The attention of managers of enterprises operating complex and expensive equipment is focused (especially during a crisis) on technologies for managing its maintenance and repair. These technologies are based on methodological knowledge and experience in managing organizational and technical systems. For a relatively modest financial investment, they provide significant returns.

Methodology

Enterprise management is usually focused on achieving quantifiable goals. To do this, some process, function, or operation is performed (see Diagram 1). Indicators are selected to determine the extent to which goals are achieved. For each, a criterion is established - a threshold value, the excess of which indicates that the goal has been achieved. Indicators of the degree of achievement of goals are called key performance indicators (KPI, Key Performance Indicators).

Any management system has a hierarchical structure, each level of which has its own goals, and they have indicators of the degree of their achievement:

• corporate – used to assess business performance;
• financial – calculated for financial responsibility centers;
• effectiveness and productivity - characterize the degree of success of individual processes;
• tactical - allow you to judge the effectiveness of individual functions or technological procedures;
• functional – evaluate the effectiveness of using or servicing specific equipment.

TOPO process management KPIs

Efficiency– the maximum possible increase in the time in good condition (equipment availability factor) with a fixed maintenance budget, or the maximum possible decrease in the budget for a given increase in the time in good condition.

Efficiency– reducing the share of emergency work, reducing the preparation time for emergency work, reducing the number of defects and failures that occur, increasing the service life of equipment, etc.

Economical– reduction of emergency and minimum stock standards, reduction of the cost of working capital “frozen in inventories”, reduction of the purchase cost of materials and services, reduction of personnel costs, etc.

KPIs are also classified into financial and non-financial indicators. The former can be calculated on the basis of documented primary data. The latter are assessed using qualitative measurement scales.

Every well-organized process has its own “master”, who is responsible for its “output”. To assess the effectiveness of its activities, it requires indicators characterizing the internal efficiency of the process. At the same time, any process is built into a higher-level system: the goals of the team’s activities are subordinated to the goals of the site’s activities, the goals of the latter are subordinated to the goals of the workshop, etc. Thus, along with indicators of internal efficiency, indicators are required that allow us to evaluate the “output” of the process from the point of view of its “customer” - indicators of external efficiency.

Goals determine plans, and plans determine the resources that need to be attracted, that is, the “inputs” of the process. Attracting resources is also a process that takes place under certain conditions and is influenced by various factors.

In general, if the process of equipment maintenance and repair (MRO) receives as its “input” resources of appropriate quality at average market prices and these resources exactly cover the planned needs and are involved without violating the law, then we can talk about the economy of the process. That is, the concept of efficiency provides an assessment of the effectiveness of attracting resources.

As a result of the transformation of the “input” within the process, an “output” is obtained, which can be considered both from the point of view of its internal and external efficiency. Output in terms of internal efficiency is usually multi-vector and determines the results of the process. These are compared with process objectives to enable evaluation effectiveness– the effectiveness of the process itself.

The main “output”, compared with the “input”, allows us to judge the effectiveness from the point of view of the “customer” of the process. It is this indicator that is an indicator of the efficiency of the process in the narrow sense of the word.

When managing a process, it is important to take cost-effectiveness, efficiency, and effectiveness into account. However, performance indicators must take precedence, since the existence of a process in an organization can only be justified and justified if it produces a useful “output” for either an internal or external customer.

An effective process must be both efficient and cost-effective. An effective process may not be economical or efficient. Economy is more a prerequisite for efficiency than for effectiveness.

Indicators of effectiveness and efficiency are used primarily by middle management, while efficiency indicators are used at the top level of management. Efficiency indicators are calculated on the basis of data characterizing the “input”, and efficiency and effectiveness indicators are calculated on the basis of data characterizing the “output” of the process (see Diagram 2).

Practice

Application of KPI methodology for maintenance management requires answers to the following questions:

• How to classify indicators?
• How to organically integrate the use of indicators into the maintenance process management mechanism?
• What exactly is the benefit of using indicators for employees involved in maintenance management?

On the one hand, this is an auxiliary business process that serves production and is often financed on a residual basis. On the other hand, the share of maintenance costs in the structure of the cost of production of certain capital-intensive industries can reach up to 60–70%.

It turns out that although the process plays a subordinate role, due to the need for significant material costs it should be the object of close attention of managers.

In addition, it must be taken into account that the curve of the dependence of production losses on the amount of maintenance costs has an optimum. That is, increasing the cost of maintaining equipment in good condition is effective only up to a certain limit. If it is exceeded, a significant increase in maintenance costs results in a very insignificant increase in the time the equipment is in good condition.

Management of the maintenance process can provide maximum returns if the routine part of the work is assigned to an automated management information system (MAS).

Firstly, the system allows for real-time monitoring of all indicators necessary for effective operation. Managers have the opportunity to influence the process and its “input” when an unfavorable trend can be eliminated with little effort.

Secondly, the system makes it possible to perform more accurate, reasonable and timely multi-variant detailed planning. If you have a plan, you know what work needs to be done and within what time frame and what results should be expected.

Thirdly, AMS allows you to implement multi-stage hierarchical control of the process: starting from monitoring incoming spare parts and materials for compliance with planned needs and desired purchase prices and ending with plan-actual control of costs based on the results of work.

The hierarchy of control procedures is that the system allows managers at all levels - from the repair shop foreman to the chief engineer - to track and compare with the plan the values ​​of those indicators for the achievement of which they are personally responsible.

For example, by accumulating statistics on the quality characteristics of spare parts received from specific suppliers and subsequent monitoring of the reliability of their operation throughout the entire life of the equipment, the system allows you to determine the most reliable suppliers.

Due to the fact that all equipment in the system is carefully classified, and when registering a defect, it is identified using a whole set of characteristics, responsible managers will be able to identify the most common defects of the same type of equipment, in order to then adjust its repair cycles and the scope of necessary work.

The management of the repair service always has the opportunity to compare the repair program of the enterprise and the budget allocated for it in various sections, and use the work plans generated by the system to justify the costs of maintenance in the following planning periods. It also becomes possible to analyze costs by type of work, centers of origin and cost items. The information obtained contributes to the formation of plans in which preventive measures, including those carried out on the basis of the actual condition of the equipment, will have the highest priority.

Construction of a system of non-economic motivation for engineering and technical workers

Anatoly Bekshiev
Doctor of Technical Sciences, General Director - General Designer of JSC NPP Salyut, graduated from the Moscow Energy Institute in 1980, has publications in the field of shipbuilding, radio electronics and radar
Anatoly Smolyakov
Doctor of Technical Sciences, Deputy General Director - General Designer of JSC NPP Salyut for military-technical policy, graduated from the Sevastopol Naval Engineering Institute in 1973, has publications in the field of shipbuilding and radar
Konstantin Sadovsky
Postgraduate student of the Department of Economics and Production Organization (IBM-2) MSTU. N.E. Bauman, technical director of the Mirelli production group, graduated from Moscow State Technical University. N.E. Bauman in 2004, has publications in the field of economics and production organization, information technology and financial management

• growth or retention of personnel competencies at an acceptable level;
• encouraging employees to achieve work results that are not lower than specified.

Moreover, as a rule, full-time specialists in the field of personnel management believe that in the foreseeable period of time, characterized by the stay of almost every employee (including the HR employee himself) in a given company in a given position, the competence of a particular employee, expressed in the form of a set of skills and abilities, either constantly increases, or, in the worst case, remains unchanged.

At the same time, the popular thesis that motivation, being essentially a purely behavioral manifestation, is not only difficult to control, but also constantly changing and, which is especially negatively perceived, “subject to inflation”, is perceived as a justification for the need to direct all resources HR services to solve purely motivational problems. As a result, the totality of personnel management functions is reduced exclusively to the functions of its accounting regulated by law and periodic corporate events or trainings of the “team building” type.

It is worth noting that when we are talking about little changing areas of a company’s life, or, speaking in dry technical language, about areas whose natural frequencies are less than or equal to the oscillation frequencies of the business as a whole, then this approach is certainly justified. Moreover, it allows you to concentrate resources on solving a single group of tasks, as well as save on the necessary competencies, and, consequently, on the cost of the personnel department employees themselves.

In other cases, when the dynamics or pace of development of markets that have a direct impact on the work of the department are much higher than the dynamics of the main business, there is a high probability of a significant decline in the competencies of employees over a relatively short period of time (in some cases this is almost inevitable), department heads are left to their own devices .

It would be fair to note that in the field of modern research and development work the situation is aggravated by the fact that due to the significant personnel gap and the unprecedented pace of development of the industry over the past 15-20 years, many managers, having, as a rule, a fundamental technical education, often find themselves completely unprepared for personnel management. In addition, the continuous growth of the qualifications of subordinates, in comparison with a leader who has practically stopped in professional technical development, leads to the loss of professional and expert components of power. All this, combined with the growth of the subordinate’s market value outstripping the rest of the economy, to put it mildly, does not add loyalty to the latter.

In conclusion, it should be noted that the picture we described would be incomplete without considering the overall situation of R&D units within their own enterprises. As a rule, these divisions perform purely service functions, which implies a high dependence on the main business, and often significant problems associated with financing. This circumstance, coupled with the often encountered territorial distribution and long breaks in personal contacts with employees of remote departments, makes the task of effectively motivating employees almost impossible to solve.

All this, in turn, causes significant dissatisfaction with the work of the management of these units and, as a rule, leads to their early resignation.

In addition, the problem of self-motivation of heads of R&D departments is extremely acute. After all, it is known that in areas with a high share of information technology, the English abbreviation for the title of the IT manager - CIO (Chief of information officer) stands for “career is over” (does not need translation).

Diagnosis of engineering and technology management problems

The object of consideration will be the model of the R&D department of a diversified defense manufacturing enterprise, which performs work at almost every stage of the product life cycle - from design to serial production, further service and after-sales service and disposal. At the same time, the purely intermediary part of the described activity is negligible, which determines the presence of its own production and related facilities.

Task Analysis

Since the R&D department is internal, on the one hand, it is most appropriate to describe the functions it performs in terms of the main production unit, avoiding obscure technical formulations. On the other hand, the very fact of the company’s significant territorial distribution indicates a certain, at least above average, level of maturity of the enterprise’s management, which, in turn, dictates the use of formulations that are accessible and understandable to professional managers.

Thus, the most typical list of requirements for R&D is as follows:

1. Carrying out survey work and developing experimental design documentation in accordance with the development assignment in compliance with the budgets and deadlines of the project. Providing the specified documentation to all entities participating in the production activities of the enterprise within the framework of the project.
2. Organizational and technical support of the company’s production, management, financial, personnel and logistics processes.
3. Ensuring the specified level of availability, confidentiality and integrity of documentation.
4. Carrying out approved activities of a controlling nature.

Organizational features

It is worth noting that among the recent trends characteristic of holding structures, there is close vertical integration of service divisions. This phenomenon is due to the need, on the one hand, to reduce the total cost of certain non-productive functions of enterprises, and on the other, to ensure additional transparency and better manageability of service departments, which sharply reduces the level of associated risks.

Due to the traditionally high dynamism and high total cost of ownership, departments conducting development work are among the first candidates for centralization. This is directly confirmed by the steady trend of separating R&D departments of the largest production structures into separate development bureaus or service companies.

From the position of department heads, the realities described above, on the one hand (in the future), contribute to the formation of a “sense of having an unlimited perspective”, the emergence of interesting (from the point of view of both a technician and a manager) tasks and, as a result, an increase in self-motivation. On the other hand (in the present), this determines much higher, compared to other service departments, requirements for the quality of planning and management of available resources of any kind, necessarily including especially expensive qualified personnel.

Separately, it is worth noting that any R&D unit designed to reduce transaction costs of the business as a whole, as a rule, is also built on the principle of minimizing material and time costs. s x costs, reducing the share of processes that are not related to the direct implementation of activities within the framework of business objectives.

It is also fair to note the growing understanding of the self-importance of highly qualified engineering and technical personnel; as a result, coupled with significantly increased incomes in recent years, additional requirements are imposed on working conditions, including the territorial location of the workplace and the availability of information, material and other resources.

Basics of Understanding Motivation

To carry out further analysis of the described problems and their impact on the motivation of engineering and technical personnel, it is advisable to conduct an initial review of the most popular motivational theories for their compliance with the objects of our study, which are both the R&D department as a whole and its individual employees and managers.

The concept of motivation is associated with the organization’s desire, by analogy with a self-regulating mechanical system, to function normally in the form of performing its specified or expected functions. Thus, for the effective interaction of its internal elements and achieving the expected result, an organization needs a certain accumulator of managerial energy, which is usually called motivation in all its manifestations. The forces generated by motivational energy can be either external or come from the employee and are designed to consciously or unconsciously encourage him to perform certain actions. Moreover, strictly speaking, the connection between individual motivation factors and human actions is mediated by a very complex system of interactions, as a result of which different employees, even being in the same positions, can react completely differently to the same influence of the same forces. In addition, the behavior and actions of the subject of influence, in turn, can also influence both the subject and the system as a whole, which will lead to a change in the degree of influence of the impact.

It is obvious that sufficient motivation is necessary for the successful implementation of a given activity. Nevertheless, it is quite clear that excess motivational energy can be no less harmful than its lack, since it can not only not lead to the desired result, but also disable the system. In the theory of motivation, this phenomenon is called the Yerkes-Dodson law, which at the beginning of the 20th century experimentally established that in order to successfully complete a task, experimental subjects need a certain optimal level of motivation, while a significant excess of the value of the motivational factor sharply reduces the sensitivity of the object to this motivational influence.

It is fair to note that, along with the choice of the optimal magnitude of the impact, the choice of its direction is also important. Ideally, a result is needed in which the internal goals and objectives of the employee will be aligned with the goals and objectives of the organization.

Motivation ( lat. motivatio) is a set of internal and external driving forces (factors) that motivate a person to activity, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals.

Internal factors are understood as needs, desires, aspirations, expectations, perceptions, values ​​and other psychological components of the individual.

Activity motivated in this way can be defined as free human actions determined by internal motivations aimed at achieving one’s goals and realizing one’s interests, and labor motivation can be defined as the employee’s desire to satisfy his needs to obtain certain benefits through his work activity.

Motivation from the outside can be carried out either in the form of coercion by force, or in the form of providing sought-after benefits. This difference in motivational tools determines the division of types of motivation - positive and negative.

Positive motivation, as a rule, is caused by the desire to achieve success in one's activities, involves the presence of conscious activity and is in some way associated with the manifestation of positive emotions and feelings, such as approval or participation of colleagues and managers.

Negative motivation includes everything that comes from an environment external to the object of motivation and is associated with the use of pressure, condemnation, disapproval, which personify punishment not only in the material, but also in the psychological sense of the word. Fear of punishment, in turn, leads to the emergence of negative emotions and feelings, a further consequence of which may be a reluctance to work in this field of activity.

In addition, an increased degree of negative motivational influences or their repeated repetition leads to a significant decrease in the effect of punishment. As a result, employees simply get used to negative influences, considering them to be some inevitable feature of the environment and, in the end, stop reacting to them.

It seems curious and at first glance paradoxical that regular and disproportionate use of positive motivation leads to an absolutely similar effect.

In fairness, it should be noted that along with the measure, sign and direction of the motivational impact, the time of its delivery is also of no small importance. The “golden hour” effect of motivational influence is especially evident when communicating with small children or animals. Competent educators and trainers are well aware of the fact that the motivational effect devaluates depending on time. In other words, punishment or reward must occur at the same moment in time at which the action of the object of motivation occurs, requiring a corresponding reaction from the partner.

Modern practicing psychologists note that the named time periods for positive and negative motivators differ significantly, which is explained by a person’s natural desire to retain positive emotions for as long as possible and get rid of negative ones. Events that inevitably cause a switch in the consciousness of the subject of motivation from a previously committed action and expectation of consequences to something else that is not related to the area under consideration are also obvious. Such events for negative motivation are sleep, and for positive motivation - weekends.

Thus, when deciding to use one or another motivational influence, it is necessary to make sure that it meets the criteria we described and can lead to the expected effect.

Goals and objectives of the motivation system

When forming the tasks facing the designed motivation system for the organization's engineering and technical personnel, it is necessary to take into account influencing factors that are not only within the department or company, but also those that are out of reach, but have a serious impact. Thus, in the process of considering the motivational theory of justice, the following factor was identified: employees quite often compare the benefits they receive with those that they believe they can get in other companies.

According to monitoring data conducted by leading players in the personnel selection market, the average turnover of personnel on the labor market in Moscow in the IT sector ranges from 19 to 28%. In other words, the average R&D professional spends three to five and a half years in one position at one company.

In addition, special attention is drawn to the fact that this field of activity is most characterized by the presence of a number of highly specialized areas, work in which requires a unique combination of experience and competencies.

It is worth noting that there are two reasons for the formation of such niches:

• the objective complexity or even uniqueness of the equipment being designed or the extremely specific scope of its application;
• deliberate increase in unique competencies by the employees themselves due to the unjustified complexity and poor documentation of the solutions they use.

Modern methods and industry standards in the field of creating and managing complex systems, the steady increase in the qualifications of managers observed in recent years, as well as the emerging civilized market of third-party developers reduce to zero the possibility of implementing the second case in large and medium-sized companies. However, despite the rapid pace of penetration of information technology into almost all areas of production, there are still niches in which reducing the dependence of an enterprise on a specific unique specialist with truly unique experience and knowledge turns out to be either technically impossible at the moment or unreasonably expensive.

Of course, it is a little reassuring that the labor market for unique specialists is very specific, narrow and of little interest to recruitment agencies, so a valuable employee will not soon be able to find decent pay for his specific competencies. However, if he leaves the company, business continuity may be dealt a serious blow, and finding an adequate replacement will require much more time than the two weeks required by the Labor Code.

Also of interest is another characteristic feature of the engineering labor market, namely the lack of effective methods for assessing the real qualifications of a candidate, which, coupled with the traditionally highly inflated self-esteem of developers, makes the task of finding a new employee even more difficult.

From all of the above, it follows that in addition to the traditional tasks of motivation to improve the performance of employees, the designed motivation system must solve the problems of retaining key employees and timely reproduction of personnel.

Based on the analyzed theories of motivation, to effectively solve the tasks it is necessary to use:

• formation of a goal-setting system;
• establishing a system for monitoring and controlling environmental factors;
• organizing a system of mentoring and professional growth;
• stimulating employee performance;
• monitoring the personal qualities of the employee.

In addition, as previously mentioned, the very fact of the possibility of professional growth and the wide potential for mastering new technologies, provided by the development strategy of the company as a whole, can themselves serve as good tools for self-motivation.

Formation of a goal setting system

One of the most important circumstances influencing employee motivation, identified during the survey, is the non-obviousness of goals. This phenomenon is mainly due to the lack of understanding in society of the differences between R&D and the rest of the technical sphere. This is especially evident in regional and site offices, which are traditionally less bureaucratic and do not attach due importance to such general corporate documents as regulations on the quality of design documentation.

In addition, according to Locke’s theory of motivation, in order for employees to work more efficiently and maintain interest in work, it is necessary, on the one hand, to have a specific conscious goal, and on the other, to receive a tangible objective result of work.

Practice shows that the most effective solution to the problems of goal setting for a company as a whole is the formation of its mission, which would allow us to bring together reflections of the explicit and hidden needs of customers, as well as the expectations of its shareholders, managers and employees.

Since in our case we are talking about a multidisciplinary holding, in which the design bureau is an integrated division, and the prospect of its separation into a separate legal entity in the foreseeable future is very likely, this tool is quite acceptable to use, provided that the parent organization understands the role of the development and design department. the Bureau.

As a result we get:

“We supply the enterprise with the most modern and popular technical solutions necessary to carry out the entire range of activities within the life cycle of a competitive product. We provide comprehensive methodological and technological support, raising the organization to a new technical level and making it possible to concentrate resources on effectively solving production problems, and not on tools for solving them.”

It is worth noting that, as a rule, the range of tasks facing R&D departments and stated above in its mission is typical and, one way or another, should be reflected in the development strategy of almost any company with a high share of added value in the final product. However, as practice shows, in reality, strategic planning of all types of IT resources is carried out solely on the basis of the requirements of senior managers, and therefore does not reflect the interests of the final consumer units.

Taking into account these requirements, the list of strategic R&D tasks is as follows:

• introduction of innovative technologies in all areas of the company’s activities, based on the principles of reasonable sufficiency and minimization of costs of all types and the total cost of ownership of these areas of activity;
• development and implementation of the most unified technologies and tools;
• providing consumer support based on the “one-stop shop” principles. Forming in each engineering employee a sense of responsibility for the innovation sphere as a whole, regardless of which department he belongs to;
• minimizing the cost of servicing implemented software and hardware through regular optimization of production processes. Reasonable automation and application of methods for the development and implementation of components and systems aimed at the rapid and fullest possible adoption of new solutions by consumers;
• regular monitoring of applications received from other departments, identifying systematic deficiencies in the qualifications of consumers and conducting internal corporate training in order to eliminate them;
• maintaining high quality management of information assets in order to minimize risks to business continuity at the lowest possible costs for the formation of inventories and reserves.

In addition to the above, a number of requirements for the department’s management system are put forward by the quality management system:

• building effective communications with heads of other departments in order to identify innovation needs;
• constant monitoring of new products and technologies;
• the presence in each region of presence of such a number of partners that would make it possible to fully satisfy the demand for innovation of departments and employees working in this region;
• maintaining up-to-date regulations and regulations of the enterprise, taking into account the constantly growing field of activity and the number of serviced elements and systems;
• careful attention to managing changes in documentation of all types;
• continuous improvement of employee qualifications and expansion of technical horizons in order to acquire a minimum sufficient set of competencies necessary to provide support to users in a “one-stop shop” mode;
• optimization of logistics of information flows both within and outside the framework of the overall corporate quality service in order to minimize potential costs without additional risks to business continuity;
• monitoring the availability and relevance of reference and training information. Encouraging engineering staff to engage in training activities.

Control of environmental factors

Based on the personal managerial experience of the authors and the analysis of many popular motivation theories, it can be noted that in the case of working with highly qualified employees, factors related to the properties of the work environment and relationships with it play an equally important role in the formation of a sense of job satisfaction and, as consequence, in the formation of positive motivation. A significant number of motivational tools analyzed in this section relate to the so-called hygiene factors, the negative activation of which can cause serious dissatisfaction among the employee.

Since R&D is a structural element of the main production, the set of such motivational tools available to the manager is very limited and covers:

• working conditions;
• team relationships; personal and professional status;
• the opportunity to realize personal and family goals.

Working conditions

A serious attitude to the working conditions of employees helps to avoid job dissatisfaction, but, as a rule, does not allow additional motivation of employees. In the case of engineering and technical workers, these factors include:

• availability of modern high-performance equipment at the workplace;
• the ability to use this equipment for purposes not directly related to the tasks performed;
• availability both in the workplace and outside of it of all necessary communications of acceptable quality (Internet, e-mail, mobile and fixed-line communications, conference calls, etc.);
• modern comfortable furniture;
• normal hygienic conditions (cleanliness, lighting, air temperature and humidity, availability and compliance with sanitary standards of toilet rooms, etc.);
• the possibility of shifting the work schedule and receiving time off;
• registration according to the Labor Code of the Russian Federation, “white” wages;
• accessibility of smoking areas;
• possibility of parking personal vehicles.

Also, due to the presence of fairly young people of both sexes, it is necessary to take into account gender specifics, especially when making decisions on the placement of workplaces for young employees in such a way that excessive attention or lack of it does not become an additional demotivating factor.

In addition, in the process of analyzing the questionnaires of employees of regional divisions and conducting personal interviews, a number of additional demotivating factors were identified, leading to the development of a feeling of dissatisfaction among employees:

• comments from heads of regional offices that are made in the presence of third parties;
• unequal treatment of staff by management;
• suppression of initiative;
• lengthy decision-making by management;
• inability to communicate your opinion to management;
• obvious advertising of high incomes received by major regional managers;
• pettiness and lack of strategy of regional leadership with wastefulness in satisfying personal goals;
• inappropriate reporting of incidents to central management;
• attempts on the part of managers to impose a duty on servicing personal equipment of managers or employees;
• constant movement of the workplace or its complete absence.

The identified factors were taken into account and, for the most part, were resolved on the job or in personal conversations with regional managers with the participation of the personnel service and senior management of the organization.

Relationships in the team

As a survey of middle managers showed, one of the key shortcomings, in their opinion, in the work of the departments entrusted to them is the poor mutual understanding of regional employees with staff and managers of central offices.

Currently, this problem is solved in three ways:

• the need for mutual identification is solved by regularly conducting team building trainings with the participation of the maximum possible number of employees who can be distracted from their duties for one or two days;
• holding company-wide events dedicated to professional and national holidays (New Year, Defender of the Fatherland Day, International Women's Day) helps employees realize that they belong to a large company;
• the problems of gaining and maintaining personal and professional status were resolved by increasing the mobility of central office personnel and creating the practice of remote (via video conferencing) or direct intra-corporate exchange of experience.

It is worth noting that, despite some fears, employees of the central offices perceived the business trips extremely positively, which is once again indicated by the fact that they, on their own initiative, opened an electronic diary (blog) on ​​the corporate portal with descriptions of key details of the trip and photographs of regional attractions and other objects, of course unclassified.

Opportunity to achieve personal and family goals

In the field of R&D, the problem of meeting personal and family needs is especially acute. First of all, this is due to the nature of the activity aimed at implementing human relationships indirectly, through various electronic devices, which, of course, satisfies the individual’s needs for communication, but, to put it mildly, does not contribute to the development of these relationships and their growth into something more.

At the same time, it often happens that young employees are seriously captivated by interesting work tasks, as a result of which they begin to devote an unreasonably large amount of time to work, which certainly has a detrimental effect first on their education, and later affects other areas of their lives.

In agreement with the company’s HR department, a plan of measures was developed, which is expected to make it possible to somewhat reorient employees towards realizing the importance of having and having a complete personal life outside the company:

• implementation of personal development plans;
• restriction of work, expressed in the need to fill out a separate application, approved by the manager, for an employee to be in the office during non-working hours;
• cancellation of payments for overtime, except for those previously planned and justified by the head of the relevant department;
• cancellation of payments for unused vacation and application of administrative measures to the heads of relevant departments in order to provide employees with two weeks of vacation twice a year;
• the possibility of inviting family members to events held by the enterprise;
• the possibility of preferential use by employees of corporate transport and special equipment, which is especially in demand during the summer season;
• encouraging blog posts of articles and photos from holiday destinations;
• to the corporate non-financial incentive program, the right of an employee to choose an educational or practical course outside his main area of ​​activity once a year from educational centers - partners of the company, including distance learning programs for regional employees, has been added;
• a clause was added to the job descriptions of senior technical personnel and lower- and middle-level managers on the mandatory presence of higher education in leading technical or economic universities. Also, the personnel service has taken special control over the implementation of the requirements of the Labor Code of the Russian Federation regarding the mandatory provision of leave during the employee’s certification activities at the place of study.

Despite the fact that the measures described above were extremely positively received by the company’s personnel, the real consequences are currently impossible to assess due to the complexity of the nature of personal and family values ​​of employees, the real change of which requires a very long time.

Organization of a professional growth system

As already mentioned, to bridge the generation gap, the organization launched a project related to holding remote meetings and seminars and aimed at transferring experience and knowledge.

When forming criteria for professional development of employees, two factors were taken as a basis:

• breadth of technical horizons;
• employee's level of competence in their professional field.

The choice of the main criterion for assessing areas of competence in the form of services was made absolutely deliberately, since from the point of view of the user, as the main consumer, it does not matter how much a given employee understands certain areas of technology, he needs help related to the “simple” perceived by him » concepts.

To assess the quality of competencies, the following level system was implemented:

• there are no competencies - the employee cannot contribute to solving the problem that has arisen and he does not know information that could be useful to the consumer;
• minimum level - the employee is aware of the existence of this solution or product, the location of the documentation and the employee responsible for it;
• basic level - the employee has the ability to provide support to the consumer within the framework of the basic functions of the solution or product in question;
• level of support - the employee has the opportunity to provide consultations on basic functionality, and is also able to diagnose the problem that has arisen with the consumer. Interacts with third party solution providers at the general technical support level;
• administration level - the employee is able to give advice on all the functionality of the service necessary for the consumer, and can diagnose and solve both technical problems and those that arise for the user. Able to unify and replicate hardware and software elements of a given solution or product;
• architecture level - specialists are able to design hardware and software systems and create replicable solutions based on them;
• expert level - designs the infrastructure of the solution as a whole. Determines the applicability of technologies, supports architects, interacts with third-party solution providers at the developer and architect level.

Conclusion

In conclusion, it is worth noting that in the framework of the example we described of building a motivation system, we used the levels of competencies that exist within the framework of real positions in the staffing table, mainly in the development bureau. The solutions presented within the framework of this work were successfully tested and implemented on the basis of OJSC NPP Salut and led, together with other organizational changes, to a significant increase in the satisfaction and loyalty of the organization’s employees. Currently, the solutions and methods outlined in the work are recommended for use by a significant part of the company’s service department managers and are introduced into the work process.

Literature

1. Kochetkova A.I. Introduction to organizational behavior and organizational modeling. M.: DELO, 2008.
2. Orlov A.I., Omelchenko I.N. High technology management. M.: Exam, 2008.
3. Maslow A.H. Motivation and personality. St. Petersburg: Peter, 2008.
4. Vetluzhskikh E.N. Motivation and remuneration: Tools; Techniques; Practice. 3rd ed., add. M.: Alpina Business Books, 2008.

From this article you will learn:

• What is KPI
• What examples of KPIs for representatives of various specialties can be taken into account?
• How to calculate KPI in EXCEL using an example

The method of personnel assessment using key performance indicators KPI (Key Performance Indicator) is based on the methodology of “management by objectives” by Peter Drucker. In Russia it has been used since the early 2000s. In this article we will describe the essence of KPI, give examples of KPI and show the prospects for applying and improving the KPI method at Russian enterprises.

What is KPI with examples

Since July 1, 2016, Russian enterprises have been introducing professional standards as the basis for developing personnel policies. To assess the success of meeting standards, a system for assessing the quality of workers' work is needed.
The criteria that characterize the quality of work are presented in Figure 1.

Picture 1. Structure of labor quality criteria for enterprise employees.
Level I criteria- these are actually the names of the two main classes of criteria.
Level II criteria– generalizations suitable for submission for an award (but not for evaluation).
Level III criteria– unified indicators that allow for an approximate assessment of the effectiveness and reliability of an employee’s work. Almost all known methods of personnel assessment are focused on assessing level III criteria. Depending on the education and literacy of the authors of the methods and consumers, the most often chosen are:

• Purely economic KPI criteria. Applicable to managers and specialists directly involved in financial management and product sales.
• Questionnaires in the form of forms for experts to assess competencies.
• Psychological criteria (Cattell test, etc.) - on the assumption that the quality of work is determined primarily by personal characteristics.
• Job profiles based on specialized (mainly psychological) sets of indicators.

Let's consider the most popular assessment technology based on KPIs.


Main idea of ​​KPI– detailing the strategic goals of the enterprise down to the employee level. As a rule, financial and economic indicators act as strategic goals. There are several subgroups of KPIs based on quantitative measures of activity:

1. Expenses– in value terms.
2. Performance– percentage of equipment load.
3. Efficiency. Most often this is the ratio of revenue to cost.
4. Results. For example, the number of products produced.

Key performance indicators can be operational or strategic.

• Operational indicators characterize the current performance results of the enterprise and its divisions. They allow you to quickly monitor technological processes, material support, product quality and adjust control parameters in accordance with changing conditions.
• Strategic indicators allow you to monitor the generalized results of the enterprise for a month, quarter, half year and make decisions to ensure that these results comply with the planned ones. Short-term forecasts of the efficiency of departments and profitability for the coming period are calculated.

KPI are numerical indicators of the degree of success in achieving specific goals. This allows you to use the KPI system as the basis for motivating management of employee activities.

Examples of KPIs for representatives of various specialties

KPIs are most convenient for assessing the labor efficiency of administrative and managerial personnel (managers, economists, financiers, etc.).
Key performance indicators of trading activities are calculated based on the following data:

Key production performance indicators are calculated based on:

Specific examples are presented in the following table:

Job title	Index	Estimated value, %
Head of marketing department	Sales plan completion percentage	100, where Q f – actual sales volume, Q pl – planned sales volume
Marketer	Product market share	Data from external marketing agencies
Chief Accountant	Timely filing of tax returns	Federal Tax Service information
Accountant	Timeliness of payments (as a percentage of the total)	100, where Op cp is the number of payment transactions completed on time; Op total – total number of payment transactions
Head of Legal Department	Percentage of cases won (out of total number of cases)	100, where Q in is the number of cases won, Q total is the total number of cases
Lawyer	The amount of money that is collected and retained for the company	Data from the legal department (as a percentage of the plan)

Example of KPI calculation in EXCEL

Each enterprise develops its own KPI assessment system. Key performance indicators are established for each position independently. Their total number for a specific position/workplace is no more than five. At the end of each month (for some enterprises - a quarter), the final individual KPIs of each employee are calculated as a weighted average of private KPIs. The simplest algorithm for combining private indicators of an individual workplace:

where are private performance indicators;
n – number of private indicators ( n≤5) ;
– weights of individual (private) KPIs. Usually
The weights vary because the significance (importance) of individual indicators may not be comparable. Weights are normalized:

Formulas for calculating bonuses based on values K(decision rules) can be expressed as a simple linear or step function TO.
The values ​​of motivational coefficients (that is, conversion factors K bonus) can be determined, for example, according to the following algorithm:

The following figure shows a clear example of calculations using Excel.


Figure 2. An example of assessing the success of an activity.
Explanations:

• Salary– fixed part of the salary. It is proportional to the number of hours worked. To simplify the calculation example, the fixed and variable parts of the salary are assumed to be equal.
• Percent fulfillment of the sales plan and work plan is calculated based on the ratio of actual indicators to planned ones (as in the above table of calculated values).

Formulas in Excel for calculating KPI for each employee: =(50% × (IF(D3<80 %; 0; ЕСЛИ(D3<90 %; 0,5; ЕСЛИ (D3<100 %; 1; 1,5))))). Влияние показателя 1 и показателя 2 на сумму премиальных считается одинаковым. Коэффициенты тоже равны. В связи с этим для расчета показателей 1 и 2 берутся одни и те же формулы.

• The formula for calculating the amount of premium to accrue is =C3 × (F3+G3). The planned bonus is multiplied by the sum of indicator 1 and indicator 2 for each employee.
• Salary – salary + bonus.

In order to evaluate the work of employees according to several key performance indicators, a matrix of the following form is compiled:


Figure 3. Worksheet form.

1. Key indicators A – private KPIs (.
2. Weights B – .
3. Base C is the minimum value of the indicator.
4. Norm D – planned level.
5. Goal E is the value to strive for. Excessive indicator.
6. Fact F – actual results of work.
7. KPI G index – level of result in relation to the norm.

Formula for calculating the KPI index:

An example of filling out a matrix for an office manager is shown in the following figure.


Figure 4. Example of KPI calculation.
The performance coefficient is the result of calculation using formula (1).

How to implement a KPI system in an organization

As can be seen from the above example, the implementation of a system of motivating personnel management based on key performance indicators does not require serious investments and highly qualified developers. No special training is required for HR specialists - the ideology is simple and popular. There are many enterprises that operate semi-automated Excel-based systems. The whole question is how effective personnel management is when using the technology discussed.
As can be concluded from the example, the KPI system is best suited for enterprises with discrete production, for example, mechanical engineering enterprises. For industries with a continuous process (for example, nuclear power plants, chemical plants), the main attention should be paid to the technological component of control, its reliability and safety. In this case, for example, it is impossible for an occupational safety inspector to formulate appropriate assessment criteria related to the financial well-being of the enterprise.

To correct this shortcoming, you can supplement the KPI assessment complex with a competency assessment subsystem. An example of a fairly successful solution is the STP 001.089.010-2005 standard, developed at OAO Irkutskenergo.
At OAO Irkutskenergo, special forms are used to assess competencies, which are filled out by experts - the head of the person being assessed and his colleagues. A sample of such a form is presented in Table 1.
Table 1. Employee competency assessment.

Criteria for evaluation (competencies)	Grade			Average competency score
	Supervisor	Colleagues (average score)	Self-esteem
Initiative(willingness and ability to solve professional problems and issues, caring attitude towards work situations, desire to actively participate in work, influence the results of activities)
(ability to set priorities, stick to a task plan)
Knowledge of work(professional literacy, practical knowledge and skills, understanding of the content of the work, knowledge of methods, procedures, rules)
Responsibility(timeliness, integrity and quality of task completion)
Communications with the manager(informing the manager about the degree of completion of work assignments, consultation with the manager on work performance standards)
Communications with colleagues(effectiveness of teamwork)
Discipline(attitude to working time, its use, adherence to working hours)		X
Average score for competencies (Ok)	X	X

Experts assess the employee’s compliance with the job requirements using points. In this case, competency dictionary scales are used. Examples of scaling of two competencies are presented in Table 2.
Table 2. Scaling competencies.
Initiative

Point	Characteristic
1	Does not show personal initiative when solving production issues
2	Very rarely makes constructive proposals
3	Often makes proposals that are rarely implemented in practice
4	When solving production issues, he constantly makes constructive proposals within the framework of his job responsibilities and brings them to practical implementation.
5	When solving production issues, he constantly makes constructive proposals not only within the framework of job responsibilities, but also concerning the work of the department as a whole. Brings proposals to practical implementation

Ability to plan work effectively

Point	Characteristic
1	Unable to plan even the simplest work or determine time costs. Doesn't know how to identify stages of work
2	Copes poorly with planning and does not attach importance to the costs of completing a task. Does not know how to break down a task into work stages and set priority for completion. Plans are mostly unviable
3	Doesn't handle planning very well. Makes mistakes when determining costs, priorities, and methods of achievement. Plans very often turn out to be unviable
4	In general, he copes with planning; when drawing up plans, he takes into account the costs of achieving his goals. Typically, all assigned tasks are aimed at achieving the overall goal of the activity.
5	Well determines the costs of implementing the plan. The goal is divided into stages of achievement. Correctly sets priorities at all stages of plan implementation. Always strives for viability and realism of the plan

How to make a person work?

According to various sources, the average employee wastes approximately 2 hours of work time. 2 hours out of 8, that is, a quarter of the entire working day! Exaggeration? Not at all. However, this does not mean that all people are slackers and quitters.

The main reason for the loss of working time is, as a rule, not that a person does not want to work, but that he is not motivated to work.

Nowadays it is very fashionable to draw up all kinds of motivational schemes for employees. Their goal is undoubtedly a noble one: they need to strive to achieve concrete results, and not just employees visiting the office. However, very often the motivation itself is approached so formally that the correct idea is completely distorted.

Motivation is not just a motivational scheme. Motivation is always present to one degree or another: without it, a person simply does not work. Another thing is that he can fulfill his duties formally, or he can “sick at heart.” This truth is one of those that everyone knows, but which everyone stubbornly ignores. For example, when a person runs his own business, he often thinks: “I pay money to these employees, but they do nothing, shirking work, although I myself work hard from morning to night!” And he really can work hard from morning to night and still receive not much more, or even less, than his own workers. But the fact of the matter is that he has motivation, but the workers he hires do not. No one wants to go out of their way for someone else’s business if they don’t see important aspects in this specifically for themselves.

It would seem that everything is simple and obvious. However, in reality this turns out not to be the case. Most employers approach the issue of motivation incorrectly. There are several most significant factors that are most often not taken into account in this matter:

1. The level of motivation among managers and operational workers is different. In the first group it is almost always higher. Meanwhile, bosses themselves often believe that they are accomplishing a feat if they work more than others. You should not assume that if a top manager is in the office every day for 12 - 14 hours, then he is much more hardworking than a clerk who leaves exactly at 18.00. It's like in boxing: you can't compare people in different weight categories.
2. Motivation and “percentage of sales” are not the same thing. There are people who are motivated by payment for a specific sale (usually they become sales managers), and there are those for whom such motivation is contraindicated, and this does not at all mean that the person is lazy.
3. Formal and real motivation can be very different. For example, a company may have adopted a certain motivational scheme, but people are not psychologically inclined to implement it or something prevents them from implementing it. It happens that the system itself is built incorrectly: the wrong indicators are taken, the wrong things are rewarded, etc. Thus, in a company, the main criterion for paying bonuses may be the absence of delays and strict adherence to the work schedule: must sit for 8 hours, being late by more than 10 minutes is not allowed (otherwise - a fine), lunch - no more than 1 hour (otherwise also a fine). ). In this case, employees will be more likely to be busy calculating the time spent in the office rather than performing specific tasks.
4. Motivation can only work when the employee’s capabilities and responsibilities coincide. If the manager demands that certain indicators be achieved, but at the same time limits the employee’s capabilities (“do only this, and not otherwise, but there must be a result”), then the employee actually has no motivation. Moreover, he does not even have the opportunity to influence the result, since he is only the executor of someone else’s decision, and the decision may be completely wrong. As a result, it turns out that a person is responsible for something that he has no control over. This is a path to two things: employee layoffs and company stagnation.
5. The internal atmosphere, corporate principles, and psychological climate in the company are of great importance for motivation. You can say “we are cheerful and cheerful” as much as you like, but if this

• Employees of the design department of a mechanical engineering company.
  

Subject of study:

• Features of managing the motivation of designers in a mechanical engineering company.

Project feasibility:

• The stakeholder analysis (Table 1) shows that the project takes into account the needs of stakeholders important to the feasibility of the study

Purpose and goals

Problem situation: Conflict between designers' needs mechanical engineering in obtaining job satisfaction and job content and the desire of senior management to improve the efficiency and effectiveness of operations.

Waste of working time, staff turnover, and decreased enthusiasm indicate a decrease in the motivation of designers in the design department of an engineering company. mechanical engineering. This project consists of conducting a study of motivation among designers and identifying measures to improve the situation.

Key aspects: The main aspect being studied that influences motivation and determines the future of activity is control human resources (HRM). The operational aspect defines the present and is a consequence of HRM.

Goals: The goals are shown in Figure 1 in the form of a goal tree.

Hypotheses:

• The competence of department heads in the field of management influences setting goals, providing the resources necessary to complete the work, matching the skills of subordinates with the requirements of the job, and evaluating the work performed.
• Difficulties in implementing a remuneration system that stimulates designers are associated with the lack of a representative body for designers at the highest level.
• A highly bureaucratic and operations-oriented company culture influences the degree of designer involvement, work design, activity management, and human resource flow management.
• The HR Directorate does not take any real part in HRM.

The company's strategy and goals, communicated to the heads of departments of the design department, do not allow them to fully fulfill their responsibilities
Fig.1

Table 1. Identified stakeholders

Parties concerned	Interest	Results of negotiations
General designer (manages the resources necessary for me)	The greatest interest is in the quality of results and timing.	Supports the project and is ready to provide the necessary resources for its implementation within reasonable limits.
Tutor (has experience and knowledge useful to me)	Interested in the timing of the project.	The project topic proposal was supported. Ready to provide consultations.
Me (initiator and executor)	Interested in balancing quality, budget and project timelines.	All necessary resources to conduct the study have been obtained.
Department heads (affected by the project)	The results of the study should not have a negative impact on them (“they don’t want to take out the trash in public”; they are concerned that the surveys may further demotivate the staff).	After consultations with the general designer, we are ready to participate in interviews and assist in conducting a staff survey.
Constructors (affected by the project)	Improved work parameters and good relationships with managers.	The majority are ready to take part in the survey, provided that the research is supported by their immediate supervisors and the questionnaires are anonymous.

The risk log (Table 2) allows you to assess risks and analyze their impact on the implementation of the project. In this way, risks can be managed.

Table 2.

Risk	Influence	Probability	Action
Damage or loss of information			Duplication of information
Lack of resources			Provide stock
Lack of experience and knowledge			Agree on the possibility of consultations with a tutor
Inadequate data collection methods			Conduct a preliminary survey and interview to ensure understanding of the issues.
Employment of the general designer			Agree on the time of the study in advance. Finalize the action plan to fill it with other things.
Protest by department heads			Provide timely support for the project by the general designer
Refusal of designers to participate in the survey			Make the questionnaire anonymous. Explain the objectives of the study. Provide support from line managers.

The power distribution map (Figure 2) allows you to determine the roles of the project team.

Fig.2

The project schedule (Figure 3) shows that the project must meet deadlines and also facilitates monitoring and control.

Fig.3


Conducted preparation and detailed planning of the research project
allow you to achieve your goals in 4 months

• Description of the problem

The organization in question is engaged in the engineering and sale of machinery and equipment for all the main links in the chain of open-pit mining and mineral processing. The company employs more than 130 people. The company occupies a leading position in the Russian mining equipment market and is part of the largest machine-building association in Russia. The design department in which the study was conducted develops design documentation for the production of mining equipment and relates to the operational aspect of the company's activities. More than 60% of the personnel of the entire organization are involved in design work.

The mission of the corporation as a whole is: “To become competitive in the international market and comply with the best global practices,” under the slogan: “The No. 1 goal for the company is to achieve consumer loyalty and shareholder confidence.” The strategy is to improve the transparency and efficiency of core businesses.

• Key Stakeholders

Table 3.

Parties concerned	Desired outputs
Shareholders	Increasing the corporation's capitalization through intensive business development.
Top management	Self-realization, i.e. receiving appropriate remuneration for your super-results
Middle management	Maintaining your job positions and a stable, non-stressful workload of operations, allowing you to fulfill orders “outside”
Staff	Stable work and pay.
Partners	Reducing costs by reducing flexibility in equipment manufacturing (production of standard products with minimal changes)
Consumers	High quality products at reasonable prices

The following contradictions emerge from the analysis of key stakeholders (Table 3):

• Achieving competitiveness in the international market will require innovation. The requirement to ensure shareholder confidence, transparency and efficiency of operations leads to an authoritarian management style and the predominance of the financial aspect, which has a detrimental effect on the creative activity of designers, as it limits initiative.
• Middle management is also not interested in creating a creative atmosphere, since this will lead to uncertainty about the workload of operations, and they need to maintain a certain productivity. Partners who require reduced production flexibility limit any changes to the product. Most of the staff, interested in stable work and remuneration, are also not eager to improve anything, since their interests are limited to good interpersonal relationships (designers over 55 years old).

Increasing business transparency and efficiency is contrary to the interests of middle management, who are interested in doing work “on the side,” which implies the use of free “shadow” resources. The staff has no incentive to increase their productivity, since there is no reward system.

Thus, there are contradictions in the company between the interests of various stakeholders that interfere with the implementation of the proclaimed business intensification strategy.

The new CEO/CEO initiated a series of changes aimed at increasing the financial/business focus across all divisions of the engineering company in order to meet shareholder demands for cost reduction. To achieve this goal, he took the following measures:

• creation of a new department responsible for budgetary control of divisions;
• appointment of the financial director as his first deputy;
• implementation of project management in mechanical engineering.

As a result of the changes, staff reduction was carried out, but without reducing management levels; on the contrary, new departments appeared that were necessary to build a complete engineering business process (marketing, ordering, development, production, sales, installation and service). The first two measures led to an increase in the influence of the financial department on the company's activities and the priority of the financial aspect. This limited the flexibility of other departments and disrupted already tenuous cross-functional coordination.

Thus, a culture of “total control” began to prevail in the organization. The design department ceased to play an important role in the company and moved to second place. The first position was taken by the finance department, which began to control all transactions and actions of divisions and have a great influence on the strategy and policy of the company. This affected other aspects of activity. On the consumer side, short-term benefits have come to outweigh achieving customer loyalty. In the operational and human resource management aspects, cost-effectiveness has come to the fore without regard to performance. In the information aspect, the effectiveness of communication systems has decreased due to the appearance of numerous reporting documentation.

This process can be represented in the form of a transformation model (Figure 4), which shows that decisions made lead to contradictions between the declared mission and what actually happens
Fig.4 Input/output diagram

The problem is defined in Figure 5 by projecting stakeholder expectations into the future, assuming the organization does nothing.

The design department was faced with the problem of low motivation of designers, which has already had an impact on the productivity and effectiveness of the development of design documentation. Low productivity, absenteeism, non-productive costs of working time, and decreased enthusiasm are confirmed by those observed in the unit, confirm this assumption. Middle managers are increasingly forced to refuse new work and delay deadlines for approved projects, citing a lack of qualified personnel. Attempts by the finance department to monitor the performance of designers were unsuccessful due to the difficulties of measuring work and the lack of interest of middle management. This resulted in mutual distrust between the two divisions.

The problem of low motivation of designers is related to the aspect of human resource management (see Fig. 5)

• Problem Definition (Fig.5)

• Cause-and-effect analysis(Fig.6).

Fig.6 Cause-and-effect analysis of the problem of low motivation of mechanical engineering designers

To determine the focus of the study, internal documents available at the time of implementation of the project in the organization were studied and assessed.

• The principles of personnel motivation are not covered in centralized documents.

• The document management system concerns only operations management and does not affect the area of ​​HRM.
  
• Job descriptions describe the rights and responsibilities of designers.
• The internal labor regulations contain a clause on incentive measures, but there are no documents regulating the sources and mechanism for distributing these incentives.
  
• Specifications for the work of designers and proposals for motivation are not used, as they have not been approved.
  
• Certifications of personnel and managers are not carried out.
  
• The plans and reports of the design department affect only the operational aspect of the activity.

Effective human resource management (HRM) requires a clear and understandable company policy in this area, taking into account the interests of key stakeholders (Table 3). Personnel policy must correspond to the strategic goals of the organization, which is impossible in conditions of closedness or the absence of an activity development strategy. Therefore, this information must be made available to employees to guide them regarding their personal development. A regulation should be developed on the formation and distribution of the wage fund of the design department to strengthen the material interest of all categories of workers in improving performance indicators, reflecting an integrated approach to understanding activities. The HR Directorate should focus its efforts on the development, implementation and evaluation of management development programs in the field of HRM.

Thus, the prevailing vision of the nature of the activity of this mechanical engineering business is “squeezing the juice” out of operations through savings, which contradicts the declared mission of “Becoming competitive in the international market and meeting the best global practices.” Moreover, all approaches to change have technocratic overtones, which further aggravates the situation.