of labor potential development 71

2. COMPETITIVENESS AS AN INTEGRAL CHARACTERISTIC OF THE DEGREE OF LABOR POTENTIAL DEVELOPMENT 88

2.1. Socio-economic content of the concept of "competitiveness" 88

2.2. Competitiveness of an employee as a socio-economic phenomenon 100

2.3. Features of the relationship between the competitiveness of the employee and the competitiveness of the personnel of the enterprise 115

3. FACTORS OF LABOR POTENTIAL DEVELOPMENT AND THEIR IMPACT ON THE COMPETITIVENESS OF EMPLOYEES 129

3.1. Scientific and technical component of labor potential development 129

3.2 Organizational and economic environment for the development of labor potential 140

3.3. Demographic and socio-economic determinants of labor potential development 155

3.4. Development of labor potential in the context of the transformation of the value system of society 171

3.5. The relationship of factors that determine the dynamics of competitiveness and the development of labor potential 186

4. COMPREHENSIVE ASSESSMENT OF THE DEVELOPMENT OF LABOR POTENTIAL AND THE LEVEL OF COMPETITIVENESS OF EMPLOYEES 200

4.1. Methodology and empirical base of the study 200

4.2. Expert assessment of the labor potential of employees of enterprises 213

4.3 Analysis of the impact of labor potential characteristics on self-assessment by employees of the level of their own competitiveness 225

4.4. The system of training and advanced training of personnel - as a condition for increasing the competitiveness of employees of enterprises.. 238

5. MAIN DIRECTIONS FOR THE FORMATION OF A COMPETITIVE PERSONNEL OF ENTERPRISES 254

5.1. Conceptual approaches to the formation of competitive personnel of enterprises 254

5.2. Monitoring the level of development of labor potential as an integrated system for monitoring and managing the competitiveness of personnel 269

5.3. The method of rapid assessment of the compliance of the level of development of the labor potential of an enterprise with the requirements of a competitive environment ... 282

Conclusion 294

Bibliographic list 303

Application

Introduction to work

The economy of society is a complex system, one of the sensitive points of which is labor potential. It is no coincidence that in the context of the transformation of the Russian economy, the reorganization of the entire economic system, it is labor problems and, in particular, the problems of developing labor potential that become particularly acute and relevant. The degree and direction of the impact on the labor potential of workers largely determines the vector of economic development, both for an individual enterprise, industry, and the country as a whole.

Modern conditions for the stabilization and revival of industrial production are characterized by increased competition in the market for goods and services, which makes it necessary for manufacturing enterprises to increase their competitiveness. At the same time, the analysis of the problem of the competitiveness of Russian enterprises mainly affects two areas: technologies and methods of organizing production.

Indeed, today it is already quite obvious that the achievement of the competitiveness of an enterprise, its products, both in the Russian and in the world market, is not conceivable without technical and technological renewal of production, without the use of progressive, highly efficient methods of organizing production processes. In addition, in recent years, the problems of ensuring the safety of production and their environmental friendliness have sharply escalated. The compliance of the technologies used with the increased requirements according to these criteria has largely determined the level of competitiveness of domestic enterprises.

At the same time, the effect of any changes in the enterprise, whether it is the introduction of new technologies or progressive organizational and economic transformations, can only be achieved with appropriate reinforcement of human resources. That is, the implementation of the concept of economic development is possible only if there is an adequate increase in the material, technical and labor potential. People represent the competitive wealth of the enterprise, which must be developed along with other resources in order to achieve strategic goals. Today, all over the world, the competitiveness of an enterprise, along with technologies and methods of organizing production, is determined by the availability of skilled labor, the degree of staff motivation, organizational structures and forms of work that allow achieving a high level of competitiveness of employees and more efficiently use their labor potential. Thus, only at the intersection of three components (competitive technologies, competitive methods of organizing production and labor, competitive personnel) is it possible to achieve the competitiveness of the enterprise as a whole, which, in turn, is the key to its effective operation.

The problem of developing labor potential is no less relevant at the level of an individual individual employee. The changes taking place in the economy and politics at different levels of government, on the one hand, create great opportunities for the development of the individual, on the other hand, carry serious threats to the stability of a person's existence, introduce a significant degree of uncertainty into his life. The market, while creating a flexible system of motivational mechanisms for intensive and highly productive labor, at the same time does not guarantee the right to work, income, education, social protection, health, etc. Today, there are almost no state guarantees of employment, social protection, and support for states in terms of improving professional skills, improving health, and solving everyday problems. Under such conditions, the degree of social stability of individual workers, as well as socio-professional groups working in the reformed labor market (inside the enterprise and outside it), determined primarily by the level of their competitiveness, largely depends on the development of certain qualitative characteristics of the labor potential among workers.

The high level of competitiveness of employees, on the one hand, is one of the conditions for the effective operation of the enterprise. On the other hand, it provides its owners with a certain level of personal economic security and social stability. Efficient, competitive enterprises are the key to an economically efficient state, which, in turn, is the fundamental basis for the country's economic security.

Thus, the task of developing labor potential is not only in the plane of labor relations, but directly relates to the problem of national security.

The economic aspects of national security are currently receiving special attention, since they are directly related both to the protection of national interests and to the success of economic policy in general. Without ensuring economic security at all levels (individual, enterprise, society), it is practically impossible to solve any of the tasks facing the country, both at the domestic and international levels. Labor potential is a subjective factor in ensuring the economic component of the country's national security. At the heart of this component (however, like any other: environmental, military, technological, domestic and foreign policy) are two points:

Objective, related to financial, technical capabilities;

Subjective, associated with the human factor, with the level of development and the degree of use of the labor potential of people working in the relevant field.

The low level of development of labor potential, its underutilization or irrational use at any level is no less a serious threat to economic interests and national security in general than natural disasters, threats of a global and transnational nature.

The problem of developing labor potential is not only very relevant, but also very complex both in theoretical and methodological and methodological terms. The studies of this problem at different levels have been devoted to the work of scientists, economists and sociologists, for several decades.

At the level of society, the work of SV is devoted to the study of the patterns of formation, development and use. Andreeva, E. G. Antosenkova, B. Breeva, N.A. Volgina, A.Z. Gilmanova, V.D. Egorova, Yu.M. Zabrodina, R.P. Kolosova, V.G. Kostakova, I.S. Maslova, N.I. Rimashevskaya, V.K. Samatova, M.I. Skarzhinsky, A.I. Tyazhov and others.

Research by V.V. Voronina, V.A. Dyatlova, N.V. Krotova, D.L. Mikhailina, M.V. Moskaleva, D.V. Chudinov contain a sectoral approach to the problem of labor potential development.

The territorial approach to the study of this problem dominates in the works of E.V. Bykova, M.A. Vinokurova, O.E. Ezhova, O.A. Kozlova, A.B. Kurbaniyazova, M.M. Magomedova, Z.S. Pashaeva, S.N. Rubtsova, E.N. Sagindikova, N.M. Tokarskaya, B.L. Tokarsky, L.D. Tyulicheva, S.Yu. Yurpalova, L.E. Yufereva. Some studies of the labor potential of territories are devoted to the study of its development within the framework of territorial production complexes (T.V. Blinovoy, A.M. Kabushko, A.S. Pankratova).

Equally important is the study of the processes of development of labor potential at the enterprise level, which is reflected in the scientific research of P.V. Zhuravleva, I.A. Nikitina, Yu.G. Odegova, V.K. Potemkin, SV. Ra-chek, M. Huchek and others.

Various aspects of the problem of developing professional, qualification, motivational and other characteristics of employees are considered within the framework of the concept of human capital in the works of G. Becker, T. Schulz, P. Saviotti, S. Goldin, O. Nordhaug and others.

During the period of economic reforms in Russia, the need for theoretical research and practical development of the problem of the competitiveness of workers increased. Various aspects of this problem are touched upon in the works of A.B. Alexandrova, M. Bakumenko, V. Golodnenko, L. Ivanovskaya, E.N. Ilyashenko, A. Krotova, SV. Kuznetsova, L.G. Milyaeva, V.A. Perepelkina, T.P. Smirnova, I. Soboleva, N. Suslova, V.V. Tomilova, D.F. Frolov, T. Chetverina, N. Shabapina and others.

At the same time, despite the variety of approaches to the study of labor potential, the relationship between the level of development of the components of the labor potential of workers and their competitiveness has not been practically studied.

It seems necessary to consider a set of factors that determine the nature and development trends of the components of the labor potential, their influence on the level of competitiveness of workers of various categories and socio-professional groups. The application of a systematic approach made it possible to identify the organic relationship between the level of competitiveness of employees and the direction of development of the labor potential of the enterprise's personnel.

The purpose of the dissertation research is the development of theoretical ideas about the essence of labor potential and the competitiveness of employees, the development of theoretical and methodological approaches to the formation and development of competitive personnel based on identifying the relationship between the competitiveness of employees and the level of development of their labor potential.

Achieving this goal determined the formulation and solution of the following research tasks:

Conduct a comparative analysis of scientific approaches to the definition of categories that reflect the possibilities of human participation in labor, to clarify and define the concepts of "labor potential of an employee", "labor potential of an enterprise", "competitiveness of an employee", "competitiveness of an enterprise's personnel".

Formulate a theoretical understanding of the structure of the labor potential, the structure of the components of the competitiveness of the personnel of the enterprise and the individual employee, their features and relationships.

To reveal the general principles of the labor potential development system, to substantiate the motivational value of the competitiveness of employees on the basis of an analysis of the objective and subjective elements of the system.

To single out the system of factors that determine the development of labor potential and the peculiarities of their action in the period of the administrative-command economy and modern Russia.

Determine the nature of the dynamics of the components of the labor potential under the influence of a complex of factors.

Develop and test a methodology for assessing the labor potential of employees of enterprises.

Conduct a study of the level of development of the labor potential of employees (on the example of petrochemical enterprises) and the factors that determine this process.

To analyze the competitiveness of employees of various socio-professional groups and the nature of the influence of the level of development of the components of labor potential on the self-assessment of their competitiveness by employees.

Develop methodological approaches to the formation of competitive personnel of enterprises.

The object of the dissertation research is the labor potential of employees, as well as a system of factors that determine the development of the labor potential of employees of enterprises.

The subject of the study is the process of development of the labor potential of an enterprise and individual employees under the influence of a system of factors, the influence of the components of labor potential on the competitiveness of employees.

The most significant results of the dissertation research. In accordance with certain goals and objectives of the dissertation work, based on the study of scientific approaches to the study of the process of development of labor potential at different levels, competitiveness as an integral characteristic of the labor potential of an employee, trends and problems in the development of labor potential under the influence of a combination of factors, as well as his own research, the author the following results were obtained:

1. Modern theoretical and methodological approaches to the study of labor potential have been supplemented on the basis of clarifying the structure of labor potential, the content of its main components, and the theoretical substantiation of the labor potential development system. The reasons for the need to move to the concept of labor potential development in the direction of increasing the level of competitiveness at all structural levels are substantiated. The goals of development of labor potential at different levels are differentiated. The dual nature of the development of labor potential at various levels and the determining influence of the production level (enterprise level) on the development of the labor potential of employees in accordance with the requirements of a competitive environment are proved.

2. Theoretical approaches to the definition of competitiveness are systematized. The importance of the competitiveness of employees in the formation of the competitiveness of economic entities of different levels is substantiated. The structure of competitive advantages (objective and subjective) that determine the level of competitiveness of the enterprise personnel is determined. The importance of the internal organizational environment for maintaining its competitiveness is substantiated.

3. The influence of scientific, technical, organizational, economic, socio-economic and cultural factors on the development of labor potential in a competitive environment has been identified and structured according to the level of impact. The nature of the action of various groups of factors on the psychophysiological, professional qualification, motivational and corporate components of the labor potential is revealed.

4. The level of development of the labor potential of employees of various categories of personnel and the degree of its compliance with the requirements of a competitive environment are determined based on the adaptation of existing methods and a comprehensive study on the example of large petrochemical enterprises located in the Irkutsk, Nizhny Novgorod, Samara and Moscow regions. The prevailing influence on the level of development of the labor potential of individual workers and the competitiveness of the personnel of enterprises of institutional factors is proved.

5. The features of the competitiveness of workers of various categories and socio-professional groups are revealed. Four groups of employees have been identified with different levels of internal and external competitiveness (“high-high”, “high-low”, “low-high”, “low-low”). The dependence of the internal and external competitiveness of employees on the status of an enterprise in the region is determined.

6. Systematized positive and Negative influence scientific, technical, organizational, economic, socio-economic and cultural factors on the components of the labor potential of employees. The features of the impact on the components of the labor potential of organizational and economic factors of a structural and transformational nature (associated with the reorganization of the country's economy) and infrastructural nature (associated with the provision of conditions for the development of labor potential in accordance with the requirements).

7. The nature of the impact of the system of vocational education on the process of developing the labor potential of employees of enterprises in modern conditions is revealed. The rating of forms and methods of vocational training, retraining and advanced training of various categories of workers in terms of compliance with the requirements of production in a competitive environment has been determined.

8. Methodological approaches to the development of labor potential in the direction of increasing the competitiveness of personnel have been developed. The significance of various periods (pre-production, adaptation, active development of production processes, achievement of a high level of competence) and stages (training, use, assessment) in the development of the labor potential of an enterprise is differentiated. The special role of a comprehensive tripartite assessment of labor potential (statistical, expert, subjective) is revealed to maintain the level of competitiveness of the enterprise personnel.

9. The methodological approaches available in domestic practice to the organization of labor potential monitoring to control and manage the competitiveness of the enterprise personnel have been supplemented. The concept of labor potential monitoring, its directions and general principles of organization are specified. A multidimensional classification of indicators for monitoring the labor potential of employees of an enterprise is proposed (by the nature of the reflection of the object of study, by the source of receipt, by socio-economic content). An algorithm for the stage-by-stage monitoring of the state of the labor potential, the degree of its use and the factors that determined the deviations in the development of the characteristics of the labor potential from the requirements of the competitive environment have been developed.

The scientific novelty of the dissertation research lies in the formulation and solution of the problem of the relationship between the processes of development of the labor potential of enterprise employees and their achievement of a high level of competitiveness, in the theoretical and methodological development of a holistic concept for the development of labor potential in the direction of achieving a high level of competitiveness of enterprise personnel. The main elements of scientific novelty include:

1. The socio-economic content of the main concepts of the study "labor potential of an employee" and "labor potential of an enterprise" is clarified, the structure of the components of labor potential is determined, which includes not only components that reflect the capabilities of an employee, but also components that determine his motivation to increase his competitiveness and full use of their labor potential.

2. The content of the labor potential development system and its main elements is disclosed. The necessity of taking into account the subjective factor - the motivation of employees of the enterprise - for the development of the labor potential of the enterprise in the direction of increasing the competitiveness of personnel is substantiated. The motivational significance of employees' self-assessment of their competitiveness as the main element of the labor potential development system is revealed.

3. The concepts of “competitiveness of an employee” and “competitiveness of the personnel of an enterprise” have been clarified, their general (concreteness, integrality, exposure to external and internal factors) and specific (relativity, derivativeness, need for adequate realization of labor potential) features have been identified.

4. The features of the relationship between the competitiveness of the enterprise personnel and the competitiveness of an individual employee are revealed, which consist in the inconsistency of the goals and means of the subjects of market relations, the ambiguity of the nature of their behavior, the possibility of reducing the level of external competitiveness while maintaining (increasing) the level of internal competitiveness, the possibility of degradation of labor potential when high level employee competitiveness.

5. The structure of the employee's competitive advantages has been determined and substantiated. The features of various types of competitive advantages are revealed. The interrelation of objective and subjective characteristics of labor potential and types of competitive advantages of an employee is revealed. The dominant influence of innovative competitive advantages on the level of competitiveness of workers of various socio-professional groups has been proved.

6. A multidimensional classification of the types of competitiveness of employees is proposed on six grounds (depending on the number of characteristics being assessed, the object being analyzed, the level, place of application of labor, the type of dominant competitive advantages, influencing reasons), which complements the approaches to the classification of competitiveness of employees available in the scientific literature.

7. Mutual influence of factors that determine the level of development of labor potential components is proved. The characteristic features of the relationship of these factors (complexity, integrity, inconsistency, dual nature of influence) are highlighted. The positive and negative influence, as well as the results of the manifestation of factors in the development of labor potential in the period of the administrative-command economy and in the conditions of modern Russia, are revealed.

8. The nature of the influence of objective and subjective characteristics of labor potential on self-assessment by employees of production enterprises of the petrochemical industry of the level of internal and external competitiveness is determined.

9. The concept of labor potential development has been specified. A concept for the development of labor potential in the direction of increasing the level of competitiveness of the enterprise's personnel has been developed based on the following principles: orientation, conditionality, continuity and advanced development, organic unity of development and evaluation, combination of interests of the enterprise and individual employees.

10. A methodology and tools have been developed for conducting an operational assessment of the labor potential of an enterprise, designed for express analysis of the state of the labor potential of an enterprise (subdivision) in conditions of time pressure and a large contingent of employees and making it possible to carry out differentiated operational corrective measures to increase the level of competitiveness of personnel.

The theoretical and methodological basis of the study are the works of domestic and foreign economists, sociologists, specialists in the field of labor management and personnel management, devoted to the problems of the modern economy, the problems of reproduction, the development of human resources and their management, the problems of vocational education and competitiveness.

The dissertation uses general scientific research methods: a systematic approach, analysis and synthesis, induction and deduction, statistical methods of information processing, methods of comparative analysis. The method of selective sociological survey in the form of questionnaires and interviews, as well as the method of expert assessments, is widely used.

The information base of the study is represented by statistical data on the socio-economic development of Russia, the Irkutsk, Nizhny Novgorod and Samara regions, as well as the results of sociological and statistical studies conducted by the author and with the participation of the author in the field of developing the labor potential of workers in manufacturing enterprises. This is a study of the professional and qualification structure of workers at an industrial enterprise in the city of Angarsk and the problems of personnel training in 1992-1994. under the guidance of Doctor of Economics, prof. N.M. Tokarskaya; study of problems of development of labor potential and competitiveness of employees of manufacturing enterprises Angarsk, Irkutsk region, Ketovo, Dzerzhinsk, Nizhny Novgorod region, Novokuibyshevsk, Tolyatti, Samara region, Uzlovaya, Moscow region in 2001-2003. (within the framework of research commissioned by the Ministry of Education of the Russian Federation "Theoretical study of the transformation of the economy of the constituent entities of the Federation (aspects of labor processes and intergovernmental relations")); a study of the psychophysiological, motivational, professional and qualification characteristics of the labor potential of workers at an industrial enterprise in the city of Angarsk, Irkutsk Region in 2001-2002, as well as a study of the labor potential and the nature of the projective behavior of young students in the field of work in 2001 (under the guidance of V.S. Rukavishnikov with support of the grant "Medical and economic forecast for the development of labor resources of industrial centers of the Irkutsk region" - Contract between the Research Institute of Occupational Medicine and Human Ecology of the East Siberian Center of the Siberian Branch of the Russian Academy of Medical Sciences and the Administration of the Irkutsk Region No. 151 dated 17.08.2001).

The practical significance of the study is as follows:

The theoretical provisions and conclusions of the dissertation research can be used by federal and regional labor authorities to develop forecasts and make decisions in the field of human resource development;

The results and conclusions of the dissertation research were used at the regional level in the development of the Program for the socio-economic development of the Khanty-Mansiysk Autonomous Okrug - Yugra (in terms of the development of labor potential);

The developed methodology for studying the state of the labor potential of employees can be used to organize monitoring of the development of labor potential and control the level of competitiveness of employees both at the level of the enterprise and its structural divisions, and on the scale of the industry and region for comparative studies;

The developed concept for the development of labor potential and the algorithm for monitoring the state of labor potential, the degree of its use and the factors determining its dynamics, were used at the enterprises of Togliattikauchuk LLC, Novokuibyshevsk Petrochemical Company OJSC, Uralorgsintez OJSC in the formation of personnel policy and the development of development programs labor potential of various socio-professional groups of workers;

Theoretical conclusions and results of empirical research are used in the educational process of BSUEL within the framework of training courses"Economics of labor", "Personnel management", "Organizational and personnel audit", as well as in course and diploma design in the preparation of labor economists.

Approbation of work. The main provisions and results of the dissertation research were reported at the annual scientific conferences of the teaching staff of BSUEP in 1999-2004, international scientific conferences (“Strengthening the capacity in the field of training in business and management in the Lake Baikal region” - Irkutsk, 1999. , "Prospects for higher education in small towns" - Vladivostok, 2002, "Problems of improving the mechanism of management" - Penza, 2002, "Prospects for the development of higher economic and legal education" - Irkutsk, 2002, "Modern problems of theory and personnel management practices" - St. Petersburg, 2003, "Problems of multilevel education" - Nizhny Novgorod, 2003, "Development of scientific concepts and technologies for managing economic systems in modern society" - Kirov, 2003, "Russian sociologists on Russian Society" - Murcia (Spain), 2003, international seminar "European Code of Social Security

niya "- Irkutsk, 2003), All-Russian scientific conferences ("Improving the management of scientific and technological progress in modern conditions" - Penza, 2002, "Russia: Society. Economy. Place in the modern world" - Moscow, 2002, "Russian labor market. Innovations, problems, development prospects" - Penza, 2002, "Revival of Russia: society, management, education, youth, culture" - Yekaterinburg, 2003, "Youth and future Russia" - Moscow, 2003 "Integration of scientific and methodological work and the system of advanced training" - Chelyabinsk, 2003, "Personality and being: personality and social reality" - Krasnodar, 2003, "Modernization of the vocational education system based on controlled evolution" - Chelyabinsk, 2003, All-Russian Sociological Congress "Russian Society and Sociology in the 21st Century: Social Challenges and Alternatives" - Moscow, 2003)

The research results are reflected in scientific reports and publications of the author. The dissertation consists of an introduction, five chapters, a conclusion, a bibliographic list and appendices.

The introduction substantiates the relevance of the problem, its broad and complex nature. The purpose and objectives of the dissertation research are formulated, the theoretical and empirical base of the research is characterized.

In the first chapter "Theoretical and methodological foundations of the study of the relationship between labor potential and competitiveness of employees", consisting of four paragraphs, approaches to the study and definition of the essence of the concepts of "labor potential of an employee" and "labor potential of an enterprise" are consistently analyzed. The reasons for the need to move to the concept of labor potential development in the direction of increasing the level of competitiveness at all structural levels are substantiated. The goals of development of labor potential at different levels are differentiated. The decisive influence of the production level on the development of labor potential in a competitive environment has been proved. The structure of the components of the labor potential is determined from the point of view of the ability of the enterprise to influence their development, as well as reflecting the "opportunities" and "motivation" of employees of enterprises to increase the level of competitiveness and make the most of their labor potential. The purpose, principles and content of the labor potential development system are disclosed. The motivational value of self-assessment by employees of their own competitiveness as the main element of the labor potential development system is substantiated.

In the second chapter "Competitiveness as an integral characteristic of the degree of development of labor potential", consisting of three paragraphs, the concepts of "competitiveness of an employee" and "competitiveness of the personnel of an enterprise" are defined. The significance of the competitiveness of employees in the formation of the competitiveness of subjects of different levels is substantiated. The structure of competitive advantages (subjective and objective nature) that determine the level of competitiveness of the enterprise personnel is determined. The importance of the internal organizational environment for maintaining its competitiveness is substantiated. The structure of the employee's competitive advantages is revealed. The general and distinctive features inherent in the competitiveness of an individual employee (group of workers) and the competitiveness of the enterprise's personnel, as well as the features of their relationship, are revealed. A classification of the types of competitiveness of employees on six grounds is proposed.

In the third chapter "Factors of the development of labor potential and their impact on the competitiveness of employees", consisting of five paragraphs, the influence of scientific, technical, organizational, economic, socio-economic and cultural factors on the development of labor potential in a competitive environment is systematized according to the level of impact. The positive and negative impact, as well as the results of the manifestation of labor development factors, are revealed. potential in the period of the administrative-command economy and in the conditions of modern Russia. The nature of the impact of various groups of factors on the main components of the labor potential is revealed. Mutual influence of factors that determine the level of development of labor potential components is proved. The characteristic features of the relationship of these factors (complexity, integrity, inconsistency, dual nature of influence) are highlighted.

The fourth chapter "Comprehensive assessment of the development of labor potential and the level of competitiveness of workers", consisting of four paragraphs, presents the results of the author's research to determine the level of development of the labor potential of workers of various categories, socio-professional groups and the level of their competitiveness (on the example of the largest enterprises of the petrochemical industry in Russia ). The features of the development of labor potential and the dynamics of the level of competitiveness of various groups of workers are revealed. Hypotheses about the nature of the influence of the characteristics of labor potential on self-assessment of competitiveness by employees, about the influence of various forms of training and advanced training on the development of the labor potential of enterprises are confirmed.

In the fifth chapter "The main directions of the formation of competitive personnel of enterprises", consisting of three paragraphs, approaches to the formation of competitive personnel of the enterprise are proposed. The concept of development of labor potential in the direction of increasing the level of competitiveness of the personnel of the enterprise has been developed. The main principles of labor potential development are formulated. The significance of various periods and stages in its development is differentiated. The special role of a comprehensive tripartite assessment of the labor potential for maintaining the competitiveness of the enterprise personnel is revealed. An algorithm for stage-by-stage monitoring has been developed as a system for monitoring and managing the competitiveness of enterprise personnel. The system of objective and subjective indicators of monitoring is substantiated. A methodology for conducting an operational assessment of the labor potential of an enterprise has been developed. The results of the author's research on approbation of this technique are presented.

In conclusion, the main conclusions of the dissertation research are briefly formulated.

1. Theoretical foundations of workforce quality management

1.1. Theoretical foundations and prerequisites for the formation of labor potential.

1.2. Labor force and human capital as components of labor potential.

1.3. Prerequisites for the formation of a workforce quality management system.

2. Features of the workforce quality management system - a modern aspect

2.1. Modern trends in the development of the workforce quality management system.

2.2. Conditions for the formation of an effective system of quality management of the workforce.

2.3. Analysis of the factors of competitiveness of consumer cooperation enterprises of the Krasnodar Territory.

3. Increasing the competitiveness of enterprises on the scale of the national economy as a result of the functioning of the workforce quality management system.

Recommended list of dissertations

Personnel potential in the conditions of the labor market formation 1998, doctor of economic sciences Andreev, Sergey Vladimirovich
Methodological foundations for the effective use of the labor potential of an enterprise in modern conditions 2001, doctor of economic sciences Rachek, Svetlana Vitalievna
HR management system in integrated corporate structures 2004, Doctor of Economic Sciences Kuzmina, Natalya Mikhailovna
Formation and development of the personnel potential of the hotel complex: on the example of Moscow 2009, candidate of economic sciences Nikolskaya, Elena Yurievna
Development of labor management at the enterprise based on the rational use of human potential 2008, Doctor of Economics Sushkina, Alexandra Alexandrovna

Introduction to the thesis (part of the abstract) on the topic "Formation of an effective system for managing the quality of the workforce as a factor in increasing the competitiveness of an enterprise"

Relevance of the research topic. The country's development strategy is aimed at "... ensuring high rates of economic growth, raising the standard of living of the population, reducing social inequality. Achieving these goals involves a significant increase in the competitiveness of the domestic economy, the growth of production and entrepreneurship, the development of labor potential, and the improvement of the human factor.

One of the main priorities of the country's socio-economic development, improving human potential at the present time is the reform of the vocational education system, the primary goal of which is to provide all sectors of the developing economy with highly qualified personnel in full compliance with the current and future needs of the labor market.

The main attention is given to the most complex and least developed, both from theoretical and practical points of view, the problems of developing labor potential and the formation of highly qualified personnel potential at domestic enterprises. Improving the management of labor potential in the domestic economy involves the continuous development and accumulation of human capital, the full and efficient use of labor at all levels of management. The human factor of production, the labor potential of Russia are of key importance in modern market conditions for the rise of the country's economy and its entry into the world economy. The program of socio-economic transformations of the industry for the medium term proclaims the most important principles for the preservation and development of human potential, defines the main goals of the new personnel policy, providing for increased state influence on the structure of the labor force, increasing the competitiveness and level of professional training of workers, engineering and technical workers and all managers . " ,

Over the years of market reforms in the domestic economy, a certain experience has been accumulated in the rational use of labor potential^, the application of: modern methods, vocational guidance, forms of training and improving the quality of the workforce, mechanisms for adapting young workers and specialists to work in new economic conditions that promote continuous professional growth of the potential of personnel. However, there are still many unresolved problems in providing enterprises with qualified workers of various categories; According to many economists, the state; the personnel policy does not yet: has a clear conceptual base, the functions of the main objects are not defined; and subjects of personnel policy, their rights and obligations in the field of personnel training; The transition, the country to market relations and structural, shifts in the economy were not supplemented by the necessary institutional changes. The implementation of effective measures in the field of education and training; "personnel, from school to postgraduate structures, has been too long. Having allowed the destruction of the previous system: the formation, personnel potential of the country, the state let this process take its course, which ultimately led to the dismantling many useful elements: in the Russian system of personnel training, in particular, the almost complete destruction of the existing system of vocational training of workers. There has been a sharp reduction in state investment in the development of education, training and retraining of personnel, and an increase in paid training of specialists. representatives of educated Russian youth abroad.Under the current conditions, a new personnel policy, joint scientific and practical activities of higher education and many commercial organizations are needed, aimed at further developing the labor potential of all enterprises enterprises with different forms of ownership, achieving a balance of skills and qualifications and improving the quality of labor resources, the formation and rational use of human abilities, especially through improving the professional training and increasing the competitiveness of young workers and specialists. Therefore, at present, there is an urgent need to move from individual measures to increase professional competence personnel to the formation of a quality management system for the workforce at enterprises. In other words, now it is required to develop and apply a system for managing the level of development of labor potential at each enterprise, and first of all in all structures of the machine-building complex, which ensure the advanced development of various branches of the domestic industry.

The degree of development of the problem. A great contribution to the scientific and practical solution of this very complex problem was made by many leading Russian and foreign researchers and specialists. Among domestic scientists are the authors of well-known textbooks on personnel management - V.V. Adamchuk, V.A. Balaban, M.I. Bukhalkov, B.M. Genkin, N.A. Gorelov, A.P. Egorshin, P.V. Zhuravlev, A.Ya. Kibanov, Yu.G. Odegov A.I. Rofe, G.E. Slesinger and many others. The creators of the theory of human capital are foreign authors - G. Becker, G. Desseler, A. Marshal and others.

The urgency of the problem of improving the quality management system of the workforce, the lack of scientific development and the undoubted practical significance in the conditions of modern Russia determined the choice of the topic, goals and objectives of the dissertation research.

Purpose and objectives of the study. The purpose of this dissertation is to comprehensively study the quality management system of the workforce, the development of mechanisms for the formation and management of this system.

In accordance with this goal, the following tasks were set and solved in the dissertation: the study of the theoretical foundations and prerequisites for the formation of the labor potential of an employee; determination of the role of labor force and human capital in the formation of labor potential; identifying the prerequisites for the formation of a quality management system for the workforce at enterprises;

Development and systematization of indicators of the quality of the labor force and factors of competitiveness of a modern worker;

Development of tools for the formation of a workforce quality management system; determination of effective mechanisms for managing the quality system of employees;

The object of the study is the labor force and employers at consumer cooperative enterprises, the organization of the labor force quality management system in the field of labor economics and social and labor relations.

The subject of the study is the economic relations that arise at the level of economic entities regarding the formation and functioning of the labor force quality management system between employers and employees.

The methodological basis of the study was the work of domestic and foreign scientists and specialists in the field of microeconomics, theory of the firm, labor economics, statistics, quality management and other areas of economic science.

The research methodology is based on a systematic approach to the analysis of the workforce quality management system in the practice of Russian enterprises. The work uses a set of methods to explore the effectiveness of the workforce quality management system, such as: systemic, sociological, peer review method, statistical and economic-mathematical.

The legal basis was formed by normative documents and instructive materials, resolutions of the government of the Russian Federation, regulating the certification of quality systems. The statistical base of the study was formed by the real data of individual enterprises and organizations of the Russian Federation as a whole and in its individual subjects.

The empirical basis of the study was the data of the State Statistics Committee of the Russian Federation and territorial statistical bodies, the results of studies by domestic and foreign authors, the reporting data of the enterprises under study, the results of sociological studies, as well as selective data from analytical studies of enterprises obtained by the author of the work.

The provisions of the dissertation submitted for defense:

1. Particular attention in improving the quality of the labor force, in order to meet the requirements of international markets, is mainly reduced to bringing the national system of professional standards in line with the requirements of the international labor market. Such measures will improve the quality of the labor force, its competitiveness, as well as the free entry of Russian enterprises' products to the world market. However, the study of this issue at the micro level showed that these measures are not enough for the development and implementation of workforce quality management systems at specific enterprises.

Enterprise managers lack an algorithm for developing a multi-criteria workforce quality management system that takes into account external and internal market factors, while being at the same time a scientific basis for its design, development and implementation. x 2. In achieving high labor productivity, the human factor is of paramount importance, the effectiveness of labor return from which is determined by the level of development of the abilities of each employee, the amount of accumulated human capital, and the degree of use of labor potential.

The labor potential of an individual worker is characterized by the cumulative possibilities of employees for effective economic activity. There is a direct relationship between the labor potential of an employee, his abilities and results of work, income and standard of living, since the growth of some factors causes corresponding changes in all others. main feature labor potential lies in its inseparability from the personality of the carrier. That is why the labor potential of an individual worker has its own limits, determined by the mental and physical abilities of a person, moral and other personal characteristics that determine the inclination and ability of the individual to professional growth and creative development.

For the most effective use of the labor potential of an employee, it is necessary to take into account important aspects related to all stages of its formation. It is the quality management system of the workforce that is able to combine all the stages of creating an employee (from choosing a profession to professional activity).

3. All over the world, companies have to work in a competitive, volatile business environment and uncertainty, sometimes leading to dramatic changes. That is why management priorities should be set taking into account the importance of the human factor in the economic life of enterprises and companies. Human resources are exhaustible, therefore, they require a careful attitude and the use of such a management system that, on the one hand, will provide the necessary conditions for the growth of labor potential, and on the other hand, will achieve its effective use in the process of work.

Each company* has a unique set of needs and conditions, so it is not possible to develop any universal recommendations for managing a workforce quality system for all enterprises at the same time. However, modeling of the proposed tools will allow each company to develop its own workforce quality management system.

4. The use of a workforce quality management system will achieve a number of significant results:

The workforce quality management system helps to increase the attractiveness of the enterprise for potential employees and other stakeholders;

Employees who do not meet modern requirements or are on the verge of being laid off with the help of workforce quality management system programs get a chance to increase their labor potential and keep their jobs; Large companies are most effective in applying workforce quality management systems, but small firms can also implement certain workforce quality management system programs, using less formal approaches if necessary.

5. The quality of the labor force is of paramount importance for the employer, since it determines the quality of the work performed by these employees. With the highest value of the integral indicator of the quality of the labor force, the highest beneficial effect is obtained for each ruble of costs, i.e. maximum efficiency for the company. Under the management of the quality of the workforce is understood the achievement of a certain (necessary) level of quality of the workforce through the organization of training programs, the exchange of experience at enterprises, as well as the creation of the conditions necessary to maintain this quality level:

To build an effective workforce quality management system, first of all, it is necessary; determine the indicators of quality, workforce: the strengths and factors of competitiveness of a modern employee: Characterizing the factors of competitiveness of an employee, one can single out: the qualities that a person brings to his work: intelligence, energy, positivity, reliability and devotion; a person’s ability to learn:;, giftedness, imagination, creative personality, ingenuity; motivation: a person to share * information and knowledge: team spirit and goal orientation.

6. The most important tool for improving the competitiveness of modern enterprises "should be the quality management system of the worker? strength. Working quality management; strengths is the term we use to describe an integrated and holistic, conscious and proactive approach to improvement; work-related knowledge and behavior using a wide range of learning methods and strategies: These strategies and methods are designed to help: workers, groups and companies realize their full potential by unlocking individual capabilities and improving performance, in specific conditions. Main: goal / system, quality management of the workforce - continuous improvement, development of the labor potential of the employee, improving the quality of the workforce In the broadest sense, quality management of the workforce can be interpreted as "the ability to integrate learning into the work process."

In the field of workforce quality management, the following main areas are distinguished: individual development; development in response to the needs of the current job or situation;: development in relation to new working conditions or in new working conditions, activities aimed at rethinking personal or organizational goals; development aimed at improving and filling the activities of individuals and companies with meaning.

The scientific novelty of the results of the study as a whole lies in a comprehensive study of the quality management system of the workforce, the development of mechanisms for improving and managing this system. The elements of novelty contain the following main results of the dissertation research:

An algorithm for the formation of a workforce quality management system is proposed, which is distinguished by the ability to take into account not only internal, but also external market factors, which makes it possible to reduce the costs of its application in modern enterprises, and is at the same time a scientific basis for the design and development of multi-criteria workforce quality management systems based on on the relationship between the development of the labor potential of an employee and the quality of the work performed by him in the process of organizing labor and production activities.

The definition of the quality of the labor force has been clarified as a comprehensive assessment of the personal characteristics of an employee (the qualities that a person brings to his work; the ability of a person to learn; the motivation of a person to share information and knowledge) used in the process of labor activity, which makes it possible to increase the efficiency of the use of labor in the enterprise.

The author's definition of the concept of "management of the quality of the workforce" is given, which is understood as a constant, systematic, purposeful process of influencing at all levels the factors and conditions that ensure the creation of an employee (designing a workplace and employee competence maps, choosing educational programs, selection of a suitable candidate and his adaptation to the workplace), who is able to use his labor potential as efficiently as possible, as a result of which products of optimal quality are created that guarantee their full use;

The factors of increasing the competitiveness of the labor force have been identified, which include: professional education and internships, continuous training and development, investment in the development of the labor potential of the employee, the use of a mentoring and supervision system, the search for common benefits for employees and the company, caring for the health of the company's personnel, the impact of the quality of work performed on the employee's wages;

The expediency of applying the procedure of systemic diagnostics of the quality of the labor force (diagnostics and analysis of the external environment of the organization; study of the goals and strategies of the organization and the management system; study of the effectiveness of the quality management system: classification of problems in the functioning of the quality management system of the labor force; evaluation of the strategy of managing the quality of the labor force from the point of view of goals of the organization, analysis of the strengths (weaknesses) of the workforce quality management system, analysis of the functions of the quality management system) within the framework of the workforce quality management system in modern enterprises in order to increase their competitiveness.

A concept has been developed for creating regional information centers for the "vocational guidance of young people, providing access to complete and reliable information necessary for choosing a profession, as well as assisting in choosing a future profession, which will improve the efficiency of the educational process, increase job security.

The practical significance of the work. The practical recommendations developed in the thesis make it possible to increase the effectiveness of the mechanisms for managing the quality system of the workforce in modern enterprises. The proposed tools and specific methods for the development and creation of Regional Career Guidance Centers are universal in nature and applicable to the conditions of any enterprises and sectors of the national economy. The proposed recommendations will contribute to the professional orientation of young people, which will improve the efficiency of the system of training and distribution of labor force. The provisions of the dissertation can be used in the process of teaching the courses "Labor Economics", "Personnel Management", "Management of Human Resource Development".

Testing and implementation of research results. The recommendations and proposals arising from the dissertation research can be used by large industrial enterprises, consumer cooperation enterprises, as well as small and medium-sized businesses.

Work structure. The dissertation consists of an introduction, three chapters, a conclusion, a list of references including 112 titles.

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Dissertation conclusion on the topic “Economics and management of the national economy: the theory of management of economic systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics”, Ilyina, Tatyana Vladimirovna

Conclusion

As a result of the scientific research, the following fundamental conclusions were made:

In any socio-economic system operating at different levels of government, the determining factors for the high efficiency of human activity are the available labor potential, available labor resources, or, in a word, organized labor.

The labor potential is characterized by the cumulative possibilities of employees for effective economic activity. There is a direct relationship between the labor potential of a person, his abilities and results of work, income and standard of living: the growth of some factors causes corresponding changes in all others. The main feature of the labor potential lies in its inseparability from the personality of the carrier. Therefore, the labor potential of an individual worker has its own limits, determined by the mental and physical abilities of a person, moral and intellectual qualities and other personal characteristics that express the individual's inclinations and opportunities for professional growth and creative development. The concept of "labor potential" is used to characterize both an individual and a group of workers and the whole workforce of an enterprise.

In the long term, other things being equal, the dynamics of labor productivity directly depends on the efficiency of the use of human capital, and more specifically, on the quality of the labor force. It also includes such characteristics of an employee as his general and professional knowledge, personal characteristics - responsibility, enterprise, adaptability to new conditions, a sense of the new, etc. Physical data are also important - health status, temperament, etc.

Speaking of business, human capital can be described as a combination of the following factors.

The qualities that a person brings to his work: intelligence, energy, positivity, reliability, devotion.

A person's ability to learn: giftedness, imagination, creative personality, ingenuity ("how to do things").

Motivations of a person to share information and knowledge: team spirit and goal orientation.

The development of human labor potential is the highest goal of economic science and practical activities of people. In any sphere of the economy, a person is both the main goal of production and its main factor. Therefore, the improvement of human potential, the increase in the economically active population, the strengthening of its health and strength, the multiplication of its knowledge and abilities, the enrichment of its character traits is the most important area of scientific research in the domestic economy.

Organizational systems for managing the quality of the workforce built in enterprises can varying degrees cover horizontal management, including process management, and vertical management from the bottom up. But it is very important to immediately understand the need to take into account these areas of management.

Summarizing the above, we can formulate the conditions for the effective functioning of the workforce quality management system: a) the use of motivation tools for the quality work of personnel; b) training of personnel, both on professional issues and on quality management issues; c) building favorable relations between employees; d) building a constructive relationship with the employer.

The quality of the labor force is determined by the ability to perform the necessary work to create a product or service. It is the quality management system for goods and services that dictates the conditions for the development of the workforce quality management system.

Under the quality management of the workforce is understood as permanent; a systematic, purposeful process of influencing factors at all levels; and conditions that ensure the creation of an employee who knows how to use his labor potential as efficiently as possible, as a result of which products of optimal quality are created; guaranteeing its full use. . .

1. Standard of work, expressed in the wording "zero errors".

2. Participation of employees of the company, both collective and individual.

3. Paying the main attention; improving people management processes. . . . one

4. Belief that employees will become like-minded people; if they understand your tasks.

5. Recognition of the merits of an employee:

Best results: in creation;: and release: competitive; products are sought; enterprises with comprehensive information about the state and capabilities of production processes; as well as timely developing control actions? for their improvement. State system; staff training is regulated; laws” of supply and demand: for labor, in accordance with which: financing of educational and professional programs is carried out. In the last; years; in; In Russia, the contribution of the state: the financing of these programs has been significantly reduced, and entrepreneurs for the most part do not have strong ties with state educational institutions. Under these conditions, many domestic enterprises cannot meet their demand for highly qualified personnel and. forced to develop their own: systems - production or cooperative - vocational training of workers of various categories.

In our opinion, the creation of Regional Career Guidance Centers will help solve these problems. The purpose of the activities of such centers should be reduced to the redistribution of labor resources according to professional interests between various sectors of the economy.

The Regional Career Guidance Centers we offer will make it possible to qualitatively influence the formation of the labor potential of employees. However, not all problems can be solved in this way. We must not forget the role of the enterprises themselves in improving the quality of the workforce. The lost traditions of transferring experience from the older generation of workers to the younger generation plays a very important role.

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In the conditions of market relations, the development of the labor potential of the employees of the enterprise becomes an indispensable condition for gaining stable and even more so leading positions in the market. The effectiveness of managing the labor potential of an organization directly affects its competitive capabilities and is one of the most important areas for creating competitive advantages.

In the new economic conditions, the problem of compliance of the achieved level of the labor potential of the enterprise with the requirements driven by the enterprise in a tough competitive environment is becoming especially relevant, therefore one of the main tasks of the personnel management system is the development and implementation of management tools that contribute to the sustainable formation, development and rational use of labor potential of employees of the enterprise.

The term "potential" was introduced into scientific circulation 10-15 years ago. The interpretation of this term means that someone (an individual person, the primary labor collective, society as a whole) has hidden, not yet manifested opportunities or abilities in the relevant areas of their life. When defining this economic category, it should be borne in mind that the potential (economic, production, labor) is a generalized, collective characteristic of resources, tied to place and time.

The ability of people to implement in the process of socially useful activities a wide range of functions (production, organizational and managerial, socio-political, etc.) is determined by such qualities of a person as:

- specific (labor) resource and the basis of production (the qualities of the individual as part of the population);
- the main productive force and the subject of production relations (the qualities of the individual as a worker - the bearer of the ability to work, the creator of material and spiritual wealth);
- a member of society (the qualities of an individual as a socially formed personality, a member of an association of workers, a participant in the management of public affairs).

Deep scientific studies of the potential of a person (team), as a factor in the efficiency of an enterprise, have been started in Russia relatively recently. The problem of assessing and using labor potential was developed in the works of domestic scientists: Andreeva S.V., Galaeva E.V., Voronin V.N., Ivanovsky L.V., Kosaeva A.G., Kolosova R.P., Matirko V. .I., Odegova Yu.A., Chudinova D.V., Tsaregorodtseva Yu.I., Tyazhova A.I. Genkina B.M. It should be noted that each of these scientists and figures gives "his own" definition of the concept of "labor potential" (Table 1).

A group of researchers led by A.Ya. Kibanova believe that the main components of the potential are: experience, work skills, marital status. SOUTH. Odegov, V.B. Bychin, S.G. Andreeva, considering labor potential as a complex multi-structural socio-economic formation, interconnected with the environment, there are three main components: social-personal, personnel and organizational. The undoubted advantage of this approach is a clear horizontal and vertical systematization of its categories and features, however, it is obvious disadvantage: when highlighting the organizational potential as an independent structural component, there is no clear idea of the signs determined by human nature and the signs due to the connection with the environment.

Table 1

	Interpretation
Kibanov A.Ya.	He believes that the components of the potential are: experience, skills for work, marital status.
Odegov Yu.G., Bychkin V.B., Andreeva S.G., P.E. Shlendera, Yu.P. Kokina	Labor potential is a complex multi-structural socio-economic formation, interconnected with the environment. Three main components: social and personal, personnel and organizational.
Vatutina O.O.	Labor potential and labor productivity are identical concepts within the framework of the problem of assessing investment attractiveness.
Kanygin Yu.M	Important aspects in the formation and development of labor potential are: the availability of prospects for the professional and qualification development of employees, increasing the prestige of certain types of labor activity, a well-thought-out system of material and moral incentives.
Avdeenko V.N., Kotlov V.A.	The cost of labor potential, in addition to the value of labor costs, also include the costs associated with staff training, retraining and advanced training.
Kolosova R.P.	Labor potential can be measured by the cost of living labor.
Genkin B.M.	In his works, he distinguishes eight components of labor potential: health, morality and ability to work in a team, activity, creativity, organization, education, professionalism, working time resources.

Vatutina O.O. believes that in a modern market economy, the competitiveness and economic well-being of each sector of the economy depend on its investment attractiveness.

Investment attractiveness is a set of objective features, means, opportunities and restrictions that affect the investor's preferences in choosing one or another object for investment. Investment attractiveness depends on the investment potential of the investment object and the risk of investing in this object. In turn, the investment potential of the enterprise is evaluated by a group of private potentials: stock, labor, innovation, financial. One of the most important indicators for assessing the potential of an enterprise in order to analyze its investment attractiveness is labor potential.

The labor potential of an enterprise for analyzing its investment attractiveness is not only the amount of available labor resources, but to a greater extent the production efficiency of a disposable labor enterprise, which depends not only on the maximum productivity of employees, but also on the productivity of existing equipment. Most of all, this definition corresponds to the indicator of labor productivity. Therefore, the concepts of "labor potential" and "labor productivity" can be considered identical.

Along with the quantitative provision of the enterprise with labor resources, the qualitative composition of workers is also being studied, which is characterized by general educational and vocational qualification levels. An analysis of the professional and qualification level of workers is carried out by comparing the available number of specialties and categories with the number necessary to perform each type of work in sections, teams, and the enterprise as a whole. This reveals a surplus or shortage of workers in each profession. The ratio of the volume of each type of work to the planned fund of working time of one worker, taking into account the fulfillment of production standards, determines the required number of workers.

The initial structure-forming unit of labor potential is the labor potential of an employee (personality), which forms the basis for the formation of labor potentials of higher structural levels. In addition, two important factors should be taken into account. Firstly, until the moment a person is employed by labor, it is possible to speak about his labor force only conditionally as about physical and spiritual ability to work in general, as about a possible potential labor contribution. Secondly, the result of using an individual labor force is the real labor contribution of the employee, it is expressed in a specific product, as well as in a certain level of labor efficiency achieved by the employee.

The labor potential of an employee is a set of characteristics of an employee of an enterprise that determine the possibilities and boundaries of his participation in labor activity, which are actually and prospectively implemented within the existing organizational environment.

The labor potential of an employee is not a constant value. It is characterized by a continuous process of change, in which previously latent possibilities or abilities are revealed. The abilities accumulated in the course of labor activity increase as new knowledge and skills are acquired, health is improved, and working conditions are improved. They can also decrease with deterioration in health, working conditions, etc. .

The labor potential of an employee includes:

- psychophysiological potential: abilities and inclinations of a person, his state of health, working capacity, endurance, type of nervous system, etc.;
- qualification potential: volume, depth and versatility of general and specialized knowledge,
- labor skills and abilities, which determine the ability of an employee to work of a certain content and complexity;
- personal potential: the level of civic consciousness and social maturity, the degree of assimilation;
- an employee of the norms of attitude to work, value orientations, interests, needs in the sphere of work.

The labor potential of an employee depends on the degree of mutual agreement in the development of psychophysiological, qualification and personal potentials.

In works devoted to the consideration of labor potential as one of the resources of an enterprise, along with personal, professional, qualification and psychophysiological potentials, “human resources” are considered.

Personnel potential of the organization - a cumulative assessment of the personal and professional capabilities of the personnel of the organization based on the study of the labor potential of employees and the organization as a whole. "Personnel potential" is used to characterize the team in terms of its structural and quantitative indicators: number, composition, structure (professional, qualification, position, gender and age, etc.). The personnel potential of society has the following quantitative and qualitative characteristics: the number of the able-bodied population, the amount of working time that the able-bodied population works out, the degree of health status, the development and physical capacity of the able-bodied members of society, the educational and qualification level, the level of the moral state of the able-bodied population. Thus, personnel potential acts as a measure of labor potential.

In relation to an enterprise, labor potential is the limiting value of the possible participation of workers in production, taking into account their psychophysiological characteristics, the level of professional knowledge, and accumulated experience in the presence of the necessary organizational and technical conditions.

The labor potential of the enterprise is the possible quantity and quality of labor available to the labor collective of the enterprise. The labor potential of an enterprise, being specifically a form of materialization of human activity, acts as a personified labor force, taken in the aggregate of its qualitative and quantitative characteristics - as the personnel potential of an enterprise.

The labor potential of an enterprise as a system is always greater than the sum of its constituent parts - the individual labor potentials of individual employees. The very association of workers in a single and systematically organized labor process gives rise to the effect of collective labor, which exceeds the sum of the forces of workers acting individually.

Thus, if the totality of the physical and spiritual abilities of a person is the basis of the labor potential of the individual, then the productive force arising from the joint activities of various individuals forms the basis of the labor potential of the enterprise team. At the same time, it must be taken into account that labor collectives have different potentials depending on the territorial location of the enterprise, industry affiliation, production size, gender and age structure, etc. In addition, each enterprise has its own characteristics of team formation, labor traditions, and relationships between employees.

So, based on the above material, the following conclusions can be drawn:

1. The concept of "labor potential" has an ambiguous interpretation by various authors. The lack of unity in defining the essence and content of the category "labor potential" is a consequence of the incomplete development of theoretical issues.
2. Currently, from the whole variety of approaches to the definition of the concept of "labor potential", three main ones are usually distinguished: resource, resource-personal and social production.
3. The labor potential of the enterprise can be defined as - the potential opportunities of the employees of the enterprise, taking into account their qualitative characteristics for a given period of time, which can be used to achieve the goals of the enterprise in combination with other available resources.
4. Depending on the object of study, the labor potential of an employee, labor collective, enterprise, industry, region, country is distinguished. This paper explores the labor potential of an industrial enterprise.
5. The labor potential of an enterprise is a complex and multi-structural socio-economic formation, which includes the following components: personnel, professional, qualification, organizational.
6. Labor potential is an integral part of the production potential, since the main purpose of the production potential is the production of products, which is the result of the labor activity of workers.

The potential of labor resources as the basis for ensuring the competitiveness of a construction organization. Effective management of the labor potential of an enterprise as a factor in increasing its competitiveness What is meant by competitive labor potential

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