INNOVATIVE DEVELOPMMENT OF THE HUMAN RESOURCES MANAGEMENT

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1 INNOVATIVE DEVELOPMMENT OF THE HUMAN RESOURCES MANAGEMENT Ksenia Каrkina Abstract The article examines one of the most important issues of the organization the problem of management. Development process of the innovative personnel is considered as a strategic significant objective as the quality of the human resources often becomes the key factor of the effectiveness of their activity. According to the Strategy of Innovative Development of the Russian Federation till the year of 2020 the core competences of the innovative manager are suggested. Besides, the conditions of the personnel innovative development are outlined. Key words:innovative activity, human resource management, core competencies, success factors. JEL Code: L200, M120, O310 Introduction Modern scientific and technological progress is inconceivable without intellectual product caused by innovative activity. Two notions are put into the term innovation. Innovation is, firstly, novelty i.e. new and improved product, service, technology introduced into the market, production and commercial operations, consumption social life; secondly, it is the process of making changes and implementation of novelties. Innovation is created as a result of studies and discoveries, materializes scientific and practical solutions. Its main characteristic is newness that is estimated by technical parameters and use as well as commercial efficiency from the market position. 1

2 Innovative activity is often regarded as an activity connected with the use of new technologies. More often we can hear from the heads of enterprises that they support innovative activity [1]. 1 Human resource management in innovative organization Many enterprises try to carry out innovative activities on their own this or that way creating special for it subsidiary structures or innovation centres serving to contribute promotion and use of innovative products. They employ specialists good at patent and license activity, protection of intellectual property and other components necessary for the commercial use of innovations. One of the main problems of innovation activity is the problem of arranging this activity i.e. the problem of management. The analysis of a range of enterprises lets us conclude that the quality of management gets more and more important. Qualification of a manager, head becomes the most significant factor of providing innovating process effectiveness. In this case the manager is required to master the whole set of management tools. As a rule the problem of high-quality management is solved due to external engagement of high-quality managers or constant training of the staff. However, here arise problems of another plan the lack of high level managers is felt more and more and besides, they are quite expensive. While training of the personnel is often not effective enough. Human resources management of the innovative organization includes several topical issues. Personnel management is often carried out through evaluation, training and career management, motivation is also important in many companies. None of the organizations can predict in advance how employees should behave in every situation. Therefore, the majority of businesses set general rules of behavior that are applicable in many situations and become a part of company s culture. Aims and positive examples of personnel and evaluation system development can influence the desire of employees to take a risk and try to do something new. Besides, innovative organizations create such systems of hiring that engage employees liable to innovative activities. The most important element of personnel management system of innovative organization is 2

3 incentives. Along with these there is a great amount of management factors that have an impact on employees interest in innovation activity. Systems of human resources management can also influence the abilities of employees to operate innovative activities. Personnel development management can have especially great influence on the abilities of the employees to generate new ideas and develop them. The need in professional development is defined by revealing actual knowledge and skills of the employees and variation between them and those that are needed to solve the tasks. 2 Development of innovative competences It is required to begin the development of the innovative component of human potential from the development of innovative competencies. According to Strategy for innovative development of the Russian Federation for the period up to the year of 2020 the core competences of innovation manager should be: - ability and readiness for constant education, development, reeducation and self-education, professional flexibility and drive for something new; - critical thinking skills; - ability and readiness for reasonable risk taking, creativity and initiative, ability to work independently and readiness to work in a team, readiness to work in a highly competitive environment; - a good command of a foreign language as a communicative instrument of effective participation in the processes of globalization including the ability of free everyday, business and professional communication. Development of such competences is a continuous and complicated process including the necessity in adaptation for these aims of not only separate processes of social economic policy (first of all, policy in the sphere of education) but also social sphere on the whole, creation of climate in society that provides freedom of creativity and self-expression, that encourages and rewards people having corresponding competences and achieving success due to them. [2] Besides, according to Innovation strategy 2020 in the framework of additional education maintenance the most important objective will become building the system of professional development and advanced training of specialist and senior executives of innovation compa- 3

4 nies, organizations of knowledge generation sector and state and municipal management bodies. The key condition of efficiency of such system will be not only quality improvement of the professional development and advanced training programmes which should be outlined on the level of advanced international standards, but also creation of mechanisms that let stimulate specialists and senior executives to constant advanced training and integrate reeducation and professional development into their life and career routes. For these purposes on a competitive basis will be created the system of giving state support for the realization of education and practical training programmes of the current specialists of the enterprises on the basis of Russian and foreign educational organizations, programmes of development of corporate and industry expertise centers of the personnel advanced training and personnel certification authorities. At the same time certification of such centres and programmes in corresponding international organizations and associations will be stimulated. And measures of opening Russian markets for foreign organizations which provide services on advanced training and certification of the personnel will be taken. Moreover, the support of personnel training centres development programmes established by separate companies ( corporate universities ) and creation of industry expertise centers of advanced training in economic sectors will be provided where innovative products are created predominately within small businesses activities with their further transition to private control on the basis of concession agreements. There will be created modern effective trainingprogrammes based on these centres which are necessary for the development of innovation enterprises (e.g. in the sphere of digital design of products). On a competitive basis will be provided state support of creation and activity of corporate and industry expertise centres of personnel certification as related to evaluation of personnel qualification by professions in the sphere of critical technologies.[2] Innovative structures need employees to have flexible thinking, creativity, initiative, ability for self-education and support of changes within organization. They focus on highly qualified human resources central core of which is innovator. Every category of organization employees takes part in innovation activity in compliance with qualification and position. Key functions and personal qualities of the employee determining success of innovation process are presented in table 1.[1] 4

5 Tab. 1: Key functions and personal qualities of the employee determining success of innovation process Func tions Ideas gener ation Generation of ideas and control of their relevancy, problems solving, search for new methods. Striving for new achievements. Advocacy and asserting new ideas, search for the means of their realization. Entrepre neurs hip and assert serting the ideas Project management Provides control and motivation of the group. Plans and organizes project work. Watches for meeting the requirements, stable promotion of the project. Relates the goals of the project with the needs of the organization. Watches for events in his professional field (studying specialized magazines, participation in conferences, development of contacts with colleagues and representatives of Inforforma mational control Content Analysis and synthesis of information about markets, technologies for generation of new ideas. Suggestion, promotion and demonstration of a new idea. Planning and coordination of employees actions who embody ideas Gathering of information about important internal and external changes and its bringing to the project group s notice Personal qualities of employees A specialist in different spheres, ready for conception thinking, extraordinary methods. Needs attention and encouragement. Practical inclinations, a wide range of interests and kinds of activities, striving for goal achievement. Self decision making, organizational skills, ability to realize other people s needs, modesty, ability to allocate responsibilities and time properly. The interest in many fields of knowledge Competent in technical sphere, sociable. Readily comes in contact in order to help. Working activity 5

6 Support and instruction General management and mentoring of less experienced employees, explaining of their functions. Hidden support of the project participants. Project presentation and tapping for resources. Experience in new ideas generation. A long standing in entrepreneurship and management. Readily listens to colleagues and tries to help. other companies). Helps to discover other people s talents. Gives moral support, serves as consultant for project group and its head. Provides the project with powerful support. Protects the project group from unnecessary challenges. 3 Success factors of innovative development To do something innovative a company needs a complex approach that suggests systematic support of the process at all stages and levels. Experts suppose that it lets focus attention on innovative development in all essential elements of company s work: strategic planning, organization and planning of the activity, resources management, personnel motivation and corporate culture (Figure 1).[3] Fig. 1: Success factors of innovative development 6

7 Innovations in action 1. Strategy - Clear priorities of innovative development - Support on the part of company s owners and heads 2. Organization and processes - Responsible for innovations implementation - Organized process of search, generation, selection and implementation of innovations 3. Resources management - People (time) - Equipment - Knowledge - Finance 4. Motivation - Financial and nonfinancial stimulation to participate in all stages of innovative process 5. Corporate culture - Readiness for renovation, striving for effectiveness increase - Initiative and responsibility We can highlight the following conditions influencing the process of innovative development of human resources: Facilitating development - informing every employee about aims and objectives of the organization s activity; - reasonable payment for work taking into account everyone s contribution; - providing of necessary information on every issue; - creation of the company s image; - improvement of employees hiring procedure; - regular professional improvement; - flexible system of stimulation and creativity; - implementation of new technologies and development of a new range of products; - broad communication, candour, respect and care for everyone; - creativity encouragement, praise and acknowledgement of the tiniest success; - control limitation, introduction of the self-assessment system. 7

8 Hampering development - lack of creative activity; - inaction of people; - employees indifference to the matters of the company; - low level of economic knowledge; - opposition of the devotees of the old ; - disappointment, pessimism of the employees; - old facilities; - lack of fair labour estimation, individual contribution including training and innovation; - domination of authoritarian style of management. [4] Сonclusion In conclusion we can say that the efficiency of innovative development of organization is conditional of the agreement of the main factors: - potential of science, new ideas, discoveries and innovations; - structure and needs of manufacture; - resource base of the innovation development; - availability of effective system of management appropriate for dictates of times; - improvement of staff composition system, interaction between departments and employees. The process of human resources innovative development is regarded as a strategically important objective as the quality of personnel often becomes a crucial factor of their activity s effectiveness. Innovative development of the organization requires projection as well as any other system. It is necessary to determine objectives of the organization but also create the system providing transition of the organization to this state, determine needed resources, develop business processes of innovative activity. Only this way we can take success for granted. 8

9 References 1. А.А. Bovin, L.Е. Cherednikova, V.А.Yakimovich «Innovation management in organisations» study guide for Enterprise Management specialization Мoscow.: Omega-L, Innovative Russia 2020 (Strategy for Innovative Development of the Russian Federation for the period of 2020). Projecct М. The Ministry of Economic Development and Trade of Russia Moscow, Human Resources Management Guide no Trifilova А.А. Management of innovative development of enterprise. Мoscow: Finance and statistics, Contact Karkina Kseniya, Master student Perm National Research Polytechnical University 29, Komsomolsky prospect, Perm, Russian Federation Tel ksenya-87-@mail.ru 9