Differentiation of Personnel Potential Management Methods of Enterprise
Abstract
The purpose of the article is to determine personnel potential management methods of enterprise taking into account the retrospective nature of the potential (acquired characteristics), its current state and characteristics, future capabilities and capabilities that will be necessary for sustainable development of the enterprise, and the formation of author’s vision of personnel management system at the enterprise by stages and in the context of management functions.
In the course of the study, it was founded that the personnel potential management of enterprise should begin at a stage before the establishment of official labor relations «employer-employee», because it is necessary to find and engage the future full-time worker of high qualification in the state of the enterprise, which refers to the personnel potential. The system of personnel potential management at enterprise is structured according to the management stage (before employment, employment, after employment). The change of the work itself, its transition from traditional to non-traditional ones, which is dominated by flexible structures, leads to the expansion of the concept «employee of the company» and management of combined labor force, when for the implementation of business tasks, the company involves not only staff members but also external sector experts, appears the so-called out-market of labor relative to a company that does not have the same external labor market to the fullest.
The expanded vision of systematization of personnel potential management methods at the enterprise was presented on the basis on belonging to management functions, adding motivational methods, since motivation is the basic control function. In addition, the grouping of methods by the nature of changes in the management system, which involves the allocation of innovative methods, supplemented by traditional, because, over time, each innovative method spreads into traditional. Two classification points were also introduced, according to which it is advisable to group methods by facet: depending on the manifestations of the potential, out-management methods (target future and past potential) and in-management methods (aimed at the present potential) were introduced.
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