employee
Moscow, Russian Federation
This article examines the principles on which the successful development of the personnel development strategy is based, with its main element - talent management, as well as its relationship to the overall business strategy of the organization. The person simultaneously acts as the object and the subject of management. To date, the growing role of man is due to the rapid development of the surrounding world, its transition to an information society for which time and knowledge are the greatest achievements in competition. Modern society is a complex multifunctional system. Therefore, one fact remains unchanged: workers are the basis of any enterprise, and their significance is reinforced by strategic competitive advantages of the enterprise, which are largely based on the applying necessary knowledge, skills and competencies in the changing business environment. The authors consider the approaches to the process of forming the personnel development strategy in an organization, and the relationship between business strategies and private strategies. The article also describes the main economic instruments and principles used in the drafting the personnel development strategy. The article defines the need to develop a talent management system that brings the human element to business strategy and business planning, giving people the close attention that they deserve. Russian organizations are increasingly interested in managing talented employees. Although so far the introduction and application of these solutions still remains the lot of large companies that have the capacity to grow additional human resources capabilities, as well as possessing a stable base of personnel management. However, in recent years, the demand for automation of talent management processes has increased several times. The demand for highly qualified employees and managers that is increasing with the market does not meet the offer. Effectively formed and implemented talent management as an element of the personnel development strategy is the guarantor of a purposeful and pre-conceived process of using and developing employees in order to achieve the strategic goals of the enterprise.
management strategy, personnel development strategy, business strategy, talent management
1. Barron M. Analyzing Critical Positions for Talent Needs // Organization Development Journal. 2007. Vol. 25. No4. Pp. 115-120.
2. Cappelli P. Talent on demand. Boston: Harvard Business Press, 2008.
3. Farndale E., Scullion H., Sparrow P. The Role of the Corporate HR Function in Global Talent Management // Journal of World Business. 2010. Vol.45. No2. Pp. 161-168. DOI:https://doi.org/10.1016/j.jwb.2009.09.012.
4. Lattner D. The Talent Imperative // Boardroom Briefing. The Consultants Issue. Winter. Pp. 32-34.
5. Lewis R.E., Heckman R.J. Talent Management: A Critical Review // Human Resource Manage-ment Review. 2006. Vol.16. No.2. Pp. 139-154. DOI:https://doi.org/10.1016/j.hrmr.2006.03.001.
6. Miller D., Desmarais S. Developing Your Talent to the Next Level: Five Best Practices for Lead-ership Development // Organization Development Journal. 2007. Vol.25. No3. Pp. 37-43.
7. Ulrich D. The talent trifecta // Development and Learning in Organizations: An International Journal. 2008. Vol.22. No.2. DOI:https://doi.org/10.1108/dlo.2008.08122bad.003.
8. Abdukarimov V.I. Strategiya razvitiya personala v sisteme strategicheskogo menedzhmen-ta // Social'no- ekonomicheskie yavleniya i processy. 2014. T.9. №8. S. 7-10.
9. Bogacheva T.V., Lustina T.N., Panova A.G. Povyshenie konkurentosposobnosti predpriyatiy industrii gostepriimstva na osnove effektivnogo ispol'zovaniya kompetenciy // Normirovanie i oplata truda v promyshlennosti. 2015. №4. S. 25-29.
10. Dolgacheva M. Talentship - strategicheskiy podhod k HR. URL: http://www.trainings.ru/library/articles/?id=9820 (Data obrascheniya: 26.11.2016).
11. Zhuravleva N.V., Panova A.G., Lustina T.N., Bogacheva T.V. Ekonomicheskie aspekty vliyaniya organizacionnoy kul'tury na social'noe razvitie personala // Voprosy regional'noy ekonomiki. 2016. T.27. №2. S. 24-31.
12. Latuha M. Talantlivye sotrudniki v rossiyskiy i zarubezhnyh kompaniyah // Ekonomi-cheskiy portal. URL: http://institutiones.com/general/2144-talantlivye-sotrudniki-v-rossiyskix-i-zarubezhnyx kompaniyax.html (Data obrascheniya: 26.11.2016).
13. Panova A.G., Lustina T.N., Bogacheva T.V. Professional'nye roli menedzhera po perso-nalu: sovremennyy vzglyad // Servis v Rossii i za rubezhom. 2016. T.10. №1(62). S. 155-164. DOI:https://doi.org/10.12737/19178.
14. Panova A.G. Ocenka raboty kollektiva kak instrument strategicheskogo upravleniya per-sonalom na predpriyatiyah sfery servisa // Servis v Rossii i za rubezhom. 2013. №9(47). S. 73-81.
15. Panova A.G. Upravlenie HR-sistemoy na sovremennyh predpriyatiyah. M.: RGUTIS, 2015. 75 s.
16. Suchkova E.E. Formirovanie strategii upravleniya personalom v usloviyah innovacion-nogo razvitiya ekonomiki // V sb.: Innovacionnoe razvitie rossiyskoy ekonomiki: IX Mezhdunar. nauch.-prakt. konf. M.: REU im. G.V. Plehanova, 2016. S. 295-298.
