Flexibility willingness to change is an example. Human resource management in the context of organizational changes. Punctuality, time management

Whatever the business, its success is determined by the key people who are involved in it. Of course, each of the employers hopes to assemble the very team of professionals that will make their business efficient, profitable and competitive. Perhaps many believe that personal characteristics that we indicate in the resume, are not of interest to anyone, but it is they who are evaluated primarily by employers.

The larger and wider the activities of the company, the more demands will be made on employees. Usually recruiting in such companies is an individual and carefully prepared process. The willingness of many companies to train young professionals, of course, increases the chances of those who may not have the necessary experience and knowledge. But from the point of view of corporate culture and company values, the answer to the question of who the company wants to see in its team is the following: when assessing potential, the employer will primarily focus on the personal qualities of the future employee.

Naturally, everyone wants to find the so-called ideal candidates. Those that at least 95% will meet the requirements of the company. But we all know perfectly well that there are no ideal candidates, and therefore, basically when choosing, we focus on the future, that is, the possibilities of the employee in the future, during adaptation and with certain training.

If we talk about the qualities that employers want to see in their future employees, they will definitely differ, depending on the needs of a particular business, position, tasks and functions - it will not work, as they say, to build everyone under one line. But still, there are certain qualities, without which there is simply nowhere, and in any case, the company will pay attention to them.

Let's try identify the most basic of them.

Punctuality, time management

Organization and proper distribution of your time, at work or in life, is an important feature for any employee. Punctuality is what will show you the good side or the bad side in the first place. And rest assured that if you are late for an interview, and did not tell you that you are late, this will definitely reduce your chances of getting a job. Whatever the situation, if you understand that you are not in time, try to warn the future employer about this, now there are many different means for this, and the excuse in style - I lost the number, will not work.

If you have already made an appointment, and you are next scheduled, you need to understand that you may not be in time, it is better to postpone it to another time or even to another day. Plan your time correctly and with a margin, because it is better not to be late. Your ability to manage time will show the employer how quickly and in a timely manner you will complete tasks, whether you will meet the deadlines that are set for you.

Loyalty to the company

Interest in a future employer is one of the decisive factors. Every employer hopes that the candidate who comes to him for an interview wants to work for him. Not just because he needs to earn money and work to work, but because he believes and shares the goals of the company, is ready to offer his experience and knowledge, or, if a candidate with no experience, is ready to study and make every effort for his development for the benefit of the company and for its success. Trust me, it's true. Therefore, when you go for an interview, find out more information about the company, its goals, mission, market achievements.

Purposefulness, result orientation

The candidate's ability to achieve the set goals is probably the most important quality and in the first place for most employers when choosing employees. In order to prove to the company that you have real experience in achieving goals, you can give an example of when you succeeded and what you did for this. But if you don't have professional experience yet, an example would be academic success or a story from your personal life. These do not have to be global goals. Finally, it can be an example of the fact that your goal is to get a job in this particular company where you came to the meeting. And you are ready to do anything to get this job. It is also worth mentioning goals for the future, what you are striving for, and how you plan to achieve what you want.

Sociability, ability to work in a team

Whatever one may say, but when working in a company, communication plays an important role. Therefore, a respectful attitude to corporate culture and the ability to establish effective communication with future colleagues, clients, partners, managers is important for business. Your productivity and the efficiency of your workflow and business as a whole will depend on how you are able to work in a team.

Stress tolerance

The difficulties that each of us face at work inevitably leads to constant stress. And how we deal with it determines our effectiveness. In order to test your level of stress tolerance, a prospective employer can use a stress interview and, based on your reaction, determine your ability and willingness to work under pressure. This does not always mean that you will really need to cope with stress at work every day, but the employer should know that in such situations you can cope, and it will not unsettle you.

Flexibility, willingness to change

Business must develop, if this does not happen, then it will not be able to be competitive. Development requires changes - in processes, possibly in some of its directions, in human resources and in many other things. Of course, the employer hopes that employees will be understanding and willing to deal with such changes. Therefore, when recruiting employees, they will evaluate the ability to work under conditions of constant change. And this is not just the ability to adapt to new things, but also the ability to quickly make decisions, adapt to new conditions, learn new functions, participate in new projects, treat new business processes with understanding, work in a team with different departments, and perhaps even partially change the professional area.

Fast learner

Coming to a new job, one way or another, we still need training at the stage of adaptation, no matter what level of specialists we are. This can be vocational training in the specifics of working in a certain position for non-qualified workers, usually companies provide it free of charge and it lasts from 2 weeks to one month. Quite a short time to learn the basics of a particular job, but at this stage the employer will evaluate the efforts and success of the new employee. But even if you came to the company as a ready-made specialist, you will need to study, since the work processes are built in each company in different ways. And your efficiency and value as an employee depends on how quickly and efficiently you do it.

During the interview phase, companies can use a variety of tests and questions to test your learning ability.

Commitment to development

If a specialist does not develop, his professional capabilities fall in value, and, of course, reduce his work results. Therefore, the desire to develop in the profession, to improve the level of qualifications is important, even if you think that you know everything and are able to. Technology changes, and when a business strives to reach new heights, professionals must keep up with it. Therefore, during the interview, the question of what you are doing in order to develop as a specialist will surely sound.

Honesty and decency

The employer expects from the future employee a conscientious attitude towards the duties performed. Therefore, these qualities are important not only for those who work with finances or material assets, but for all categories of employees. Honesty is important not only in the performance of one's immediate duties, in relations with the employer, but also in interaction with colleagues. The company can request recommendations from a previous place of work, from a former manager or employees, use tests in the assessment or conduct research on the Polygraph - a lie detector.

This is not the whole list of qualities that are important for an employer, we tried to indicate the most significant ones and we hope that this will help you when looking for a job.

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Often, HR managers and executives, faced with the need to assess personnel, do not know where to start, how to organize the assessment, what methods to use and, in general, what to evaluate. The book offers the most complete and clear idea of how to organize a personnel appraisal system in a company, which tools, procedures and methods should be applied in the first place.

The publication provides a detailed description of the organization of personnel assessment. You will get acquainted with how to ensure its effectiveness in selection, you will see from the inside such a complex method as an assessment center, you will understand how to develop a competency model and build a system for assessing and developing personnel in a company, as well as explore other assessment methods, their advantages and limitations. ...

The book contains interactive practice exercises and case studies to reinforce and master assessment skills. As a bonus, a section dedicated to the issues of effective communication and the correct personal attitude of the HR manager is offered. Sample exercises, assessment reports, tests, and even an HR crossword puzzle are given.

The book is suitable for HR specialists, as well as heads of HR departments and companies - build or rebuild existing procedures in the company, implement simple and effective technologies that make everyday work easier. The publication will be useful for managers, executives and business owners - master the algorithms of work, having received a detailed understanding of the assessment procedure.

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Modern society is going through a period of drastic political and economic changes, natural and geopolitical cataclysms, and growing population migration. Situations of job loss, sharply falling and soaring living standards, breaking family ties, etc. become characteristic of a person's life. The consequences of forced lifestyle changes are manifested in the growth of negative psychological manifestations, an increase in the level of psycho-emotional stress, the development and widespread occurrence of such unfavorable mental states as anxiety, dissatisfaction with life, uncertainty about the future, fear of the future, aggressiveness, depression, and suicidal tendencies. This psychological background contributes to alcoholization and drug addiction of the population (N.P. Abaskalova, Zh.G. Ageeva, M. Whitehead, A.V. Gnezdilov, E.V. Zaikina, G.V. Zalevsky, V.N. Irkhin, G. A. Kalachev, OK Kopina, T.D. Martsinkovskaya, E.A. Suslova and others) 19.

Considering the empirically established diversity of people according to the parameter of difficulty (ease) of their entry into a new way of life, it can be assumed that readiness for change is the characteristic of a person that must be taken into account both when predicting the psychological consequences of social, political, natural and other cataclysms, and providing concrete psychological assistance to people who are involved in these processes. In other words, the psychological problem of a person's readiness to change becomes more and more significant as more and more people begin to experience the state that W. Franchi (1954) defined as "the loss of the way of all existence."

KK Platonov, in accordance with the concept of personality put forward by him, in the structure of readiness distinguishes, in addition to moral readiness, psychological and professional. He considers this concept as a special mental state that provides high capacity for action, or as “a mental state that occupies an intermediate position between mental processes and personality traits, forming a functional level against which the processes necessary to ensure the effectiveness of ... activities develop. According to M.I. Dyachenko and L.A. Kandybovich, readiness is an attitude of a person to a certain behavior, an attitude to active actions, adaptation of a person to successful actions at a given moment, conditioned by motives and mental characteristics of a person. M.I.Dyachenko and L.A. Kandybovich distinguish an advance, general, or long-term, readiness and temporary, situational (state of readiness). The first represents previously acquired attitudes, knowledge, skills, abilities, motives of activity. On the basis of it, a state of readiness arises for the implementation of certain current tasks of activity. Situational readiness is a dynamic, holistic state of the personality, an internal attitude towards a certain behavior, the mobilization of all forces for active and purposeful actions at the moment.

According to B.D. Parygina (1991), on the path of finding a way out of the crisis, that is, on the path of change, one of the key roles belongs to the phenomenon of psychological readiness. He notes that in “a situation of a vicious circle, when objective and socio-psychological factors only mutually generate each other, the ability to break it can be realized only by the person himself. This ability is in direct proportion to the level of psychological readiness of people for this ”).

Considering psychological readiness as an internal functional complex state aimed at external behavior (activity) and providing it at the moment, is inseparable, i.e. outside the time continuum, one can single out the main criteria that are focal points of influence for the formation of such readiness and at the same time indicators of a personality in an active phase of acceptance (readiness), i.e. performing successful behavior.

From the standpoint of the psychological component of the science of innovation in relation to organizational, i.e. to systemic and complex changes, innovative readiness is the most important condition for the success of the implemented innovation, which is based on the psychological readiness to change; a set of personal psychological, group socio-psychological and organizational socio-economic factors that contribute to innovation.

In the dissertation research (Faerman M.I., 2007), we managed to systematize the parameters of readiness for changes at the personal, group and system (organizational) levels:

Personal level (psychological readiness): certainty, learning, timeliness, real activity (actions, actions, activities), psychological security, striving for new things, sensitivity, the presence of subjective significance of changes, cognitive complexity, a tendency to experiment, high creativity and flexibility of thinking; internality, etc .;

Group level (socio-psychological): socio-psychological community, interpersonal interaction and mutual influence; community of interests, motives and attitudes, values and norms, customs and habits; dismemberment of group roles; attractiveness of the group; group member prestige; the ability to openly discuss, acceptance of mistakes, the ability to confrontation (according to P. Senge), etc .;

System level (organizational): innovativeness, learning organization, openness to changes (thinking, behavior, product); proactive management, etc.

In our opinion, there are other approaches to understanding the essence of psychological readiness for change. So, in a number of concepts, including integrative, whose position we share, readiness is built into the process of change at the personal, group and system levels and is presented as one of the elements of the cycle or stages unfolding in time and psychic reality. As an example of such a cycle, we can present the stages of the creative situational process of solving creative problems (according to A. Matveev,):

1) Awareness and formulation of the problem (awareness that the situation is no longer satisfying).

2) Primary (false) insight (the first thought or glimpse of thought associated with the emergence of an original idea; experienced as a short-term inspiration, anticipation).

3) Search for options (characterized by analyzing situations and trying to find a suitable solution).

4) Frustration (arises in a dead-end situation of search; experienced as tension, disappointment, irritation, boredom, fatigue, apathy).

5) Incubation (termination of a conscious search for a solution to a problem while maintaining motivation to solve it).

6) True insight (the moment of finding a solution; experienced as delight, euphoria, stormy joy).

7) Development (verification) of a logical solution by logical means, bringing it into a form that can be understood by others.

Readiness for change (psychological readiness) is a complex complex construct that arises at a certain stage of the psychological process of change. And, from the standpoint of the integrative process, readiness for change is a category of subjective psychological reality, and represents the activation of the resource, motivational, energy spheres of the psyche, without being a direct mechanism of behavioral patterns or a product of volitional efforts. Quite the opposite, the willingness to change is, on the one hand, a consequence or result of an indicative search volitional behavior - behavior leading to the accumulation of resources, expansion of the motivational structure, energy wealth, and not always contributing to the desired changes due to its limitations. And, on the other hand, it is the impetus or cause of awareness and behavior leading to effective changes in the client's subjective and objective realities, i.e. to accomplishments, achievements, innovations, development, freedom, enrichment. It is the unformed psychological readiness (its absence) that makes volitional search behavior ineffective, causes internal resistance to changes, gives out incorrect erroneous strategies, behavioral patterns. On the contrary, formed or active readiness expands behavioral patterns, expands the range of solutions, ways to achieve, and enriches the motivational sphere.

Any program of planned change requires a thorough assessment of the person's readiness for change. Two important aspects of readiness for change are: (1) the degree of satisfaction with the current state of affairs and (2) the perceived personal risk of possible changes.

Figure 1. Psychological aspects of readiness for changes according to O.S. Vikhansky.

Figure 1 shows a possible combination of these aspects. When a person is dissatisfied with the current situation and feels that they are risking little from the proposed changes, the willingness to change will be quite high. Conversely, when a person is happy with the situation and fears change, the level of readiness for change is significantly reduced.

To define the concept of psychological readiness for change, we used the data of empirical studies aimed at studying various aspects of doing business. Canadian scientists Rolnick, Heather, Gold and Halom obtained research data on the indicators of individual traits identified by means of the PCRS questionnaire ("Personality questionnaire on readiness for change"), and defining, in their opinion, the essence of the concept of psychological readiness for change. The selection of the most successful formulations for the translation of statements was carried out with the assistance of bilingual experts, including specialists in the field of psychology. The traits measured in this questionnaire are especially important when considering stressful situations that arise in connection with change in different contexts.

The study of the correlation relationships of seven scales of the PCRS methodology with the scales of other methods was supplemented by a study of the internal validity and factor relationship of the scales. The set of techniques made it possible to identify in the questionnaire a group of factors that are similar in character properties. Thus, in addition to indicators on specific scales and “general readiness for change” (the sum of points on all scales), the constructs “passionate-resourceful type of readiness for change” (CIS) and “tolerant-adaptive type of readiness for change” (TAG ).

The factor analysis of the methodology scales showed that the first construct includes the scales "passion", "resourcefulness", "confidence", "optimism"; in the second: "tolerance for ambiguity", "adaptability" and "courage, enterprise". The core of the differences between the identified constructs was a statistically significant negative relationship between the scales "passionate" and "adaptability" and negative tension at the poles "passionate-resourcefulness" and "adaptability-tolerance to ambiguity." The scales "optimism" and "courage, enterprise" were added to the constructs according to the degree of the greatest correlative closeness, although they have a positive relationship with the scales included in both types of constructs.

The correctness of the principle of identifying constructs within one methodology is confirmed by their multidirectional connections with the scales of other questionnaires, and this was primarily manifested in the severity of orientation towards the future (the scale of the ZTPI methodology).

Thus, let us briefly characterize the types of readiness for change: the “passionate-resourceful type” is extraverted and characterized by a focus on the future, the “tolerant-adaptive type” does not rely on the future, but basically has intuitive mechanisms. In our opinion, these types enrich and complement each other, if the first is active, expanding the subject's space, then the second is stabilizing, supporting the integrity and identity of the subject. The predominance of one type over the other will determine the style of responding to changes, and, as we assume, the predominance of style can signal the nature of the current activity. Different situations, levels of development require different abilities and actions from the individual.

The only way to deal with an unpredictable future is to create a highly flexible organization. Once change comes into your category, you need to be prepared for change and change as quickly as possible in order to survive in the future.

Jack Trout

The training will be useful: managers planning to implement changes in their division.

Training results for the company: increasing the readiness of managers to change and the ability to work productively in such conditions.

Result for participants: conscious understanding of what is happening in the period of changes and the ability to manage changes in order to obtain the planned results.

Training objectives

Develop a systematic approach to change management
Practice basic management skills related to change management
Increase participants' personal flexibility and readiness for change
Transfer an algorithm for effective change management

Training program

1. Assessment of the prospects for change

Determining the need for change.
Criteria for the need for changes.
Assessment of the likelihood of the change being implemented.
Formula of change.

2. Purpose of change

Formulation of the goal of change.
Resources to achieve the goal.

3. Willingness of people to change

Organizational culture and its influence on the flexibility of the company and staff.
Key competencies of a manager for productive work in the face of changes.
Personal readiness for change: measuring flexibility.
Reasons for people's unwillingness to change: comfort zone and risk zone. Mental barriers, psychological factors.

4. The process of implementing a change: preparing for the change, implementing and consolidating the change

The main stages of the implementation of changes.
Getting support for your ideas at the initial stage: the main ways of "selling" the idea of change: involvement, effective argumentation, story-telling.
Analysis of the force field of Kurt Lewin. Measurement of the level of restraining forces. Technology of containment of opposition and negative reactions of personnel.
Required management and leadership skills to implement change.
Monitoring the implementation of changes.

5. Philosophy of change management

Three approaches to implementing change: forceful, stimulating, involving. What to choose?
Staff commitment and involvement - to what extent is it necessary for the good of the business? Interest management.

6. Strategies for implementing unpopular changes

4 strategies for unpopular change: their advantages and disadvantages.
Factors influencing the choice of strategy.
When is it worth using?

7. Workshop - “My change from A to Z”.

Forms of work: Intensive learning based on experience, providing an individual approach to each participant. Includes mini-lectures, solving practical problems, solving cases, role-playing and situational games, discussions, watching and analyzing video clips. Each participant receives a set of teaching materials.

Before considering the definition of readiness for change, it should be noted that any program of planned changes will require a thorough assessment of the readiness of the enterprise and its employees to change.

There are 2 important aspects of staff readiness to change: their satisfaction with the current state of affairs in the company, the perceived personal risk as a result of the changes. In the figure, you can see a possible combination of these aspects.

The definition of readiness for change is characterized by the fact that when staff are dissatisfied with the current situation and feel that they are not risking anything from future changes, their readiness for them will be quite high. Conversely, when staff are happy with a situation and fear change, the level of preparedness for them can be significantly diminished.

Determining readiness for change

The definition of readiness for change is characterized by another aspect that influences the readiness of personnel to change - it is their expectations in relation to the measures by which changes will be carried out.

The expectation factor plays an important role in the perception and behavior of employees. If they do not expect anything significant from the change, regardless of the time and effort spent by them, then the old confidence can turn into an illusion. The worst is the situation in which employees expect the impossible from the changes, the best is the situation when the expectations in relation to the changes are positive and realistic.

The definition of readiness to change is also characterized by various types of resistance to change, which is another important aspect of the readiness of employees to change accordingly. All doubts to the management should be subjected to a thorough diagnosis and appropriate assessment.

Approaches to change

Determining readiness for change requires strong personal commitment and input, including significant organizational resources. In the absence of these elements of the company, it is necessary to start looking for other approaches to carrying out changes.

To achieve success and competitiveness, the company needs to determine the readiness for change, development, formation of a new organizational structure that will correspond to the ongoing changes in the external environment.

Organizational changes can be accompanied by a break in employee-shared values, patterns and norms, including traditional ways of making decisions. This is often an obstacle in the process of adapting the company to the pace and directions of transformation.

Organizational development process

The definition of readiness for change is associated with the process of organizational development, which includes several stages:

Identify needs for change,
Diagnose the problem,
Explore functional organizational areas and environmental factors,
Carry out activity planning and form a readiness for changes,
Implement changes,
Make the transition to a new state,
Appreciate the new condition,
Anchor and control.

Before conducting a determination of readiness for change, it is necessary to assess their significance and necessity. It is important to take into account the stage of the life cycle in which the company is located, for which the indicator of the efficiency of its functioning is determined, its dynamics are assessed during the past period.

With the help of diagnostics, factors and signs are established and studied that describe the state of objects in order to determine possible deviations, the causes of their occurrence and prevention of major violations of its normal functioning. Determining readiness for change is the most important stage of their implementation, since it is at this stage that the company becomes able to implement the previously planned measures in the field of transformation of the structure of the management system.

Examples of problem solving

EXAMPLE 1

The task

The definition of readiness for changes in a company can be characterized by:

1) Using a single control method,