How to increase their competitiveness in the labor market is of concern to many. In connection with the existing unemployment, this issue has become very urgent. Another problem is gender discrimination against women in the labor market. Women are often inaccessible to the positions held by men. Of course, this situation is not typical for all companies, but it occurs very often. Therefore, women have to fight twice for a place and look for ways to improve their competitiveness.

According to some studies, about half of job seekers care about their competitiveness. Men and women study, analyze the market. All this helps in finding a job.

10 secrets of how to improve your competitiveness in the labor market

Given the current situation on the labor market, you have to be very resourceful. Employers have to look at dozens and hundreds of resumes every day and choose the best. It is necessary to stand out with professional skills, special knowledge, and in some professions it is simply an unusual design of a resume that helps. There are 10 secrets that, given the supply and demand in the labor market, will help a job seeker improve his competitiveness.

Professional Development

Now it is one of the main professional drivers of success. Many professional skills quickly become outdated, and modern business those who keep up with progress are required. Therefore, it is necessary to constantly study in your field and master new knowledge. Also, do not forget to improve the skills you already have.

Consider the specifics of the labor market

The peculiarities of the labor market and wages should worry you no less than your own self-development. This is the demand for professions in the labor market, the size of the starting salary and salary for a certain position, the requirements for specialists. Keep track of what exactly each company needs from the applicant and, in accordance with their requests, write a resume. You can prepare several resume options for different companies. Job interview salaries are a delicate issue. If the employer does not talk to you about her, it should be alarming. At the end of the conversation, ask about your salary, but not at the beginning, it is considered not very nice and can put off the employer.

Build a social circle

Connections really mean a lot in professional world, and this applies to any area. Therefore, it is necessary to build up and maintain your own network of contacts. These can be people from your area or a related area. Help your friends in solving problems related to the profession, they can also help you.

Build your own brand

You must find the trait in yourself that makes you a unique job seeker. Moreover, this must be done taking into account the professional field in which you are looking for work. A personal brand is a combination of professional experience, skills and achievements. You need to be very competent in finding your unique trait and presenting it to the employer. Strengths can be:

• Creativity;
• Punctuality;
• Initiative;
• Teamwork skills;
• Having good connections in the professional field is much more.

For many employers, these strengths are just boring words that they don't pay attention to. Therefore, you need to describe your strength as fully as possible. For example, you can show it on specific example.

Leave spare options

Leave a backup plan - for example, find a few more places to submit your resume, develop several strategies for communicating with employers, prepare answers to questions in advance. When looking for a job, you need to be very pragmatic, then you can think of a strategy that will help you.

Set goals

Set yourself one or several goals and gradually move towards them. The goals must be achievable, this is important. Break your path to the goal into several tasks, then it will be easier for you to achieve results. You can make a small plan with a goal and objectives.

Stay up to date with all the information

It is necessary to keep abreast of information about the latest news in your professional field. You can go to exhibitions, job fairs, view other resumes. Be the first to know about what's new in your industry or the industry you're interested in, so your own resume stays relevant.

Correct self-esteem

You need to assess your capabilities soberly, but at the same time - be confident in yourself. Analyze the results achieved, your experience and knowledge. Try to look at yourself from the employer's side and imagine if you would like yourself. Find strengths to show. Also, don't forget to look for flaws that need to be tightened up. Don't emphasize your employer's weaknesses, and if he asks about them, turn them into advantages, showing that you are fighting with them. For example, you do a task for a long time. Say that you are very thoughtful about the task, so it takes time.

Responsibility

You must be responsible for everything you do. There is no need to blame the previous employer, colleagues, or the state. Your career should be your responsibility. You should not complain about others, it is better to look at yourself, think about what to change in yourself so as not to repeat the same mistakes. Analyze your problems more in order to solve them quickly and efficiently in the future.

Resume design

An employer looks at a lot of resumes every day, especially in large companies, so it usually spends a couple of minutes looking at it. The resume should not take more than a couple of pages and must contain a photograph. If you are applying for the position of a designer, writer or artist, you can make an original resume design. Even in regular positions, it is possible to make a resume unusual. You can also do the following: keep one resume in a strict style and the other creative. Send them to employers and count the number of responses. This will allow you to do a little research on which resume works best.

The competitiveness of an employee is the property of an employee to successfully withstand competition in the labor market in comparison with employees of similar professions, specialties, and qualifications. K. r. provided by a high level of professionalism and competence, personal qualities, innovative and motivational potential.

In competition, the quantitative and qualitative sides are distinguished.

The quantitative aspect is the ratio of those wishing to take specific jobs and the number of jobs themselves, i.e. the number of persons offering their workforce and the demand for it, represented by the number of vacancies.

The qualitative side of competition is manifested in the heterogeneity of the workforce in terms of work experience, qualifications, and personal qualities. If a person influences the quantitative side of competition only through his desire or unwillingness to participate in the competition for occupying a specific workplace, then the employee's influence on the results of high-quality competition in his direction is more diverse and depends on himself (the presence or desire to develop personal qualities, the chosen profile and the fundamentality of training, level of education, etc.).

Staffing of its vacant jobs by an enterprise with qualified personnel can be carried out if personnel competition in its qualitative aspect takes place in conditions of an excess of labor force. Moreover, depending on the demand and supply of labor, different situation... After all, it's one thing when, with the demand for workers in a given profession or skill level on the part of an enterprise of 250 people. there are 100 people on the labor market, and another - when, with the same demand, there are 500 people on the labor market. The methods of attracting labor force in these cases will be different. Whereas in the first case, competition among enterprises prevails, in the second, the importance of competition between workers for the right to be hired increases. Much in hiring labor force determines the image of the enterprise - good reputation in the region in terms of the level of wages, a high level of social guarantees and services, attention to the needs of employees.

However, the economic side also plays an important role. Enterprises with a higher proportion of skilled workers experience additional difficulties in staffing. First of all, the competitive struggle to attract this kind of labor forces to go on additional costs to create certain advantages over other enterprises or on the costs of retraining personnel.

Employee competitiveness is a complex characteristic of the development of the labor activity a person's abilities and qualifications that make him preferable over others. The competitiveness of an employee is determined by the results of marketing and sociological research and serves as an indicator of a qualitative assessment human capital.

The competitiveness of an employee shows the extent to which his age, professional, qualification, physiological, social and living characteristics correspond to the conditions of a particular enterprise, and reflects the conjuncture of supply and demand for labor of a certain quality. The specificity of labor behavior, the degree of realization and development of personal labor potential depends on the level of competitiveness. The level of competitiveness of an employee is an indicator of the stability of his position in the enterprise. From the point of view of the enterprise, information about the level of the employee's competitiveness is necessary to assess the prospects for successful and sustainable activities, to determine the level and focus of investment in human resources, to attract, select, distribute and redistribute employees.

Competitiveness is based on a combination of different characteristics of labor potential, which at each particular moment of time have a different degree of development. From my point of view, in relation to the analysis of competitiveness, the characteristics of labor potential can be divided into two groups:

- objective (or tangible). These include gender, age, appearance, nationality, citizenship, marital status, level of education and qualifications, professional training, work experience, health status and others.

- subjective. They include the degree of a person's readiness for professional mobility, for constant professional and qualification growth and improvement, as well as some motivational personality traits.

One of the factors that increases the competitiveness of an employee is the employer's brand. It belongs to a group of subjective factors.

So, for example, everyone knows that university graduates dream of getting into Coca-Cola, Nestle or Motorola. Famous name gives the company additional opportunities in dealing with personnel issues and allows you to save on employee wages.

The employer's brand is one of the strongest assets of the company, capable of attracting the best talent. An uncountable number of applicants come to the announcement of a company that has managed to create such a brand about a vacancy. A similar announcement from a little-known employer (or, as is often the case, an unnamed one) is responded to by far fewer candidates.

Staff mobility is a fairly broad concept. So, they distinguish the territorial mobility of labor resources in search of a place of employment. We are interested in the mobility of the employee at the enterprise, its prerequisites, factors, possible ways of development.

The mobility of personnel is characterized by their ability to quickly restructure and adapt to changing production conditions, to a change in labor functions, places of employment. Most often, it is associated with advanced training and mastering a new profession. The availability of a flexible workforce in its use provides the possibility of a quick restructuring of production, updating products up to a change in production specialization. Since the success of the economic development of an enterprise in the conditions of the formation of market relations largely depends on the mobility of production, this presupposes the presence of mobility adequate to it, elastic in its use of labor.

The forms of manifestation of mobility are different, and the task is to use the most rational of them in relation to the specific conditions of the enterprise.

At the enterprise level, professional mobility is of greatest interest. It is the change of profession that is most often accompanied by the reshuffle (rotation) of personnel, the redistribution of labor within the enterprise between certain types of work and structural units according to production requirements.

Let's take a closer look at professional mobility.
The study of interprofessional mobility is carried out for various purposes. In particular, in order to get an answer to the questions about what are the options for combining the new and the previous professions for the worker, how often the worker changes his profession during the period of work at the enterprise, when changing the enterprise, etc. This approach is of certain practical interest: the scale of the change in profession, the variety of options characterize the mobility of personnel in relation to the possibility of changing the arrangement, as well as from the standpoint of adaptation to a new workplace and the necessary training.

But the study of the professional mobility of workers can set other goals: how close are the previous and new professions, what is the completeness of mastering a new profession (type of activity). The analysis of interprofessional mobility should be linked with the analysis of training in a new profession: its fundamental nature, timing, and the presence of theoretical components. , the degree of mastering the whole variety of jobs in a new profession, etc. The timing of the full-fledged (from the standpoint of the requirements of a specific production) development by the worker of a new profession for him is also of interest.

However, a simple study of the facts of workers changing their profession does not reveal the qualitative side of their labor potential - flexibility in arrangement and, therefore, the possibility of using it in any production and economic situation that develops at the enterprise.

It is known that a profession is characterized by a certain set of jobs of the same type, differing in complexity. True, in the set of works, some discrepancies are possible due to the allocation of individual subspecies depending on the equipment used, technology, although the very essence of the technological method of influencing the subject of labor, the peculiarity and purpose of the type of labor, they have one, which actually determines the professional affiliation. Hence the profession combines several specialties.

Thus, the profession, specialty and degree of qualification characterize the professional and qualification profile of a worker or a certain professional group workers.

The qualifying division of labor in a higher type of production leads to the specialization of workers in the performance of certain jobs within the profession. They may have a new name, which explains the emergence of new professions and specialties. The current functional division of labor has no less influence on the content of the worker's labor, when workers have to master work related to service processes, i.e. functions and professions of auxiliary workers.

The mastering of a profession by a worker and his build-up of his professional flexibility occurs in different ways. Let's note the main ones.

1. Assignment of one to three operations or more to the worker for a certain period, often quite significant in duration. Under the conditions of a deep operational division of labor, the mastery of a worker of related or second professions sometimes translates into mastering just another specific operation. This path helps to ensure a fuller workload of workers, their interchangeability, reduce the monotony and fatigue of labor, and increase productivity.

2. Mastering a variety of jobs of varying complexity. Mastering work related to different specialties within the limits of his profession, the worker masters all the subtleties of his profession (universal worker).

3. Mastering related professions, i.e. professions directly related to the main. Often this is in the nature of mastering the functions of auxiliary workers (general worker).

4. Mastering other professions that are not closely related to the main (or previous), in order to ensure the interchangeability of workers, the possibility of their rearrangement to vacant jobs.

Thus, the expansion of the profile, both within the framework of their own profession, and when combining professions, the mastering of other professions and even types of activities by workers imply an increase in the mobility of workers, provide the possibility of a new arrangement in accordance with the requirements of production at the expense of the labor force reserve for scarce professions and specialties. , increasing labor motivation.

Summarizing the domestic and overseas experience rational use of labor at the enterprise, the following classification of professional mobility can be proposed.

1. For reasons of changing the profession on a planned basis; on their own initiative.

2. By the degree of organic (genetic) connection of the old and new professions: related (adjacent); distant; very distant.

3. By organizational forms of manifestation, filling of vacant jobs; promotion (career planning); organization of labor (interchangeability).

4. By employment of workers involved in mobility
employed in the workplace; released.

5. By the level of complexity of the new profession in comparison with the previous one:
of equal difficulty; less complicated; more complex.

The large difference in the content of the old and new professions of the worker testifies to the randomness of the new choice: everything is determined by specific circumstances (the presence of a vacant position, a job with a different professional orientation).

2. Monitoring and forecasting the labor market, determining the need for personnel necessary professions and specialties

Forecasting is the starting point for developing a system of measures, the implementation of which is designed to ensure marketing activities in the job market.

The main directions of forecasting are:

1) forecasting the supply of labor;

2) forecasting the demand for labor;

3) forecasting unemployment;

4) employment forecasting;

5) forecasting the price of labor.

When developing forecasts, a quantitative and qualitative assessment of specific parameters of forecast objects is given. According to the time indicator, forecasts are distinguished: short-term, medium-term and long-term.

A quantitative assessment of specific parameters of the labor market can be carried out in the short term. For the future up to 3-5 years (medium-term forecast of the labor market), the objects of forecasting can be qualitative and quantitative parameters of a more general type, reflecting the situation on the labor market as a whole. Taking into account the experience of foreign countries, it is possible to develop long-term forecasts (for 5-10 years). On their basis, an idea is formed about the most significant structural changes in the employment of the population associated with the emergence of fundamentally new areas of employment, the development of new teaching methods, the active implementation of scientific and technological progress in labor processes, and the creation of a full-fledged system of social protection of the population from unemployment. The development of a general forecast of the labor market is necessarily preceded by more specific forecasts that differ in their objects.

When conducting predictive labor market research, problems arise with the use of certain methods:

1. The simplest of the known forecasting methods based on the trend
extrapolation, is inapplicable due to the extreme unevenness in the development of economic phenomena during the transition period. Thus, periods of steadily slow growth in the number of unemployed may be replaced by a landslide release of the employed population; on the other hand, a fairly rapid rise in the unemployment rate (the “initial period effect”) may give way to a relative stabilization of the situation.

2. Predicting the demand for labor depending on changes in the economic environment using intersectoral models is difficult due to the fact that the decline in production in various industries, as a rule, is not accompanied by a proportional displacement of the employed. Regression processes affect not only the unemployment rate, but also labor productivity, which devalues ​​the application of this approach.

3. Construction of complex behavioral models that simulate functioning economic system depending on the considered development scenarios, it makes it possible to determine the further course of events only at a qualitative level.

4. The most expedient, in our opinion, is the approach according to which the main factors (factorial method) influencing the demand and supply of labor should be taken into account. One of them is the demographic situation in the country. Another factor is the increasing intensity of the migration flow in the territory. Analysis of opportunities for substitution and retraining of employees different professions also allows you to estimate the likely “emissions” of the labor force. Similar estimates can be obtained by analyzing the process of concentration of labor resources by type production facilities and by their type of activity. The availability of information about the course of these processes and an idea of ​​the further economic policy of the government allows using the synthesis of the simplest heuristic (questions-answers) and quantitative procedures to more objectively determine the possible level of unemployment. Despite some methodological "vagueness", this approach is essentially the only acceptable for the transition period, it allows you to estimate the maximum and minimum level of the expected release of workers.

Labor market monitoring —
the process of systematic statistical research of the state of the labor market and the actions of the bodies of the employment service; analysis of various labor market parameters affecting the search and effective recruitment of personnel, building an optimal personnel motivation system, creating personnel reserve, control over staff turnover. Labor market monitoring helps to analyze competitors; analyze the optimal structure of compensation for specialists in the labor market.

Determining the need for skilled workers and specialists is the central and methodologically the most difficult problem of personnel policy.

The methodology for determining the need for qualified personnel should ensure the possibility of calculating the required number of workers (by main professions) and specialists (by groups of specialties) in the sectoral and territorial scales, taking into account the needs of the economy, balanced with the number of able-bodied population of the country as a whole and individual territorial units (regions, districts, large cities). In this regard, it is extremely important to substantiate the methods that make it possible to accurately determine the industry (territory), the number and level of training of the required qualified personnel.

To determine the need for qualified personnel, the following methods are mainly used: normative (saturation standards, staff-nomenclature, staff-normative), balance, economic and mathematical modeling, expert assessments, comparison (with a sample enterprise and a foreign analogue). Let us briefly characterize the named methods.

Normative method. The use of the normative method in determining the need for qualified personnel involves calculating the total number of workers (workers and specialists separately) based on the planned volume of production (products, works, services) and progressive production rates. For example, the planned number of workers by profession in the construction industry is determined on the basis of consolidated standards for the number per 1 million cu. e. construction and installation works or per unit of final product in physical terms (1 thousand m3 of industrial buildings, 1 km of pipeline, 1 thousand m2 of the total area of ​​residential buildings, etc.).

On the basis of the calculated total demand for qualified personnel for the planning period, the additional demand is determined as the difference between the total number in the planning period and the expected (actual) for the previous period.

The normative method for determining the overall need for qualified personnel is advisable to use when developing long-term and long-term plans (for 5, 10 and 20 years). The disadvantage of this method is the need for constant revision of the entire system of norms and standards, which is a complex and time-consuming process. The use of the normative method in determining the needs of the entire economy, industry or region in specialists assumes the presence of the following normative documents: qualification characteristics(models of specialists), typical staffs and management structures, nomenclatures of positions, standards (coefficients) of saturation with specialists in the industries of production and non-production spheres, etc.

Standard methods. Along with the method of saturation standards, to determine the need for specialists, standard, standard-nomenclature and standard-standard methods are used.

The standard method involves the use of standard production management schemes and standard staffing tables. The advantage of this method lies in the simplicity and insignificant laboriousness of the calculations, the disadvantage is in the transfer of the existing proportions in the staffing tables to the future and in the weak consideration of the changing needs of production.

The staff-nomenclature method involves determining the additional need for specialists based on a comparison of staffing tables and job nomenclatures. This method can provide sufficient accuracy in determining the additional need for specialists, provided that there are scientifically grounded organizational structures of management and nomenclature of positions that most fully reflect the nature and complexity of work performed by specialists at various levels of management. The use of the standard-setting method to determine the need for specialists is based on a system of norms and standards for service, management, controllability, standards for the number of specialists established for the industry as a whole or for functional divisions. The total need is determined by dividing the volume of work in the planned year by the standard load per employee. It is advisable to use this method to determine the need for specialists in non-production sectors (education, health care, culture, etc.), as well as in other sectors of the economy, where it is possible to clearly define the scope of work for a particular specialist and establish norms for his workload (for example, when servicing complex systems of machines and automated lines by specialists).
Listed met It is advisable to use the odes when planning the development of personnel for a long-term period of up to 5 years.

Balance method. This method is used to establish the appropriate proportions linking the needs for qualified personnel and the possibilities of the education system, and is implemented by developing a system of balances: additional needs for workers and employees and the sources of its provision; the need for the training of qualified personnel; attracting young people to study and work.

Economic and mathematical methods . These methods make it possible to ensure the coordination of all aspects of the personnel planning process with the greatest accuracy and to choose the most optimal solution. The advantages of economic and mathematical modeling are most realized within the framework automated systems board. The disadvantages of the considered methods are the complexity of the formalization of the studied phenomena and the need for certain simplifications of important factors affecting the formation of qualified personnel.

The method of expert assessments. Practice shows that specialists with high qualifications and long-term work experience can quite accurately determine the correction coefficients that make it possible to amend the personnel development indicators calculated on the basis of statistical models. In this regard, the methods of mathematical statistics should be supplemented with the method of expert assessments. This method can be used to establish the proportion of specialists in a specific group of specialties.

Comparison method. The essence of this method is that based on the analysis of the development of phenomena and processes in a highly developed system as a whole, designs for a less developed system are carried out. For example, when comparing the levels of development of higher education in individual economic regions, the region or city with the highest level of saturation of specialists in the country is taken as the basis (standard) of the long-term perspective for the training of specialists. Comparison of levels of saturation by specialists in our country and in highly developed countries of the world may also be of some interest.

The global economic crisis has had a very negative impact on the Russian labor market. More and more people in Russia and abroad are beginning to feel the consequences of this crisis in the era of globalization. The inevitable consequences of the global economic crisis are:

- deterioration of the structure of mass demand and consumption

- reduced demand for goods and services

- curtailment of production of relevant goods and services

- reduction of personnel at enterprises

- increasing unemployment

According to Rosstat statistics, the economically active population aged 15-72 (employed + unemployed) in February 2009 amounted to 74.8 million people, or 53% of the total population of the country (142 million people).

In the economically active population, 67.7 million people were classified as employed economic activity and 7.1 million people - as unemployed according to the ILO criteria (ie did not have a job or profitable occupation, were looking for a job and were ready to start it in the surveyed week).

In February 2009, the number of economically active population was lower than in November 2008 by 1.1 million people, or 1.5%. This reduction is entirely determined by the decrease in the employed population. The number of unemployed at the beginning of 2009 was 1.8 million higher (1/3 higher) than in November 2008 and February 2008, according to the ILO methodology.

The unemployment rate in February 2009 was 9.5% and was 2.5-2.4% higher than in November 2008 and February 2008.

Number of unemployed and unemployment rate in February 2009 were, on average, one third lower than in February 1999, when their maximum value was noted.

Employed population in February 2009 decreased compared to November 2008. by 2.9 million people, or 4.2%, compared with February 2008. - by 1.8 million people, or 2.6%.

Employment rate of the population aged 15-72 years in February 2009 amounted to 60.5% against 63.1% in November 2008. and 62.1% in February 2008.

In the number of unemployed, according to the ILO methodology, 725 thousand people (10%) were citizens who cannot be assigned the status of unemployed in the bodies of the employment service. Among them, 315 thousand people (43%) are people older or younger than the working age, 281 thousand people (39%) are students and students of working age of full-time educational institutions and 129 thousand people (18%) are pensioners by age, length of service or on preferential terms. All these categories in the surveyed period were looking for work and were ready to start it, i.e. met the criteria for classifying them as unemployed according to the ILO methodology.

In February 2009, the total number of unemployed in a comparable circle of persons (i.e., those of working age without students, pupils and pensioners by age, length of service or on preferential terms classified as unemployed) exceeded the number of unemployed registered with the employment service. 3.2 times (in November 2008 - 3.6 times).

There are more and more unemployed people. More than 5 thousand people apply to the labor exchange every day. But even more people are looking for work on their own. The growth in the number of unemployed is gaining momentum every day, and not in waves, as experts predicted.

It should be noted that the real number of unemployed is currently several times higher than the figures published by Rostrud, since very few people apply to the labor exchange.

The redundancies in companies continue all the time. We are talking about the layoffs of people in certain professions. As a rule, these are technical support services, marketing, office positions. Consulting and sales are hit hard.

There are also those sectors of the market economy that were least affected by the crisis, these are, first of all, manufacturers of essential consumer goods and pharmaceuticals, that is, manufacturers of goods without which people simply cannot exist.

During a crisis, Russian employers easily part with their employees. Westerners are doing everything to minimize layoffs - they retrain and are engaged in their employment in other organizations. 31% of companies operating in Russia are reducing the number of employees, and 18% are cutting salaries for their employees, 13% of companies are planning to reduce personnel costs by reducing working hours.

In foreign companies, laying off employees is an extremely unpopular cost-cutting measure, and they resort to it only when the situation is already extremely difficult. IN Russian companies employees get fired easily. For foreign companies firing your employees is not a cheap pleasure: you have to pay severance pay. Dismissal of personnel for foreign companies is also a blow to the image, and they value the image very highly. Europeans and Americans understand that people are their main asset. And first of all, they have reduced marketing, rental and IT costs.

The global economic crisis had a very strong impact on the situation on the Russian labor market: the unemployment rate in February 2009 was 9.5% and was 2.5-2.4% higher than in November 2008 and February 2008. Whereas in the 5th quarter of 2008 the unemployment rate reached its lowest value for the entire period since 1999 at 5.4%.

It should be noted that with a prolonged recession, the worst can be expected - an increase in the unemployment rate to 13%, as it was during the period financial crisis 1998 year.

The government is taking all necessary measures to stabilize the situation on the labor market by allocating Money in the amount of 43.7 billion rubles. The amount of unemployment benefits increased by 1.5 times. The main actions of the government are aimed at: advanced training and relocation of people to other regions where labor is needed; retraining of employees and advanced training

Unemployment has affected almost all sectors of the Russian economy, except for manufacturers of essential goods and pharmaceuticals.

3. Formation of a personnel management strategy

Strategic personnel management is the management of the formation of the competitive labor potential of the organization, taking into account the ongoing and upcoming changes in its external and internal environment, allowing the organization to survive, develop and achieve its goals in the long term.

Target strategic management personnel - to ensure a coordinated and adequate state of the external and internal environment, the formation of the labor potential of the organization, counting on the forthcoming long period.

The subject of strategic personnel management is the personnel management service of the organization and the top line and functional managers involved by the type of activity.

The object of strategic personnel management is the aggregate labor potential of the organization, the dynamics of its development, structure and target relationships, policy in relation to personnel, as well as technologies and management methods based on the principles of strategic management, personnel management and strategic personnel management.

The personnel management strategy is a priority, qualitatively defined direction of actions developed by the organization's management, necessary to achieve long-term goals for creating a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The strategy makes it possible to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their labor motivation and qualifications.

The main features of the HR strategy are:

- its long-term nature, which is explained by the focus on the development and change of psychological attitudes, motivation, personnel structure, the entire personnel management system or its individual elements, and such changes, as a rule, take a long time;

- connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change or adjustment of the organization's strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

In practice, there are different options for the interaction of the organization's strategy and management strategy, in particular:

1. The most common is the idea of ​​the strategy of personnel management as a dependent derivative of the strategy of the organization as a whole. In such a situation, employees of the personnel management service must adapt to the actions of the leaders of the organization, obeying the interests of the overall strategy.

2. The general strategy of the organization and the strategy of personnel management are developed and developed as a single whole, which means the involvement of specialists of the personnel management service in solving strategic tasks at the corporate level. This is facilitated by their high competence, and, therefore, the ability to independently solve tasks related to personnel, from the point of view of the development prospects of the entire organization.

The process of developing and implementing a strategy is continuous.

The main components of the personnel management strategy and their content: selection and placement of personnel (its tasks are to determine the characteristics of employees required by the organization for the long term, to predict changes in the internal and external environment); remuneration (determine how the labor force will be paid during the period under consideration, taking into account the expected external conditions, link these decisions with the possibilities of the long-term strategy of your business); personnel assessment (determine what exactly needs to be assessed for the long term, use various means of assessing the future, give a preliminary assessment of your potential and its dynamics); personnel development (to assess the ability of existing personnel to restructuring and work in new conditions necessary in the future, to create a system for predicting changes in the organization); planning of career development (build a long-term system that provides a combination of the necessary flexibility and stability, link it with the overall strategy of your business).

The personnel strategy should contribute to: strengthening the organization's capabilities (in the personnel area) to resist competitors in the relevant market, effectively use its strengths in the external environment; expanding the competitive advantages of the organization by creating conditions for the development and effective use of labor potential, the formation of qualified, competent personnel; full disclosure of the staff's abilities for creative, innovative development, in order to achieve both the goals of the organization and the personal goals of employees.

The development of a personnel management strategy is carried out on the basis of a deep systematic analysis of the factors of the external and internal environment, as a result of which a holistic concept of the development of personnel and the organization as a whole can be presented in accordance with its strategy. The external environment includes the macro-environment and the immediate environment of the organization, which have a directional impact and contacts with the personnel management system.

4. Coordination of HR strategy with the strategy of the enterprise

The production and economic activity of each enterprise, its rights and obligations are regulated by the law on entrepreneurial activity.

The enterprise is managed in accordance with its Charter. An enterprise is a legal entity, enjoys rights and fulfills obligations related to its activities.

Enterprise management is carried out on the basis of a specific organizational structure. The structure of the enterprise and its subdivisions is determined by the enterprise independently. When developing an organizational structure, management must ensure the effective distribution of management functions across departments. In this case, it is important to fulfill the following conditions:

- the solution of the same issues should not be under the jurisdiction different divisions;

- all management functions should be the responsibility of the management units;

- this unit should not be entrusted with the solution of issues that are more efficient to solve in another.

The management structure can change over time in accordance with the dynamics of the scope and content of management functions.

There can be vertical and horizontal links between individual subdivisions.

Vertical links — these are the connections of management and subordination, for example, the connection between the director of the enterprise and the head of the shop.

Horizontal ties
- these are the ties of cooperatives of equal elements, for example, ties between the heads of shops.

The management structure is based on a certain system. There are three main production management systems:

- linear

- functional

- mixed.

Linear - is a scheme of direct subordination on all issues of lower divisions to higher ones. This system is quite simple and can be effective if the number of issues under consideration is not large and solutions can be given on them in the nearest divisions.

Functional
- the system is a scheme of subordination of a subordinate unit to a number of functional units that solve individual management issues - technical, planning, financial, etc. In this case, the instructions are more qualified. However, subordinate units do not always know how to agree on the instructions received, in what order to carry them out. This system is rarely used in its pure form.

The most common is a mixed system that combines linear and functional systems. In this case, decisions prepared by functional units are reviewed and approved by the line manager, who transfers them to subordinate units.

With a very large volume of various questions, such a scheme makes the work of a line manager extremely difficult. To simplify it on certain issues, functional units can directly manage subordinate units. A rational management structure is determined by the type of enterprise, its scale and characteristics. Enterprises can use a workshopless, workshop, corps or mixed management structure.

The simplest structure is shopless, in which production is divided into sections headed by foremen. The foremen can report directly to the head of the enterprise or to the senior foreman, who reports to the head of the enterprise. This structure may be useful in small and medium-sized industrial enterprises.

The main production unit of a large industrial enterprise is a workshop. In the case of a shop management structure, the head of the enterprise is subordinate to the heads of the shops. The chief of the shop is subordinate to the chiefs of the sections, either senior foremen or foremen. The master is subject to the senior master. The head of the section is subject to senior foremen, to whom, in turn, the foremen are subordinate.

Especially large enterprises a body structure can be used. In this case, the enterprise is subdivided into buildings, buildings are divided into workshops, and workshops into sections.

Enterprises can also use mixed management structures. For example, enterprises with a structure may have separate shops, and enterprises with a shop structure may have sections directly subordinate to the management of the enterprise.

Experts have established that there are three options for the quantitative composition of employees subordinate to one manager: five to seven people if subordinates perform different functions, eight to twenty people if subordinates perform similar functions, twenty-one to fifty people if subordinates perform the same functions.

Enterprise management in modern conditions should be carried out on the basis of a combination of the principles of self-government of the labor collective and the owner's rights to use his property.

The enterprise management apparatus should be built in such a way as to ensure the interconnected unity of all parts of the enterprise in technical, economic and organizational terms, and to make the best use of labor and material resources.

The enterprise is headed by a director who organizes all the work of the enterprise and carries full responsibility for his state and prairie activities by the state and the work collective. The director represents the enterprise in all institutions and organizations, disposes of the property of the enterprise, concludes contracts, issues orders for the enterprise, hires and dismisses employees in accordance with labor legislation, applies incentive measures and imposes penalties on the employees of the enterprise, opens accounts of the enterprise in banks.

Chief Engineer manages the work of the technical services of the enterprise, is responsible for the implementation of the plan, the release of high-quality products, the use of the latest technology and technology. The chief engineer heads the production and technical council of the enterprise, which is an advisory body. Departments are subordinate to him: technical; chief mechanic; production dispatching; technical control; safety precautions.

The tasks of the technical department include issues of improving manufactured products, developing new types of products, introducing the latest achievements of science and technology, mechanization and automation into production production processes, compliance with the established technology, etc.

The department of the chief mechanic, together with subordinate divisions, provides control over the work and adjustment technological equipment, carry out all types of repair of technological equipment, as well as the installation of new and dismantling of obsolete equipment.

The production and dispatch department carries out operational control over the course of production, develops work schedules, eliminates causes that violate the normal production mode, etc.

The technical control department monitors the complexity and quality finished products, develops a proposal for the prevention and reduction of rejects, organizes control over the quality of raw materials, materials, semi-finished products, etc. coming to the enterprise. The quality of products is decisive in overall assessment the results of the workforce.

The chief economist, who is the deputy director for economic affairs, manages the work on planning and economic incentives at the enterprise, increasing labor productivity, identifying and using production reserves, improving the organization of production, labor and wages, organization of in-plant cost accounting, etc. It may be subordinate to the planning and economic department, accounting, financial department, economic service.

The planning and economic department develops annual, quarterly plans enterprises and individual workshops, monitors their implementation, determines ways to eliminate shortcomings, organizes and improves intra-factory and intra-workshop planning, develops standards for the formation of economic incentive funds, maintains operational statistical records, analyzes the performance indicators of main units, workshops and factories, develops and submits for approval projects, prices for new products, studies and implements best practices in organizing economic planning, etc.

The accounting department records the funds of the enterprise and business transactions with material and monetary resources, establishes the results of the financial and economic activities of the enterprise, etc.

Financial department - makes financial settlements with customers and suppliers related to the sale of finished products, the acquisition of the necessary raw materials, fuel, materials, etc. The tasks of this department also include obtaining loans from the bank, timely repayment of loans, and relations with the state budget.

The economic service conducts a comprehensive analysis of the results of the enterprise, develops measures to reduce the cost and increase the profitability of the enterprise, improve the use of production assets, identify and use reserves at the enterprise, provide methodological guidance on issues scientific organization labor, participates in the development of technical and economic standards and specific indicators for economic incentives, etc.

The Deputy Director for Economic Affairs manages the material and technical supply and sales of products, the work of housing and communal services, etc.

The Deputy Director for Human Resources manages the department of labor and wages organization and the personnel department.

The department of labor and wages organization develops the staffing table, draws up annual, quarterly, and monthly plans for labor and wages and monitors their implementation, develops measures to increase labor productivity, introduce progressive wage systems, develops regulations on the formation and spending of the fund material incentives, develops technically grounded production standards and analyzes their implementation, organizes and participates in the development of issues of scientific organization of labor, promotes the movement for a collective guarantee of labor and social discipline.
Control professional career... Professional development and its impact on the professional career of managers Motivation professional activity

2014-01-21

Dr. econ. sciences, professor
Novosibirsk State
University of Economics and Management

The development of innovative processes in Russia is associated with the awareness that competitiveness human resource is the main factor of scientific and technological innovation, a decisive condition for the survival and growth of most enterprises. It should be recognized that the only stable factor in the effectiveness of a modern organization is the competitiveness of its personnel. Reliance on the competitiveness of personnel is the path to the success of the organization.

Analysis of literary sources on the problem of human resource management showed that the use of the term "competitiveness" in relation to a person as a subject of economic life is a fairly common phenomenon. However, those authors who dwell on the analysis of the concept of competitiveness in the labor market are far from unambiguous in their formulations. Often the terms “employee competitiveness”, “personnel competitiveness”, “competitive labor potential”, “labor force competitiveness”, “labor force competitiveness”, “competitiveness of the potential of a managerial employee and personnel ", As well as" competitiveness of the worker, specialist and manager. " Thus, the authors interpret the object of competitiveness in the labor market differently (Table 1).

An analysis of the interpretations of human competitiveness as a subject of economic life used in the domestic literature makes it possible to single out two conceptual schemes that reflect different points of view on the object of competitiveness in the labor market, the forms of its organization.

Representatives of the first conceptual scheme labor force, labor potential, managerial potential, human capital are considered as the substance of competitive advantages in the labor market. They consider competitiveness in the labor market as a specific type of commodity competitiveness, which is determined by the use value of the goods being sold, its qualitative certainty.

Thus, the representatives of the first conceptual scheme identify the competitiveness of personnel with the quality of the labor force (qualifications, training profile, age, gender, etc.) and to determine the measure of competitive advantages in the labor market compare some integral characteristics for different competing labor forces.

First, the level of development of the qualitative characteristics of the labor force, which makes it possible to “compete”, “compete”, claim “high-quality,” “prestigious,” “good,” and so on. jobs are not competitiveness, but one of the indicators characterizing the functional quality of the workforce.

Table 1

Basic concepts of the concept of "competitiveness in the labor market"

Concept characteristics	1st conceptual diagram		2nd conceptual diagram
	Labor force competitiveness	Competitive potential (labor, management)
Classification attribute	The substance of the competitive advantages of the consumed product (labor force),		Organizational and economic form, its qualitative certainty
	Work force	Potential (labor, managerial)	Employee	Personnel (total employee)	Labor resources
	Qualitative characteristics of the labor force		The mechanism for bringing the competitive advantages of the ability to work into a functioning state
Estimated indicators	Qualification - Work experience in the profession - Age - Education - Physiological characteristics - Social and household characteristics	Professionalism - Competence - Personal qualities - Innovative potential - Motivational potential	Qualitative characteristics of the labor force - Terms of employment - Labor quality - Useful effect - Cumulative costs	Qualitative characteristics - Quantitative characteristics - Conditions of employment - Quality of work - Useful effect - Cumulative costs	Economically active population - Economically inactive population - Indicators of structure - Useful effect - Cumulative costs
Representatives	Bakhmatova T.G., Bogdanova E.L., Markelov O.I., Milyaeva L.G., Podolnaya N.P., Semerkova L.N., dr.	Ivanovskaya L.V., Mishin A.K., Suslova N., dr.	Yu.V. Nemtseva, E.V. Okhotskiy, Rachek S.V., Semerkova L.N., Sotnikova S.I., V.V. Tomilov, Fatkhutdinov R.A., dr.	Yu.V. Nemtseva, Sarukhanov E.R., Sotnikova S.I., dr	Problems of increasing the competitiveness of labor resources: Materials of the Interregional NPK. - Biysk, 2002

Secondly, the qualitative characteristics of the labor force are largely determined by the needs and requirements of its bearer, and are not formed to the extent that it is necessary for the functioning of the enterprise, the economy as a whole. In this regard, it is more legitimate to talk about the quality of labor, i.e. on the degree to which the characteristics of the workers' labor activity correspond to the requirements for the quality of work.

Third, competitiveness in the labor market is due not only to the qualitative characteristics of the labor force, but also to the conditions of employment and labor. The factors that determine the position of the product "labor force" in the labor market include: forms and types of employment; conditions of employment and work; quality of labor; employee image; labor discipline; possession of corporate attitudes; labor behavior; preparation costs; transaction costs, etc.

As a fundamental principle that determines the specificity and specific-specific content of competitiveness in the labor market, representatives of the second conceptual the schemes consider the mechanism for bringing the competitive advantages of the labor force (ability to work) into a functioning state.

Representatives of the second scheme believe that competitiveness in the labor market is due to:

-	the productive abilities of a person that most fully meet the requirements for the quality of work at a particular workplace;
	socio-economic and production-technical conditions under which the most effective use of the employee's abilities for this work occurs;
	dynamic coordination of the needs of the employee and the employer, which does not occur to the detriment of the body and the interests of the employee's personality, organizational goals;
	minimization of total costs during the period of the employee's labor activity.

Thus, competitiveness in the labor market is tightly linked to:

By virtue of the above, the substance of competitiveness in the labor market by representatives of the second conceptual scheme is set by the organizational and economic form of the consumed (used) product "labor", its qualitative certainty, due to which the considered competitiveness gets its specific name: "competitiveness of labor resources", "competitiveness of personnel »,« Employee competitiveness ».

Employee competitiveness - it is the ability for individual achievements in work, representing a contribution to the achievement of organizational goals. The competitiveness of an employee is determined by the quality of the labor force, which corresponds to the market demand for the functional quality of labor. The competitiveness of an employee is considered as an indicator of the "selection" of employees according to the level of their potential and actual labor efficiency and ability to professional development... The selection of the most capable workers takes place in terms of the correspondence of their human capital to the quality of labor.

The system of indicators of the employee's competitiveness includes (Fig. 1):

-

basic indicators that determine the potential and actual labor efficiency, i.e. indicators related to the socio-demographic, psychophysiological and motivational characteristics of the labor force, as well as determining the level and content of knowledge, skills, abilities, powers of the employee;

partial indicators reflecting the desires and preferences of employers in the labor force and the quality of work, i.e. indicators characterized by a measure of market demand for a qualitatively defined ability to work, as well as due to the possibilities of ensuring the profitability of labor, the perception of new information, an increase in professional knowledge, self-investment in human capital, the potential of communication in a certain type of activity.

Rice. 1. The system of indicators of the employee's competitiveness

Personnel competitiveness is determined by the competitiveness of individual workers and their groups and largely depends on the mechanism of the functioning of the human resource in the production and commercial process. In the process of forming and developing the competitiveness of personnel, the unity of economic and social processes is manifested: the employer is oriented towards achieving his goals (increasing the competitiveness of the organization, making a profit) through the fullest use of the competitive advantages of employees. And workers, in turn, are interested in increasing organizational competitiveness to the extent that they find in it an opportunity to increase their individual competitiveness.

The competitiveness of personnel is characterized by the relationship between three groups of labor market variables:

-	variables associated with the environment of existence of the internal market of the enterprise and personnel perception of stability its existence, i.e. variables characterizing the characteristics and structure of the enterprise, the types of activities, the characteristics of the products, as well as the instability, pressure and hostility of the commercial and technological environment of the enterprise;
	human resource variables that make the internal labor market more or less vulnerable to external unforeseen changes (a decrease or increase in the need for labor force, a change in the structure of employees, flexibility of staff competence, flexibility in the structure of positions and jobs, the degree of staff response to external disturbances, motivation and openness of personnel to the external environment, decline / increase in labor efficiency, the need for significant investments in personnel and other resources, etc.), and also determine the competitive advantages of personnel in the market;
	work-related variables, which are characterized by factors that do not depend on the staff, but affect the strategy and tactics of its activities. These variables change evolutionarily under the influence of a number of factors that develop gradually, and can change abruptly during crises and under targeted regulatory influence. They can be favorable for all types of work, can be selectively or partially favorable.

Labor force competitiveness - a complex of characteristics of the able-bodied population that determine the success of its participation in the socio-economic activities of a particular territory. The competitiveness of labor resources is characterized by advantageous differences in the total labor force in terms of the degree and cost of meeting the market demand for labor in a territory (region, country).

So, competitiveness in the labor market characterizes the property of human capital, which determines the degree of satisfaction of the market demand for labor.

In this understanding of competitiveness in the labor market, four conceptual points are important that characterize its essence:

1)	the need for labor in the very general view is determined by the need of employers in labor, the need meet the market demand for goods and services;
	category "human capital" expresses the relationship to activate the economic resource "labor" in order to generate income, profit. The concept of "human capital" is more voluminous, versatile than the terms "labor potential" and "labor force". Since it is based on the term "capital" - values ​​used to increase them. Human capital, like physical capital, provides its owner with a more complex profession, position, income, i.e. higher quality of work;
	the correspondence of the volume and structure of the employee's human capital to the quantity and quality of the work performed by him is established in the exchange and use of labor;
	investments in human capital provide long-term impact on the production and commercial process, and their return is distributed over the time while the employee is busy performing appropriate activities.

Competitiveness in the labor market is a relative concept, since the labor market is heterogeneous and can be structured into segments that differ in the degree of market demand for the functional quality of labor, the level of uniqueness of the quality of the labor force, as well as the characteristics of consumer demand for labor.

Differences in the market demand for a particular quality of labor determine the corresponding types of competitiveness of personnel (employee): stable competitiveness, temporary (semi-stable), unstable.

Depending on the level of uniqueness of the use value of the “labor force” product in the labor market (its functional quality), the competitiveness of personnel (employee) can be of three types: exclusive, diversification, selective.

Differences in the nature of consumer demand for labor force determine four types of competitiveness: explicit, latent, irrational, and promising.

Depending on the characteristics of the personnel strategy and personnel policy, competitiveness can be distinguished:

Depending on the nature of labor force mobility, it is possible to distinguish intra-organizational and external competitiveness of personnel (employee), which, depending on the subject of competitiveness, can be of three types: intra-professional, inter-professional and physical.

The perception of the competitiveness of personnel as a philosophy of managing the internal labor market means that the employer must periodically revise its target strategic and tactical settings, developing appropriate concepts for maintaining the competitive advantages of the human resource at its disposal.

Maintaining competitiveness concept personnel is the philosophy, ideology, strategy and policy of the employer, focused on the fullest realization of the advantages of personnel as a subject of economic life. This is a system of theoretical and methodological views on the understanding and definition of the essence, content, goals, objectives, criteria, principles and methods, as well as organizational and practical approaches to the formation of a mechanism for managing the competitiveness of hired personnel in the specific conditions of the organization's functioning.

In the practice of domestic enterprises, four main stages can be distinguished in the development of the concept of maintaining the competitiveness of personnel according to the criteria of dominance " social purpose- economic goal "," personnel as a resource - personnel as a society "(Fig. 2).

Rice. 2. Classification of the concept of maintaining the competitiveness of personnel

The essence of the consumer concept, or the concept of improving the process of accumulating human capital is to ensure the most complete staffing of workplaces. The number of hired personnel changes in full accordance with changes in the volume of production of goods or services. In this regard, the employer is interested in such a product "labor", which is widely available and offered at low prices. The concept of maintaining the competitiveness of personnel is based on the multidisciplinary training of an employee with a focus on polyvalent qualifications, i.e. a set of knowledge, skills, skills for performing work related to different professions.

Competence concept, or the concept of improving the quality of human capital states that capital owners will favor a workforce that offers the highest quality. According to this concept, the consumers of labor force are guided by such a product, which corresponds to the highest level in technical, operational and quality terms to the greatest extent and thus provides the greatest benefit to the organization. The employer focuses on the creation and formation of a highly qualified workforce and its continuous improvement. "As employee competence grows, productivity increases, more innovation emerges, more focus is placed on what matters2, more people start to work in areas that are critical to the organization's success."

According to the competence concept of maintaining competitiveness, the employer is focused on: 1) changing and bringing the qualifications of their employees in line with the requirements of the changed workload; 2) maintaining and encouraging the use of various flexible employment, pay and remuneration strategies. In particular, the organization aggressively offers its labor price to attract and retain employees, because “when employees leave the organization - for one day or for all - competence leaves with them”.

Career concept, or the concept of stimulating the use of increasing human capital is based on the conviction that if the personnel are given the right to independently decide on the accumulation of their human capital, the development of their competence, then the offer of consumer choice may remain unchanged or even worsen. Employers focused on this concept of maintaining the competitiveness of personnel intensify their efforts to stimulate the supply of labor, and such an offer that best meets the market's needs for material, spiritual benefits and services, makes it possible to produce them with the lowest economic, environmental and social costs. ...

The traditional marketing concept, or the concept of the effectiveness of meeting the desires and preferences of the employer relies on the fact that the criterion for optimizing the strategy of labor force consumption is the profit (loss) from the process of combining the ability to work with capital and natural resources. It is profit (loss) that allows you to choose the best methods of conducting production, abandon less efficient ones, stimulate the processes of moving resources towards their most efficient use, ruin enterprises that carry out such transformations in the wrong direction. This concept of maintaining the competitiveness of personnel allows you to quickly respond to changes in production requirements for the professional and qualification structure of the total workforce, to ensure that human capital is consistent with improving the functional quality of labor.

The modern concept of maintaining the competitiveness of personnel means the subordination of all aspects of activities to achieve competitive advantages in the labor market to meet the market demand for goods and services in the best possible way. The high efficiency of the activities of professionals in the organization is achieved by the creation of a rational management of their capabilities. The modern concept is systemic in nature and is based on the basic principles of human resource development in the world economy, taking into account the factors and problems that restrain the increase in the competitiveness of this resource. The factors that make it possible to achieve the maximum effect on the labor market in order to fully satisfy the market demand for goods and services are the volume and structure of corporate competence, the duration of the life cycle, the measure of total labor costs, the level and dynamics of personnel labor efficiency (Fig. 3) ...

Rice. 3. The modern concept of maintaining the competitiveness of personnel

Conceptual element "maximum corporate competence" ... Corporate competence represents the competence of personnel at the level necessary for the organization to achieve its main goals: economic, scientific and technical, industrial and commercial and social (Fig. 4).

Rice. 4. Development of corporate competence

The development of corporate competence can occur in two aspects - autonomous and organizational (corporate).

In an autonomous aspect, the development of corporate competence presupposes the satisfaction of private interests by an individual employee in the formation and enhancement of his competitive advantages in the labor market by increasing knowledge, skills, abilities, powers. This process is largely independent of the private interests of other participants in labor activity.

In the organizational (corporate) aspect, the development of personnel competence is predetermined by:

In the organizational aspect, the development of corporate competence presupposes that the entire staff of the organization is constantly developing, learning and, due to this, outperforming competitors. In order to be effective, not to reduce the achieved level, personnel must develop corporate competence at least at the same rate as the surrounding conditions change. And to anticipate the future, staff must improve their competence even faster. This development of corporate competence contributes to the transformation of the organization into a self-developing system that uses its divisions as laboratories of excellence and involves all personnel in the process of developing competence. This situation gives rise to many new ideas and promotes the entry of less experienced workers to the highest levels of labor quality.

The characteristics of the development of corporate competence in the organizational aspect are: its subordination to the requirements of the development of the organization (region); priority of measures to ensure socio-political stability in the organization (society); creation of economic conditions for each employee to maintain their competitive advantages in the labor market, taking into account the volume and structure of human capital; elimination (minimization) of inequality in the formation of competitive advantages for individual employees, arising for various objective reasons; etc.

There are two approaches to the development of competence - traditional and innovative.

Traditional Approach involves the development of personnel competence in a clear division labor process for individual operations, functions or tasks. This approach denies individual initiative and experimentation at the position level, it implies the standardization of tasks, procedures, competence. Of course, this has its advantages: the performance of a narrow range of tasks by one employee presupposes the stability of limited competence over a long period of time, which can be easily acquired through repeated repetition of labor operations in the workplace. This approach to competence development is appropriate for organizations with a small number of employees, using simple management structures and not requiring highly skilled personnel. However, difficulties for the enterprise arise if it is necessary to carry out Fast passage to new products, technologies, to ensure the development of a new required level of satisfaction of the needs of consumers of manufactured products (or services provided).

An innovative approach to the development of personnel competence is due to the influence of unforeseen circumstances on modern production, which require a certain freedom of action for personnel to make a decision in an emerging non-standard situation. The implementation of such an approach to the development of competence is aimed, firstly, at achieving the correspondence of the content of the work to the developing abilities of the employee; secondly, for such an organization of work that would motivate the employee to increase the efficiency of his work; thirdly, to introduce more variety into the work, to strengthen its creative aspects; fourthly, on the constant accumulation of professional competence of employees. The development of personnel competence within the framework of an innovative approach contributes, firstly, to the minimization of the efforts of individual employees arising from rivalry in the pursuit of improving their formal status; secondly, the disappearance of the traditional division of labor between employees (they perform a wide range of managerial and executive functions and are responsible for the product, technology, market niche); third, increasing the flexibility of the organization's production and commercial activities in a rapidly changing market environment.

Conceptual element "maximum savings in total costs" ... Qualitative parameters of personnel competitiveness (such as competence, its life cycle) for all their importance do not completely exhaust the concept of “personnel competitiveness”. An important indicator of competitiveness, like any product, is the price characteristics of the labor force, which, within the framework of the internal labor market, take the form of total labor costs.

The total costs of the employer consist of two parts: the price of labor and the price of its consumption.

In the economic domestic and foreign literature there are various economic theories of the formation of the price of labor.

According to Marxist theory, the hired worker, entering into a relationship of purchase and sale in the labor market, receives a wage for his special kind of product, equal to the price of only the necessary labor. Modern economic theory defines wages as the price of labor, including total income, interest and profit. The theory of marginal productivity of distribution states that the employee is rewarded in accordance with his marginal productivity. According to the theory of "deal", the price of labor, as a result of the contract between the seller and the buyer of labor, presupposes the profitability for them of the transaction of purchase and sale.

Labor costs form the price of labor consumption. These costs are associated with training and retraining of employees, intra-company investments in human capital, various taxes and deductions, insurance, etc.

The price parameters of personnel competitiveness allow the employer to:

-	reduce the cost of training newly hired employees by promoting employees of the company who have acquired some skills in the process of work (if the company fills jobs with the help of the external labor market, it will have to finance the training again hired workers);
	reduce the costs of selecting labor and reduce the risk of mistakes when filling vacancies, since the company has extensive information about its own employees and limited data on the quality of employees in the external market;
	encourage employees to maintain discipline, improve productivity and improve skills.

The employer's policy regarding the total costs of personnel is a set of activities and strategies of the subject of the labor market, focused on managing prices and pricing in order, first, to seize a certain market share and secure it to itself; secondly, to get the target profit; third, adapt to the actions of competitors; fourth, to create conditions for the implementation of each function of the price of labor (reproductive, accounting, stimulating, regulating).

Conceptual element “maximum labor efficiency”. Labor efficiency should be understood as a complex component of production efficiency, which is directly related to the costs of living, materialized and aggregate labor, which make it possible to satisfy the market demand for goods and services. Thus, an increase in labor efficiency means an upward development of the economy. A decrease in the value of the ratio of the useful result and labor costs means not only economic, but also social decline.

Conceptual element “maximum lengthening of the competence life cycle”. Since the possession of a competence is not a frozen or complete process, it requires constant updating of existing knowledge and skills and the acquisition of new ones. In the economic literature, the phenomenon of a change in the volume of sales of a product over time is called the life cycle of a product.

With regard to the competence of the personnel, one can also talk about its life cycle. The life cycle of a competency is superficially similar to the geometry of the life cycle of a product. The main parameters of competence change over time, in regular and measurable intervals: the formation (acquisition) of competence, active use, fading (obsolescence).

The life cycle of personnel competence is influenced by factors such as:

Depending on the factors affecting the life cycle of a competence, we distinguish three of its models (product, organizational, physical) and three submodels (employee, specialist, manager).

Product model of the life cycle of corporate competence provides for the dependence of the dynamics of the competitive advantages of personnel on the life cycle of the goods they produce (or the services provided) in the market. The phases of the product life cycle (LCT) are usually divided into: I - introduction (introduction) of the product; II - growth; III - maturity; IV - saturation; V - decline. Accordingly, the life cycles of corporate competence are distinguished: acquisition, distribution, growth, maturity, stabilization and extinction of competence.

Organizational model of the corporate competence life cycle provides for the dependence of the dynamics of the competitive advantages of personnel on the stages of the organization's life cycle (I - formation, II - functional growth, III - controlled growth, IV - bankruptcy), as well as the organizational development strategy (I - entrepreneurial, II - dynamic growth, III - profitability, IV - liquidation, circulation). Accordingly, the life cycles of corporate competence are distinguished: acquisition, distribution, growth, maturity, stabilization and extinction of competence.

Physical model of the competency life cycle defines the temporal range of labor activity, which distinguishes:

-	the maximum duration of the forthcoming working life (as the difference in the number of years between the upper and lower limits of working age);
	estimated duration (as the difference in the number of years between the upper and lower limits of working age, taking into account age and sex levels of economic activity);
	potential duration (as the difference in the number of years between the upper and lower limits of working age, taking into account the level of age-related mortality of the population of a given region or country);
	real duration (as the difference between the upper and lower boundaries of the working period, taking into account the age and sex levels of economic activity and the age levels of mortality of the population of a given region or country).

In the context of the innovation process, there is a tendency to reduce the life cycle of the product "labor force" in terms of the rate of obsolescence of workers' professional knowledge, skills and abilities. It is scientifically established that after graduation from higher education educational institution an average of 20% of knowledge is lost annually. There is evidence of obsolescence of knowledge in various branches of science, for example, in metallurgy - 3.9 years, mechanical engineering - 5.2, etc. ... Similar processes are taking place in this area in the developed countries of the West and in the United States. Thus, studies by American scientists on the economic efficiency of personnel training have shown that the payback period for personnel training is reduced, sometimes amounting to only 2-4 years. In addition, the duration of the period of labor activity of the able-bodied population is shortened.

Thus, the life cycle of a competence is initially and objectively "shortened", directly dependent on external environment... The influence of the environmental factor on the activities of the personnel of an individual enterprise is so great that it cannot independently exist longer than the system in which it functions exists. In other words, personnel cannot exist outside the enterprise, outside the system, which means that it must develop together with the enterprise, the region, and society as a whole.

Practice shows that new techniques in the development of personnel competitiveness do not appear as a revelation of individual organizations. Innovations are born as a result of creative study, systematization, generalization and assessment of the functioning of various subjects of the labor market. Perceiving other market actors as a starting point for its own approaches, the organization develops and implements new productive strategies for behavior in the internal labor market. Attracting someone else's experience allows you to accelerate your own progress, strengthen the capabilities of an enterprise, an organization to achieve a synergistic effect in the process of managing the competitiveness of hired personnel.

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See also on this topic.

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Shatokhin Alexander Grigorievich. Competitiveness of workers in the labor market: Dis. ... Cand. econom. Sciences: 08.00.01: Yaroslavl, 2000 149 p. RSL OD, 61: 01-8 / 831-6

Introduction

Chapter 1. Theoretical Foundations of Employee Competitiveness .

1.1. A theoretical model of employee competitiveness: content, features, contradictions 10-45

1.2. Economic analysis of the main concepts of the quality of labor force and competitiveness of workers in the works of Russian scientists and economists 46-70

Chapter 2. Reforming the labor market and increasing the competitiveness of workers in Russia .

2.1. Possible ways to reform the labor market in Russia 71-108

2.2. Prospects for improving the competitiveness of employees. 109-135

Conclusion 136-137

List of used literature 138 -149

Introduction to work

Relevance of the research topic. The labor market is one of the indicators, the state of which makes it possible to judge the national well-being, stability, efficiency of socio-economic transformations in the country. The relations that develop in the labor market between employees and employers have a pronounced socio-economic nature, since they affect the urgent needs of the majority of the country's population.

The deep economic crisis that the Russian economy is going through is manifested not only in a drop in production, but also in a mismatch between the demand and supply of labor in the emerging leap of labor. Therefore, a modern worker, in conditions of a sufficiently high level of unemployment, tough market competition for vacant jobs, must find demand for his ability to work, that is, to be competitive in the labor market.

Since this problem affects not only weakly competitive groups of people in need of work: young people, elderly workers, people with disabilities, women with children, but also, practically, all categories of the working-age population, it becomes obvious the relevance of a deep analysis and clarification of economic relations on the competitiveness of workers. in a transitional economy.

The degree of scientific elaboration of the problem. So far, no special works have been created on comprehensive analysis economic relations on the issue of the competitiveness of workers in a transitional economy. Therefore, the author turns to works containing the development of individual aspects of this problem.

In the economic literature of the Soviet period, there was no research on the problems of labor force competitiveness.

Since, adversariality as a manifestation of competition was incompatible with the nature of public ownership of the means of production, which eliminated the commodity form of labor and ensured full employment.

The competitiveness of workers in full employment in most sectors of the economy was virtually nonexistent. Even in prestigious professions it was absent due to the monopoly of the state. It was believed that competition among workers for jobs is characteristic only of the capitalist economy, for which unemployment is an inevitable companion.

However, a lot of interesting and informative works are devoted to individual characteristics of the employee's competitiveness. For example, studies of the qualitative characteristics of the ability to work, its qualification, education level, value motives, mobility, etc. Since the focus of economists was such unsolved problems as the imbalance of jobs and labor resources, the training of skilled workers, etc. True, research bear the stamp of theoretical approaches that are characteristic of an exclusively centralized economy, administrative command management.

The quality of the labor force as one of the leading factors in the competitiveness of an employee has always been in the focus of attention of economic science since A. Smith, K. Marx, A. Marshall.

In the implementation of the research objectives, the author used scientific developments and practical approaches of foreign scientists: G. Becker, S.L. Bru, P.B.Doringer, J.M. Keynes, K.R. McConnell, J. Robinson, R.S. Smith, O. Favoro, F. Hayek, E. Chamberlin, J. Schumpeter, R. J. Ehrenberg and others.

From the beginning of the 60s to the beginning of the 90s in the USSR, economists studied problems that, to one degree or another,

affect the quality of the workforce, which is one of the leading factors in the competitiveness of workers. Among the works of this period, one can note the works of N.A. Aitov, V.D.Breev, L.S. Blyakhman, A.Z. Dadashev, Yu.A. Dmitriev, L.G. Zdravomyslov, L.A. Kostin, A. D. Kuzn etsova R. A. Nugaeva, V. A. Pavlenkova, T. V. Ryabushkina, V. E. Tomashkevich, O. Yu. Shkaratan.

Serious scientific developments are contained in the works of Kostroma and Yaroslavl scientists-economists, who are also associated with the quality of labor. Among the works, one can note the works of N.P. Gibalo, V.M. Melikhovsky, N.G. Narovlyansky, M.I. Skarzhinsky,

A.V. Solovieva, S.P. Sirotkina, Ya.Ya. Spektor, A.I. Tyazhova,

V.V. Chekmareva and others.

The transition to a market economy, which began in the early 90s, initiated a study of the problems of quality and competitiveness of workers from the point of view of market relations. Among the works of this time, one can note the works of I.E. Zaslavsky,

N. A. Ivanova, R. P. Kolosovoy, L. P. Kiyan, G. G. Melikyan, N. G. Mitrofanova, Yu. G. Odegova, G. G. Rudenko, G. E. Slezinger, I. L. Smirnova,

N.V. Chernina and others.

The purpose and objectives of the study. The aim of the thesis is a theoretical study of economic relations on the issue of the competitiveness of workers in a transitional economy.

In accordance with the specified purpose of the dissertation, the following research tasks are solved:

1. To reveal the main content, signs and contradictions of the economic category of competitiveness of workers.

2. Identify the relationship between the competitiveness of workers and the labor market.

3. Clarify the essence of the categories “labor market” and “labor market”, “labor force” and “labor”.

4. Analyze the basic concepts of the quality of the workforce and the competitiveness of workers, which have been disclosed by Russian scientists-economists from the 60s to the present.

5. Consider various models of labor markets in order to identify the specifics of the emerging national labor market.

6. Identify ways to reform the labor market.

7. Consider the prospects for improving the competitiveness of workers.

Research object: the labor market during the transition period.

Research subject: economic relations affecting the competitiveness of workers in the labor market.

The theoretical basis of the research is scientific work foreign and domestic authors on the labor market, competition, competitiveness, etc. The empirical base is provided by the use of materials from statistical collections Russian Federation, The Department of the Federal State Service for Employment of the Population in the Yaroslavl Region, data from the central and local press, the results of sociological research of various scales.

Research methodology. The methods used in the work are adequate to the goals and objectives of the research. The latter is carried out by using a combination of historical and logical approaches, theoretical modeling, in some cases a synergistic approach is used, a questionnaire survey.

Scientific novelty of the research:

(attractiveness) of the qualities of many workers in the labor market to a potential buyer - landlord; in the narrow sense - this is the possession of such a profession (specialty) and such qualities of the labor force that give him an advantage in the fight against competitors for a vacant workplace... 2. Proposed

own version of the general theoretical economic model employee competitiveness, which includes the following concepts:

a) the chosen profession, which is subdivided into the corresponding competitive and non-competitive groups (traditional, widespread, scarce, rare, free, promising, prestigious);

b) the quality of the workforce, which includes the level of qualifications and a set of socially oriented personal characteristics: mobility, flexibility, etc.

The author proposes his own version of the classification of factors that affect the competitiveness of the employee in the external and domestic markets labor. This allows to prove the increasing influence of socio-psychological factors on the competitiveness of employees. At the same time, the factors that “preserve” the low level of competitiveness of workers in a transitional economy have been identified.

3. The author's interpretation of the delineation of the concepts of "human capital" and "quality of labor" is offered. The quality of the workforce is an integral part of human capital. But at the same time, the latter includes property relations for labor power and other properties inherent in labor power as a commodity - capital, including the "use value of labor power."

4. Defined the basic concepts of economists 60-90 years. in Russia on the problems of the quality of the labor force, the restrictions imposed on research are noted by the prevalence of opinion about non-commodity ha

the nature of the labor force, on the predominantly command and administrative methods of managing the movement of personnel; it is noted that in the 90s, overcoming these views began, which made it possible to re-evaluate such properties of the labor force as quality, competitiveness, supply and demand in the labor market.

5. On the basis of differentiation of the concepts of “labor market”, “labor market”, a theoretical model of the labor market in Russia is proposed. At the same time, the following concepts are defined:

a) "the labor market in the narrow sense", which includes the relationship between supply and demand for labor and the determination of the level of wages for different kinds activities;

b) the “labor market in a broad sense”, which includes not only the subjects of market relations - sellers and buyers of labor, but also the institutional structures of the market (employment services, vocational guidance, etc.), legal acts that guarantee the social orientation of the transition economy.

Comparison of these variants of concepts makes it possible to clarify the functions of the labor market, to determine the degree of development of individual blocks of the employment sector.

The practical significance of the work. The research results can be used: firstly, by government agencies different levels dealing with the issues of increasing the competitiveness of workers in the labor market; secondly, in further scientific research; thirdly, when developing training courses and special courses on the labor market, on the history of economic doctrines, the basics of entrepreneurship, economic theory.

Approbation of work. The main provisions and results of the study were reported at the international scientific-practical conference "The system of economic relations of the world economy at the turn of the XXI century: development trends" (Yaroslavl, 1998), at scientific seminars.

Individual questions were presented in lectures by the applicant at the Faculty of Mathematics and Law. On the topic of the dissertation, four works have been published with a total volume of more than 4 pp.

The structure and scope of the thesis. The thesis consists of two chapters, including four sections, introduction, conclusion, and bibliography. The main text is set out at 14? pages of computer text. The list of used literature includes 164 titles. The text uses 4 diagrams, 7 tables, 9 figures.

Theoretical model of employee competitiveness: content, features, contradictions

The transition from the administrative-command system to the development of a market economy means an essential change in the economic mechanism of interaction between the owners of material and personal factors of production (the form of their combination, the legal framework for regulating hiring relations, the system for organizing the training, distribution and redistribution of labor), the economic basis for the reproduction of the labor force, the size and structure of investments in general and specific capital. As a result, the principles of management and economic relations (including relations in the sphere of employment) are being reformed, which in the context of the modern reforming of the Russian economy are still of a transitional nature and cannot be considered as developed commodity relations that fully correspond to the market economic system. They grow on the old economic basis and are formed between people whose psychology, views and value system were laid by another social system and cannot be completely overcome in short time... The concept of "labor force" is being transformed. It turns into a commodity. At the same time, a labor market is formed, on which the interaction of demand and supply of labor is carried out. Is taking shape new mechanism the formation of demand for labor, which is influenced by the emergence of socially different sectors of the economy, changes in the territorial distribution of vacant jobs, restructuring of production in accordance with the changing market conditions, internationalization of economic ties and entry into the world market. Therefore, in the transition to the market, the modern worker is subject to fluctuations in demand and supply for labor in the labor market. In the face of fierce market competition for vacant jobs, the employee must find demand for his potential ability to work, that is, to be competitive in the labor market. Why does the employer choose one over another employee? What criteria is he guided by? These issues play a central role in the life of every person who enters the labor market with the offer of his “labor force” product in order to get a job in accordance with his abilities and inclinations. The answers to them are related to the concept of competitiveness. Thus, a group of co-authors: M. Gelvanovsky, V. Zhukovskaya, I. Trofimova in the work "Competitiveness in micro-meso- and macro-level dimensions" define competitiveness as the possibility of winning in competition (in a broad sense); (in relation to the economic sphere) - the possession of properties that create advantages for the subjects of economic competition. In the textbook on Labor Economics and Social and Labor Relations, edited by G.G. Melikyan and R.P. Kolosova's competitiveness is interpreted as the ability of a modern worker to find demand for his labor in the labor market. In contrast to the existing definitions, the author believes that the competitiveness of an employee (in a broad sense) is the degree of usefulness (attractiveness) of the qualities of the labor force of many workers in the labor market to a potential buyer - employer. In this definition, competitiveness is not linked to the excellent qualities or characteristics of the labor force, not to the ability to find demand for labor, but to its attractiveness to employers who are hiring. As you know, the final word is theirs. The competitiveness of an employee (in the narrow sense) is the possession of such a profession (specialty) and such qualities of the labor force that give the employee an advantage in the fight against competitors for a vacant job. This definition follows from the peculiarity of the commodity, labor is the only commodity that is inseparable from its owner, the person. At the same time, the latter is not an object of purchase and sale, since it is not the employee that is sold and bought, but his ability to work. Otherwise, he would not be a seller, but a commodity. At the same time, the labor force itself as a subjective factor of production, being a commodity, can actively influence the employer. Based on the definition, the author proposes a general theoretical model of an employee's competitiveness (see Scheme 1).

Economic analysis of the main concepts of the quality of labor and competitiveness of workers in the works of Russian scientists and economists

In the economic literature of the Soviet period, research on the problems of workers' competitiveness has not been carried out. Because competitiveness, as a manifestation of competition between workers for jobs, was incompatible with the nature of social ownership of the means of production, which eliminated the commodity form of labor and ensured full employment. The competitiveness of workers in full employment in most sectors of the economy was virtually nonexistent. Even in prestigious professions, she was absent due to the monopoly of the state. It was believed that competition among workers for jobs is characteristic only of the capitalist economy, for which unemployment is an inevitable companion. However, a lot of interesting and meaningful works are devoted to individual characteristics that affect the competitiveness of employees, such as quality, mobility, qualifications. True, the research bears the stamp of theoretical approaches that are characteristic of an exclusively centralized economy, administrative command management. Nevertheless, studying the positive experience and mistakes of the past can help you form a model of employee competitiveness, which in its content will correspond to Russian reality. From the beginning of the 60s to the beginning of the 90s, economists in the USSR studied the problems that, to one degree or another, affect the quality of the labor force, which is currently one of the leading factors in the competitiveness of an employee. Among the works of this period, one can note the works of N.A. Aitov, L.S. Blyakhman, V.D. Breeva, A.Z. Dadasheva, Yu.A. Dmitrieva, L.R. Zdravomyslova, V.A. Pavlenkova, L.A. Kostina, A.D. Kuznetsova, R.A. Nugaeva, T.V. Ryabushkina, VE Tomashkevich a, O.Yu.Shkaratan and others. Serious scientific developments are contained in the works of Kostroma and Yaroslavl scientists-economists, which are also associated with the quality of labor. Among the works, one can note the works of V.M. Melikhovsky. N.G.Narovlyansky, S.P.Sirotkin, M.I.Skarzhinsky, L.Ya.Spektor, A.I. Tyazhov, V.V. Chekmareva, etc. The transition to a market economy that began in the early 90s initiated research of problems of quality and competitiveness of workers already from the point of view of market relations. Here one can note the works of I.E. Zaslavsky, N.A. Ivanov, R.P. Kolosova, L.P. Kiyan, G.G. Melikyan, N.G. Mitrofanov, Yu.G. Odegov, G.G. Rudenko, G.E.Slesinger, I.L.Smirnova, N.V. Chernina and others. In scientific research, I would especially like to highlight the controversial issues: about the movement of labor, about the ownership of labor, about the quality of labor, etc. Investigating the problem of labor change, A.D. Kuznetsov came to the conclusion that large-scale industry under the influence of scientific and technological progress constantly requires new labor, trained and prepared to work in a new way. On the one hand, the worker is required to quickly change his job functions, and on the other, specialization, that is, adherence to only one profession. Within the framework of capitalism, this contradiction is resolved easily and simply: even a skilled worker faces a choice - either to die from poverty or to look for another job, to master another profession. This conclusion, which the scientist made almost forty years ago, is quite relevant for our time. Narrow specialization, as practice shows, on the one hand, leads to a higher level of professionalism and competence, and on the other, if an employee loses his job, he becomes practically uncompetitive in the labor market. HELL. Kuznetsov believed that the change in labor occurs only within the framework of a wide-profile profession or a group of related specialties. However, as further studies showed, the scientist somewhat limited the operation of this law, which is expressed in the all-round mobility of workers, that is, the ability to change the profession, the industry of labor application, etc. ... The problem of changing labor was also studied by the scientist V.D.Breev. He concluded that the law of labor change predetermines the mobility of labor resources. The worker must quickly adapt to changes in production. The requirements for the quality of labor resources are changing significantly: the level of general education and special training, the level of physical development and state of health, the degree of skill, work experience in a particular specialty. All this as a whole has a decisive influence on the formation of an employee's qualifications.

Possible ways to reform the labor market in Russia

The labor market occupies an important place in the system of economic relations. In this market, the interests of able-bodied people and employers who represent state, municipal, public and private organizations collide. The relations developing in the labor market have a pronounced socio-economic character. They touch upon the urgent needs of the majority of the country's population.

Employment levels and wages are established through the labor market mechanism. A significant consequence of the ongoing processes in the labor market is unemployment - an overall negative, but practically inevitable phenomenon of social life.

Population employment is necessary condition for its reproduction, since the standard of living of people depends on it, the costs of society for the selection, training, retraining and advanced training of personnel, for their employment, for material support of people who have lost their jobs. Therefore, such problems as employment, unemployment, competitiveness of the labor force and, in general, the labor market are relevant for the country's economy.

The labor market is one of the indicators, the state of which makes it possible to judge the national well-being, stability, efficiency of socio-economic transformations. The emerging diversified economy and its structural restructuring impose new requirements on the quality of the workforce, its professional qualifications and level of training, and exacerbates competition between workers. Thus, the tasks of clarifying the influence of factors that shape the processes in the labor market, assessing the patterns, trends and prospects of its development are actualized.

In order to form an idea of ​​the basic concepts of the labor market mechanism and transform them into our reality, we will consider the theoretical views on the problems of the labor market in their historical and logical sequence, economists of various directions.

The theoretical foundation of the labor market doctrine in economics was laid by representatives of classical school... So the basis of A. Smith's teaching was the thesis of free competition as a condition for the optimal use of material, financial and human resources. "This, at least, would be the case in a society where things would be left to their natural course, where there would be perfect freedom and where everyone would be absolutely free to choose an occupation that he considers appropriate and change it when he sees fit."

A. Smith, making many of his conclusions, proceeded from the fact that the labor market is completely competitive. However, as noted by many researchers (for example, M. Blaug, V. N. Kostyuk), Smith, as if in passing, notes that in the labor market the advantage always lies on the side of employers, since they are less numerous in comparison with hired workers, they can keep much longer, that is, the employer's need for an employee is less than that of an employee for an employer. Since wages were the main source of income for the employee.

Hence, we can conclude that the labor market was not a market of perfect competition already in the 18th century. Since competition existed mainly between employees, and there was practically no competition between employers.

French economist Jean-Baptiste Say formulated the market law of the interaction of supply and demand and achievements on this basis equilibrium price for sale and purchase, including labor. He believed that if society observes all the principles of economic liberalism, production (supply) will generate adequate consumption (demand), that is, production under the conditions of Smith's "natural order" necessarily generates incomes for which these goods are sold.

However, as further studies have shown, there is no guarantee that income recipients will spend it in full, some part of the income can be saved, and therefore it will not be reflected in demand. Savings will cause insufficient consumption, resulting in unsold goods, reduced production and unemployment.

Another representative of the classical school, David Ricardo, studied the laws that govern wages. He concluded that "with the natural movement of society, wages tend to fall, since they are regulated by supply and demand, because the influx of workers will constantly increase at the same rate, while the demand for them will increase more slowly." True, D. Ricardo made a fundamental reservation that "the tendency of wages to fall can take place only in conditions of private property and free competition and when wages are not controlled by government intervention." dependence of the supply of labor on the demand for it from employers, since the increase in new jobs is slower. Therefore, competition in the labor market, as now, developed mainly between workers.

Prospects for improving the competitiveness of workers

Improving the competitiveness of employees, the author understands as suitability for work in market conditions, and compliance with dynamic demand from various employers (including individuals, foreign companies and firms) in the Russian labor market and abroad.

We are talking about the creation in the country of a multichannel system of adaptive training and the market of educational services, about changing the organizational and methodological foundations of vocational training, about retraining and advanced training, a qualitative restructuring of the vocational training system, about debugging mechanisms to stimulate investment in a person.

It is necessary to restructure and reorient workers from the expectation of minimal social assistance from the state in case of forced unemployment to an active search for the sphere of employment, to an active desire to obtain multilateral knowledge and mastery as conditions for survival, competitiveness, and sustainability of life.

Improving the competitiveness of workers in Russia during the transition period is of great importance, since the efficiency of the labor market depends on it. Although the general level of education in the Russian Federation is quite high, however, the set of existing professions, like the rest of the structure of the economy, is largely distorted.

The reason is that the scientific, technical, educational, and qualification potential was created according to the standards of a socialist planned economy. In those years, there was an irrational sectoral structure of production. More than 80% of the total economic potential was occupied by the production of means of production, and only 20% remained in the production of consumer goods.

In the absence of a proper system of education, training and, in particular, retraining of personnel, the shortage of workers with the necessary qualifications reduces the effectiveness of reforms, slowing down the reaction of labor supply in the labor market. Economic growth directly depends on the ability of enterprises to hire workers in the right professions and qualifications.

The transition to the market presupposes the liberalization of labor supply and demand. Demand increases the role of individual choice. The proposal entails a variety of relationships and forms of ownership. The growing role of individual choice allows people to make their own decisions about the profession they would like to get, choose a place of work.

In this regard, the liberalization of wages should acquire a key position, since wages, which are determined by the market, should inform workers about which professions (specialties) there is the greatest demand.

However, in the Russian labor market at the present time, as studies show, wages as an economic category have practically ceased to fulfill their main functions - the reproduction of labor and the stimulation of labor. The tendency of wages growth is increasingly manifested not in financially stable, well-performing enterprises, but, on the contrary, in financially weak ones.

A sharp drop in the price of labor (none of the developed industrial countries of the world has such low wages as in Russia, even in a number of developing countries it is higher) leads to the degradation of the system of general and vocational education, since the prestige of qualified labor is sharply reduced, to deterioration of the professional and qualification structure of personnel, including due to the massive outflow of skilled labor to other countries.

Russia has a developed system of education, training and retraining of workers, which is supported by a rich scientific potential. Scientists of Russia have often demonstrated their outstanding achievements, in particular in the field of fundamental sciences.

Proceeding from this, it could be argued that improving the systems of education, training and retraining of workers is not so high priority in comparison with other important and urgent matters that require attention in conditions of severe financial constraints. Therefore, the reform in this area could wait.

However, such a decision would be a serious mistake. Because, as studies by economists confirm, a high level of education and professional training of the labor force contributes to the increase in the competitiveness of workers and is an extremely important factor in the economic prosperity of the country.

During the period of an increase in production activity, a situation is not excluded when the economic revival will cause a sharp increase in the demand for a certain labor force, but it may not appear, which will lead to a further increase in unemployment.

Reducing investment in education, training and retraining of workers will subsequently cause serious costs for the state and individuals, because poorly educated people make up the majority of the unemployed (see Table 7), and they account for a high share of government spending.

There are always a very large number of applicants for prestigious positions. In such conditions, employers are forced to carry out quite serious tests and competitions in order to identify the best of the best. Selection methods can be very different: from trivial tests to harsh stressful interviews. One may wonder why the employer does not train and promote their employees to higher positions. The answer is simple and has a completely rational economic rationale. Learning is expensive. An employee trained in all the tricks can simply go to another company, for example, to a competitor, and then the costs of his training will not only not pay off, but also bring a loss. Based on this, a much more convenient way is to hire an outsider. What is the best way to prepare for a serious selection so that the employer will choose you from the many candidates?

As a rule, the higher and more prestigious the position, the more fierce the competition. At the very heights of career heights, those who have excellent qualifications and are distinguished by special professionalism usually gather. It is clear that it can be more difficult to maintain a brand among such people than in the first stages of the ascent. Let's assume that you immediately decide to take just such a position: a prestigious position in a well-known and stable company.

It is hardly surprising that there is now a deficit situation on the labor market among candidates for jobs with low wages. Workers' specialties are especially affected. Now, for some reason, everyone is striving to get a higher education and immediately take a better place. There are not enough craftsmen for factories and indeed good specialists... At the same time, a huge number of people are eager for leadership positions and in the top composition of companies. You should not give up such a noble aspiration either. You need to define a specific plan of action to get such a job.

First, find the vacancy that suits you among the job offers. It must be prestigious, the reputation of the company must be impeccable, and the competition for this place must be huge. Secondly, tell the employer about your desire to work in this particular company and in this particular position. Use whatever your potential boss might be interested in.

If you already have an impressive track record with an excellent track record in the field that your prospective future position belongs to, then you can look forward to a position in virtually an elite company. Your chances grow with every crust oh higher education, having a scientific degree, with the passage of the MBI program, after an internship abroad and participation in international projects as well as with every language you learn. But you must admit that if such a shot sits without work, it is strange, unless he has a large amount of money in a profitable bank account.

Let's say that your work background is absolutely flawless. Don't make your resume as smooth as your career. Usually, a resume that is too good only puts an employer on guard. Many experienced personnel officers say that a too beautiful story of labor exploits affects them like a red rag on a bull: a suspicion immediately creeps in that negative facts are skillfully hidden, or the character of the candidate leaves much to be desired. You can diversify the rosy picture with a long internship or a difficult learning process. Do not go too far the other way, describing with what creak you were given career advancement.

It is not always possible to count on getting a particular position. In this case, you can simply try to find a better job. Define for yourself several vacancies that attract you, send your resume by e-mail and fax. Make a separate copy of your resume for each company. This is necessary to accommodate the requirements and needs of the company. Your resume should focus on these points. On your resume, you explain why the employer should choose you. All information about you, including training, profile courses, specific skills, should work to interest the employer. Otherwise, it will just go to the trash can.

Describe in your resume how you can benefit the company. Almost all smart leaders love specifics, which means that you need to give clear reasons, and ideally, numbers. Write down exactly what percentage you can raise sales. Focus on the interests and prospects of the company. Your interests should match. List your winning personality traits that you might find useful in this position. However, you should not write an ode in your honor. The description should be short and informative. In addition to the content, the resume must be well-formed. Of course, spelling errors in the resume are not allowed. The main task of this kind of presentation about you is to make sure that the employer makes an appointment for you and is interested in you.

In the event that you have already selected the desired place of work in a particular organization, your employment can go according to two scenarios. If the employer likes you, then you can only be congratulated on getting the desired position. However, due to the fierce competition, your chances of winning are far from one hundred percent. Therefore, you should not invest all your strength and resources to get a job in one place. Better to try to get a job from several employers.

Now let's look at the trump cards that you can use when applying for a job, and which increase your chances of successful employment. One of these trump cards is education in a specialty. If you have completed more than one higher institution, then this only increases the likelihood of your victory. Knowledge of a foreign language, the availability of in-depth knowledge in any area and, of course, the current MBA program increase your cost. Of course, you will have to spend a lot of time and money on education, but this is a very profitable investment in your success and development.

It is also possible that you should first take a lower position in the company where you want to work. Having worked in this position, you will be able to prove to your superiors your excellent qualifications and quality of work, after which you can rightfully apply for promotion and get a more interesting job.

So, you have decided to improve your competitiveness in the professional field. There are some tips on how best to do this.

1. You should not be guided by your parents and try to achieve the same as they do. This is especially true of famous parents. Choose exactly the area that you like and go your own way, and not in someone else's footsteps.
2. The interests of your company and your interests can coincide only when it is beneficial and convenient for you. If the balance is upset, then it's time to change jobs. Listen to yourself first, not your boss.
3. Constantly improve your level of education and qualifications, improve your skills, change your image. This is necessary for your career and personal development. And at the end of the day, it's just fun!
4. Be prepared for ups and downs in your career. Always maintain confidence and dignity. Do not be afraid of mistakes and failures - this is a precious experience, without which true professionalism cannot grow.
5. Take part in events related to your professional activity: exhibitions, conferences, symposia, etc. This will help you not only expand your knowledge, but also make useful contacts and connections.

Returning to the issue of competition between employees, we can say that this is the mechanism that moves the professionalism of employees, and therefore the efficiency of companies forward. To be competitive means to meet the highest requirements, to be better than others.