HR risks and methods of their management

HR risk is characterized as the danger of a possible loss of company resources or loss of income in comparison with the option designed for rational use human resources, as a result of possible miscalculations and errors in human resource management.

According to surveys, the key risks for international companies are now associated with the human factor: insufficient qualifications of employees, the problem of replacing old personnel with new ones and fears about the departure of highly valuable employees. These problems now pose a greater threat to business than reputational risks, which were perceived as key a year ago, as well as political risks and risks of using the latest information technologies... The situation is further accentuated by the fact that only 32% of respondents believe that they manage to effectively manage the risks that human capital carries. Only terrorism (31%) and the threat of global climate change (23%) cause less self-confidence among risk managers. There are several reasons why companies believe that human capital risks are the greatest threat to their business. The most important of them is an acute shortage of personnel in certain industries and regions, for example, in mechanical engineering and healthcare. And in China, there is a severe shortage of talented managers. In developed countries, the problem of "talent costs" is acute - companies find themselves in a situation where they have to pay more and more in order to guarantee services from top managers. In Russia, problems arise with IT specialists, because the information about how the company's IT systems work is locked in the head of one person, and if he leaves, then the new specialist has to master it all over again. Another risk is associated with the fact that many companies are starting to engage in activities in Russia for which there is no educational training, such as risk consulting or nanotechnology. There are also problems of population migration and aging personnel.

The owner and HR - managers are willing to take certain personnel risks, since along with the risk of losses, there is the possibility of additional income. This possibility is based on the recognition of the fundamental differences between the organization's human resources from other material, natural or financial resources... These differences are as follows:

1. the presence of intelligence in the employee, and, consequently, the possibility of qualitative transformations of other types of resources and technologies for their use;
2. the ability for constant self-improvement and self-development;
3. the possibility of a long-term nature of the relationship between an organization and a person based on the convergence of interests and the formation of loyalty in relation to the company;
4. the uniqueness of each person, creative abilities, allowing to create a unique innovative culture in cooperation with other employees.
5. synergistic effect of an employee's competencies, which is born when he receives a second (third) education or specialty

It should be recognized that human resource management is precisely the area that, like no other, is exposed to the greatest number of risks that are difficult to predict and assess. The fundamental reason for this is that the business itself has changed significantly recently. The importance of the knowledge economy is that the qualifications and experience of employees are the most valuable assets in many companies. As a result of this turn of affairs, there is an awareness of where the key risks come from - unlike other assets, these can simply slam the door and transfer their knowledge and skills to another company.

At the same time, it is very important for any company to provide an objective, adequate understanding of the totality of personnel risks affecting its activities. This is important for a number of reasons. First, information about the risks associated with its design and execution is required to make the best decision. Secondly, the influence of incomplete information and uncertainty should be mitigated by expanding the range of predictable manageable risks. Finally, a clear understanding of the risks and staffing threats allows you to determine effective methods risk management. Let's consider the personnel risks of the company from different positions:

Classification of personnel risks of the company.

Foresight and Accuracy of Estimation	The projected	Risks that can be foreseen based on economic theory and business practice and estimated with great accuracy
	Hard to predict	Risks for which it is impossible to predict the moment of its manifestation and can be estimated approximately
	Not predictable	Risks about which nothing is known, therefore it is impossible to assess their impact and size
Calculability	Calculated	Risks can be expressed as numerical values ​​that are processed using statistical methods and mathematical models
	Not Calculated	Risks are expressed in the form of a verbal description or value judgment about a given object or process
Controllability	Managed	Risks, the level of which lends itself to minimization at the organization level
	Conditionally unregulated	Risks that can only be taken into account in the activity
	Uncontrollable	Force majeure circumstances that cannot be foreseen and taken into account
The nature of possible losses	Material	Risks of losses, which are manifested in additional costs not foreseen by the plan or direct loss of property, equipment, etc.
	Labor	They manifest themselves in high turnover and low productivity of personnel as a result of dissatisfaction and disloyalty
	Financial	Risks associated with direct monetary damage caused by unforeseen payments, payment of fines, non-receipt Money from the provided sources, etc.
	Waste of time	Risks associated with loss of working time caused by random, unforeseen circumstances
	Special	Risks associated with the possibility of damage to health, human life
Type of damage from risk	Direct damage	Risks leading to immediate loss financial resources or destruction of material objects
	Indirect losses	Risks associated with non-receipt of income, increased operating costs, and other consequences
Risks at the stages of work with personnel	Recruitment and selection risks	Unfair hiring, the arrival of people from risk groups, unreliability of recruited employees, unverified recruitment agency
	Adaptation risks	Inappropriate mentor, too much delegated authority at once, no adaptation system, awareness of the wrong job (company) chosen, frustration, stress
	Learning and development risks	Risk of overload (on-the-job), work with a lukewarm (with a break from production), unwillingness to come back after receiving education, not using the knowledge gained in the workplace, low training efficiency
	Motivation risks	Misunderstood labor motives, lack of a well-thought-out compensation policy, perceptions of inequitable pay, insufficient funds in the company to maintain high labor motivation
	Assessment risks	Risks of bias, inadequacy of costs, manipulation of appraisers, uselessness due to non-reward, perception of unfairness of appraisal and resentment
	Control risks	They are caused by the resistance of the personnel to the control procedures, the lack of development of the system, methods, procedures and means of control.
	Dismissal risks	Transition to a competitor, diversion of databases, customers, company know-how, disclosure of confidential information, complaints to the Labor Inspectorate, tension among the remaining employees
Nature of Risk Expenses	When making decisions in the face of risks	Expenses include costs associated with assessing risks and organizing risk management procedures, as well as fees for experts and managers.
	While minimizing risks	Costs are designed to minimize risks and associated damage
	When eliminating the consequences of the manifestation of risks	Expenses include coverage of the resulting economic damage (at the expense of own funds, from insurance payments, etc.)
Nature of occurrence	Objective	Risks caused by objective circumstances: lack of information, natural disasters, changes in market conditions, investment conditions
	Subjective	Personal risks: undeveloped risk-taking ability, lack of experience, violation of the rules of behavior, psychological incompatibility, etc.
Sources of risk (danger)	Economic	Risks caused by unfavorable changes in the economy of the country or in the economy of the organization itself: fluctuations in prices for factors of production, exchange rates, inflation,
	Political	Risks associated with the political situation and the activities of the state caused by changes in the political regime, tax, budget, credit, currency systems, administrative corruption, the influence of industrial groups
	Technical	Risks caused by the use of new techniques and technologies innovative projects in the absence of preparation of employees for them, the risk of introducing changes.
	Environmental	The likelihood of civil liability for damage to the environment, life and health of third parties
	Social	Belonging to a risk group, a criminal group, unreliability of personnel, adverse social externalities: social tension, criminalization of the region
	Legal	Risks associated with instability of legislation, non-regulation of labor law, causing changes in conditions economic activity: legal registration of contracts, lack of licenses, violation of copyright and patent rights, etc.
	Information	Risks caused by incompleteness, inaccuracy, distortion of information of various kinds
	Moral	Risks associated with moral responsibility for decisions made in a risk situation and for the consequences of these decisions (cognitive dissonance)
Intentional risk	Accidental (not intentional)	Lack of awareness of the essence of what is happening and the consequences of their actions; negligence, inattention, violation or absence of relevant rules and regulations; ignorance of norms and regulations, low qualifications; own vision of the situation (good intentions), ill-considered delegation.
	Not random (purposeful).	Due to personal gain, desire for revenge, individual values ​​different from the values ​​of the organization; no interest in the development of the organization; intracorporate intrigues, intergroup conflicts; unfair assessment, demotivation, atmosphere of distrust and closeness.
The reason for the risk	Disloyalty risks	Risks arising from poor motivation and lack of employee engagement and satisfaction
	Risks of employee interaction	Risks of low sociability and unpredictability of staff behavior, role conflict, causing intragroup conflicts, mobbing
	Risks of lack of information	Risks caused by incompleteness, inaccuracy, distortion or delayed receipt of information for making an informed decision
	Risks of non-professionalism of an HR manager	Lead to the low personnel work, ill-conceived HRM system, proceedings with the Labor Inspectorate, complaints and conflicts
	Leader risks	Autocrat: bias, large power distance, Acceptor: crisis of control systems, chaos, Democrat: risk of delegation of authority and responsibility
	Risks from competitors	Intentional bribery, enticement of employees, theft of secrets, competitive intelligence, discrediting the company, blows to reputation
Place of origin	External	Unexpected changes in economic policy, in business processes, in the labor market, the emergence of a powerful competitor, the threat of takeover, destabilization of the company from the outside
	Internal	Risks associated with the specialization of the organization, its organizational culture, personnel policy, leadership style, attitude towards personnel and their problems
Risk justification	Reasonable	Behavior based on the assessment and consideration of risks when making decisions and developing measures to reduce possible negative consequences
	Unreasonable	Risks aimed at achieving the goal in spite of common sense and objective reasons
Acceptability (loss rate)	Minimum	Risks for which the maximum damage is small - within 0-25%
	Allowable	Risks, the maximum damage for which is assessed as average - not exceeding the limits of 25-50%
	Critical	Risks characterized by a high level of damage - in the range of 50-75%
	Catastrophic	Risks in which possible losses are close to the size of the organization's own funds, which is fraught with bankruptcy. Risks are in the range of 75-100%
Insurance possibility	Insured risks	Risks that are quantifiable and insured
	Not insured	Force majeure risks, the level of which is impossible to assess, or large-scale risks that are not accepted for insurance

The company faces personnel risks at different stages of its activity, and, naturally, there can be a lot of reasons for a specific risk situation. Usually, the cause of the occurrence is meant some condition that causes the uncertainty of the outcome of the situation. For personnel risks, such sources can be factors of a different nature: economic, political, environmental, legal, social, technical and even moral, since we are dealing with the human factor of production. Unfortunately, no matter how humanity strives for the rationality of its behavior and decisions, the factor of irrationality will always be present in the behavior of workers. This is due to both objective and subjective reasons. Objectively, people's perception and assessment of situations are different: some see danger and risk in changes, while others see the same changes as a source of new opportunities. Fates of people, social circle, values ​​and worldview, preferences and interests are different. But also subjectively, each person strives for uniqueness, originality, and particularity. Therefore, he often deliberately tries to bypass the rational orthodox path of solution and chooses a paradoxical direction of movement. It is fair to say that he who does not take risks does not win. Higher risk is associated with probabilistic extraction and higher returns. In other words, in order to obtain economic profit, it is often necessary to consciously take a risky decision. By relying on standard human behavior, we very often expose ourselves to significant risks, which bring elements of unpredictability and instability to the work of the company. Naturally, the management has the right to partially shift the personnel risk onto other subjects of the economy (recruiting agencies, insurance companies), but they cannot completely avoid it.

How do you measure risk?
It is necessary to resort to probabilistic categories. The probability of an event is a number from zero to one, and the higher this number is to one, the higher the probability of an event that may or may not occur under conditions of uncertainty . This probability can be assessed subjectively (expertly), or more subtle, although not always more accurate, methods can be applied. An objective method for determining probability is based on calculating the frequency with which certain events occur. The frequency is calculated on the basis of actual data. So, for example, the frequency of occurrence of a certain level of losses during the implementation of an investment project can be calculated by the formula:
f (A) = n (A) / n;
where f is the frequency of occurrence of a certain level of losses;
n (A) is the number of occurrences of this level of losses;
n is the total number of cases in the statistical sample, including both successful and unsuccessful investment projects.

But probability alone is not enough to describe the risks. When researching risk, we must understand the vulnerabilities and threats to the organization. Together, these components form the basis of risk, and their relationship is shown in the figure:

Vulnerability shows weaknesses in the strategy, structure, personnel policy of the company and is characterized by the complexity and level of different skills and tools required to take advantage of it. An easy to exploit vulnerability that allows an attacker to take complete control of a system is a high severity vulnerability. A vulnerability that would require an attacker to invest significant funds in equipment and personnel and would only allow access to not particularly valuable information is considered a low-risk vulnerability.

A threat- an action or event that could compromise the security of a company. It has three components: goals, agents and events.

Goals Are those security components (assets, information, people, services) that are attacked. With personnel threats, the target, as a rule, is the employee or manager who possesses the powers or resources that are of interest to the attacking agent.

Agents threats are people who seek to harm the organization. To do this, they must have access to the right employee (direct or indirect), the necessary knowledge or compromising information about him, and motivation to perform the required actions (greed, evil intentions, revenge, thirst for glory, etc.).

Threat agents can be:

• Employees of the organization. They have the necessary access and knowledge about systems due to the specifics of their work. The main issue here is motivation. Employees should not be suspected in every case, but they should also be recklessly disregarded in the risk analysis.
• Former Employees... They also have knowledge of systems. The reason for leaving can create motivation.
• Competitors are always motivated to gain valuable information or cause harm depending on the competitive environment. They have some knowledge of the company because they operate in the same area. If they have a suitable vulnerability, they can obtain the necessary information and access.
• Criminals have their own motivation, they are usually interested in valuable objects (both virtual and physical). Access to assets of value, such as company assets, is key when identifying criminals as a threat to the company.
• The public should be viewed as a possible source of threat if an organization commits a general crime against civilization, pollutes the environment, or produces goods hazardous to health.
• Business partners have detailed knowledge and access to company personnel and specific resources. There may be no motivation, but service providers should be viewed as a possible source of threat due to their interests.
• Clients also have access to the systems of the organization and some knowledge about its work. Due to their potential access, they should be considered as a possible source of threat. The motivation can be created by dissatisfaction with the work of the company or a desire to blackmail it.
• Visitors have access to the organization based on the fact that they are visiting the organization. Therefore, it is possible to obtain information or log in to the company's systems. Hence, visitors are also considered a potential source of threats.

Developments - these are the ways in which threat agents can harm an organization. For example, theft, fraud, document fraud, destruction of property, physical interference with systems or operations, unauthorized access to information and assets, disruption of internal or external communications, enticement of employees and customers, blackmail to conclude an unfavorable contract, etc.

Opportunity is an integral part of any event. This opportunity exists in any company only because employees leave doors open, do not follow safety rules, are not vigilant, and are generally not worried about the company's threats.

Risk is a combination of threat and vulnerability. Threats without vulnerability are not a risk in the same way as vulnerabilities without threats. Therefore, risk assessment is a determination of the likelihood that an unforeseen event will occur.

The risk is qualitatively characterized by three levels:

• Short. There is a small likelihood of a threat emerging. Where possible, action should be taken to address the vulnerability, but the cost should be weighed against the low cost of risk.
• Average. Vulnerability is a significant level of risk to the security of a company and its employees. There is a real possibility of such an event occurring. Actions to eliminate the vulnerability are advisable and necessary.
• High. Vulnerability poses a real threat to the security of a company, its strategy, structures, processes and people. Actions to eliminate this vulnerability must be taken immediately.

And it should also be borne in mind that in a company, as a rule, there is not one, but many different risks. Each of them has its own probability of attack and the possible amount of losses. Therefore, for a correct understanding and assessment of future prospects, it is necessary to draw up a "risk map" of the company, which will allow comparing the risks by the specified parameters:

Rice. "Risk map" of the company.
Identification of personnel risks of the company.

Identifying risks means identifying vulnerabilities and threats. The identification and assessment of personnel risks can be approached from two aspects: investment and resource.

Investment approach considers personnel management as the risk of the necessary investment to cover the losses of non-professional personnel activities. At the same time, the stages of personnel activities can be considered in the form of specific projects: training, selection, motivation, assessment, etc. The project appraisal sequence begins with a qualitative analysis.

Qualitative analysis risks

Qualitative analysis allows you to identify and identify possible types of risks inherent in one or another stage of personnel work, and also determines and describes the reasons and factors affecting the level of this type of risk. In addition, it is necessary to describe and give a cost estimate of all possible consequences of the hypothetical implementation of the identified risks and propose measures to minimize and / or compensate for these consequences, calculating the cost estimate of these measures.

1. The first step in conducting a qualitative risk analysis is clear identification of all vulnerabilities in the system of work on human resource management. Let's say where we are vulnerable at the stage of recruiting: 1) how reliable is the recruiting agency with which we work, 2) are all the necessary types of verification of candidates carried out, 3) are we studying the reliability of the future employee, 4) is the candidate compatible with our culture, its norms and values, 5) whether we use the probationary period, etc. The above classification of risks can provide substantial practical assistance in systematizing knowledge about vulnerabilities.
2. Then we determine the reality of the threats... This is not easy to do because, as a rule, existing threats do not manifest themselves until an incident occurs. We can identify targeted threats. A targeted threat is a combination of a known agent who has known access and motivation and a known event aimed at a known target. For example, there is a spiteful employee (agent) seeking to learn about the latest projects the company is working on (motivation). This employee has access to the organization's information systems (access) and knows where this information (knowledge) is. His actions are aimed at the confidentiality of the new project, and he can try to get the necessary files (event). However, identifying all targeted threats is time-consuming and difficult, so it is better to assess the overall threat level based on the identified vulnerabilities.
3. We offer countermeasures... A countermeasure must be defined for each threat access point within the organization.
In this example, countermeasures may include the following: access control; two-factor authentication system; badge (identification card); biometrics; smart card readers when entering premises; protection; file access control; encryption; conscientious, well-trained workers; intrusion detection systems; automated retrieval of updates and management policies.

Once vulnerabilities, threats and countermeasures are identified, it can be established whether the risk is high, medium or low.
Then you should describe the possible consequences of the implementation of the identified risks and give their cost estimate, i.e. estimate the cost of damage in the event of an attack through a given vulnerability with available countermeasures. This will allow to investigate at a qualitative level the possibilities of risk management: risk diversification; avoidance of risks; risk compensation; localization of risks.

The main method of qualitative analysis is the method of expert assessments. Expert assessment methods include a set of logical and mathematical-statistical methods and procedures associated with the activities of an expert in processing the information necessary for analysis and decision-making. The central "figure" of the expert procedure is the expert himself - the analyst, who uses his abilities (knowledge, skill, experience, intuition, etc.) to find the most effective solution.

The experts involved in the risk assessment should:

• have access to all the information at the disposal of the head of the company's human resources;
• have a sufficient level of creativity in thinking and the necessary knowledge in the relevant subject area;
• be free from personal preferences in relation to staff (do not lobby for interests).

A qualitative risk measurement can be used to classify risks and to determine immediate priorities (for example, high-level risk should be considered first). However, qualitative assessment does not work if we start asking the question, "How much should we spend to correct this risk?" Without additional information, such as the cost of the organization, this question is not easy to answer.

Quantitative risk analysis

Quantitative risk analysis assumes a cost assessment of damage to individual risks and the overall level of risk as a whole. In many cases, this type of analysis is very difficult because some costs will remain unknown until an incident actually occurs, and only then can they be estimated.
When we talk about quantitative risk analysis, we must answer the question: what can we lose as a result of a successful attack?

Money, time, reputation.
The most obvious way to assess risk is to define cash costs organizations in the event of a successful attack. These costs are the sum of the following:

• decreased productivity or downtime;
• stolen equipment or money;
• the cost of the investigation;
• the cost of recruiting a new employee, his training, adaptation;
• the cost of expert assistance;
• overtime work of employees;
• the cost of attracting additional human resources to eliminate the consequences of an attack, etc.

To do this, you can use various information and analytical systems (for example, Oracle Application) to obtain summary analysis... For example, calculating lost profits from the departure of specialists, etc.
Estimate Lost time hard enough. This should include the time that employees were not able to complete their daily tasks due to a security incident. In this case, the time spent is calculated as hourly payment staff. This is also the time of slowing down the shipment of a company's product or the provision of services, fraught with fines for violating the terms of the contract. The losses should also include the time spent on the investigation of the incident, meetings with law enforcement agencies, writing reports and explanatory notes, etc.

Lost reputation
Loss of reputation is the most vulnerable point for a company: it is easier to create a new organization than to regain faith in a discredited old one. You can measure the damage from loss of reputation by the number of customers, employees, suppliers who left the company and the cost of the contracts they broke. Lost contracts are unrealized potential, which is almost impossible to measure, since it is difficult to assess the impact of the implementation of threats on the loss of potential.

Considering HR risks as risks of certain HR projects, then quantitative analysis of project risks, based on the theory of probability and developed in sufficient detail, can be applied to them. The tasks of quantitative risk analysis are divided into three types:

• straight lines, in which the assessment of the level of risks is based on a priori known probabilistic information;
• inverse, when an acceptable level of risks is set and the values ​​(range of values) of the initial parameters are determined, taking into account the established restrictions on one or more variable initial parameters;
• the tasks of studying the sensitivity, stability of the effective, criterial indicators in relation to the variation of the initial parameters (distribution of probabilities, areas of change of certain values, etc.). This is necessary due to the inevitable inaccuracy of the initial information and reflects the degree of reliability of the results obtained in the analysis of project risks.

The table shows the characteristics of the methods of risk analysis.
Table. Project risk analysis methods

№	Method name	The essence of the method	Scope of application
1	Expert assessment methods	A complex of logical and mathematical-statistical methods and procedures for processing the necessary information related to the activities of an expert	Risk identification, risk ranking, qualitative assessment
2	SWOT analysis	A table that allows you to visually contrast the strengths and weaknesses of the project, its opportunities and threats	Expert risk assessment
3	Rose (star), spiral of risks	Illustrative expert assessment of the riskiness of factors	Risk ranking
4	Analogy or conservative forecasts	Study of the accumulated experience on analogue projects in order to calculate the probabilities of losses	Risk assessment of frequently recurring projects
5	Critical value method	Finding those values ​​of the variables (factors) tested for risk that bring the calculated value of the corresponding criterion of project efficiency to the critical limit	Monitoring of risks in the process of project management under conditions of risk of uncertainty
6	Decision trees "	The method of making statistical decisions when choosing one of the alternative options and forming the optimal strategy	Risk analysis of a virtual project. Project management
7	Scenario analysis	Analysis of the behavior of the criterion indicators of the project as a result of changes in the spectrum risk factors(multivariate analysis)	A quantitative approach to risk analysis and management
8	Simulation method	Using numerical risk score	A quantitative assessment of the integral riskiness of the entire project as a whole
9	Experiment planning	Construction of experiment planning matrices to quantify the impact of project components on project performance	Quantitative risk analysis. Project management

Resource approach involves recognizing the characteristics of a human resource and developing a strategy for managing it in order to manage personnel risks at each stage of personnel work. The main task of such a strategy is to determine the ways of developing effective production behavior for all personnel of the organization and each of its employees individually, as well as in the development of organizational and technical measures (OTP) plans to eliminate the discrepancy between the desired behavior and the existing one with the help of motivation, training, adaptation. etc.

Rice. Formation of a resource strategy for assessing personnel risks.

HR risk management methods
HR risk management is an activity aimed at developing strategic and tactical measures to analyze risk, develop and take appropriate measures to optimize risk management at all stages of working with the company's human resources.

The HR risk management strategy includes several stages. At the first stage, various potential risks are monitored and their level is perceived by analyzing threats and vulnerabilities. The analysis allows you to identify risks by source, cause, risk intention, nature and level of losses, potential actions to implement the risk.

Qualitative and quantitative assessment of risks allows you to move on to the stage of managing them.
1. First, the principles on which the company builds its risk management strategy are determined. They can be as follows: 1). You cannot risk more than your own capital can afford (the level of accepted risks is comparable with the capabilities and profitability of the company); 2). It is necessary to think about the consequences of the risk: any Practical activities putting an individual's life at undue risk is unacceptable; 3). You cannot risk a lot for the sake of little; 4). An integrated approach to risk management is needed, since the same vulnerabilities can lead to threats not one, but several systems of the company; 5) The security services must be independent, impartial and not affiliated with other units that strictly adhere to special policies and regulations; 6) In contrast to others, moral aspects play an important role in making decisions about personnel risks.
2. Then all risks are subdivided into manageable, poorly managed and unmanageable.
If we cannot manage risk, we must develop a system to adapt to it.

For managed and poorly managed risks, the following risk management methods can be applied:

1. Avoiding or minimizing risk is a conscious decision not to be exposed to a certain type of risk, to abandon risky projects, partners, employees, managers, or to secure guarantees.

2. Acceptance of risk and coverage of losses at the expense of special schemes or own resources (creation of insurance reserves, preventive savings), i.e. risk compensation, self-insurance. Reserves can be in various forms: financial, material, informational, human. Financial reserves can be created by allocating additional funds to cover unforeseen expenses. Foreign experience allows an increase in the cost of the project by 2-7% due to the reservation of funds for force majeure, and the Russian practice requires a significant increase in this indicator (10-20%).

Material reserves mean the creation of a special safety stock of raw materials and materials to ensure uninterrupted production for a certain period of time without additional supplies. The acquisition of additional "insurance" information can be considered as information reserves. Human reserves are temporarily redundant non-staff personnel in case of unforeseen developments. The determination of the need for human resource reserves is based on strategic forecasting of the company's activities. The demand for temporary, or contingent, workers almost doubles every year. Moreover, freelance work more and more often requires not blue, but completely white collars to perform non-core operations for the employer. The reasons why companies resort to agency work are usually somewhat forced in nature: temporary disability of a full-time employee, seasonal business activity (on holidays the need for salespeople and customer service managers grows, during the closing of the fiscal year - for additional accountants to work with financial statements).

The direct costs of hired personnel are always higher than the costs of permanent ones, because in any case, the agency's fee is included in the final bill, but the employer saves by reducing administrative costs by up to 40%. The main concern of potential employers about temporary workers is their lack of loyalty to the company. But on the other hand, a specialist who prefers to work on a temporary contract has a deliberately broader outlook than a person who has been working in one industry or one company for many years. Also, using temporary workers allows you to solve more complex problems.

Thanks to them, the "Italian" strike at the Vsevolozhsk Ford plant was drowned out. The reason for this is the freelance workers that the company has recruited over the past few months. In the fall of 2005, the Ford plant union demanded that management increase workers' wages by 30%, equalize the wages of workers of different qualifications performing the same work, and also allow the union to access the funds of the social insurance fund. In November, workers went on an hour-long warning strike and a week-long "Italian" strike. During this time, the company has not assembled about 100 vehicles. The company's management made concessions. At first, the trade union was admitted to the social insurance fund, and in December the management approved a system of calculating wages and bonuses, in which the wishes of the trade unions were taken into account. Only the question of raising wages remained unresolved. At the end of February, the workers withdrew from the negotiations and on March 13 again began the "Italian" strike. But the strike failed. The administration prepared for it by hiring about 200 freelance workers of all specialties, thanks to whom the strike had no effect. A slight decrease in production was recorded only in the first two days of the strike, and already on Tuesday and Wednesday, production was working according to plan. Freelancers are an effective means of dealing with strikes.

3. Diversification - dilution, distribution of risk between different spheres of activity, industries, countries, suppliers, consumers, recruiting agencies, employees, controllers. For example, diversification of control risks occurs due to separation of duties or double control: the functions of issuing checks, making payments, checking bank statements, receiving cash should not be performed by one employee, one person should not have uncontrolled access to finance, should not work alone for one with customers. Risk diversification can also apply to investments in human capital: the distribution of risks across various projects in the field of personnel management, social programs, types of training, etc. Diversification can also affect the system of delegation of authority and responsibility: separation of authority and responsibility, delegation of authority and part of responsibility.

Another area of ​​risk diversification is the creation of a unified databank, knowledge bases, a corporate library, a unified information space, which reduces the risk of business “sinking” with the departure of any one valuable employee. At the same time, there should be procedures and technologies in the company that automatically record new knowledge and methods of work for their subsequent use by all employees.

Great opportunities for reducing personnel risks are created by the system of vertical and horizontal rotation, the creation of a personnel reserve.

The most advanced type of human resource risk diversification is outsourcing and outstaffing.
According to the scheme outsourcing Many Western companies work with personnel: about 70% of large Western companies have transferred at least one business function to another country (or are planning to do so in the near future). The outsourcing industry has received the greatest development in India, South Korea and China, where companies are happy to transfer their call centers, research and development, financial and accounting services, etc. Along with these regions, American and European corporations are actively moving business processes to countries with close mentality: Ireland, Israel, Canada, Turkey, Russia. Siemens employees around the world are unaware of the existence of the city of Voronezh. However, it is there that a significant number of their orders for electronic archiving of documents are carried out, the problem of user support, accounting support of purchases, creation of presentations, etc. is solved. Many Moscow companies are transferring production and service processes from Moscow to the regions. Having already driven fifty kilometers from the capital, you can achieve double savings in personnel and rental costs. Local labor and real estate markets delight with predictable dynamics, it is important that these cities are easily accessible from the central office: the quality of roads, as well as communications are considered almost before others.

In the meantime, outsourcing processes to a foreign contractor is almost always risky. In late 2003, in response to numerous complaints from consumers, Dell Computers ended its partnership with an outsourced call center located in Bangolor, India. The reason for the dissatisfaction of the customers was the poor knowledge of the English language by the Indian operators, who constantly asked "" to repeat the last phrase "" and "" were silent for a long time on the phone. " Another problem is the manageability of the employees of the remote unit. Despite the development of transport and communication technologies, experts are increasingly talking about the alarming relationship between the lack of control of staff and the distance separating them from the rules and etiquette of the head office. Thus, in April 2005, three employees of the Mphasis company, which provided call processing services to the largest banking group Citibank, were arrested. These employees used their positions to deceive Citibank customers for their PIN codes and transfer money from customer accounts to their own. In 2005, according to research firm TowerGroup, about 20% of outsourced financial services companies decided not to outsource business functions. That. attempts to avoid some risks lead us to the emergence of others.

Outstaffing is a service in the field personnel management on the withdrawal of personnel from the staff of the customer company and its registration in the staff of the provider company. At the same time, the provider assumes full legal responsibility for the personnel, including the management of personnel records management and accounting, payment of wages, taxes, social and medical insurance, registration of vacations, business trips, bonuses, etc. Retired employees continue to work in the same place and carry out their previous duties, but the employer's duties towards them are performed by the provider company. This makes it possible to diversify the company's risks by shifting them partially to the provider. What are the main risks?

Firstly, outstaffing has become a solution to the problems caused by the costs of a regulated market, in which the number of laws and regulations governing labor relations is growing at an unimaginable rate, as a result of which companies are forced to deal with them and spend at least 25% of their time. Lagging behind in this matter is fraught with inspections of labor and tax inspectorates with subsequent decisions. The provider assumes the risks of tracking the ongoing changes and correct documentary and legal support of the staff. The acquisition of additional time will allow HR departments to reallocate working hours, master and apply the latest methods of training and personnel management.

Secondly, many small and medium-sized companies do not have the opportunity to provide their employees with so-called benifits - packages of social benefits and insurance due to the high cost of contracts with insurers. The provider assumes the risks of personnel dissatisfaction with these aspects and solves this kind of problem.

Thirdly, in conditions of competition for personnel, promising candidates for a vacancy dictate to the employer their sometimes overstated requirements, which the employer can satisfy only with the help of a provider company. This way we reduce the risk of not getting a valuable employee for our vacancy.

And, finally, the provider assumes the risks of conflict, disputable situations with personnel, the risks of checking personnel upon hiring and firing.

4. Insurance risks is a relationship to protect the property interests of individuals and legal entities upon the occurrence of certain events (insured events) at the expense of monetary funds formed from the insurance premiums (insurance premiums) paid by them.

Insurance companies have strict requirements for the risks that they can take on under an insurance contract, because, like any other commercial enterprise, the insurance company seeks to protect itself from losses and make a profit.

Insurance has obvious advantages:
raising insurance capital to compensate for losses;
reducing uncertainty in financial planning enterprise activities (easier to budget);
freeing up funds for more efficient use (no need to reserve);
reducing the cost of risk management by using the experience of insurance experts to assess and manage risk.

Insurance programs for personnel in companies, as a rule, relate to insurance of the health and life of personnel, the provision of a different range of medical and dental services depending on the rank of the employee. They can be carried out both entirely at the expense of the employer, and at the expense of contributions by the employees themselves (pension insurance savings).

What are the goals of employee life and health insurance:

Insurance product	Target
Voluntary health insurance	Coverage of the costs of receiving high-quality and timely medical care
Insurance for the period of temporary residence outside the city of permanent residence	Coverage of unforeseen medical expenses
Life insurance for key employees	Protecting the financial interests of the company
Insurance for death, disability, incapacity for work as a result of an accident	Protecting the financial well-being of the employee's family in case of loss of income
Hospitalization or surgery insurance	Compensation for lost income and indirect medical costs not covered by the VHI policy
Temporary disability insurance with sick leave payment	Supplement to payment from the social insurance fund
Insurance in case of diagnosis of a critical illness (cancer, heart attack, paralysis, etc.)	Allows you to pay for the treatment on time

Priority programs for health and life-threatening occupations include life insurance programs.

The directions of their implementation are diverse, for example, in the international corporation ZM they are as follows:

1. On the basis of general accident insurance, an amount equal to the employee's annual income is paid, and if death occurs as a result of an accident, then the family benefits are doubled.
2. If as a result of an accident several people were injured and one of them died, additional amounts are paid to the survivors.
3. At the request of the employee, with increased rates of his deduction to the funds of the insurance program, the amount of insurance is doubled.
4. With symbolic deductions (I $ a month), you can insure the life of a spouse (spouse) in the amount of 5 thousand dollars and a child under the age of 21 in the amount of 1.5 thousand dollars.
5. Within 24 hours after the fatal accident, payments are made from $ 20,000 to $ 250,000, but not more than ten times the annual income of the deceased worker.
6. In case of loss of the breadwinner, 25 % the victim's child's annual income until they reach 19 years of age.

Contributions to the life insurance fund range from 0.5 to 1% of an employee's annual income.

Confidence in the future, in their secure retirement existence, is given to employees by retirement programs that guarantee them a secure old age and the payment of a corporate pension in full or limited amount, depending on age, length of service and the number of years of work in this corporation.

Among the problems that companies face when insuring risks, it is possible to indicate the difficulty of determining adequate insurance coverage, lack of experience in insurance coverage for specific risks, the insurer's desire to “insure” itself and overstate the insurance premium, as well as the difficulty of comparing the terms of competing insurance companies.

The establishment by the recruiting agency of a guarantee period for the proposed specialist can be recognized as a kind of insurance tool for personnel risks. The warranty period, during which the replacement of a candidate hired is made free of charge, is usually set equal to probationary period specified by the customer in the application for the selection of a specialist. The replacement guarantee is valid provided that the customer himself did not violate the conditions of the candidate's work described in the application for the selection of a specialist. When selecting top managers, when it comes to a high level of responsibility and project cost, the warranty can be up to 1 year. By default, it is assumed that the contractor will present at least 3 candidates, while maximally corresponding to the profile of the position specified in advance or prescribed in the application. But the number of replacements is not limited.

Stages of HR risk management.
So, the work of a HR risk management company goes through the following main stages:

Risk managers are responsible for assessing and managing risks in the company. Successful implementation and functioning of a risk management system is possible when management's understanding of the need for this type of activity is supported by the presence of appropriate qualities in risk managers, such as: high performance, stress resistance, adaptability, self-learning, analytical thinking, risk sensitivity. In the absence of a culture of risk management in the organization, the employees who assess the risk, from the point of view of the rest of the staff, are “superfluous people”, hindering the receipt of excess profits, hindering entry into new markets. Lack of support from the company's staff creates additional obstacles, in particular, business units often have an inappropriate impact on the risk manager, aimed at making the decisions they need or speeding up the decision-making process to the detriment of the quality of analysis.

At the same time, the presence of a reliable risk management system becomes not only a tool for the company itself, but also an indicator that affects its reputation. Therefore, a number of companies, in particular, Standard & Poor’s, offer their services to analyze the risk management system (ERM) of companies and, on this basis, assess their corporate creditworthiness. New conditions for assessing companies can significantly affect their ratings. Regardless of the company and sector, all businesses and organizations will be examined according to four main analytical criteria:

1. The culture of risk management.
To assign an assessment to this component, the organizational structure, roles, responsibilities and qualifications of employees involved in the risk management process are analyzed. One of the most important aspects in the analysis will be the degree of integration of the risk management system into decision-making processes. It is also important to assess whether the level of risk tolerance is taken into account in decision-making processes. The existence of processes for the exchange of information on risks inside and outside the company will be considered significant.

2. Risk control.
Risk control processes are assessed, taking into account the risks typical for the industry as a whole, and identified by the company's management. The degree of consistency between risk tolerance and risk limits will be an important element of the assessment. The risk control assessment will also include an element such as an analysis of the company's material risk management programs.

3. Management of critical situations
The methods used by some companies provide coverage for the risk of crisis situations. Similar techniques include environmental analysis, scenario analysis and stress testing, and contingency planning. After assessing the quality of anti-crisis planning, specialists will receive information on the level of the company's exposure to losses from adverse events, on prompt response and the ability to reduce these losses. It will also draw conclusions about how adequately the company can make the necessary adjustments when planning adverse events and countermeasures.

4. Strategic risk management
Strategic risk management is the integration of risk management into the strategic planning processes of a company. Analysis of strategic risk management implies analysis of the company's risk map and obtaining clarifications from management on issues of its current and forecast state. It also analyzes programs for taking into account risk assessments in capital allocation, as well as the effect of using risk capital in strategic decisions already made.

Based on the analysis results, the company's risk management system will be assigned a certain level (table).

The level of development of the risk management system	Characteristic
« Weak"	The enterprise lacks sufficient control over one or more significant risks. This often stems from a company's limited ability to systematically identify, assess and control threats, resulting in inconsistent and uncoordinated risk management. Damage from the occurrence of risk events can affect several areas of the company. Risk and threat management issues are rarely considered when making corporate decisions.
"Adequate"	Risk management is mainly aimed at preventing the most significant hazards. The company has the ability to identify, assess and control most of the significant threats, however, the methodology in the field of risk management is not sufficiently developed. Losses in case of realization of risks relate to those areas that are not covered by the risk management system. Potential threats are taken into account when making corporate decisions.
"Reliable"	The company controls significant risks, has coordinated processes for identifying and assessing threats, a regulatory system within a predetermined risk tolerance framework. The likelihood of unexpected losses outside the level of risk tolerance is low. The company's management is largely based on the risk management system.
"Great"	The enterprise has all the characteristics of the previous level. Risk management processes are integrated

Transcript

1 UDC: () Economics Elena Ivanovna Fomicheva, senior lecturer, Moscow State University NP Ogareva ", Saransk Balyasova Anastasia Alekseevna, 3rd year student of the Faculty of Economics, Moscow State University. N. P. Ogareva " Saransk Diana Yunirovna Soldatova, student, National Research Mordovian State University, Saransk ANALYSIS OF PERSONNEL RISKS OF THE ORGANIZATION (ON THE EXAMPLE OF JSC "Russian Railways") Abstract: This article analyzes the personnel risks of the enterprise (on the example of JSC "Russian Railways"). The necessity of this analysis in the activities of business entities has been substantiated. The documentation of the enterprise was studied, on the basis of which the assessment of the conformity of the real data of the company to the declared tasks was carried out. A register of personnel risks was compiled, which made it possible to assess the degree of influence of risks on the development of the enterprise and to determine, on the basis of this assessment, an algorithm for working with risks. Measures are proposed to prevent them. Key words: human capital, personnel risk, personnel functional component, personnel, personnel policy, risk register, risk map. Abstract: In this article the analysis of personnel risks of the company (on the example of JSC "Russian Railways") is carried out. The necessity of this analysis in the activity of economic entities. The documentation of the enterprise was studied, on the basis of which the conformity of the company "s real data to the declared tasks was assessed. A personnel risk register was created that allowed to assess the degree of

2 risk impact on enterprise development and to determine, based on this assessment, the algorithm for working with risks. Proposed measures to prevent them. Keywords: human capital, human risk, human resources functional component, personnel, personnel policy, risk register, risk map. Modern world trends necessitate the formation of a technotronic economy, in which a person plays a key role. Human capital is the most important factor in the formation and development of an innovative economy and a knowledge economy as the next stage of social development. It is human capital, the accumulated "baggage" of knowledge and skills that are currently the most important competitive advantages of an economic entity. Consequently, today the problems of ensuring intellectual and personnel security, which, in fact, boil down to minimizing personnel risks, acquire the greatest relevance for organizations. HR risks are the result of insufficiently effective work with human resources in the organization and the cause of all other types of risks in the organization. In a generalized form, risk, as a definition, correlating with the categories "uncertainty" and "probability" worried many scientists at various stages of the development of society. The founder of the classical school of economics, Adam Smith, believed that "economic man" seeks to minimize the risks that are inevitable in economic activity. J.M. Keynes believed that the traditional approach to the analysis of decision making in the face of uncertainty involves the assessment of risks. F. Knight, a representative of the institutional direction of economic thought, distinguishes between the concepts of "risk" and "uncertainty", while under "risk" he understands a quantity that can be measured, and under "uncertainty" that quantity that cannot be measured.

3 in modern conditions a dynamically developing world risk analysis in the activities of organizations acting as a key link market economy, is a necessary factor for its sustainable functioning. As we noted above, today, in the era of the formation of the knowledge economy and the consolidation of the status of the main wealth of the company for the personnel, the assessment of the personnel risks of business entities requires special attention. In this paper, we will consider the main risks in the personnel sector of one of the leading enterprises in Russia, JSC Russian Railways. RZD's sustainability report states that the company views personnel as the company's main asset and value resource. Increasing the competitiveness of the company as an employer, attracting and retaining personnel of the required qualifications in the Russian Railways holding, their continuous development and social support are the main tasks in this area. Let's analyze the correspondence of the company's real data to the stated objectives. The personnel of the organization is the most important resource for entrepreneurial activity, as well as a source of large losses, up to bankruptcy and liquidation of the company, i.e. acts as the main source of risk. Consider the personnel structure. According to the Russian Railways' reporting data, at the end of 2015, the number of employees of the enterprise amounted to 808.9 thousand people. The share of categories of personnel in the total headcount was distributed as follows (Fig. 1). Specialists and employees 29% Executives 7% Workers 64% Figure 1 Personnel structure of JSC Russian Railways, 2015

4 The share of managers in the total headcount was 7%, while the safe value of this indicator was 20%. According to Russian Railways, the proportion of managers in the total headcount is 65% less than the required value. Lack of managers leads to "overload" of managers (a potential reason for the decline in the quality of management decisions). Let's analyze the age composition of the personnel (Fig. 2). Figure 2 Age structure of the personnel of JSCo Russian Railways, 2015 The most important indicator characterizing the age composition of the personnel is the proportion of employees over 50 years old. The actual value of this indicator at Russian Railways in 2015 was 19.9%, which corresponds to the conditions of personnel security. At the same time, the average age of employees is 39.1 years. Note that personnel with higher education in the total number of personnel is 26.8%; secondary education 28.8%; other education (incomplete secondary, complete and primary vocational) 44.3%. At the same time, in 2015, there is an increase in the proportion of workers with higher education by 1.9% compared to the previous year, which is a positive trend. However, the number of staff with higher education is insufficient, since the share of managers and specialists is 36% of the headcount. One of its main achievements in the field of personnel policy is the reduction in the level of staff turnover. So, according to the data provided by the company, staff turnover in 2015 compared to 2014

5 decreased by 1%. Despite the positive trend towards a decrease in the value of the employee turnover rate in 2015, the actual value of this indicator in 2015 exceeds the recommended value (5%) and is 7.4%. The average monthly salary of employees of JSCo Russian Railways in 2015 amounted to 44.5 thousand rubles, which is 31% higher than the average in the Russian Federation. In regions with a high level of staff turnover and an insufficient level of wages, zonal increments have been established. However, at the same time, the criterion of economic security of the enterprise in the personnel sector is not met, the growth rate of wages is higher than the growth rate of labor productivity by 72.3%. Violation of this criterion leads to overspending of the wage fund, an increase in the cost of production and, consequently, non-observance of rational economic proportions. At the macro level, such an imbalance can lead to a rise in inflation and a gap between the real and financial sectors of the economy. The next group of indicators used in this work to assess risk, indicators characterizing the organization of work. Safe values ​​of the coefficient of the frequency of industrial injuries and the level of occupational morbidity are equal to zero. However, at Russian Railways in 2015, the values ​​of the indicators were 0.29 and 1.2, respectively. High values ​​of these indicators can lead to low employee loyalty. The degree of assessment of the level of economic security of enterprises and the assessment of the adequacy of a set of measures to prevent and neutralize risks and threats to a certain extent depend on their timely identification and the correct choice of methods for their assessment. The diagnostics of the personnel functional component of Russian Railways and the study of the company's documentation allow us to draw up a register of personnel risks, assess the likelihood of their occurrence and the severity of the consequences (Figure 4).

6 Figure 4 HR risk map of JSC Russian Railways Let's rank the HR risks of the company by calculating the RR value as the product of the probability of risk occurrence and the severity of its impact. Risk RR 1 Risk of inefficiency in the functioning of the organizational structure 56 2 Risk of non-compliance of employees' qualifications with the necessary requirements 56 3 Risk of increasing the share of employees over 50 years old 49 4 Risk of reducing the level of loyalty of personnel to the organization 63 5 Risk of maintaining and increasing a high level of occupational morbidity 80 6 Risk maintaining and increasing a high level of industrial injuries 90 7 Risk of inflationary processes 40 Table 1 Ranking of personnel risks of JSC Russian Railways to the company is an external risk.

7 We will assess the degree of risk impact on the development of Russian Railways and determine, on the basis of this assessment, an algorithm for working with risk (Figure 5). Figure 5 Degree of the impact of personnel risks on the development of the Russian Railways company Thus, the following risks require an immediate response from the company's management: the risk of ineffective functioning of the organizational structure; the risk of non-compliance of employees' qualifications with the necessary requirements; the risk of a decrease in the level of loyalty of personnel in relation to the organization; the risk of maintaining and increasing the high level of occupational morbidity; the risk of maintaining and increasing the high level of industrial injuries. It is also necessary to continuously monitor and assess the risk of an increase in the proportion of employees over 50 years of age and the risk of inflationary processes. The assessment of the risks of the personnel functional component of Russian Railways allows us to draw the following conclusions. Many HR risks identified in the analysis are highly likely to occur and have a high degree of impact. Consequently, it is necessary to competently manage risks in order to prevent their implementation as a threat to the personnel functional component of the economic security of the enterprise.

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UDC 336.647 / 648 INFLUENCE OF CREDITS 'DEBT ON THE FINANCIAL STATE OF THE ENTERPRISE Bazovkina E.A. n., art. Lecturer at the Department of Accounting, Analysis and Finance, Belgorodsky Federal State Budgetary Educational Institution of Higher Education

The dominant role in the emergence of personnel risks is played by the internal uncertainty of the organization's functioning process, which is associated with the impossibility of accurately predicting human behavior during work (human uncertainty), the complexity of the technology used, the level of equipment reliability, the rate of technical re-equipment of production, etc. (technical uncertainty) and people's desire to educate social connections and groups, to behave in accordance with the assumed mutual obligations, roles, traditions (social uncertainty).

It is necessary to take into account the fact that the corresponding risks arise at each stage of the personnel management process, but at the same time there are conditions for their minimization. For example, at the stage of developing personnel requirements, job risks may arise as a discrepancy between a specific position and types of activities, functions, goals, tasks, technology. The reason for the job risk should be sought in the irrational distribution of functional responsibilities in the company's staffing table or in a distorted job description. To minimize this risk, a reasonable structure of positions, powers and responsibilities should be formed and used as a tool not to job description, describing the main functions of the employee, and the description (model) of the workplace is the main document, which allows, among other things, to assess whether the candidate for filling a vacant position is capable of performing the relevant functions.

Statistics show that about 20% of employees, in order to meet their needs, seek to harm the organization (even at risk to themselves). Researchers of intracorporate relations argue that about 50% of employees are ready to violate the law and corporate rules, causing damage to their company if it does not entail any consequences for them. And only no more than 30% of employees are absolutely loyal to their organization. Therefore, personnel risk management is not only an urgent problem today, but also acts as a significant factor in improving the financial results of activities, and, consequently, increasing the value of the organization.

Human resource risk management begins with their identification, which is carried out on the basis of a systematic personnel audit and monitoring, allowing:

• assess the actual and potential level of knowledge, skills and abilities of the employee, his tolerance, creativity and loyalty;
• objectively determine the category of the employee;
• to establish the possibility of the influence of an individual employee and the team as a whole on financial results and enterprise value.

HR risk management is based on the fact that HR risks are manifested through:

• a) change in the capital of the organization (or its components related to the activities of employees). These include human, social and intellectual capital;
• b) the implementation of the human factor, which is reflected in possible errors arising from the implementation by personnel of their functional and official duties;
• c) the level of quality of human resources available or created by the organization, which is assessed by the actual results of the employees' activities, depending on the totality of their knowledge, skills and abilities, as well as the psychophysiological characteristics of each employee.

In the process of managing human resources risks, they are influenced in order to prevent or minimize risks. The validity of the decisions made on management impact is due to the use of appropriate risk management methods and personally oriented staff motivation.

In modern management practice, the following risk management methods are distinguished: 1) avoidance; 2) transfer, 3) separation; 4) self-insurance; 5) association; 6) localization; 7) dissipation (diversification); 8) restriction; 9) compensation; 10) risk prevention.

These groups of methods are generally accepted and can be used to influence various types of risks. In fig. 8.3 shows a model of adaptation of some management methods in relation to personnel risks.

Thus, personnel risk management, being an element of the organization's risk management, is aimed at such work with personnel, at establishing such labor and ethical relations that could be defined as break-even. All this activity is not a separate direction in the activity of the personnel management service, but only organically fits into it. And here almost no additional resources are involved, provided that the organization implements all the functions of personnel management.

General methods of risk management		Methods of influencing personnel risks
Risk avoidance, risk avoidance		Testing and attestation
Risk transfer		Extensive use of the contract system
Allocation (sharing) of risks		Delegation of responsibilities, development of regulations
Creation (reservation) of funds		Creation of personnel reserves
Pooling risks		Creation of teams, implementation of personnel policy
Localization of risks		Employee adaptation, overcoming barriers
Diversification of risks		Retraining, mastering new specialties
Limiting risks		Rotation, development of job descriptions

Rice. 8.3. The model of adaptation of general methods of influence on risks applied to

to personnel risks

Operational risks: causes of occurrence

Operational risk occupies a special place among the company's risks and is formulated as the risk of direct and indirect losses due to distorted design of business processes, inefficiency of procedures internal control, technological deviations, unauthorized actions of personnel and external influences. Since these risk-forming factors are partially within the sphere of influence of the company's management, there is a possibility of a limited impact on the source of operational risk. For this reason, the main direction in the management of the company's operational risks is their minimization, rather than optimization, which is typical for other types of risk.

The dominant role in the emergence of operational risk is played by the internal uncertainty of the company's functioning process, which is associated with the impossibility of accurately predicting human behavior in the process of work (human uncertainty), with the complexity of the technology used, the level of equipment reliability, the rate of technical re-equipment of production, etc. (technical uncertainty) and with the desire of people to form social ties and groups, to behave in accordance with the assumed mutual obligations, roles, traditions (social uncertainty).

The potential opportunity to increase the company's competitiveness lies in the area of ​​operational risk management by minimizing the risks associated with the technologies used, but primarily with its own personnel.

The process of managing the company's human resources is continuous and should include: formulating goals, objectives and requirements for personnel, recruiting and hiring employees, evaluating performance, development and training, personnel movement, rationalizing the system of labor motivation, remuneration and incentives. It is necessary to take into account the fact that the corresponding risks arise at each stage of the management process, but at the same time there are conditions for their minimization. For example, at the stage of developing personnel requirements, job risks may arise as a discrepancy between a specific position and types of activities, functions, goals, tasks, technology. The reason for the job risk should be sought in the irrational distribution of functional responsibilities in the company's staffing table or in a distorted job description. To minimize this risk, it is necessary to form a well-founded structure of positions, powers and responsibilities and use as a tool not a job description describing the main functions of an employee, but a description (model) of a workplace - the main document that allows, among other things, to assess whether a candidate is capable of filling a vacant position. perform the appropriate functions.

The company's management considers a person working simultaneously as “economic” (subordinate to the need to perform the assigned work for a certain material reward), “psychological” (psychologically ready to work), “technological” (subordinate to work operations) and “ethical” (subordinate to the requirements of professional ethics). At the same time, in the organizational environment, the working person is both “acting” and “communicating”. The “acting” person manifests himself in interactions and counteractions, while the “communicating” person feels attached or alienated in the communicative space of the company. Interaction in the organizational environment and a person's involvement in the organization create conditions for the development of cooperation, and alienation from the organization causes confrontation. The involvement or alienation of a person from the organization is largely the result of his socialization into the organizational environment, which may be in the nature of: merging with the environment, cooperation or conflict. Merge indicates the loyal behavior of the employee. Cooperation associated with the need for the employee to enter the organizational environment to participate in joint activities and achieve personal goals, but is not a guarantee of loyalty to the organization. Conflict deprives a person of the possibility of unconditional entry into the organizational environment.

The absence or low level of employee involvement in the organization is one of the main reasons for the emergence of personnel risks. Numerous studies of corporate relations indicate that no more than 30% of employees are absolutely loyal to their company, but about 50% of employees are ready for unlawful behavior and are able to harm their company if this does not lead to negative consequences for them, and 20% strive to for the sake of satisfying their needs, to harm the company even at the risk of themselves. Management practice asserts that only 20% of attempts to unauthorized access to confidential information of a company are carried out from the outside, and hacking of computer networks is carried out on an equal footing by both independent hackers and disgruntled company employees. About 80% of the material damage of companies is caused by their own personnel.

Operational risks arise from actions or omissions by company personnel. Among the reasons for their occurrence, three main ones can be distinguished:

· Insufficient (or excessive for individual representatives) level of human capital of the personnel;

· The human factor as a reflection of the psychological portrait of a person, inadequate to functional or job responsibilities;

· A low level of human involvement in the organizational environment as a result of the absence (or unacceptability for all) of a single business culture of the company.

Formation of the company's internal control system

The initial prerequisite for creating an effective mechanism for minimizing all types of operational risk is the formation of an internal control system (personnel audit) of the company, which should ensure:

· The unity of the personnel audit system within the organizational structure of the company;

· Continuous monitoring of the current activities of the company's personnel;

· Prompt identification and assessment of risk-forming factors;

· Availability of reliable, timely and complete information for assessing current activities and decision-making.

Due to the fact that the basis of the competitive advantages of any company is its key and unique competencies, reflecting the level of knowledge, skills and abilities of the personnel, the system of internal personnel audit contributes to:

• real assessment of the market value of the company;
• assessment of the place in the competitive environment and market prospects of the company;
• improving management methods;
• dynamic response to changes in the competitive environment;

· Timely release from "personnel ballast" and growth of labor productivity.

Building a personnel profile of the company

The personnel audit system should be based on the personnel profile of the company, which, based on the understanding of the organization as a socio-technical system, should be built separately for the production and management personnel of the company (business unit). In our opinion, the basis for building the personnel profile of a company should be based on the theory of a specific representation of the object of motivation by D. McGregor (theories "X" and "Y") and V. Ouchi (theory "Z"). Following these theories, the personnel profile of any company, regardless of the field of activity, the adopted management system, the complexity of the organizational structure, etc. can be represented by three categories of personnel:

• category "X" (resistant workers), unable and unwilling to work;

This assumption is confirmed by the model of situational leadership of Kharsei and Blanchard, which operates with the concept of "maturity of followers" as the degree of people's ability and desire to fulfill the task set by the leader. The model identifies four stages of followers' maturity:

M1 - the group is not able and does not want to work due to its incompetence or self-doubt;

M2 - the group is not capable, but wants to work, having the motivation for action, but not having the skills and abilities;

M3 - the group is capable, but does not want to work, since it is not attracted by the proposed work;

M4 - the group is able and willing to do what the leader has suggested to it.

The personnel profile of a company can be viewed as a combination of four categories of personnel: personnel, personnel, personnel-resource, personnel-capital, in which it is easy to trace compliance with the stages of maturity of followers.

Due to the fact that the maturity of a person in a group is a stable characteristic that slowly changes under the influence of investments in human capital, it can be argued that:

• category "X" corresponds to group M1 (frames);
• category "Y" corresponds to groups M2 and M3 (personnel and personnel-resource);
• category "Z" corresponds to group M4 (personnel-capital).

A rational personnel profile of the company's personnel should reflect a level of qualification of personnel sufficient for performing labor functions and a high degree of motivation for productive work while minimizing the number of employees who are unable and unwilling to work. These features of a group of workers in category "X" are not a stable characteristic, but are inherent in any employee during the period of production and social adaptation to the organizational environment. In this case, the qualification and educational risks have the highest probability, but with an insignificant degree of impact due to the fact that the new employee is under the supervision of a mentor and the level of the employee's job influence is extremely low. The main conditions for the successful adaptation of the employee should be to ensure the merger of the employee with the group, to overcome the stereotype of avoidant motivation in his mind and to consolidate the models of incentive motivation.

The basis labor collective the company is comprised of workers of category “Y” - these are persons, as a rule, of middle age, who actively form their human capital, knowledge and skills. The level of probability and the degree of impact of the qualification and educational risks in this group are of average values.

It is generally accepted that highly qualified workers and senior management personnel should be referred to category “Z” employees who are capable and willing to work, and the number of such employees is limited to the list of existing positions in the company's staffing table. Due to their high qualifications, the likelihood of risk in this group is relatively low, but the degree of exposure is extremely high. In our opinion, workers in this category are unevenly placed in all levels of the company's management without taking into account the consolidation in the organizational structure of management. These are individuals with incentive motivation, mentors and members of the talent pool at all levels. In addition, the content of personnel work aimed at preventing personnel risks should contribute to the professional and social development of any employee, instill in him an interest in work, the ability and desire to work. The principle "You know is forewarned" promotes a positive perception of the employee of technological discipline, which reduces the likelihood of risky situations. For this reason, the more category Z employees are represented in all divisions of the company at all management levels, the higher the competitiveness of the company's personnel as a whole.

The method of complex assessment of personnel "assessment center"

To draw up the personnel profile of the company's personnel, you can use a variety of widely tested methods of personnel assessment. Despite the fact that the management of companies has access to numerous scientifically grounded methods of both initial and subsequent assessments of personnel, in Russian practice only a limited part of them is used, primarily interviews and testing. It seems to us that when drawing up a risk personnel profile of a company, one should be guided by the method of a comprehensive assessment of personnel, called the "assessment center". Psychological assessment in the selection and placement of personnel is a relatively new form of work with management personnel. A feature of this method is that it allows you to simultaneously solve such specific management tasks as identifying optimal candidates for leadership positions, developing recommendations for improving the leadership style, reducing the risk of loss of valuable employees and motivational risks. According to foreign psychologists, the criterion validity of the assessment center reaches 0.75.

The assessment center structure includes three groups of methods:

· Methods of background diagnostics, i.e. diagnostics of common behavioral traits (personality and intellectual tests, tests of interests and achievements, etc.);

· Methods focused on "past" behavior (interviews to study attitudes, analysis of bibliographic data, use of the results of observations of the evaluated by colleagues from the immediate environment, ie analysis of references - judgments of colleagues);

· Methods focused on actual behavior (observation of the behavior of those assessed in specially created situations - business games, analysis of labor behavior in real activity).

The choice of specific diagnostic indicators, diagnostic methods, assessment criteria is carried out on the basis of a professiogram (list of requirements) corresponding to a specific job position assessed in the organizational structure of company management. Professiograms form the systemic basis of the assessment center and are the basis for the design of assessment procedures. The assessment center technology includes the following main methodological steps:

· Analysis of the requirements put forward by the position (profession) and drawing up professiograms;

· The choice of the method of making value judgments;

· Planning and carrying out an assessment center;

· Aggregation and interpretation of the received data.

The results of constructing a risk personnel profile of the company's personnel allow us to develop a set of personnel strategies to prevent (minimize) risks. The validity of the decisions made on personnel strategies is determined by the use of appropriate risk management methods and a personally oriented system of personnel motivation. The well-known methods of risk management, each of which can correspond to a certain personnel strategy, include: evasion (avoidance), transfer, separation, self-insurance, consolidation, localization, diversification, restriction, compensation, prevention. In our opinion, in modern Russian conditions, the management of companies should pay special attention to the development and implementation of strategies to prevent (minimize) demographic, qualification, educational and motivational personnel risks.

deep and high-quality interaction of the content of the entire spectrum of scientific research and academic disciplines of management education.

Bibliographic list

1. Afanasyev V.Ya. Becoming scientific school management / Management problems / V.Ya. Afanasyev, A.V. Raichenko. - M .: PTPU. - 2012. - No. 5.

2. Research of the development of the theory of management of socio-economic systems: monogr. / Ed. V.A. Kozbanenko. - M .: GUU, 2012.

3. Kozlova O.V. Scientific foundations of management / O.V. Kozlova, I.N. Kuznetsov. - M .: Economics, 1968.

4. Raichenko A.V. On the relationship between management and management as scientific categories / Higher education today. - 2011. - No. 2.

5. Management theory / Edited by V.Ya. Afanasyev. - M .: Yurayt, 2013.

A.E. Mitrofanova

CLASSIFICATION OF PERSONNEL RISKS IN THE PERSONNEL MANAGEMENT SYSTEM OF THE ORGANIZATION

Key words: personnel risks, personnel management, area of ​​risk occurrence, object of risk.

In the matter of determining personnel risks, practices often act haphazardly, the list of risks should be completely exhaustive, systematically presented, since the completeness of understanding of the personnel risks of an organization is directly related to the reliability of its security.

Classification of risks, implying their division into groups according to certain criteria, allows you to assess the place of each in common system and creates the potential to select the most effective appropriate risk management methods and techniques. HR risks by their nature are complex risks, which leads to a fairly diverse classification of HR risks. The proposed classification of personnel risks is based on the principles of complexity, continuity, hierarchy, autonomy, flexibility.

Taking into account where the personnel risks are localized, they are divided into two large groups: external and internal. External personnel risks are negative impacts of the external environment that affect both the processes within the company as a whole and its personnel security.

External personnel risks include:

Political - imperfection legislative framework, activity public organizations, movements, parties, etc.,

Economic - inflationary processes, difficult situation on the labor market

© Mitrofanova A.E., 2013

Socio-demographic - employees getting into various types of addiction (alcohol, drug, etc.), the activities of the criminal environment, etc.;

Natural and climatic - floods, landslides, etc .; technogenic factors;

Market (competitive) - the presence of more attractive working conditions for competitors, enticement of employees, external pressure on employees (bribery, blackmail), etc.

Internal risks include personnel risks, the sources of which are within the organization. They can be just as destructive as the external ones. It should not be forgotten that there is a close relationship between external and internal personnel risks. It may consist in the fact that a source of external danger, for example, a competitor, purposefully enhances painful tendencies within the opponent's organization in order to weaken or destroy it entirely.

Internal personnel risks, in turn, by sources of risk, are subdivided into personal risks and risks of the personnel management system. Personal risks arise from the manifestations of the professional, business and personal qualities of the personnel of the enterprise. In turn, personal risks include the following types:

Biological risks (age, health level, psychophysiological characteristics, abilities);

Socio-psychological risks (demotivation, loyalty, performed social roles, interpersonal conflicts);

Moral risks (beliefs, beliefs, values, culture);

Intellectual risks (level of intelligence, education);

Economic risks (creative and professional potential, qualifications, work experience);

Risks of unreliability (shortsightedness, negligence, a sudden change in financial situation, gullibility, deceit, a criminal record, etc.).

The risks of the personnel management system are differentiated by subsystems of the personnel management system:

1) risks associated with planning and marketing personnel, including:

Lack of allocation of positions from which the most dangerous security threats can come;

Ineffective determination of the required number of personnel (or lack thereof);

Suboptimal quantitative composition;

Balancing gender, age and educational groups of personnel;

Low qualifications, etc .;

2) risks associated with labor relations, including:

The presence of conflicts of interest between employees and the employer;

Unfavorable socio-psychological climate in the team;

Lack of a policy of honesty in relation to clients, employees and employers;

Lack of measures to identify, prevent and suppress unwanted actions on the part of employees that may cause harm to the interests of the organization, etc.;

3) risks of labor conditions and safety, including:

Lack of measures to preserve and maintain the physical and psychological health of personnel;

Ineffective socio-economic working conditions;

Unfavorable psychophysiological and sanitary-hygienic working conditions;

Ineffective organization of personnel work;

Irrational regimes of work and rest, etc .;

4) risks of personnel motivation, including:

Lack of a staff motivation program;

Lack of system material responsibility;

Lack of motivation among employees to make proactive proposals to improve the safety of the organization;

Lack of incentives to retain staff;

Lack of mechanisms for identifying the motives and reasons for the dismissal of valuable employees and the place of their subsequent employment, etc.;

5) risks of personnel training and development, including:

Lack of communication between training and assessment of results;

The structure and culture of the organization do not contribute to the implementation of the acquired knowledge;

Lack of relationship between training and certification procedure;

Poor quality of education, etc .;

6) risks of business assessment of personnel, including:

Lack of assessment of various forms of manifestation of disloyalty and unreliability of employees of the organization;

Different standards for workers doing the same job;

Similarity of beliefs and attitudes as a factor influencing business valuation;

Subjectivity of methods of business assessment of personnel;

Assessment of an employee not by performance results, but by personal qualities;

Changes to standards in the course of a business assessment;

Using a narrow range of estimates;

Comparison of employees with each other, not with performance standards;

Lack of conclusions of business assessment, management decisions, etc.;

7) risks social development personnel, including:

Lack of conditions aimed at increasing employee loyalty;

Lack of additional social guarantees downsizing personnel and assistance in finding a job;

Lack of a social package, taking into account the safety requirements of the organization and the employee, etc.;

8) risks of ineffective organizational structure, including:

Unreasonableness of the number of personnel, taking into account the development strategy of the organization;

Irrational organizational structure of the organization;

Lack of personnel management service;

Ineffective functional distribution of responsibilities and duties for personnel management, etc.;

9) risks of legal support, including:

Lack of control over the employee's compliance with the current labor and civil legislation when performing work duties;

Lack of measures to minimize the material liability of the employee and the employer for emerging labor disputes;

Lack of local regulations regarding personnel security, etc .;

10) risks of information support, including:

Lack of information and explanatory work with employees of the organization about the rules for conducting confidential business negotiations, communicating with clients, tactics of behavior when attempting to recruit and blackmail, ensuring the employer's information security during and after working hours;

Untimely and high-quality provision of complete and reliable information required to perform work duties, etc.

As shown above, according to the object of risk, personnel risks are divided into personnel risks, organization risks, and state risks. In turn, among the risks of personnel, one can name the risk of violation of the rights and freedoms of the individual, physical and mental violence at work, humiliation of honor and dignity, the risk of damage to health, the risk of losing a job, risks of reducing income. The personnel risks of an organization include the risk of a decrease in material assets, the risk of losing information resources, the risk of forming a negative image of the company, and the risk of bankruptcy. State personnel risks include the risk of default, the risk of social instability and tension in society, the risk of public protests, workers' strikes, the risk of public distrust and the resignation of the government.

According to the systematic manifestation, the systematic personnel risks associated with the conditions prevailing in the organization differ, for example: risks of personnel policy, communication risks, etc.; and non-systematic human resources risks associated with the implementation of specific solutions and projects, for example, risks of violation of deadlines for work due to errors or violations of personnel.

Based on the performance results, the net personnel risks are distinguished, which are caused only by the possibility of losses due to the fault of the personnel, for example: risks of disability; risks of fraud and theft, etc .; and speculative personnel risks associated with the possibility of both loss and increase in income, for example, personnel recruitment risks, organizational culture risks, etc.

According to the criterion of the potential size of damage, personnel risks are divided into local, medium, significant and global (strategic) personnel risks.

According to the degree of regularity of the potential manifestation of risk, one-time or accidental, regular and permanent personnel risks can be distinguished.

According to the degree of sensitivity to personnel risks of various groups of stakeholders, the admissible, acceptable and unacceptable personnel risks should be distinguished.

According to the degree of legitimacy, justified (legitimate) and unjustified (illegal) personnel risks can be distinguished.

In addition, depending on the reasons for the occurrence, personnel risks can be divided into accidental (not intentional) and non-accidental (purposeful).

The manifestation of any of the personnel risks poses a certain threat to the organization.

Bibliographic list

1. Badalova A.G. Enterprise HR risk management // Russian Journal of Entrepreneurship. - 2005. - No. 7. - S. 92-98.

2. A.G. Badalova, K.P. Moskvitin // Russian Entrepreneurship, 2005. No. 7. - P. 92-98.

3. Smagulov A.M. Impact of personnel risks on the strategy of personnel management of railway transport in Kazakhstan [Electronic resource]. - URL: http: // science-bsea. narod.ru/2009/ekonom_2009/smagulov_vozd.htm

4. Mikhnevich ON Strategic Approach to HR Risk Management of an Organization // Integral. - 2009. - No. 4. - S. 94-95.

5. Tsvetkova I.I. Classification of personnel risks // Economics and Management. - 2009. - No. 6. - S. 38-43.

Yu.A. Sokolova

CORPORATE DEVELOPMENT: STRATEGICALLY ORIENTED CORPORATE GOVERNANCE

Key words: modernization, corporate governance, corporate strategies, management decisions, Board of Directors.

Currently, the task of breaking the vicious circle "backward corporate governance - backward economy" is becoming urgent, without which the orientation of the Russian economy towards modernization and innovative development is inconceivable. The relevance of this problem for a particular enterprise is expressed in the need for transformations that will allow not only to overcome negative and achieve positive results, but also to achieve, with the help of a system of measures of institutional, economic and organizational and managerial nature, strengthening and effective use of potential corporate governance, which is a technology for the development of key decisions and control over their implementation, as well as adjustments at the highest level - strategic management and control carried out by the owners of companies and their representatives.

However, the classical system of corporate governance in modern conditions does not cope with its perhaps the most important function - the creation and implementation of effective corporate strategies. Of course, the basic mechanisms and principles of the classical system of corporate governance should be considered as a necessary, and not a sufficient condition for building a company with high efficiency of corporate strategies. To achieve high efficiency in the execution of corporate strategies, the question of the process of forming corporate strategies is fundamental. In the concept of the classical system of corporate governance, the strategic function of the board of directors is interpreted as limited. In accordance with it, this function is considered as the formation by directors of a broad strategic direction of activity and the establishment of a framework for management. In practice, this means that management is fully responsible for developing the strategy, and the board of directors only accepts or does not accept it. This state of affairs has a negative impact on the time to correct strategic decisions. Similar

© Sokolova Yu.A., 2013