HR Management of Foreign Companies Operating SRP

HR Management of foreign companies operating
in Russia today
Recruitment tools
Foreign companies operating in Russia today use the following recruitment
tools:
internal recruitment, recruiting agencies and head-hunters, internet job
engines,
newspapers ads, contacts or networking, and college graduate recruitment.
The
choice of a particular recruiting tool is based on the type of vacancy, the
internal
recruitment policies and procedures and the location of a particular company
cf.
!enisova-"chmidt #$$%b, Frank #$$&, #$$'b(.
Fey et al. )''':&*( argue that many foreign companies operating in Russia
try to keep careful track of the Russians who are studying abroad, as they
are
attractive candidates to recruit when they finish their studies. Russians living
abroad for a long time re-emigrants( could, however, face some obstacles
to
their acceptance into Russian society cf. +iasoedov #$$*:&'-%)(. ,t
certainly
varies from industry to industry and among different management levels, or
according to the duration of the work assignment of a re-emigrant. This
-uestion
has not been investigated so far. +oreover, business techni-ues learnt in the
.est might not be applicable in Russian settings on a one-to-one basis. They
could be transferred to Russian subsidiaries, but they should be adapted to
suit
Russian labour regulations and cultural norms.
Selection of employees
,nterviews are the most appropriate method of selecting new employees.
,nterviews
are usually conducted in several rounds. Transcripts and diplomas are also
normally looked at, but they are less important than the perception of the
person
as ambitious, hard-working, and beneficial to the company because of his or
her
previous professional e/perience cf. Fey et al. )''':&*(. 0oth Russian and
.estern
companies re-uire applicants to submit a 123resume. 45owever, since
resumes
have not traditionally been used in Russia, they are still poorly done and
provide varying amounts of information about the candidate6 cf. Fey et al.
)''':&*(. 7ften misrepresentations in language proficiency, computer
literacy,
and previous employment dates, duties and responsibilities appear in these
resumes,
and should be investigated. References are not usually re-uired, but
submitted
references are appreciated.
"ome recruiting agencies provide 4reference check6 services. ,t is crucial to
specify what a recruiting agency actually means by the term 4reference
check,6
however. They might just contact a referee or a previous employer and ask if
she
or he had written a letter of reference for a certain person, or whether this
person
had indeed once worked for a certain employer. ,n fact, consulting a previous
employer without the written consent of a candidate is not allowed under
Russian
law, but this practice is nonetheless widespread Russian 8abour 8aw #$$)(.
+oreover, as the system of providing working certificates is still in its
infancy,
some companies simply make a statement about a particular person in terms
of
whether she or he has worked for a particular company9 -ualifications, duties
and
other characteristics are not mentioned. Fey et al. )'''(, :urkov #$$#(
and
!enisova-"chmidt #$$%a( argue that developing a formal set of criteria is
difficult
for Russian 5R +anagers, and they usually rely on their 4gut feeling6 during
the
hiring process.
;ccording to Russian labour law, companies must use a three-month for
nonmanagement
and management positions( or si/-month for top management positions(
probation period after someone has been hired to evaluate the new
employee
before entering into a long-term relationship Russian 8abour 8aw #$$)(.
Retention of employees
!ifferent companies use different tools to keep their employees. ,t is not so
simple
to summari<e the best practices and give a general recipe9 it depends on the
industry, vacancies, age, and other factors. 7n the basis of interviews in the
field,
augmented by an analysis of the literature, the author identifies the following
deciding
factors in retaining employees !enisova-"chmidt #$$%a9 Frank #$$&,
#$$'a, #$$'b9 Fey et al. )''', Fey et al. #$$$, Fey #$$%9 +agura #$$*9
+ordovin
#$$=9 "cherl #$$%(:
Good working conditions: enough space, security, parking, access to
cafeteria,
etc. >4:ood working conditions6 in this sense go without saying formany
.estern readers, but in Russia, this is indeed a crucial criterion for a
job seeker. 7verloaded offices, suboptimal room temperatures, and obsolete
sanitary facilities are still common for some companies. "pecifically, in
+oscow
and "t. ?etersburg, transport accessibility and time spent commuting to
the workplace are also important factors. 8ong distances from home to the
workplace are a huge problem in big cities in Russia. ,f a job seeker has to
spend about two hours commuting in only one direction which is very
common(, it might be a strong stimulus to look for a new job 4closer6 to
home.
Professional and personnel development: training, further education > Fey
et al. )'''( found that some managers would even forgo a one-time bonus
of #,$$$ @"! in order to receive one week of training. Frank #$$&, #$$'b(
also emphasi<es the necessity of orientation and training, especially at the
main corporate head-uarters outside Russia. 2isits to other non-Russian
subsidiaries are highlighted by Fey et al. )'''( too. "ome foreign
companies,
however, underestimate the importance to Russians of going abroad.
For many, travelling abroad is more important than receiving training.
1ertainly,
motivation to attend a training session at the head-uarters or anywhere
abroad( is likely to be higher than in the case of a training seminar
organi<ed in Russia. +oreover, 5R professionals should be aware that many
Russians grew up with frontal teaching techni-ues and have different
e/pectations
from a trainer and a learning environment Artelt-2ieth and !enisova-
"chmidt #$$', !enisova-"chmidt #$$&, 0lanchard-1attarossi and
?shenichnikova
#$$%(.
Open and accessible information dissemination concerning the aims, goals,
strategy and (possible) changes in an organization > Foreign enterprises
should choose techni-ues that are more appropriate for their Russian
employees.
;ccording to interview partners, Russian employees are usually
happier to learn about possible changes by a simple e/planation > for
e/ample,
by hearing it directly from their bosses during a meeting, or through
corporate newsletters or videotaped interviews > rather than through an
interactive
flash-based presentation with a strategy map, for e/ample.
Internal rotation and promotion based on performance, knowledge and
career
growth > This is still a challenge, especially in local Russian companies
with a long tradition, where senior managers still try to place their friends
and relatives.
Initiative should be welcomed. Traditionally, bottom-up initiative is not very
welcome in Russia cf. !enisova-"chmidt #$$&:%*, Fey #$$%:#=&(.
reating professional mistakes > ,f an employee makes a mistake, she or
he
should not be punished, but the reason for the mistake should be
investigated
and appropriate corrective actions taken e.g. additional training for
an employee( cf. !enisova-"chmidt #$$&:%#-%*, Fey #$$%: #=&-#=%(
! different attitude to critical feedback > Typically, Russians do not receive
criticism in public > which could be a challenge for .estern managers.
+oreover, if Russians start to critici<e each other, it is usually not
constructive,
but ratherpersonal. The best criti-ue in Russia is a criti-ue in private.
Good salaries and competitive social benefits > :ood salaries and competitive
social benefits are important to Russian employees, and firms with
noncompetitive
salaries or benefits will have difficulty attracting, motivating,
and retaining employees.
Salary and social benefits
"alaries and social benefits are regularly handled by international and local
agencies
working in Russia. They use different approaches. "ome perform surveys for
various positions in specific industries in a particular region, e.g., only in the
consumer
goods sector in +oscow, while others analy<e salaries according to such
criteria as human relation skills, job scope and duties > so-called 4job
grading6.
5owever, the main problem for 5R in Russia is keeping up-to-date with
current
levels of salary and social benefits offered to managers. For e/ample, the
results
of the 5;B survey submitted in Culy will be not available until Canuary, and
they
will already be obsolete in si/ months. This, among other factors, is related
to the
turnover of employees cf. Frank #$$'a:##$, "mid #$$'(.
+oreover, some Russian companies tend to pay official and unofficial
salaries.
Russian enterprises have long traditions of keeping two sets of books: one
with
actual results for internal usage and one with desired results for e/ternal
audits
and3or reports by the old "oviet ministries cf. "uutari )''%(. There are still
some
reasons for paying in official and unofficial ways, such as the reduction of
social
ta/ation and additional options for non-authori<ed work on holidays,
vacations,
and overtime hours. This fact of unofficial income is even accepted by
internainternational
banks operating in Russia and providing loans for Russian citi<ens.
Conclusions
Foreign companies working and3or planning to work in Russia should know
that
Russia is not a terra nova" Russia is a country with a long history and many
traditions
that penetrate all fields, including 5R management. ?ersonnel management
in turn is affected by "oviet-era practices, which can sometimes remain
unknown
to those Russian 5R managers without professional e/perience in the "oviet
@nion
or in modern large Russian corporations that retain elements of "oviet
corporate
culture. .hile considering how .estern 5R practices could be transferred to
Russian
subsidiaries, one should e/amine the possibility of updating "oviet 5R
practices
instead of reinventing the wheel. +oreover, it would be very useful to study
some of the unwritten and3or unspoken rules that are widely used in Russian
personnel
management in order to understand how to operate more successfully
General Background - Russia
Organizations exist within certain environmental conditions which affect their operations.
Because of continuous political, economic, and social change, what is said about Russia one
week may be obsolete by the next. The following information provides a brief sketch of some of
the key challenges facing Russia during the period that this study was conducted.
learly, economic conditions underlie many of the other concerns faced by Russians
today. The economy has contracted !"# since $eltsin came to power in %&&%, a deeper
contraction than that experienced by the '( during the great depression. )owever, inflation,
which was *,+%,# in %&&*, fell to %*# in %&&- and is pro.ected to be as low as !# in %&&,.
/ross domestic product and industrial production rose slightly in %&&- and were expected to
more in %&&,. 0any Russian work * or + .obs and are paid under the table in cash or goods. 1s
much as 2"# of Russia3s economy is off the books. (o, according to some experts, the economy
may be healthier than government figures indicate. 4/oldberg, %&&,, p. %"&5 )owever, as of late
summer, %&&,, the currency and stock market were collapsing, and the economy seemed far from
recovery. 46vint, %&&,5
Tax and cash flow problems persist. Only ! million out of %!" million citizens hand in
tax returns, and companies often hide their income overseas. The government has done little to
collect from certain industrial groups that traditionally ignore taxes. 1lthough newly appointed
director of the (tate Tax (ervice, Boris 7yodorov, has begun reforms, he faces an uphill battle
46ranz, %&&,, p. !%5. 8uestions surface about the ultimate recipients of 907 funds, as well,
leading some to conclude that without ma.or reform of the tax code and strong anti:mafia
measures, additional funds will do little good. 47orbes, %&&,5
;olitical uncertainty and change on national, regional and local levels lend instability to
the general climate. <espite the presence of $eltsin at the national helm for seven years,
dissenting rumbles continue to emerge from legislators and other government officials. =ith
each new economic crisis, calls for $eltsin3s resignation leader burst forth. Regional and local
leaders are still sorting out their domains, as evidenced by the open, on:going feud between the
governor of the ;rimorye region and the mayor of >ladivostok.
9n a climate of political and economic transition, social problems naturally emerge.
Businesses, small and large, are pressured to provide protection money to organized crime or
face retaliation, sometimes fatal. ?nvironmental degradation and continuing high levels of
pollution threaten health and safety in many areas. 9nade@uate health care leaves many
Results
Based on the data, Russian clients expressed the most interest in and seemed the most concerned
about the following )R issuesA
Compensation, bonuses, incentives
1ll of the volunteers reported high levels of interest in compensation practices. 0any of
the smaller companies had no standard compensation system, and were interested in how to set
up systematic, e@uitable pay scales and incentive structures flexible enough to withstand periods
of growth and change. ompanies have come to recognize that the traditional system in which
full employment was a main goal, and employees were paid whether they performed or not, will
not work in a market economy. The challenge is to replace those systems with new ones that
will fit new economic realities and yet fit with the Russian culture.
1lthough incentive pay was a traditional part of the Russian compensation system, most
bonuses were divided e@ually across the organization or among members of a specific work
group. (ince workers received incentives regardless of individual performance, they came to see
them more as an entitlement than as a reward for good performance. 4;uffer B (hekshnia, %&&C5
0any of the individuals we worked with are still grappling with the idea of individual
performance incentives. Dot only do such systems go against the traditional approach, but they
may also contradict inherent aspects of the Russian culture, such as collectivism and high
Human Resources in Russia: A Case Study 7
uncertainty avoidance. 47or a more complete discussion of the cultural aspects of compensation
in Russia, see ;uffer B (hekshnia, %&&C, and (chuler B Rogovsky, %&&,5.
Management of individual performance
9n connection with the issue of compensation, clients also expressed a great deal of
interest in individual performance management and constructive discipline. /iven the emphasis
in 1merican performance management on constructive discipline, one aspect of a few Russian
organizations seemed particularly unusual to the volunteer teamA the use of fines as a central
focus of discipline systems. (everal clients described organizations in which employees were
fined for every conceivable infraction, and in at least one case the list of standard fines was
posted to remind employees of the conse@uences of breaking the rules. =hile perhaps not a
widespread practice, such scenarios help to explain the keen interest of many of our clients in
new approaches to positive reinforcement and effective feedback techni@ues. The idea of
formalized performance appraisal and feedback, a common part of the 1merican business world,
also elicited considerable interest.
Motivation techniques
9n relation to the previous two items, our clients fre@uently asked @uestions regarding the
broader area of employee motivation :: not only how to motivate employees but also how to
maintain a high level of motivation. 1 great deal has been written about the negative effects of a
centralized planning system on individual motivation. 4Remnick, %&&2E Randolph, %&&C5 9n
some cases the sheer lack of experience in motivating workers has left company managers trying
whatever seems to work at the time. One client recounted the fact that for Dew $ear3s she gave
her employees substantial gifts. This did not improve their performance, however, and they
expected even more the next year. 0any of my clients were clearly intrigued by .ob enrichment,
cross:training, and organizational support of training and education as non:monetary
motivational strategies.
Organizational structure, authorit levels
0any of our Russian clients also wanted information about appropriate organizational
structures and decision:making levels for their individual operations. <eveloping .ob
descriptions, determining levels of authority, and devising systems to coordinate company
functions were popular topics and discussion points. Because of their familiarity with a more
authoritative, hierarchical, bureaucratic type of structure, they were also interested in more
participative management approaches, team concepts, and greater employee involvementE and
yet many were clearly uncomfortable with some of the ambiguities and loss of authority such
approaches entail. Our observations suggest that structures must be strong enough to provide
stability, yet flexible enough to enable the organization to survive an uncertain environment.
Recruiting and staffing
'nder central planning systems, workers were often assigned to specific .obs, precluding
the need for companies to be involved in recruitment and staffing. =hile recruiting and staffing
are fairly straightforward processes for most 1merican companies, some Russian companies are
having to start from scratch. 9n one case, a client seemed surprised that he should spend time and
money looking for @ualified employees :: he assumed that prospective employees must somehow
come to him. 9n another case, a new entrepreneur seemed surprised by the idea that companies
could develop reputations as good places to work in order to attract the best employees. 1nother
company, with a number of kiosk vendors, had never considered advertising for new employees
at the kiosks. lients also posed @uestions about the merits of selection strategies, such as
testing, group and individual interviewing, and application processes.
!rust and related communication issues
The need to build or rebuild trust emerged as a constant theme throughout much of the
pro.ect. =ith a history of caution and secrecy, and the uncertain environment currently in place,
the reluctance to trust others is understandable. )owever, this lack of trust undoubtedly has
caused and will continue to be the source of communication problems and breakdowns in
authority and respect. One of the volunteers, working with one company for about a week, noted
that much of his time was spent dealing with the management in this area, with little time left
over for the )R issues that needed to be addressed.
"elegation
0any of the /eneral <irectors 4presidents5 of our client companies expressed concerns
about delegating :: what types of work to delegate, how much to delegate, how to supervise
delegated work, and so on. 1s a result of their limited delegation, many work long, hard days
4and nights5 and suffer from the stress of overwork. <elegation of work and responsibility
re@uires a level of trust that many organizations have not yet been able to build, as discussed
above. 9t also implies a change in traditional views of hierarchy and authority which still exist in
many companies.
Other #ssues
lients also asked about a number of other issues, such as training and development, the
role of women, basic business development, marketing, and time and stress management.
;erhaps one of the more beneficial results of our seminars and consulting was the introduction of
a systematic approach to )R in which recruiting, staffing, training, performance evaluation,
compensation, benefits, promotions and other )R activities are seen as interrelated. 1s in many
1merican companies, these functions were often handled in a piecemeal way that led to conflict
and reduced productivity. 1lthough not an )R issue as such, @uestions about various aspects of
marketing were common, as well.
Current status of $R"%$RM
1s expected, the type and level of complexity of )R practices varied depending on the
region, industry, size of company, age of company in its current form, and other factors. 9n
many instances, organizations seemed to have adopted traditional )R practices 4what they knew
best5 and are struggling to adapt these practices or replace them to better fit the demands of a
market:oriented economy. 9n some cases, organizations perceived )R as a compliance function,
existing to fill out forms and enforce rules, rather than a strategic part of organizational
performance and success. 4Dot unlike the perception of many 1merican )R departments a few
years ago.5
One of the aspects noted by some volunteers was the emphasis on testing and
psychological factors, which is somewhat different than the current 1merican view of )R as an
interdisciplinary field incorporating knowledge from psychology, business theory, sociology,
anthropology and other fields. (mall and newer companies were more likely to have a Fstaff
psychologistG than an )R professional, in the 1merican sense, on board. >olunteers also
observed that while many of the Russians were well:educated in more technical fields, they did
not seem to have as much background in the management of people, and other FsoftG skills.
1nother observation seems @uite logical :: new companies in many cases had focused
first on getting the business going and survival. 1fter some time, they began to recognize they
needed to know how to manage the people, not .ust the product. This seems to be a natural step
in the evolution of small businesses.
&hat is needed
Our experiences and observations suggest the following tips for )R professionals
working in Russia.
(ince some of the operational approaches of Russian companies seem
somewhat behind the times, it may be tempting to introduce outdated )R
concepts to match this level of development. )owever, 1merican and ?uropean
)R professionals have learned a great deal over the last four decades. 9t would be
more beneficial to help them skip some of the mistakes that we made as we
learned through experience and introduce the latest in )R theory and practice.
=hether consulting or instructing, use a practical approach. Relate
general theories or concepts to real:life examples, even if they aren3t Russian
examples. 1lso keep information simple and basic until you are able to gauge the
client3s level of understanding and experience.
1s in any intervention address the client3s needs. =e all had to be
flexible to answer @uestions, address issues and work in areas we may not have
anticipated.
To better serve the customer4s5, a good needs assessment is critical. 9n
the case of public seminars, it is much more difficult to define needs than for a
specific company intervention. )owever, some analysis of market needs is
useful. 1 seminar participant remarked that he had attended numerous seminars,
but they seldom addressed his particular concerns.
1 practical tip for non:RussiansA 1 good interpreter and accurate
translations can make or break your best effortsH
The need for Russian organizations to develop structure is strong ::
people need to have more clarity, sense that things are organized and under
control. But at the same time, they need to be careful to also maintain flexibility.
Recognize that this is a tough balance for any managerH
The Transfer of Western
Human Resource Practices
to Russian Subsidiaries
Elena Denisova-Schmidt
St !allen" S#it$erland
De%artment o& 'nternational (usiness Communication
)ienna *niversity o& Economics and (usiness Administration +,*-
,* .nline /a%ers in 'nternational (usiness Communication
Series .ne:
0'ntercultural Communication and 1an2ua2e 1earnin23
/a%er 4
5e6ruary 4008
htt%:77e%u6#u-#ienacat
htt%:77e%u6#u-#ienacat 4
Abstract
Elena Denisova-Schmidt
*niversity o& St !allen" S#it$erland
The transfer of Western human resource practices to Russian subsidiaries
*sin2 one su6sidiary o& one international consumer 2oods com%any as an e8am%le" the
author sho#s the
main challen2es o& HR 9ana2ement and their conse:uences &or 6usiness activities in
Russia ;his em%irical
study details HR %ractices at the Russian su6sidiary o& one international consumer
2oods manu&acturer
#ith head:uarters in ,estern Euro%e +herea&ter re&erred to as A(C Russia &or
con&identiality- ;he author
s%ent a &e# #ee<s in 9osco# #ith the tas< o& 1- revie#in2 the recruitment mar<et and
esta6lishin2 trends
#ith re2ard to the availa6ility o& candidates" salary movements and turnover o&
em%loyees= and 4- ma<in2
recommendations on ho# A(C Russia should %roceed 6ased on the &indin2s
't #as a 2reat o%%ortunity to o6serve A(C Russia em%loyees and %artly %artici%ate in
their daily 6usiness=
have access to some internal in&ormation" es%ecially to HR %rocedures and rules= tal< to
some em%loyees
and 2et their im%ressions on #hat it means &or a #ell-<no#n international com%any
doin2 6usiness
in Russia
Keyords
Russia= HR mana2ement= HR %ractices= Culture= 'ntercultural communication=
Recruitment= Em%loyment=
E8%atriates
!ntroduction
;his em%irical study details HR %ractices at A(C Russia ;he com%any #or<s in an area
o& consumer
2oods and is one o& the to% 10 in its sector #orld#ide ;he &irst su6sidiary in Russia #as
esta6lished in the
mid 90s 'n 400> more than t#o hundred %eo%le #ere #or<in2 &or this com%any at three
o&&ices in 9osco#"
St /eters6ur2 and ?e<aterin6ur2 and several home o&&ices in some other 6i2 cities in
Russia
5rom 400> on#ards" A(C %lanned %lans to have a %resence in all 6i2 cities in Russia
and some o& the
&ormer Soviet Re%u6lics ;o com%ete more success&ully" A(C #ill %lace 2reater
em%hasis on HR mana2ement
and develo%ment
Empirical Study
"ain challen#es for HR mana#ement in Russia
Hi#h turnover rate$ especially in "osco
'n the Russian ca%ital this can 6e at least 40@ %er year" #hich creates a 6i2 %ro6lem &or
a com%any '& em%loyees
leave a com%any" es%ecially #hen they 2o to a com%etitor" they ta<e a lot #ith them:
%ro&essional
e8%erience" customer data6ases" technolo2ies" and com%any secrets" etc Ae#
em%loyees need some time
to ada%t
Some Russian com%anies try to %revent the hi2h turnover rate 6y di&&erent means 5or
e8am%le" com%anies
in one mar<et mi2ht ma<e an oral a2reement not to em%loy any6ody &rom a com%etitor"
creatin2 a <ind
o& 6lac<list ;hou2h com%any- or industry-sanctioned 6lac<lists are technically ille2al in
Russia" the in&ormal
%ractice o& 6lac<listin2 still 2oes on 6ehind the scenes +c& !ostev 400>-
Elena Denisova-Schmidt: ;he ;rans&er o& ,estern HR /ractices ,* .nline /a%ers in
'(C" Series .ne" /a%er 4
htt%:77e%u6#u-#ienacat B
%otice period is only & ee's
E8ce%tion: em%loyees #ith &inancial res%onsi6ilities C 5inance Director and Accountant
(e&ore leavin2 the
com%any they should com%lete their tas<s and introduce their successors to the
6usiness *sually this
ta<es &rom one to t#o months
Salary and social benefits
;he salary and social 6ene&its mar<et is chan2in2 very &ast and is not easy to monitor"
e2 su6mitted results
&or the HA? survey +see htt%:77###hay2rou%com7ru7- in Duly #ill 6e availa6le only in
Danuary and
they #ill 6e Eo6soleteF in si8 months /eo%le tend to chan2e their Go6s almost every year
+at least in the consumer
2oods sector- (y chan2in2 their em%loyers" they may raise their salary 6y
a%%ro8imately 40@ or
more
9oreover" some Russian com%anies tend to %ay o&&icial and uno&&icial salaries Russian
enter%rises
have lon2 traditions o& <ee%in2 t#o sets o& 6oo<s: one #ith actual results &or internal
usa2e and one #ith
desired results &or e8ternal audits and7or re%orts 6y Soviet ministries +c& Suutari 1998-
;here are some
reasons &or %ayin2 in o&&icial and uno&&icial #ays: e2 reduction o& social ta8ation=
o%tions &or non-authori$ed
#or< on holidays" vacations" and overtime hours ;his &act o& uno&&icial income is even
acce%ted 6y international
6an<s %rovidin2 loans &or Russian citi$ens
Research (uestions
'n that conte8t" my tas< #as to analy$e the current tendencies in the Russian la6or
mar<et:
,ho is in the la6or mar<etH
Ho# could these candidates 6e a%%roachedH
,hat <ind o& :uali&ications do they haveH
,hen em%loyed" ho# lon2 #ill they stay #ith the com%anyH
,hich &actors in&luence this decisionH
'n order to ans#er these :uestions" ' s%ent &ive #ee<s in 9osco# +%artici%ation
o6servation- and conducted
e8%ert intervie#s #ith HR sta&&
Research desi#n
5irst" the current situation in A(C Russia #as analy$ed to determine #hat 2ives the
com%any an advanta2e
as an em%loyer and7or #hat should 6e chan2ed in the HR #or< ;his #as necessary
6ecause the turnover
rate in the com%any #as I0@ in 400J" #hereas the avera2e turnover rate in 9osco#
#as 40@ A S,.;
analysis #as then carried out1 S,.; analysis is a strate2y develo%ment techni:ue +S
C internal Stren2ths"
, C internal ,ea<nesses" . C e8ternal .%%ortunities" ; C e8ternal ;hreats-
A&ter that" the recruitment instruments that are or could 6e used 6y A(C Russia #ere
6enchmar<ed Descri6in2
a %articular hirin2 o%tion" HR %ro&essionals and academics +Dessler 1999" 9a2ura 400B"
!Kme$-
9eGia et al 400I- usually mention its com%liance #ith com%any %ersonnel %olicy" cost"
and em%loyment
mar<et acce%tance Com%arin2 *S and Russian sources" it #as discovered that some
recruitment methods
#idely used in the *nited States are not a%%lica6le yet or have di&&erent connotations in
Russia and the C'S
countries So" &or e8am%le" initiative +or 6lind- a%%lications or television and 6roadcast
announcements are
not a common %ractice= similarly" #hen ma<in2 announcements in %rint media" the
em%loyer should <no#
that there are no national ne#s%a%ers commonly read 6y all Go6-see<ers in Russia '& a
com%any is loo<in2
&or someone outside o& 9osco# and St /eters6ur2" an announcement should 6e %laced
in re2ional %a%ers
;hen" a &rame#or< &or evaluatin2 each recruitment tool #as develo%ed" &ocusin2 on:
Com%liance #ith A(C /ersonnel /olicy"
Cost"
Em%loyment mar<et acce%tance"
1 'n order to <ee% A(C Russia anonymous" #hat &ollo#s is an a66reviated version o& the
S,.; analysis
htt%:77e%u6#u-#ienacat I
Cultural ade:uacy"
A(C Russia %ractices since A(C has 6een o%eratin2 in Russia &or more than ei2ht
years
SW)T Analysis
Stren#ths
,hat are the advanta2es" s%ecial circumstances" o&&ers" that A(C Russia %ossessesH
,hy is A(C Russia
so attractive as an em%loyerH
All la6or issues such as em%loyment and maternity leave" are handled accordin2 to
the Russian 1a6or
1a# +4001- 'n cases o& con&lict 6oth %arties can rely on this document Aot all
com%anies in Russia im%lement
sti%ulate the 1a6or 1a#
A(C Russia #or<s #ith Etrudovaia <ni$h<aF +Ela6or 6oo<F- 1a6or 6oo<s are the main
o&&icial document
concernin2 em%loyment activities and their duration in Russia Any E2a%sF in em%loyment
records mean
conse:uences &or %ension %ayment" medical insurance" &urther Go6s" etc Sometimes the
la6or 6oo< has
more value in Russia than a contract" rLsumL" or re&erences
A(C Russia o&&ers the %ossi6ility to 2ather #or< e8%erience at an international
com%any" #hich increases
career develo%ment and %ro&essional %ers%ectives in the la6or mar<et A(C Russia is
#or<in2
in a 2ro#in2 mar<et and has a 2ood %osition and 2ro#th o%tions in Russia
Wea'nesses
,hat is not 2ood yetH ,hat should 6e im%rovedH
A low degree of identification with the company and company brands (potential
increase in turnover):
Aot all em%loyees <no# ho# many 6rands or su6sidiaries A(C Russia has in the #orld
.ne HR em%loyee"
a #oman res%onsi6le &or the com%anyFs induction %rocess" actually had a mirror #ith the
com%etitorFs
lo2o lyin2 on her des<
Little or no understanding of corporate values and culture: Each em%loyee should 2ain
such values as
harmony" mutual understandin2" &riendliness" lon2-term orientation" and res%onsi6ility
;hese values are
still 6ein2 develo%ed 6y Russian em%loyees in 9osco# 'n the #ords o& one anonymous
em%loyee:
0;hey do not listen to each other= they do not have lon2 term %lans on activities= they do
not have a team s%irit and
initiative is still not #elcome ;hey do not #ant to ta<e decisions and ta<e res%onsi6ility
and %ro6lems are distri6uted
instead o& 6ein2 solved= they do not &ul&ill deadlines and do not in&orm their collea2ues
a6out this= they do not have
in&ormation a6out res%onsi6ilities o& other de%artments3
Little or no understanding of the role of the HR department: 'n the communist era" the
&unctions o& the
HR De%artment #ere mostly administrative #or< As a result" some em%loyees #ith
%revious #or< e8%erience
in international com%anies Gud2e the #or< o& the HR de%artment to 6e insu&&icient: not
enou2h
rules and %rocedures" no team s%irit" no team 6uildin2 trainin2s
Low basic management skills such as communication skills; low conflict and time
management skills:
Distri6ution o& non-structural in&ormation and in&ormation channels= the same in&ormation
comes very o&ten
&rom di&&erent %eo%le= mana2ers o& all levels are not al#ays a6le to use in&ormation= not
rational usa2e
o& #or<in2 time= too many tas<s &or each em%loyee Aot enou2h sta&& resources 9any
em%loyees
are overloaded Hierarchical levels o& communication" culture o& re-dele2ation" di&&erent
leadershi%
styles" and %eo%le are not a6le to critici$e their 6osses and collea2ues in %u6lic /eo%le
thin< in the
&rames o& their %ositions or de%artments" they do not thin< a6out the com%anyFs interest
and the 6usiness
in total
)pportunities
,hat are the relevant trends in the Russian la6or mar<etH
htt%:77e%u6#u-#ienacat J
Large market of potential candidates: ?oun2" educated %eo%le are not Es%oiledF 6y old
%ractices and
routines o& Russian com%anies and are a6le to ada%t easily to #estern standards 6ut
#ithout relevant
e8%erience &or A(C Russia
Regions: /eo%le have lo# Ee8%ectationsF &or career develo%ment o%tions" salaries"
com%ensation" or
6onuses
Threats
,hat are the o6stacles that A(C Russia is &aced #ith or could 6e &aced #ithH
Moscow: small %ool o& %otential candidates #ith relevant e8%erience
Moscow: lon2 distances &rom home to the #or<%lace +a%%ro8 4 hours 6y train under
very 6ad conditions
or in tra&&ic Gams- 9osco# under2round is overloaded 6ecause o& overcro#din2 in the
city
Moscow: /assin2 throu2h the city re:uires a valid identi&ication card +%ass%ort-= there
is a very hi2h
li<elihood o& 6ein2 sto%%ed 6y Russian %olicemen #ho #ill chec< your identity ;he
Russian %olicemen
have the ri2ht to ta<e any %erson to a %olice station /eo%le &rom the Caucasus re2ion
are more a&&ected
+the %ro6lem o& Chechen terrorism-
or employees without private real estate: Rentin2 or 6uyin2 an a%artment +es%ecially
in 6i2 cities- is
very e8%ensive= additional time is needed to arran2e" &urnish" and renovate it= o&ten it is
&ar a#ay &rom
the o&&ice= there are a lot o& un&air deals #ithin the real estate mar<et
or employees with children under school age: a challen2e to &ind a %lace in a
<inder2arten +there are
not enou2h <inder2artens= 2ood <inder2artens are situated &ar a#ay &rom the home or
#or< %lace= they
are very e8%ensive and have &i8ed #or<in2 hours" they ty%ically close at > %m-
Russian universities %rovide di&&erent ty%es o& trainin2 in mar<etin2" &inance" and
accountin2 .nly elite
universities and #ell-<no#n 6usiness schools #or< #ith modern teachin2 %ro2rams and
techni:ues such as
6usiness case studies" 6rainstormin2" or creative mind ma%s .ther universities are still
in develo%ment"
e2 some mar<etin2 %ro&essors may #or< #ith methods o& Motler +4007-" 6ut at the
same time" they do not
have any %ractical or consultin2 e8%erience" nor do they conduct em%irical research
*onclusions
A&ter conductin2 the S,.; analysis" the investi2ator has the &ollo#in2
recommendations &or ho# to em%hasi$e
stren2ths and a6olish #ea<nesses #ith the main aim o& minimi$in2 any %otential
increase in turnover
Problems *orrective actions
A lo# de2ree o& identi&ication
#ith the com%any and
com%any 6rands
Mee% current activities in educatin2 em%loyees a6out 6rand loyalty +usin2 cor%orate
colors= 2i&ts
that carry the lo2o= an o%tion to %urchase %roducts at cost %rice" etc-
Mee% u% to date a6out the com%any activities" usin2 6alanced score card and7or strate2y
ma%
1ittle or no understandin2
o& cor%orate values and
culture
;al< to each em%loyee a6out cor%orate values and culture +c& other su6sidiaries o& A(C
in
Eastern Euro%e-
1ittle or no understandin2
o& the role o& the HR de%artment
E8%lain the role o& the HR de%artment &rom the very 6e2innin2 +durin2 the induction
%rocess-
.r2ani$e an HR #ee< or HR days +e2 #ith a general %ro2ram includin2 lectures
e8%lainin2 HR
2oals" o%tions" and o&&ers" etc or #ith specific %ro2rams e2 con&lict mediation 6et#een
line
mana2ers and em%loyees" etc- Do not underestimate the im%ortance o& &ollo#-u%
meetin2s
Demand &or trainin2
;rainin2 needed in 6asic mana2ement s<ills" moderation" con&lict and time
mana2ement" etc
/ro&essional trainin2 &or sales &orce
(e a#are that not all em%loyees are ready &or Ene#F trainin2 techni:ues E8%lain ho# to
2et
<no#led2e in a di&&erent #ay +o%%osite to lecture-oriented-a%%roach= see 5ey et al
1999" 4000
and 4001-
htt%:77e%u6#u-#ienacat >
9a<e sure that line mana2ers allo# their su6ordinates to attend trainin2s
A(: (e a#are that some em%loyees really do need trainin2 in 6asic communication
s<ills
1ac< o& team#or< and
communication 6et#een
de%artments
;eam-6uildin2 s%ort activities e2 &oot6all" 6as<et6all
Re#ards &or s%ortsmen and active &ans
Cor%orate ne#sletter #ith in&ormation a6out ne# em%loyees" ne# %roduct launches"
6est %er&ormances
o& em%loyees" etc
'n addition to induction 6oo<let" a di&&erent 6oo<let &or current em%loyees #ith
e8%lanation o&
com%any structure and &unctions o& other de%artments #ith certain e8am%les
Shado#in2 as an o%tion to 2et an im%ression o& other de%artmentsF &unctions and
res%onsi6ilities
Cor%orate events involvin2 re2ional em%loyees +e2 a E#ee<end outsideF-
Do not underestimate the im%ortance to Russian em%loyees o& 2oin2 a6road
Salaries N social 6ene&its
;he salary and social 6ene&its mar<et is chan2in2 very &ast and is not easy to monitor"
es%ecially
in 9osco#
;ry to &ind alternative solutions +e2 use social channels in recruitment a2encies" etc-
A(C RussiaFs ima2e as
em%loyer
9aster76achelor thesis
'nternshi%s &or students and hi2h school students
A(C Days: lecture series made 6y A(C Russia re%resentatives in HR 9ana2ement"
9ar<etin2"
5inance" etc
A(C Russia re%resentatives lecturin2 at local universities
Doint trainin2 +*niversity %ro&essors O A(C Russia em%loyees-
Com%any su%%ort &or &aculty %ositions in <ey areas
.%en Door Days
A(: (e sure that all %lanned7conducted actions ma<e sense &or involved %artici%ants
!able ": S,.; analysis" conclusions
Recruitment
'n this %art the recruitment o%tions" #hich are +or could 6e- used 6y A(C &or hirin2
%eo%le in Russia" are
analy$ed ;he attem%t #as made to consider all o& the %otential sources &or see<in2
candidates mentioned
in the literature ;hey are usually divided into internal and e#ternal recruitment
o%%ortunities 'nternal recruitment
includes e8%atriates" local em%loyees" internal recruitment via com%any em%loyees=
e8ternal recruitment
includes recruitment a2encies= announcements in mass media= state em%loyment o&&ice=
universities=
alumni clu6s and associations
!nternal Recruitment
E+patriates
;he %artici%ation o& e8%atriates #ith international e8%erience is necessary and hel%&ul in
the early sta2es o&
com%any develo%ment ;hey trans&er not only <no#led2e" 6ut also cor%orate culture
So" &or e8am%le" the !eneral Director +e8%atriate" country o& ori2in: (el2ium- and his
de%uty and at the
same time HR and 1e2al Director +e8%atriate" country o& ori2in: *M- 6e2in their #or<in2
day 6y 2reetin2 all
em%loyees ;hey 2o throu2h the #hole o&&ice" loo< in every o&&ice suite" #ish a 2ood day
and as< a6out
#ell-6ein2" 6oth 2entlemen add to this small-tal< some #ords in Russian ,hen they
leave the o&&ice" they
usually say 2ood6ye to everyone and #ish 2ood evenin2 or 2ood #ee<end at the end o&
the #ee< +this
6ehavior C small-tal<" a 6oss 2reetin2 all em%loyees" etc C is not a normal %art o& the
Russian culture +c&
Ertelt-)ieth N Denisova-Schmidt 400>" 19>-197-
't should 6e noted that the maGority o& Russian em%loyees are startin2 to ado%t this
%ractice in communicatin2
#ith their Russian collea2ues 9oreover" #hen the Director or his de%uty 6ro<e that
ritual &or #hatElena
Denisova-Schmidt: ;he ;rans&er o& ,estern HR /ractices ,* .nline /a%ers in '(C"
Series .ne" /a%er 4
ever reason" some Russians 6e2in #orryin2 a6out their #ell-6ein2
$mployment market acceptance: Accordin2 to the HR Director the #hole e8%atriate
team +&rom !ermany"
the *M" (el2ium" 5rance and (ul2aria C &ive %eo%le in to%-mana2ement and t#o at the
middle mana2ement
level- is &ully acce%ted 6y the local Russian em%loyees All e8%atriates have the &eelin2
that they
are a team" and they could achieve a lot o& thin2s to2ether
1ocal em%loyees +%articularly in ,estern Euro%e and the *S- o&ten assume that
e8%atriates do not understand
ho# to do 6usiness in a %articular country and that they only Edisru%tF the normal &lo# o&
activities
in a local su6sidiary Every candidate is usually as<ed a :uestion 6y the HR Director
durin2 a &inal intervie#:
,hom #ould you li<e to have as your 6oss: a Russian or an e8%atriateH 100@ o& the
intervie#ees ans#er
e8%atriates ;he reasons candidates 2ive are:
' could re%lace him or her in the &uture +she or he #ill %ro6a6ly 2o a#ay-=
' can learn a lot o& thin2s &rom her7him=
' can learn #hat #estern mana2ement style really means
%ultural ade&uacy: E8%atriates could &ace many o6stacles caused 6y varied di&&erent
cultural 6ac<2rounds
;hey need some time to reco2ni$e and ada%t to them 1an2ua2e-6ased %ro6lems could
6e raised
Durin2 my stay in 9osco# ' o6served a &e# &re:uent cultural misunderstandin2s
6et#een e8%atriates and
Russian em%loyees:
Small-tal< &rom the #estern side is usually Gud2ed as com%limentary 6y #omen or
&rivolous 6y men
&rom Russian side=
Collea2ues and 6osses are not critici$ed in %u6lic 6y Russians" as they are 6y the
#esterners
.&ten e8%atriates are acce%ted 6ecause they are in to%-mana2ement %ositions
+hierarchy 6ein2 im%ortant
in Russia- and they are &orei2ners &rom the ,est +s%ecial admiration &or &orei2ners &rom
the ,est- 5or
e8am%le" one e8%atriate +a youn2 #oman- is #or<in2 in middle mana2ement ;his is her
&irst a%%ointment
at this level in the 9ar<etin2 De%artment Her collea2ues com%lain to the HR
De%artment that she does not
have any e8%erience in 9ar<etin2 or in Russia" #hy #as she #as sent As a result she
does not have
enou2h su%%ort &rom her Russian collea2ues An additional reason is the di&&erences in
salaries and career
develo%ment o%tions 6et#een e8%atriates and local em%loyees ;his is envied on the
Russian side 9oreover"
in this %articular case the decidin2 role is %layed 6y the a%%earance o& the youn2
!erman #oman
She is not &eminine &rom the Russian %oint o& vie#" ie she doesnFt #ear se8y clothin2"
Ge#elry" or cosmetics"
and she #al<s #ith a very heavy ste%
Rotation Pro#rams inside A,* Russia
'nternal candidates are the 6est source o& recruits ;he advanta2es are that em%loyers
see their hard #or<
and com%etency 6ein2 re#arded" thus enhancin2 motivation and %er&ormance Also"
internal candidates
re:uire less orientation" ada%tation and trainin2 than outsiders ;he disadvanta2es o&
this %ractice are that
insiders do not usually 6rin2 ne# ideas or e8%erience and they may have a %ro6lem #ith
acce%tance a&ter
6ein2 a%%ointed as a 6oss #ithin their o#n ran<s ReGected internal candidates may
6ecome dissatis&ied"
#hich could im%act their daily activities +c& Dessler 1999" !Kme$-9eGia et al 400I-
%ompliance with A'% (ersonnel (olicy: 'nternally" HR advertises on an in&ormation
6oard and in the
s%eci&ied &ile on the e8chan2e server A(C Russia has started this recently Em%loyees
are in&ormed a6out
ne# vacancies via email once %er month
%ost: 5inancial costs include a one-time %ayment mo6ility allo#ance" relocation su%%ort
+%ac<in2" trans%ortation-"
real estate a2ent &ee and rent &ee &or a &i8ed time +si8 months-" and medical insurance
&or the
#hole &amily .nly one %erson" ho#ever" has 6een %romoted to a hi2her %osition and
moved &rom Samara
to St /eters6ur2
$mployment market acceptance: Russian em%loyees could 6rin2 their <no#led2e and
e8%erience to assist
A(C activities in the C'S countries Russian em%loyees could 6e %romoted to hi2her
%ositions
%ultural ade&uacy: )ery di&&icult= em%loyees in Russia are not very mo6ile ;hey usually
do not 2et any
su%%ort &rom their &amilies 't is socially di&&icult to move a#ay &rom home 't is really a
6i2 challen2e" es%ecially
i& a %erson has a #or<in2 s%ouse or sic< %arents Russians do not move very o&ten +c&
1edeneva
4001" Ale8ashin 400J" Denisova-Schmidt 4007- Accordin2 to the HR Director there are
not that many %ro6Elena
Denisova-Schmidt: ;he ;rans&er o& ,estern HR /ractices ,* .nline /a%ers in '(C"
Series .ne" /a%er 4
lems #ith mo6ility &rom the Re2ions to 9osco# or &rom the Re2ions and 9osco# a6road
to ,estern
Euro%e or the *nited States
A'% Russia practice: Some em%loyees thin< that their Eso&tF s<ills are not chec<ed
durin2 intervie#s
1ine mana2ers and HR De%artment do not <no# a6out the other talents or <no#led2e o&
their em%loyees 't
de%ends on the vacant %osts and #ho is intervie#in2 at #hich sta2es +either the initial or
&inal sta2e- Em%loyees
2et in&ormation a6out ne# vacancies throu2h e8ternal channels li<e the cor%orate
#e6site - not
throu2h internal channels
Personal Referrals
%ompliance with A'% (ersonnel (olicy: Aot s%eci&ied in internal %rocedures
%ost: Aone
$mployment market acceptance: ;his o%tion su%%orts the %ositive ima2e o& the
com%any" 6ut &riends
and relatives o& em%loyees could 6uild their o#n em%ires inside the com%any and mi2ht
not 6e com%letely
o6Gective in %er&ormin2 their tas<s
%ultural ade&uacy: )ery hi2h /eo%le in Russia are convinced that all the interestin2"
#ell-%aid Go6s can
only 6e &ound 6y usin2 E2ood connectionsF
A'% Russia practice: A(C Russia has had a very 6ad e8%erience An .&&ice 9ana2er
6rou2ht her &riend
to the com%any" #ho #as a%%ointed as a Car 5leet 9ana2er (oth #ere over J0 ;he
Car 5leet mana2er
#as sus%ected o& stealin2 durin2 the %ast &our years ,hen it #as discovered" he #as
dismissed and the
.&&ice 9ana2er &elt hersel& res%onsi6le &or the incident All em%loyees are a#are o& this
&act Some em%loyees
thin< the HR De%artment no lon2er acce%ts i& they ma<e %ersonal re&errals no#= other
em%loyees still
do it" 6ut more care&ully
E+ternal Recruitment
Recruitment A#encies
;he &irst recruitment a2encies #ere or2ani$ed in the &ormer Soviet *nion in the late 80s
Ao#adays there
are more than 400 recruitment a2encies in 9osco# and 100 recruitment a2encies in St
/eters6ur2 +c%
9a2ura 400B" >0-
%ompliance with (ersonnel (olicy: Accordin2 to A(C HR %olicies and %rocedures there
are t#o o%tions
&or recruitment: recruitment a2encies and announcements in mass media
%ost: )aria6le .n avera2e 40 to B0@ o& the annual 2ross remuneration o& the hired
candidate &or mana2ement
%ositions= on avera2e u% to 40@ o& the annual 2ross remuneration o& the hired candidate
&or nonmana2ement
%ositions
$mployment market acceptance: Recruitment a2encies are still not a #ell-<no#n and
#idely-used o%tion
to &ind a Go6 &or em%loyees in the Re2ions +outside o& 9osco# and St /eters6ur2-
%ultural ade&uacy: Recruitment a2encies are overloaded ;hey %re&er to #or< #ith
Esim%leF in:uiries"
#hich do not re:uire much time ;he A(C case is com%licated" 6ecause the com%any
has hi2h re:uirements
&or %otential candidates As a rule" the in:uiry is %rocessed 6y t#o re%resentatives: an
account mana2er
and a recruiter ;he account mana2er is res%onsi6le &or ne2otiatin2 #ith a com%anyFs
HR De%artment"
the recruiter is res%onsi6le &or searchin2 &or and intervie#in2 candidates Sometimes the
account mana2er
and the recruiter have a di&&erent understandin2 o& a com%anyFs needs Recruiters are
not al#ays %ro&essionals
,hen they ma<e a recommendation" it could 6e limited to: EShe is a 2ood 2irl" she used
to #or< &or
an international com%anyPF #hich" o& course" is not su&&icient &or an ade:uate and &ull
estimate o& %otential
candidates
A'% Russia practice: 't is very im%ortant to &ormulate very e8act Go6 descri%tions"
re:uirements and
com%etencies 'n the conte8t o& this study" ' 6enchmar<ed recruitment a2encies in terms
o& search and
evaluation tools" timin2 and %ricin2 %olicies" and re%lacement 2uarantee
Announcements in the "ass "edia -Print and !nternet.
Advertisin2 in the mass media could 6e considered as a source o& e8ternal recruitment
'n order to use this
tool e&&iciently" it is im%ortant to address t#o issues: the media that is to 6e used and the
construction o& the
advertisements +c% Dessler 1999- Advertisin2 in the mass media can 2enerate a lot o&
a%%lications and a
lar2e %ool o& candidates" 6ut this recruitment o%tion could %rovide the HR De%artment
#ith EadditionalF #or<
+readin2" re%lyin2" invitin2 &or intervie#" sendin2 out con&irmations or reGections" etc-
%ompliance with A'% (ersonnel (olicy: Accordin2 to A(C" the HR %olicies and
%rocedures there are
t#o o%tions &or recruitin2 %ersonnel: recruitment a2encies and announcements in the
mass media +see
a6ove-
%ost: )aria6le= a%%ro8 I00 *SD &or %rint add e2 EElitnyi %ersonalF= a%%ro8 800 *SD
&or online add e2
9osco# Ae#s home%a2e
$mployment market acceptance: ;he &ollo#in2 ma2a$ines" ne#s%a%ers and #e6sites
are more %o%ular
amon2 Go6 see<ers +c% 9a2ura 400B" %% >8-70-= 9osco#: ERa6ota dlia )asF= ERa6ota i
$ar%lataF= ERa6ota
se2odniaF= EElitnyi %ersonalF= E9osco# ;imesF= E'$ ru< v ru<iF= ECareer 5orumF= E)edomostiF=
EEstF ra6otaF= EMa<
naiti ra6otuF= St /eters6ur2: E/ro&essiiaF= E(ir$ha trudaF= ERa6ota dlia )asF= E)a<ansiaF=
E/od6or %ersonalaF=
E/ersonalF= EDelovoi /eter6ur2F= E)edomostiF= E;he St /eters6ur2 ;imesF= 'nternet:
Russian Go6 search en2ines"
e2 ###Go6ru= ###headhunterru Concernin2 Re2ions there are no national
ne#s%a%ers commonly
read 6y all Go6-see<ers in Russia '& a com%any is loo<in2 &or someone in" &or e8am%le"
Aovosi6irs<"
an announcement should 6e %laced in re2ional %a%ers li<e the EAovosi6irs< Daily Ae#sF
%ultural ade&uacy: Accordin2 to the HR Director and the HR 9ana2er" this o%tion is not
e&&ective in
9osco# today as it creates a lar2e %ool o& candidates" es%ecially a%%licants &or the
9ar<etin2 De%artment"
#ithout any education or relevant e8%erience in mar<etin2
A'% practice: A(C %u6lishes ads in EE8clusive /ersonnelF +9osco#-" EDelovoi
/eters6ur2F +St /eters6ur2-"
and in some re2ional ne#s%a%ers de%endin2 on the demand in a %articular re2ion 't
uses its o#n
cor%orate #e6site and ###headhunterru &or advertisin2 on the 'nternet
)tructure of the advertisement: 5or this study" &our advertisements #ere analy$ed three
ads &or the %osition
o& EArea Sales 9ana2erF and one ad &or the %osition o& E.&&ice 9ana2erF ;he reason &or
choosin2 these
ads #as that A(C Russia #as startin2 to recruit at the time ' #as there +to analy$e the
adsF structures" a
:uestionnaire su22ested 6y 9cConnell 4001 #as used-
;he recruitment advertisements contain the &ollo#in2 Go6 %articulars: or2ani$ation name=
%osition title
and re:uirements= location Com%ensation and 6ene&its are mentioned" 6ut not #hat
<ind o& com%ensation
and 6ene&its the com%any %rovides" some international com%anies #or<in2 in Russia do
this ;here is no
name o& the %erson to contact" tele%hone num6er or in&ormation on ho# the or2ani$ation
#ill res%ond to
re%lies A%%lications are re:uested via &a8 or email
Sur%risin2ly" the email addresses mentioned in the ads are not chec<ed re2ularly ;he
HR de%artment
does not con&irm the recei%t o& a%%lications or send reGections +neither a&ter revie#in2
and reGectin2 C)s"
nor a&ter conductin2 intervie#s-
Some recruitment issues are certainly ne# &or 6oth em%loyers and candidates in Russia"
6ut even Russian
HR %ro&essionals +e2 9a2ura 400B- recommend ta<in2 the time to #rite a reGection
letter ;heir ar2uments
are that it creates a 2ood re%utation &or the com%any as an em%loyer" and that it
considers the lon2
term +%erha%s this %erson may one day 6e a su%%lier or #e could <ee% his7her
a%%lication and contact &or
other vacant %ositions- 9oreover A(C Russia has a %ractice o& contactin2 reGected
candidates Some o&
these contacts are success&ul" some not
All ads are %u6lished in Russian" and one even contained &our errors: one
ortho2ra%hical and t#o %unctuation
errors" and one #ord #as used that does not e8ist in the Russian lan2ua2e +a 6ad
translation &rom
En2lish-
State Employment )ffice
%ost: Aone
$mployment market acceptance: ;his is not a very satis&actory o%tion &or recruitment in
Russia ;his or2ani$ation
#as esta6lished in the early 90s and does not have a very 2ood re%utation +%rimarily-
amon2
:uali&ied candidates 't lac<s educated %ersonnel" 6ut re%resents many #ho could 6e
%laced in such %ositions
as Ganitorial sta&&" car drivers" or rece%tionists
%ultural ade&uacy: +.&&icial- lo# unem%loyment rate in Russia - a%%ro8imately >@
Address in Russia/ ###rostrudin&o
A'% practice: A(C Russia does not have any e8%erience #ith local State Em%loyment
.&&ices Accordin2
to the A(C HR de%artment it is not a su&&icient recruitment tool ;he reason o&ten 2iven
&or this is that
the candidates at the State Em%loyment .&&ices are usually dismissed7&ired em%loyees
Also" it is di&&icult to
dismiss some6ody in Russia accordin2 to the 1a6or 1a# 'n the HR de%artmentFs
o%inion a dismissed %erson
is usually E2uiltyF ;hey do not 6elieve any EstoriesF told 6y dismissed candidates
Author*s opinion: 'ndeed it is not so easy to dismiss some6ody accordin2 to the Russian
1a6or 1a#
+4001-" 6ut domestic com%anies in Russia have enou2h e8%erience in &irin2 %eo%le
#ithout any reasons
5or e8am%le" em%loyees startin2 to #or< &or one Russian com%any +A(CFs com%etitor-
are &orced to #rite
an a%%lication &or voluntary leave &rom the com%any #ithout statin2 a date Em%loyees
are 6lac<mailed #ith
this letter &or as lon2 as they #or< &or this com%any
Also" the HR sta&& can contradict themselves 5or e8am%le" in connection #ith the
relocation o& one Director
&rom St /eters6ur2 to Ma$a<hstan" his %ersonal driver #ill 6e dismissed &or Esta&&
reductionF reasons
5or three months a&ter dismissal he has the %ossi6ility o& receivin2 &inancial su%%ort
e:ual to his %resent
income +1st month %aid 6y the com%any" 4nd and Brd %aid 6y the State- 'n order to
receive this &inancial su%%ort"
he must 6e re2istered #ith the *nem%loyment .&&ice 'n that case there are no EstoriesF
0niversities
%ost: )aria6le
$mployment market acceptance: 't is a very 2ood o%tion to hire youn2" hi2h-%otential
candidates 't is
#orth #or<in2 #ith local universities on a lon2-term 6asis +e2 to im%rove the university
curriculum and
com6ine international e8%erience #ith local %ractices-
%ultural ade&uacy: Recommendations &rom %ro&essors may not 6e very relia6le and
com%any intervie#ers
#ould 6e re:uired to maintain o6Gectivity
A'% Russia practice: /ossi6le coo%eration #ith universities:
A(C Days C lecture series made 6y A(C re%resentatives in HR 9ana2ement"
9ar<etin2" 5inance"
etc"
Doint trainin2 +*niversity %ro&essors and A(C em%loyees-"
Com%any su%%ort &or &aculty %ositions in <ey areas
A(C Russia has not 6een very success&ul #ith universities u% to no# ;hey %lanned to
%er&orm a
E!raduate /ro2ramF in the Sales de%artment (ut the HR De%artment did not su%%ort
this idea 6ecause:
A&ter internshi%s in di&&erent de%artments" %artici%ants %ro6a6ly not #ish to #or< &or
the Sales de%artment
9entors +Sales &orce-: 9ana2ers are overloaded #ith their daily tas<s and are not
ready to su%ervise7
mentor some6ody
;he HR De%artmentFs strate2y in 2eneral is to not em%loy recent 2raduates &or most
vacant %ositions
;hey loo< more &or %eo%le #ith relevant e8%erience
Arguments:
;hey are very am6itions +es%ecially &rom elite universities-
;hey need more time &or ado%tion themselves C hard s<ills +additional instructions"
etc- and so&t
s<ills +con&lict mana2ement" etc-
Alumni *lubs and Associations
*nder alumni clu6s and associations only alumni clu6s and associations o& Euro%ean
and *S (usiness
Schools and *niversities and alumni associations and clu6s su%%orted 6y &orei2n
missions or &unds in Russia
#ere considered 'ncidentally" the HR 9ana2er has never heard a6out Alumni Clu6s
%ost: Aone
$mployment market acceptance: 't is a very 2ood o%tion to a%%roach youn2
%ro&essionals #ho have
studied in Euro%e and the *SA and to use their net#or<
%ultural ade&uacy: ?oun2 %ro&essionals #ith #estern educations <no# the #estern
standard style o& li&e"
are a6le to s%ea< modern lan2ua2es" ma<e small-tal<" esta6lish contacts" etc
A'% Russia practice: ;he HR 9ana2er does not understand the im%ortance o& social
net#or<in2 She
thin<s it is a #aste o& her time ;his is a cultural thin2Qsociali$in2 in Russia ta<es
di&&erent &orms 5or e8am%le"
&or candidates see<in2 Go6s in one C'S country" ' su22ested usin2 her social channels at
one 6usiness
school 9y su22estions #ere heard only a&ter the third time" as the HR-mana2er initially
thou2ht that
the coordinator o& the 6usiness school #ould send a 6ill &or his services ,hat &inally
hel%ed me to %ersuade
her #as that the 6usiness school in this country ma<es its certi&ication &rom time to time
and one o& many
discussed issues is career trac<in2 't #ould 6e interestin2 &or the coordinator to have
additional %oints in
that issue
,hen ' learned that someone had sent his or her rLsumL &rom this country" ' <indly
as<ed the HR 9ana2er
and the HR Dunior S%ecialist to chec< to con&irm that &act" 6ut #as told succinctly that
neither #oman
has enou2h time to chec< their email +to see i& some6ody a%%lied &or that %osition or
notR- ;he :uestion
#as %ro6a6ly inter%reted as controllin2 or dele2atin2 tas<s
Regrutovanje i izbor
Regrutovan|e
Nedovo|na pomo ko|u vena ruskh kompan|a moe dobt od svo|h HR
ode|en|a za |udske resurse ko|a se te kvatatvnh ptan|a regrutac|e
zbora prno dovod u ptan|e takve funkc|e.
Regrutovan|e |e posebno tesko obzrom da rusk menader preferra|u
razmatran|e kanddata (zaposenh) ko|ma n|e potrebna posebna obuka pre
nego sto dodu na odgovara|uu pozc|u ko|ma |e takode potreban
mnmaan perod pragodavan|a (vd Tabeu 3).
Pored dokaza o steeno| kvafkac| radnom skustvu, rusk drektor postu|u
obrazovanost, ne samo menadera, ve radnka. Takode, treba nagast da
su "ne veze " veka prednost u Rus|, gde vena preduzea zavs od
povo|nh
stavova okanh vast toeranc|e konkurenata posovnh partnera.
Naravno, doaen|e do takve "deane" radne snage |e veoma tesko, tako da
kompan|e korste tave skupove metoda rad doaen|a do kanddata ko|
obeava|u (vd Tabeu 4).
---------------------------
Ubact Tabeu 4 ovde
--------------------------------
Lne veze menadera uese u strunm udruen|ma (|os |edan obk ne
veze) su da|e gavn nan doaen|a do kanddata ko| obeava|u u svm
sektorma. Medutm, uprkos n|hovo| vo| da pronadu radnu snagu sa
skustvom u praks, danas b ruske kompan|e trebao da budu usmerene ka
dpomcma koeda
unverzteta. Ova| trend |e naroto vd|v u konstrusan|u masna,
eektronc,
prozvodn| ekova. Medutm, u drvno| ndustr| po|oprvred ko|a |e ba
zapostav|ena 15 godna kao potenc|an sektor za zapos|avan|e, nedostatak
madh strun|aka |e posebno zraen.
Takode moemo vdet da |e Internet postao vaan zvor nformac|a za
zaposene za posodavce. Medutm, u popuarnom vden|u, Internet |e |os
odvo|en od ostah zvora masovnh komunkac|a.
Iako posto|e vd|ve razke u korsen|u metoda regrutovan|a na nvoma
ndustr|e, ne posto|e znaa|ne razke zmedu razth obka svo|ne, a sa
|ednm znaa|nm zuzetkom - dravna preduzea se ese obraa|u dravnm
centrma za zapos|avan|e (vdet T
abeu 5).
---------------------
Ubact Tabeu 5 ovde
--------------------------
%+
Procedure izbora
Ako posto| vek zbor metoda regrutovan|a, metode zbora u ven ruskh
preduzea su svedene samo na dva obka - nterv|u perod probnog
rada13. Osta obc zbora ne zauzma|u znaa|no mesto u votu Rusa.
Preporuke u psmeno| form nsu popuarne zbog preovadu|uh stavova
posodavaca da geda|u na ca ko|a napusta|u kompan|u kao na "zda|ce14."
Stoga rusk radnc preferra|u da pronadu nov posao, produ postupak zbora
pregovara|u o usovma rada pre napustan|a trenutnog posodavca. Razt
testov takode nsu popuarn u ven ruskh frm kao metode zbora. Tesko
|e sastavt profesonane testove, obzrom da se za mnoge posove smatra da
su |ednstven pragoden specfnm potrebama odredenog preduzea.
Pshoosk testov su b veoma popuarn devedeseth godna, a su zgub
na znaa|u posto su sam testov posta standardn dobro poznat. Pored
toga, menader nen|er prozvodn|e su optuva pshooge u |edncama
za zbor da prevse posmatra|u ne osobne pretendenata da ne mogu
otkrt "prave profesonace", ko| mogu bt prevse arogantn prevse
skromn.
Kao rezutat toga, nterv|u perod probnog rada su dva metoda ko|a su se
zadraa ko|a se smatra|u pouzdanm efkasnm. Interv|u "Rusk st" se
obno sprovode u dva tr koraka. Prv nterv|u obav|a ce z kadrovske
sube. Takav
nterv|u |e esto veoma formaan pomae da se spun "kartca za posao
(pr|ava)" sa nm podacma pretendenta. Na ovom nvou se ne donose
ozb|ne oduke. Medutm, ako osoba z ode|en|a za uprav|an|e |udskm
resursma otkr|e neke udne n|ence u bograf| pretendenta, on / ona mora
podet te sumn|e sa sefom obezbeden|a15 kompan|e. Drug nterv|u se
obav|a sa budum neposrednm supervzorom. Ova| nterv|u se sprovod u
ven sua|eva na vro neformaan nan. Za osobu ko|a tek prv put uaz na
trste rada, gavn c| nterv|ua |e da pokae kvatete ko| rusk supervzor
na|vse cene - pouzdanost, poveren|e, posusnost, skromnost spremnost za
naporan rad (vd Gurkov Mata, 2000). Za skusn|u osobu na|bo|e taktke u
takvm 13 stranm kompan|ama, ko|e posu|u u Rus|, na prmer, Artur
Andersen, korste svo|e standardne procedure zbora, prmen|ve na sve
zem|e posovan|a.
14 Posto rusk Zakon o radu postura prmat zakona, sve kauzue u
ndvduanm ugovorma o radu ko|e zabran|u|u neposredno prebacvan|e
zaposenog drektnom konkurentu prethodnog posodavca ne vae, |er se
kose sa sobodom zapos|avan|a.
15. Musk ko-autor se sea uznemru|ue pre, ko|u mu |e |edan HRM sef
sprao u toku zavrsnog semnara: ,,|a obav|am rutnsk razgovor sa osobom
ko|a |e konkursaa za pozc|u vozaa kamona u naso| kompan|. Sedeo
sam za mo|m stoom, popun|ava|u "kartcu za posao", ak ne geda|u
oveka u svo|m kasnm etrdesetm, ko| |e sedeo upravo preko puta mene.
Kada sam dosao do take "bran status", dobo odgovor "neoen|en",
nesvesno sam postavo |os |edno ptan|e: ,,Zasto?" Odgovor ko| sam odmah
dobo |e bo: ,,|a sam |e ubo."
U toku nterv|ua treba pomenut "reference." Za svak posao spec|anost
reference mogu bt razte - za kvafkovanog radnka to mogu bt
tehnke karakterstke
"trkov" ko| se tu opreme sa ko|om su on / ona rad, za menadera
nen|era to moe bt me ugedne "gave/gavnog oveka" odredene obast,
koga no pozna|e, td.
14
Podsetmo, kako se skoro 80% posova naaz preko "nh veza," za|ednk
nteres |e uspostav|en pre nterv|ua. Kada |e uspostav|en za|ednk nteres
pronadene reference, smatra se da |e pretendent uspesno prosao "pr|ate|--
nepr|ate|" sstem sptvan|a. Za ne rangrane pozc|e, ovde |e kra| procesa
zbora. Za na|vse pozc|e moe bt neophodan tre sastanak. Na ovom
sastanku
budu supervzor vod potenc|anog pretendenta kod n|egovog / n|enog
sopstvenog sefa. Tokom ovog sastanka supervzor z|av|u|e da ce ko|e on /
ona dovod |e pravo (za ta| posao). Sam kanddat obno ne govor ve deo
vremena, utvo odgovara na neka standardna ptan|a. Ako gavn sef
postav|a teska ptan|a pokazu|e neodunost, to zna da |e "sastanak ose
prprem|en". Ovo se smatra kao sabost supervzora, a ne kanddata.
Nakon poztvnog odobren|a gavnog sefa, prav pregovor o usovma posa,
naroto na nvou pate, mogu da ponu. Iskusn pretendent pokusava|u da
pomere
dogovor o usovma paan|a na sam kra| procesa zbora, gde se "dodatn
zahtev" kompenzu|u troskovma vremenom ponav|an|a procesa znova. Da
b sporazum dosao do samog kra|a pregovora |e po|ednostav|eno n|encom
da |os nema standarda za naknadu za rukovodea mesta, a znos ko| se nos
ku moe da se razku|e za 50-60% za sne pozc|e u snm
kompan|ama.
Kada produ sv nterv|u pregovor o usovma paan|a budu obostrano
prhvaen zak|uen , zapos|en|e perod probnog rada moe da pone.
Perod probnog rada se |os uvek ne smatra poetkom pravog zapos|en|a u
Rus|, ve kao trk posodavca da usted na pat benefc|ama. Zasta, rusk
posodavc danas zuzetno esto preferra|u da ne skapa|u normane
ugovore o radu uz posebnu kauzuu peroda probnog rada ko| ne moe
tra|at due od tr (za menadere - sest mesec) treba da ma |asne
krter|ume po ptan|u uspeha/neuspeha.
Umesto toga, on prmorava|u zaposene da prave posebne prvremene
ugovore zasebno u odnosu na probn perod. U takvm ugovorma pate su
obno mnmane. Prvremen radnc su takode sk|uen z svh drustvenh
pogodnost ko|e se nude standardnm koegama-radncma. Takav ugovor se
moe rasknut u bo ko|e vreme bez ob|asn|en|a od strane posodavca.
Dake, probn perod |e prhvaen
samo od strane ca ko|a nema|u drugog zbora.
Nagrada kontroa radne efkasnost zaposenh
Kao u ven drugh zema|a, trste rada u Rus| |e pode|eno na tr u veko|
mer zasebne grupe:
ndustr|sk radnc zaposen u prozvodn| u subama;
menader (uk|uu|u posovode supervzore) kvafkovan "strun|ac"
sa fakutetskm obrazovan|em;
drektor.
Bo b bo|e opsat nagrade kontroe radne efkasnost za ove grupe
zasebno, posto se znaa|no razku|u na nvou pate krter|uma efkasnost.
Medutm, treba prvo da prezentu|emo zakonske odredbe u vez sa
nagradama kontroom radne efkasnost za sve kategor|e zaposenh.
15
Zvann sstem nagradvan|a se zasnva na dve osnove - mnmaac tarfn
sstem. U skadu sa anom 133. Zakona o radu mnmana zarada se
stovremeno odredu|e na ceo| tertor| Ruske Federac|e saveznm zakonom.
Pata radnka sa punm radnm vremenom ne moe bt na od mnmane
zarade. Od 1. ma|a 2006. godne, mnmana zarada u Rus| |e 1100 ruba|a
(oko 32 evra) meseno. Od 1. ma|a 2007, mnmana pata |e znosa 1400
ruba|a, a od 1. septembra. 2007 - do 2300 ruba|a (66 evra).
Nepotrebno |e re da |e stopa votnog standarda znatno vsa. Na prmer, u
Moskv
mnman nvo votnog standarda radnka (bez zavsnh) |e u drugom
kvartau 2007. godne bo negde oko 5800 ruba|a meseno.
Skaa zarada |e odredena u skadu sa tarfnm sstemom. Tarfn sstem
odredu|e
soenost po|ednh radova reatvn nvo paan|a za po|edne posove
razte soenost.Rusk tarfn sstem uk|uu|e:
tarfne stope (fksna zarada po satu za posao odredene soenost);
tarfna mrea ( raspodea svh posova u skadu sa odgovara|um tarfnm
stopama);
tarfn koefc|ent ( razka zmedu odredene tarfne stope nvoa na|ne
stope (za na||ednostavn| tp posa).
%C
Od 1. septembra 2007. godne tarfne stope su odvo|ene od mnmane pate,
regonan organ vast su mog da odrede tarfne stope da budu vse ne
od mnmane pate.
Takode treba podsett da su porez na zaradu u 2006. godn posta man|,
uzma|u 47,2% od ukupnog patnog fonda u poreden|u sa 64,5% 2002.
godne (vdet Tabeu 6).
-------------------------------
Ubact Tabeu 6 ovde
-----------------------------
Zvann odredbe takode predvda|u da radna mesta sa posebnm usovma
(veoma nezdrav usov, posov na Daekom stoku na severnm
tertor|ama) budu paena vsom tarfom. Zakonom |e takode predvdeno da
dva veka sstema pata - paan|e zasnovano na vremenu deu posa mogu
bt kombnovan na razte nane. Ne posto|e zakonska ogranen|a za
dodatne spate benefc|e od neto dobtka, kao da ne posto|e ogranen|a
za soc|ane doprnose za zaposene
(mada se neke benefc|e obraunava|u kao pata ma|u dvostruko
oporezvan|e - porez na dobt za kompan|u porez na dohodak za zaposene).
Vano |e napomenut da rusk pravn sstem negra bo kakve kazne
zaposenh.
U sstemma paan|a posa po deu posa, moe se dest da posov
unutrasn|eg kvateta ne budu prhvaen kasn|e, da ne budu paen. U
sstemu paan|a zasnovanom na vremenu (po satu), zadatak supervzora |e
obezbedvan|e odgovara|ueg kvateta.
Samo se dodatn bonus za zaposene moe sman|t uknut, a osnovna
tarfa po satu se ne moe men|at.
Prakse nagradvan|a kontroe radne efkasnost za radnke zaposene u
prozvodn|
Kako zvanno postav|en tarfn sstem zvanne tarfe zadovo|ava|u samo
potrebu za prehran|van|em, vena sstema nagradvan|a za radnke
zaposene u prozvodn| se zasnva na dva dea pate.
Osnovna pata, ponekad odredena u skadu sa zvannm tarfnm sstemom
(u prvatzovanm dravnm preduzema tarfn sstem se korst ese) |e
prv deo ko| moe zauzmat zmedu 10 60% od spate ko|a se nos ku.
Drug deo se zove "nagrada", a se obno smatra da se sta automatsk
dob|a. Pored sstema pata, danas ruska preduzea ponovo grade sstem
soc|anh benefc|a, kako u monetarnm tako u prrodnm obcma (vdet
Tabeu 7).
-----------------------
%-
Ubact Tabeu 7 ovde
------------------------------
Medu na|popuarn|m benefc|ama |e dodatno zdravstveno osguran|e ko|e
omoguava zaposenma korsen|e usuga prvatnh knka bonca, obroka
prevoza spec|ane naknade za godsn| odmor. Takode treba nagast
sru upotrebu naknade za obrazovan|e.Popuarnost naknade za obrazovan|e
|e demno ob|asn|ena n|encom da Zakon o radu upozorava da |e ta
naknada data kao kredt radnku ko|a moe bt potpuno demno
otpaena posodavcu kada zaposen napust kompan|u. Dake, naknada za
obrazovan|e se smatra dobrm "sdrom" za zadravan|e veoma vanh
obrazovanh radnka. Nvo drustvenh
benefc|a se obno zasnva|u na prncpma staa - sto |e ukupno vreme ko|e
|e zaposen proveo u frm due, to |e vea "pta". U praks vena stano
zaposenh ma|u pravo na sve obke benefc|a, samo uese n|hovog
drektnog doprnosa varra. Na prmer, student druge godne mora da pat
50-60% od ukupne vrednost dodatnog zdravstvenog osguran|a, pose 5
godna staa takva opc|a |e data bez naknade td. Uz sve pate soc|ane
benefc|e rusk radnc oeku|u spec|an bon bonus - "trnaesta pata ",
ko|a |e zasta prbno |ednaka meseno| pat ko|a se nos ku.
Kako se vena sstema nagradvan|a sasto| od mah pata sodnh
"nagrada", osguravan|e adekvatno obav|enog posa od strane |ednog
radnka n|e probem - dovo|no |e da se st s mesene nagrade kako b
on/ona postao/a posusan/na korstan.
Kontroa radne efkasnost radnka zaposenh u prozvodn| |e zasnovana na
drektnm zapaan|ma regstrac| kvantteta kvateta rada od strane
supervzora (nadzornka).
Obno samo |edna aba na kvatet rada moe da dovede do demnog
potpunog gubtka mesene "nagrade", pa neposredn nadzornk obno ma
potpunu kontrou nad "votom smru" podredenh. U prncpu, radnk moe
podnet prgovor na svog / |u drektnog supervzora vsm menaderma, a
samo se nekoko radnka usud na to, obzrom da mnoge frme prave duge
spskove uzroka za nespavan|e nagrade16. Za radnke ko| rade deo po
deo posa, drektno su paen za konu odradenog posa prhvat|vog
kvateta, radnk takode moe bt zamo|en da nadoknad ceokupnu vrednost
po|ednost (prozvoda) frm, ko| se da|e ne moe korstt used
neprecznost (nemara) radnka.
16 Takve ste obno sadre deta|ne opse stuac|a " krsen|a prava rada"
"nedonog ponasan|a".
Ovo drugo se ugavnom prmen|u|e u usunm deatnostma. Na prmer,
samo |edna aba gosta na konobara moe kostat konobara mesene
nagrade.
18
Posto posto| tav skup kaznenh mera za svakog radnka, ruske kompan|e
danas pokusava|u da zbegnu ssteme procene efkasnost rada na osnovu
koega (popuarn 1980.god.), obzrom da t sstem promovsu saradn|u
|ednstvo radnka u borb sa n|hovm supervzorma.
U prncpu, nagradvan|e sstem performans za radnke ko| se sprovode u
ruskm
kompan|ama mogu zgedat zastareo, a su on konzstentn efkasn. Ako
kompan|a moe obezbedt dovo|na sredstva za drektan nadzor soc|ane
benefc|e, sstem obezbedu|u postovan|e prava rada prua|u mogunost
za
pobo|san|e produktvnost.
Prakse nagradvan|a uprav|an|a efkasnosu za menadere kvafkovane
"strun|ake"
Ako poztvno ocenmo preovadu|ue ruske ssteme nagradvan|a procene
efkasnost rada za radnke, sn sstem za menadere se mogu opsat kao
"haotn" prozvo|n. Na prv poged, sstem nagradvan|a za menadere |e
veoma san sstemu nagradvan|a radnka - posto| st dvostepen sstem
osnovne pate17 nagrade, kao razv|en sstem soc|anh benefc|a (ko|
moe sadrat mnoge dodatne prveg|e kao sto su "dodatak za mobn
teefon", "dodatak za obrazovan|e dece," "spec|an kredt od strane frme"
td.). Razka ovde |e u stabnost pate. Ako radnc oeku|u stabnu patu za
rutnsk rad zadovo|ava|ueg kvateta, znos pate menadera ko|u nose ku
nkada n|e staban.
Sasto| se od stanog dea (ko| se ne te unka) promen|vog dea, u
zavsnost od procene efkasnost rada. Za prozvodne |ednce, nen|erng,
IT HR funkc|e, promen|v deo |e obno utvrden na 20-40% od pate (ko|a
se nos ku). Za ode|en|e proda|e (montae promen|v deo moe bt 50-
70% pate (ko|a se nos ku). Prav probem ovde n|e reatvn znos
promen|vog dea, ve mere unka ko|e ga odredu|u. Za tradconane
funkc|e, kao sto su prozvodn|a nen|erng, spun|en|e mesenog pana
dostava porudbne na vreme |e obno |edna mera unka.
Stoga, sam panov su postav|en na koko |e to mogue nzak nvo, rokov
za sporuke su postav|en na kra|n|e prhvat|ve termne. Uz to, drektn
troskov takvog postgnua se retko uzma|u u obzr, posto se prozvodn|a
nen|erng uva|u sto |e mogue da|e od fnans|a pravog novca.
17 Ako se korst tarfn sstem, tarfn (osnovn) deo obno zauzma zmedu 5
20% od pate (ko|a se nos ku).
%&
Za reatvno nove funkc|e (proda|a, marketng) stuac|a |e |os gora. Nema n
utvrdene tradc|e mera unka, nt dobrh "recepata" za
odredvan|e unka za takve strun|ake. Kao rezutat toga, na||ednostavn|
uo|v parametr, ko|e ne mogu kontrosat po|edn menader, posta su
krter|um n|hovog uspeha / neuspeha. Na prmer, sef proda|e, ko| (obno)
nema drektnu nadenost nad rekamnm budetom, nema ovasen|e da
naprav zmene u cenovnku ne moe da odredu|e prortete po ptan|u
sporuka se ocen|u|e u odnosu na dnamku proda|e kompan|e.
Kada ruske kompan|e pokusava|u da sprovedu nedavno usvo|ene
menaderske
"trendove", kao sto |e Bontetna kartca (BSC), stuac|a posta|e potpuno
apsurdna. BSC seme se uvode u prstupu od vrha ka dnu, tako da sredn|
menader nsu odgovorn n za |ednu meru, ve za skup mera, od ko|h su
sve zvan n|hovog drektnog utca|a.
Opsano stan|e stvar u procen efektvnost rada menadera kompan|a n|e
novo - ono odraava ustanov|enu rusku tradc|u "deegran|a odgovornost"
na
ne nvoe menaderske h|erarh|e, zadrava|u pravu mo resurse u
vrhu18.
Sstem takode u mnogm sua|evma dovod do stuac|a kada
novomenovan menader dob|a|u mnogo vee pate od |ud ko| su rad u
preduzeu du vremensk perod, |er novomenovan pon|u pregovore sa
vsm nvoom. Sroka dsperz|a prakse postav|an|a veoma razth nvoa
paan|a za ste posove dovod do toga da mnoge ruske kompan|e
prmorava|u zaposene da potpsu posebne dokumente ko|ma se zabran|u|e
otkrvan|e n|hovh pravh znosa prman|a bo kome zvan a naroto unutar
kompan|e.
Dodatna posedca stuac|e |e vd|va superornost u prvanost posa
stranh f|aa u odnosu na n|hove ruske konkurente za skusne sredn|e
menadere strun|ake. Strane f|ae mutnaconanh kompan|a obno
nude sanse za skromn|u kar|eru (obzrom da se na|vse pozc|e esto
zadrava|u za dose|ene menadere) (danas) man|e pate, a rusk sredn|
menader ko| ma|u samopostovan|e vrednu|u redovnu konzstentnu
procenu unka, sto h n gospodarma svo|e sudbne.
Prakse nagradvan|a uprav|an|a efkasnosu za rukovodoce/drektore
18 Stoga, za svak neuspeh sef ma svako pravo da krv "neodgovorne
nesposobne" podredene a da sebe no sauva od krvce .
*"
Drektor su sefov kompan|a (generan drektor , za akconarska drustva,
predsednc odbora drektora19) n|hovh drektnh podredenh
(potpredsednc, gavne raunovode , u nekm sua|evma, pouzdan n
asstent). U Rus| posto| |asna razka zmedu nagrade uprav|an|a unkom
za drektore na|veh otvorenh akconarskh drustava onh u man|m
preduzema.
Ruska veka otvorena akconarska drustva su uspesno sprovoda u protekh
5-6 godna sve "trkove" za zvrsnu kompenzac|u, razv|ene u vekm
amerkm
korporac|ama u posedn|h 30-40 godna. Na prmer, rusk naftn ggant
"LUKO"
prav svo|u semu zvrsne kompenzac|e na "Chevron-u." Posto|e 3 dea
sstema nagradvan|a za drektore - osnovna godsn|a pata, bonus, ko| se
te fnans|skog unka korporac|e (oko 100-150% od godsn|e pate,
spaen z |ednog dea na kra|u godne), nagrade vezane za berzu. Iako se
razt opcon panov "fantomske akc|e" danas nasroko korste u vekm
ruskm korporac|ama, drektor na vrhu da|e vse voe reanu berzu. Na
prmer, u AFK "Sstema", ko| |e na|ve vsokotehnoosk rusk kongomerat,
na kra|u 2005. kontron vasnk |e spremo bon pokon za nekoko
drektora kao drektan prenos akc|a u n|hove ruke (u vrednost ko|a |e u to
vreme znosa nekoko mona amerkh doara).
U "obnm" ruskm kompan|ama, ko|h nema na spskovma na berzama,
obk zvrsne kompenzac|e ko| preovadava su seme de|en|a profta. U
veko| mer se veru|e da raspodea neto dobtka resava probem "gavnog
noca". Pored toga, utvrdvan|e |ednstvene mere za sve top menadere
preduzea poveava koherentnost tma menadera.
Obuka razvo|
Vde smo da rusk menader cene obrazovan|e kao krter|um zbora ak za
radnke. Postovan|e prema obrazovan|u u ruskom drustvu doprnos brzo|
ekspanz| razth obka strunog posovnog obrazovan|a u posedn|h 15
godna.
Danas su sve vrste prekvafkac|a na raspoagan|u svako| rusko| kompan|
ko|a |e
spremna da za ste pat - od |ednodnevnh semnara "aurran|a" do
medunarodno prznath programa doktora za posovnu admnstrac|u. Ruska
Asoc|ac|a za posovno obrazovan|e (RABE) sada obuhvata vse od 140
ugednh posovnh skoa a
19 rusk zakon o akconarskm drustvma predvda razdva|an|e ove dve
pozc|e.
21
Centr za prekvafkac|u formra|u 33 regona. Ruske posovne skoe su
nedavno dobe akredtac|u od strane AMBA a ak su se po|ave na st 100
na|bo|h evropskh MBA.
Vada obraa posebnu pan|u na promovsan|e obrazovan|a ko|e se te
posovan|a
uprav|an|a. 1998. godne, pod pokrovte|stvom predsednka Rus|e, bo |e
pokrenut vek program ko| |e za c| mao menadere mah sredn|h
preduzea.
Ova| program kombnu|e ntenzvne teor|ske asove (do 500 aktvnh asova)
sa produenm perodom (do 6 mesec) rada u drugo| kompan|, uk|uu|u
strane kompan|e. Svake godne od 1998. vse od 2600 menadera |e proso
ova| program, tako da |e ukupan bro| uenka sada ve od 20,000.
Iako |e ova| program umnogome |ednstven, podac ko| se dob|u od uenka
stog predstav|a|u posedce dobro naprav|enog programa za ponovnu obuku
o uprav|an|u.
(vdet Tabeu 8).
--------------------------
Ubact Tabeu 8 ovde
------------------------------
We may see that tme and money spent on managera retranng s a very
effectve
nvestment - more than a haf of a aumn mmedatey receved |ob offers
from other
companes. Saary rase and |ob promotons are aso key outcomes of the
retranng
program.
If we ook at more detaed mpact of the acquston of new knowedge and
sks (see
Tabe 9), we w see the ngredents that contrbute to the career and
busness
advancement of aumn - rase n sef-respect, better understandng of
companys
busness, better vson of overa perspectves of an ndustry or partcuar
sectors of the
natona economy.
----------------------
Insert Tabe 9 here
-----------------------------
Athough ndvdua partcpaton n re-tranng programs has a cear postve
mpact,
nowadays Russan companes prefer to order speca company-taored
programs. Such
**
programs usuay embrace a managers of a partcuar eve of the company.
In some
cases, the whoe Managng Board (10-12 executves) s enroed to an MBA
program20.
Some estmates put the overa demand for MBA programs n Russa at
100,000
(Kuzmnov, Fonovch, 2005).
As busness and management educaton prospers and expands, professona
retranng
for workers s st strugges the consequences of ts tota negect n 1990s.
The most
professona staff of vocatona schoos and technca coeges have eft the
pubc
educatona estabshments for managera postons n busness, experenced
workers
and techncans wth pedagogca sks are not wng to occupy poory pad
|obs n the
pubc sector. The temporary souton many Russan ndustra companes see
as an
effectve too to overcome the shortage of quafed younger workers s to re-
bud the ncompany
mentorng system. Unsked persons may be taken for a speca
"apprentceshp" contract, whch sets the obgatons of the company to tran
a person
towards partcuar specaty and eve of quafcaton. More mportant,
nstructors who
provde such on-|ob tranng (presumaby, the most experenced and patent
workers and
techncans) usuay receve sgnfcant addtona payment for such dutes.
The Future of HRM n Russa
We have retraced the man features of HRM n Russa. Some of them are
deepy rooted
n the prevous hstorca and soca deveopment of the country, some are
more voate
and are sub|ects of ateraton and change. In ths respect, we dare to make
some nsghts
nto the future of HRM.
As the whoe Russan economy (and potcs) s argey dependent on o
prces, the future
of HRM s aso predetermned by ths pont. The cruca assumpton for a our
predctons s that the current hgh prces for o, gas and energy-reated
products
(fertzers etc.) w ast for the next 3-4 years. In such a stuaton the
foowng
deveopments are hghy key:
The energy sector n Russa w prosper, accumuatng more fnanca
resources n
the arge state-controed companes.
*-
Two sectors that drecty depend on the energy sector - the fnanca
sector and
the Russan government -- w aso experence "fatty tmes."
In a the three sectors saares and ncomes w grow qucky, thus
wdenng the
exstng arge gap between those sectors and the rest of the economy (see
Appendx, Tabe A5). |ob attractveness n those sectors aso w be hgh.
Besdes,
more and more fames wth hgh ncomes earned from "petrodoars" w
afford
persona servants.
Wth penty coffers the government w embark on arge nfrastructure
pro|ects,
thus creatng more demand n constructon21. Expanson of energy sectors
aso
needs more constructon works.
Last but not east, as Russa currenty "fexes ts musces" wth sharp
ncrease of
defense budget, the money w aso be poured nto producton of
armaments. Rencarnaton
of the Russan ndustra mtary sector, argey negected for a
decade, w depend on creaton of a new generaton of scentsts, engneers
and
quafed workers.
In genera, sx sectors w expand qucky n the next 2-4 years - energy,
fnanca
servces, government servce, heavy ndustry, constructon, househod
servces. The frst
four sectors w create demand for hghy educated and quafed workforce;
the two ast
sectors w absorb ess quafed personne. Those sx sectors w be aso the
prmary
drectons for young peope. |ob attractveness of other sectors w be much
ower.
Takng nto account the demographc "pause" n 2006-2008, the shortage of
abor force,
especay n sectors wth no drect nks for petrodoars, w become crtca
n 200822.
Companes n those "not-so-ucky" sectors, mted n fnanca resources w
be unabe to
rase the proporton of abor expenses n the tota costs. The ony souton w
be greater
attenton to productvty mprovement and better utzaton of the abor
force. Thus, we
expect (as an optmstc scenaro) that unprveged sectors of the Russan
economy w
gve the mpetus to the acceerated changes n HRM. These changes are
key n severa
dcetons.
*% The success of (ochi in the context to host the =inter Olympic in *"%2 refocuses those
contraction pro.ects .ust to a
small strip on the Black see.
** 7or example, in Ielenograd, a satellite city of 0oscow with 2-,""" persons currently
employed in industry and services,
in (eptember *""- there was C,!"" unfilled vacancies.
*,
Frst, recrutment w st be argey based on "persona connectons," but
seecton
procedures w become tghter. Aready n 2005--2006 there was the demand
was
boomng for "workng tests" and "quafcaton assessments" for workers,
engneers
and managers ake. In addton, for search for personne companes w ook
deeper.
Aready n 2006-2007 companes start eary recrutng campagns n
unverstes,
attractng second and thrd-year students as part-tme or even fu-tme
empoyees for
shop-foor supervsng and other ower managera postons.
Second, performance assessment w become more tght but varabe,
refectng the
demand for greater abor productvty In addton, some forms of peer-revew
assessment w be re-ntroduced, especay when the possbtes to retan
and to reaocated
the saary of the dsmssed co-workers w be offered to ther more
productve coeagues.
Thrd, n reward systems, more attenton w be gven to soca benefts that
w be
consdered as a good devce to both to attract new empoyees and to
ncrease the costs
of eavng the company for the exstng ones. Thus, more types of benefts
w be
offered not |ust for an empoyee, but for the whoe famy (as we have seen n
the case
of "Yakutskenergo").
Forth, more attenton w be gven to tranng and deveopment. They w be
consdered more and more not as perks, but as |ont nvestments of
empoyee and
empoyer nto human capta. Thus, greater return on such nvestments w
be
expected both by empoyees (promotons and saary ncreases) and
empoyer (oyaty
and productvty). In tranng and deveopment greater cooperaton between
empoyers, ncudng the estabshng of |ont tranng centers, w became
wdedspersed
practce.
Ffth, the greater use of fexbe workng s aso key, especay for engneers
and
other specasts. Ths w ncude fexbe workng tmes, hgher use of part-
tme
empoyment and teeworkng. Russan empoyers w aso embark on sub-
contractors
for partcuar works rather then empoyng own permanent personne.
*&
A the abovementoned deveopments w put stronger demand for HRM
functon, whch
shoud take the ead n such changes. Ths demand w be met by quck
dssemnaton of
the best practces va professona assocatons, nforma communcatons of
HR
managers, wder use of externa traners and consutants23. In the most
optmstc case,
somewhere around 2008-2009 there w be a fresh start of MBA-ke
programs n HRM
that w combne nternatona standards of the professon wth proper
attenton and
knowedge of the oca specfcs24.
However, some features of HRM w not be atered. In our opnon, the
poston of HRM
executves n the management herarchy w not mprove too much, HRM
functon st
w be the "dead end" n executve career; and organzed abor w st be an
excepton,
especay n sma busness.
5.3 Recruitment practices
The eaborate and detaed system of quafcatons contrasts wth the ow
formasaton of personne recrutment procedures. Accordng to Dyrn, 70%
of questoned personne managers reported that new empoyees were
recruted on the bass of recommendatons of the empoyees. 17% of the
respondents mentoned contacts wth unverstes, secondary technca
schoos and vocatona schoos as a means to recrut new peope (Dyrn,
2006: 100).
Bzukov states that the typca recrutment procedure for productve workers
conssted of an ntervew wth the head of a producton shop, who took the
decson about the empoyment:
"Most frequenty ths s a more or ess detaed ntervew, durng whch the
manager evauates the professona and persona quates of the canddate
and makes decson whether he fts or doesnt. |.| Such seecton system
has a dsadvantage: the head of the unt does not aways have the
nformaton about a the canddates for a vacancy or has met wth them
even f the personne servce formed such a group |of canddates|. He
empoys the frst, who seems fttng from the ones sent |by the personne
servce| and does not consder the ones, who can come ater." (Bzyukov,
2005: 43-44)
The ne managers at most enterprses focused on fng up the gap as soon
as possbe rather than foowng the seecton procedure. However, at some
of the enterprses studed by Bzukov the personne departments were
empowered to nfuence the seecton process. Ths happened when there
were some centrazed requrements towards the staff (e.g. makng the staff
younger or hgher quafed) or when the personne department coaborated
wth educatona organsatons.
Foregn companes, accordng to Fey et a., reported about the two work
force demma that they face, when seectng empoyees n Russa (Fey,
Nordah and Ztterstrm 1998). The empoyees under the age of thrty have
no negatve experence wth a panned economy and those over forty were
socazed n the od system, but are often not quafed enough. These two
work forces have dfferent expectatons and are motvated by dfferent
factors, e.g. younger empoyees apprecate growth opportuntes and
nternatona nteracton more than the oder ones.
Shekshna found that Russan affates of Western mutnatonas had
changed ther recrutment practces regardng managers and whte-coar
empoyees n 1998 compared to 1994 (Shekshna 1998). Whereas n 1994
word-of-mouth was suffcent for recrutng, other methods were used n
1998: recrutment agences and head-huntng, advertsements n the meda,
on-campus recrutng at unverstes. Fey et a. found that headhuntng
agences was the most mportant method of recrutment used by over 50% of
foregn frms n Russa (Fey, Engstrm and B|rkman 1998). These frms were
prmary nterested n the canddates personates, prevous work
experence, and command of Engsh, when hrng Russan managers. Sks
were found to be ess mportant than personaty; foregn frms were
nterested n honesty, ambtousness, hard-workng, abty to earn fast, and
beng a team payer. Prevous work experence at a foregn frm was
especay vaued.
Table 8: Work values of Russian
employees in 1991 and 2004 Work
values14
Frequency of coosin! as impor"an"# $
%1991& %2004&
Good pay 85 96
|ob securty 40 80
Interestng work 68 72
Convenent workng hours 49 57
Opportunty to acheve somethng 28 44
|ob that s respected by a arge crce
of peope
40 36
Correspondence of work
requrements and own capabtes
57 34
Long vacaton 46 32
Opportunty to take ntatve 30 24
Responsbe work 21 20
Not too ntensve work 20 18
Recruitment in Russia. Past. Present. Future.
18 A%ril 4014 S 'ssue I8>7
Coleman Services *M
)l#a ,antse'ina
Chairman" AE( HR Committee
and Chie& Re%resentative"
Coleman Services *M
Returnin2 in my memories 6ac< to 199J" ' can hardly remem6er any o& my
ac:uaintances #ho #ould not as< T#hat do you say you are doin2HT a&ter my mentionin2
my &irst Go6 in the recruitment &ield &or a #orld leader in the recruitment industry ' 6elieve
almost no one <ne# #hat recruitment #as a6out at that time in Russia" moreover" '
#ould not ma<e a 6i2 historical mista<e i& ' say recruitment %ractically did not e8ist yet
in this country
;han<s to the #orld#ide #ell-<no#n industry leaders +ne#comers to the Russian mar<et
in the early U90s- recruitment arose as a conce%t and started its develo%ment on this
hu2e territory
't is interestin2 to remem6er today ho# the mar<et loo<ed li<e at that time Q &e#
international 6usinesses in rare 6usiness &ields such as consultin2" 59C! or oil
and 2as" a#aitin2 international standards o& recruitment they had 2otten used to in
Euro%e or America Q &rom one side= even less num6ers o& a2encies %resent in Russia
#ith an a6solutely di&&erent attitude to search and selection %rocesses to #hat #as
e8%ected +' need to state here that the maGority o& local Russian a2encies #ere so-called
TGo6 %lacementT a2encies that earned money ta<in2 certain &ees &rom candidates" tryin2
to %lace them &urther on &or any %osition" 6e it a%%ro%riate &or the %erson or not- Q
&rom the other= semi-:uali&ied Soviet-ty%e candidates #ith %oor lan2ua2e s<ills +i& any
at all- Q &rom the third
Com%anies as #ell as a2encies themselves e8%erienced a hu2e shorta2e o& %otential
candidates &or the maGority o& %ositions due to s%eci&ics o& the Soviet-style education
and 6usiness" lac< o& needed :uali&ications and e8%erience" as #ell as the overall %oor
&orei2n lan2ua2e s<ills in Russia
/ro&essional recruiters <ne# each o& their 2ood candidates %ersonally &or years"
6ecomin2 T6usiness &riendsT &or them" al#ays 6ein2 a#are not only o& their Go6 intentions
and %lans 6ut also o& all their &amily ne#s and 6ein2 constantly ready to su%%ort them
in their career develo%ment and ma<e them the ne8t vacancy %ro%osition #ith another
client com%any as soon as the 2uarantee %eriod #ith the %revious one #as over
1o2ically" recruitment in Russia started &rom the ca%itals Q 9osco# and St /ete" 6ut
the situation started chan2in2 in the early 4000s" 6oth international and 6i2 Russian
+usually 9osco#-6ased- a2encies o%enin2 their re2ional o&&ices and 6rin2in2 hi2her
standards o& service to2ether #ith hi2her &ees to the local recruitment mar<ets" 2ivin2
rise to com%etition #ith the local a2encies" %ushin2 u% the level o& %ro&essionalism
and ma<in2 locals 6etter meet clientsU re:uirements
;his move #as stimulated 6y ne# investment %lans o& di&&erent international 6usinesses"
es%ecially retail and industrial enter%rises" headed to#ard the Russian re2ions in their
search o& 6etter investment o%%ortunities
Ho#ever" thou2h it should 6e ta<en into account that due to RussiaUs vast si$e" re2ional
di&&erences are al#ays e8tremely mar<ed and have a %ro&ound im%act on the
recruitment 6usiness Some trends that #e have o6served in 9osco# and St /ete
in the U90s have &ound their re&lection in the re2ions durin2 the ne8t decade ;hus"
com%anies <een to develo% their 6usiness outside o& the ca%itals encountered
a shorta2e o& :uali&ied %ersonnel in many sectors" es%ecially hi2h-tech and en2ineerin2"
as #ell as candidatesU %oor lan2ua2e s<ills
Another 2eneral trend has al#ays 6een motivation o& %otential candidates to consider
ne# Go6 o%enin2s .&ten" durin2 intervie#s" a candidate #ill tal< a lot a6out his
#illin2ness to develo% %ro&essionally" 6ut #hen %resented #ith a choice 6et#een
interestin2 %roGects and continuous trainin2" or a hi2her salary Q he #ill choose
the latter (rand names and %ro&essional interest are o&ten o& lesser consideration than
net salary &or Russians
Since the U90s recruitment mar<et has 2radually develo%ed
,hile the ca%italsU la6or mar<ets a%%roached maturity some time a2o" the re2ional ones
are still develo%in2 at di&&erent rates de%endin2 on their 2eneral economic situation
and investment climate
Ao#adays #e have many recruitment com%anies" 6oth local and international" 6i2
and small" o%enin2 ne# o&&ices all over the country accordin2 to their clientsU 6usiness
needs and #or<in2 on a distant 6asis" a%%lyin2 international standards and 6est
%ractices not only in recruitment and e8ecutive search itsel&" 6ut also in %ersonnel
outsta&&in2 and leasin2" industrial sta&&in2" HR consultin2 and outsourcin2 services
Recruitment com%anies are #or<in2 hard des%ite the serious dra#6ac<s o& the Russian
educational system" its la6or le2islation" %oor demo2ra%hic situation havin2 its roots
6ac< in the late U80s and early U90s ;hey are ada%tin2 to the constantly chan2in2
environment and clientsU demands" chan2in2 their &ees and #idenin2 service conditions"
com%etin2 #ith one another &or 6etter contracts
;he recruitment mar<et in Russia has %assed di&&erent sta2es o& 2ro#th and maturation"
the candidatesU mar<et has trans&ormed to the em%loyersU one and 6ac<#ard" #e
survived the t#o economic crises +1998 and 4008-" destructive &or the industry" learned
our lessons and chan2ed our attitudes Still" recruitment is :uite a s%eci&ic 6usiness area
in Russia
Com%etition here is hi2h and tou2h" mar<et in&ormation is still close to $ero or unrelia6le"
many a2encies are o%eratin2 throu2h nonle2itimate T2rayT schemes till no#adays
+es%ecially it concerns the outsta&&in2 area" #hich" un&ortunately" is not yet re2ulated
6y the Russian la6or la#-
;hese days" as al#ays" #e are short o& %ro&essional" e8%erienced and #ell-educated
%otential candidates Recruiters" 6oth e8ternal and internal are constantly searchin2
the mar<et #ith the only %ur%ose to identi&y and attract the 6est availa6le talent +o&ten
startin2 almost #ith the candidatesU school days or &irst years at colle2e-
;he mo6ility o& em%loyees has &inally started 2ro#in2 in 6oth directions +&rom 9osco#
and St /ete and 6ac<#ard &rom the re2ions-" thou2h certain re2ional %re&erences
and s%eci&ic com%ensation demands are o6vious and the rise in mo6ility not 6ein2
o& any su6stantial hel% under the in&luence o& the Russian demo2ra%hic %it&all
Com%lainin2 o& all the hardshi%s o& the local la6or mar<et" #e are still loo<in2 into the
&uture o& the recruitment industry in this country :uite o%timistically" our 6elie& 6ased
on the evident 6rea<throu2h it has already e8%erienced recently and the hu2e ste%s it is
ma<in2 at %resent
Recruitment in Russia. Past. Present. Future.
18 A%ril 4014 S 'ssue I8>7
Coleman Services *M
)l#a ,antse'ina
Chairman" AE( HR Committee
and Chie& Re%resentative"
Coleman Services *M
Returnin2 in my memories 6ac< to 199J" ' can hardly remem6er any o& my
ac:uaintances #ho #ould not as< T#hat do you say you are doin2HT a&ter my mentionin2
my &irst Go6 in the recruitment &ield &or a #orld leader in the recruitment industry ' 6elieve
almost no one <ne# #hat recruitment #as a6out at that time in Russia" moreover" '
#ould not ma<e a 6i2 historical mista<e i& ' say recruitment %ractically did not e8ist yet
in this country
;han<s to the #orld#ide #ell-<no#n industry leaders +ne#comers to the Russian mar<et
in the early U90s- recruitment arose as a conce%t and started its develo%ment on this
hu2e territory
't is interestin2 to remem6er today ho# the mar<et loo<ed li<e at that time Q &e#
international 6usinesses in rare 6usiness &ields such as consultin2" 59C! or oil
and 2as" a#aitin2 international standards o& recruitment they had 2otten used to in
Euro%e or America Q &rom one side= even less num6ers o& a2encies %resent in Russia
#ith an a6solutely di&&erent attitude to search and selection %rocesses to #hat #as
e8%ected +' need to state here that the maGority o& local Russian a2encies #ere so-called
TGo6 %lacementT a2encies that earned money ta<in2 certain &ees &rom candidates" tryin2
to %lace them &urther on &or any %osition" 6e it a%%ro%riate &or the %erson or not- Q
&rom the other= semi-:uali&ied Soviet-ty%e candidates #ith %oor lan2ua2e s<ills +i& any
at all- Q &rom the third
Com%anies as #ell as a2encies themselves e8%erienced a hu2e shorta2e o& %otential
candidates &or the maGority o& %ositions due to s%eci&ics o& the Soviet-style education
and 6usiness" lac< o& needed :uali&ications and e8%erience" as #ell as the overall %oor
&orei2n lan2ua2e s<ills in Russia
/ro&essional recruiters <ne# each o& their 2ood candidates %ersonally &or years"
6ecomin2 T6usiness &riendsT &or them" al#ays 6ein2 a#are not only o& their Go6 intentions
and %lans 6ut also o& all their &amily ne#s and 6ein2 constantly ready to su%%ort them
in their career develo%ment and ma<e them the ne8t vacancy %ro%osition #ith another
client com%any as soon as the 2uarantee %eriod #ith the %revious one #as over
1o2ically" recruitment in Russia started &rom the ca%itals Q 9osco# and St /ete" 6ut
the situation started chan2in2 in the early 4000s" 6oth international and 6i2 Russian
+usually 9osco#-6ased- a2encies o%enin2 their re2ional o&&ices and 6rin2in2 hi2her
standards o& service to2ether #ith hi2her &ees to the local recruitment mar<ets" 2ivin2
rise to com%etition #ith the local a2encies" %ushin2 u% the level o& %ro&essionalism
and ma<in2 locals 6etter meet clientsU re:uirements
;his move #as stimulated 6y ne# investment %lans o& di&&erent international 6usinesses"
es%ecially retail and industrial enter%rises" headed to#ard the Russian re2ions in their
search o& 6etter investment o%%ortunities
Ho#ever" thou2h it should 6e ta<en into account that due to RussiaUs vast si$e" re2ional
di&&erences are al#ays e8tremely mar<ed and have a %ro&ound im%act on the
recruitment 6usiness Some trends that #e have o6served in 9osco# and St /ete
in the U90s have &ound their re&lection in the re2ions durin2 the ne8t decade ;hus"
com%anies <een to develo% their 6usiness outside o& the ca%itals encountered
a shorta2e o& :uali&ied %ersonnel in many sectors" es%ecially hi2h-tech and en2ineerin2"
as #ell as candidatesU %oor lan2ua2e s<ills
Another 2eneral trend has al#ays 6een motivation o& %otential candidates to consider
ne# Go6 o%enin2s .&ten" durin2 intervie#s" a candidate #ill tal< a lot a6out his
#illin2ness to develo% %ro&essionally" 6ut #hen %resented #ith a choice 6et#een
interestin2 %roGects and continuous trainin2" or a hi2her salary Q he #ill choose
the latter (rand names and %ro&essional interest are o&ten o& lesser consideration than
net salary &or Russians
Since the U90s recruitment mar<et has 2radually develo%ed
,hile the ca%italsU la6or mar<ets a%%roached maturity some time a2o" the re2ional ones
are still develo%in2 at di&&erent rates de%endin2 on their 2eneral economic situation
and investment climate
Ao#adays #e have many recruitment com%anies" 6oth local and international" 6i2
and small" o%enin2 ne# o&&ices all over the country accordin2 to their clientsU 6usiness
needs and #or<in2 on a distant 6asis" a%%lyin2 international standards and 6est
%ractices not only in recruitment and e8ecutive search itsel&" 6ut also in %ersonnel
outsta&&in2 and leasin2" industrial sta&&in2" HR consultin2 and outsourcin2 services
Recruitment com%anies are #or<in2 hard des%ite the serious dra#6ac<s o& the Russian
educational system" its la6or le2islation" %oor demo2ra%hic situation havin2 its roots
6ac< in the late U80s and early U90s ;hey are ada%tin2 to the constantly chan2in2
environment and clientsU demands" chan2in2 their &ees and #idenin2 service conditions"
com%etin2 #ith one another &or 6etter contracts
;he recruitment mar<et in Russia has %assed di&&erent sta2es o& 2ro#th and maturation"
the candidatesU mar<et has trans&ormed to the em%loyersU one and 6ac<#ard" #e
survived the t#o economic crises +1998 and 4008-" destructive &or the industry" learned
our lessons and chan2ed our attitudes Still" recruitment is :uite a s%eci&ic 6usiness area
in Russia
Com%etition here is hi2h and tou2h" mar<et in&ormation is still close to $ero or unrelia6le"
many a2encies are o%eratin2 throu2h nonle2itimate T2rayT schemes till no#adays
+es%ecially it concerns the outsta&&in2 area" #hich" un&ortunately" is not yet re2ulated
6y the Russian la6or la#-
;hese days" as al#ays" #e are short o& %ro&essional" e8%erienced and #ell-educated
%otential candidates Recruiters" 6oth e8ternal and internal are constantly searchin2
the mar<et #ith the only %ur%ose to identi&y and attract the 6est availa6le talent +o&ten
startin2 almost #ith the candidatesU school days or &irst years at colle2e-
;he mo6ility o& em%loyees has &inally started 2ro#in2 in 6oth directions +&rom 9osco#
and St /ete and 6ac<#ard &rom the re2ions-" thou2h certain re2ional %re&erences
and s%eci&ic com%ensation demands are o6vious and the rise in mo6ility not 6ein2
o& any su6stantial hel% under the in&luence o& the Russian demo2ra%hic %it&all
Com%lainin2 o& all the hardshi%s o& the local la6or mar<et" #e are still loo<in2 into the
&uture o& the recruitment industry in this country :uite o%timistically" our 6elie& 6ased
on the evident 6rea<throu2h it has already e8%erienced recently and the hu2e ste%s it is
ma<in2 at %resent
Read more: htt%:77###themosco#timescom76usinessV&orV6usiness7article7recruitment-
in-russia-%ast-%resent-&uture7IJ>949htmlWi8$$4;(t8nna1
;he 9osco# ;imes
Global HR: Russia and China

5riday 04 .cto6er 4009 17:1>
;he vast states o& Russia and China have a lot in common" not least a shared 6order o&
I"B00<m" and a lon2standin2 strate2ic %artnershi% that earlier this year resulted in
an intensi&ied %ro2ramme o& military co-o%eration
.n a more human scale" 6oth countries have a ra%idly maturin2 HR %ro&ession 'n
Russia" HR is a youn2er disci%line than in the *M" and has only 2ro#n &rom 6ein2
considered a merely administrative &unction to a %ro&essional disci%line in the %ast 10
years" accordin2 to Ste%hen Xuic<" director" human resource consultin2 services" at
/rice#aterhouseCoo%ers Russia
Developin# e+pertise
TAs a result o& this" HR is still develo%in2 its e8%ertise" learnin2 a6out sound HR %olicies
and %ractices &rom collea2ues in other countries and ada%tin2 them as necessary &or the
Russian environment"T says Xuic<
TAnother &actor is that &or historical" as #ell as uni:ue mar<et and economic reasons" the
&ocus o& HR in Russia is di&&erent to the *M Russian HR teams have ty%ically 6een
#or<in2 to trans&orm outdated" com%licated and ri2id %ay systems into a &orm that 6etter
connects s<ills and %er&ormance #ith re#ard" and allo#s &or merit-6ased career
%ro2ressionT
;he ra%id 2ro#th o& the economy in recent years has &ocused the ener2ies o& many HR
&unctions on recruitment +and in the &inancial crisis" on do#nsi$in2- rather than on
%eo%le-develo%ment areas such as talent mana2ement" Xuic< adds
Ho#ever" there are si2ns that" in the conte8t o& the economic tur6ulence o& the %ast 14
months" com%anies in Russia are chan2in2 the #ay they thin< a6out HR matters" and
are reco2nisin2 that a #ell thou2ht-out and lon2-term HR strate2y is <ey to their success
in the &ace o& do#n#ard %ressures on cost and demo2ra%hic challen2es
All chan#e in *hina
;he most si2ni&icant di&&erences 6et#een HR in the *M and in mainland China arise &rom
the ra%id develo%ment o& the /eo%leUs Re%u6lic o& China +/RC- le2ally" culturally and
economically over the %ast B0 years" accordin2 to 9onica De6ia<" an associate in the
em%loyment de%artment #ith international la# &irm /aul Hastin2s
;he %olicies and la#s o& the /RC continue to ra%idly develo% and are su6Gect to &re:uent
chan2e" in contrast to the mature em%loyment la#s o& the *M T'n the %ast t#o years"
numerous la#s and %olicies have 6een issued in the /RC" some that have had a 2reat
im%act on the #or<%lace" such as the Em%loyment Contracts 1a#" the Em%loyment
/romotions 1a#" numerous %rovincial re2ulations on se8ual harassment" and
re2ulations on vacation" to name Gust a &e#"T says De6ia<
THR %ro&essionals in the /RC over the %ast &e# years have e8%erienced constant
chan2e in the la# and 6est %ractice Althou2h the *M has %romul2ated ne# la#s
re2ardin2 anti-discrimination %ursuant to E* directives" ' thin< the main di&&erence is that
in the *M" HR %ro&essionals are dealin2 #ith a mature le2al system" and there&ore can
o&ten ma<e decisions :uic<ly and #ith more certaintyT
HR %ro&essionals in the /RC o&ten must research the la# and7or consult #ith their le2al
de%artment and the 6usiness unit 6e&ore they are a6le to resolve even a mundane HR
issue" De6ia< adds 'n contrast" an e8%erienced HR %ro&essional in the *M is o&ten a6le
to deal #ith day-to-day issues #ithout consultin2 #ith the le2al de%artment
;he /RC continues to ra%idly develo% culturally as #ell (e&ore it ado%ted its Uo%en doorU
economic re&orms in 1978" the conce%t o& the Uiron rice 6o#lU e8isted
T(e&ore 1978" the /RC had no %rivately-o#ned enter%rises and em%loyees #ere
2uaranteed em%loyment &or li&e Em%loyees #ere on a lo# &i8ed #a2e" 6ut in turn
received &ree housin2" education" &ood" clothin2 and medical care"T De6ia< says
TAs the /RC no# em6ar<s on 6uildin2 a socialist mar<et economy" such allo#ances
have chan2ed or 6een eliminated Such chan2es are di&&icult to im%lement" ho#ever"
and em%loyees are still ada%tin2 to the ne# environmentT
HR %ro&essionals in the /RC have to s%end time #ith em%loyees care&ully e8%lainin2 the
ne# 6ene&it re2ime" ne# #ays o& %rovidin2 com%ensation" or the di&&erences in &i8ed-
term contracts versus li&etime em%loyment" 6ecause the culture o& em%loyment has
chan2ed so ra%idly in China" she says
Similarly" sta&& in the /RC may ma<e re:uests that #ould seem unusual in the *M" such
as re:uests &or housin2" 6ut De6ia< says this stems &rom %ast cultural %ractices
T'n com%arison" em%loyees in the *M are a#are o& the em%loyment culture and norms
As a result" the ne2otiation style concernin2 recruitment" %er&ormance" and termination
can 6e very di&&erent in the /RC com%ared #ith the *MT
Perception of HR
'n the state-o#ned enter%rises" 6e&ore the economic re&orms" the trade unions o&ten
&unctioned as HR Ho#ever" #ith the economic re&orm and the chan2e in enter%rises"
trade unions are no# actin2 in a more ,estern style as advocates
THR is there&ore a ne# 6ur2eonin2 area o& em%loyment that has o%%ortunity and
%otential"T says De6ia< T,ith all the recent chan2es in em%loyment la#" it is also seen
as a challen2in2 ne# &ieldT
;he advent o& the 2lo6al &inancial crisis has seen HR ra%idly chan2in2 in a &undamental
#ay in China" accordin2 to a recent re%ort &rom Cornell *niversityUs Center &or Advanced
Human Resource Studies 't &ound that HR is 2radually emer2in2 as a strate2ic %artner
in reachin2 com%any o6Gectives" and durin2 the do#nturn and 2eneral talent shorta2e in
China" retention has 6een a <ey issue &or HR
'n addition" the re%ort &ound that the more contact a Chinese su6sidiary has #ith its
head:uarters a6road" the more li<ely the &irm is to have strate2ic HR mana2ement
%ractices and ca%a6ilities T;his means there are more ,esternised %ractices #ithin the
&irm and these chan2e ho# the com%any navi2ates throu2h the economic do#nturn"T the
re%ort &ound
Simple approach
'n Russia" HR is also in the early sta2es o& develo%ment 'rina Mo$lova" HR director &or
Russian telecoms com%any ER-;elecom" says: T;he HR director here is more o& an
o%erational %erson As such" &e# HR directors in Russia are strate2ic and sit on the
6oardT (ut as HR in Russia esta6lishes itsel&" Mo$lova says it is T&ull o& ideas and
innovationsT
She adds that Russian HR %ro&essionals are a#are o& the hi2h :uality o& HR
mana2ement in the *M" seein2 it as a trans%arent and #ell-esta6lished HR system that
is easier to understand
T,e consider the a%%roaches to the system o& to%-mana2ement com%ensation to 6e
very use&ul" es%ecially lon2-term 6onus %lans #hich hel% to motivate to% mana2ement
on the strate2ic 2oals o& the com%any and to &orm the loyalty o& em%loyersT
Althou2h it de%ends on the si$e o& the com%any +and #hether the com%any is a Russian
com%any or a multinational #ith o%erations in Russia-" Xuic< says a ty%ical HR
%ro&essional in Russia is more o& a 2eneralist than in the *M
T!iven that the HR &unction has develo%ed &rom 6ein2 a %urely administrative &unction in
Russian com%anies" a vie# still e8ists in some :uarters that HR is there to serve rather
than to lead in the HR s%here"T he says T;he HR director is rarely" i& ever" on the 6oard"
and des%ite havin2 the UdirectorU title" is sometimes :uite Gunior in the or2anisationT
A conse:uence o& this is can 6e the lac< o& HR in%ut 6y a suita6ly :uali&ied and
e8%erienced %erson into the strate2y o& the com%any" Xuic< says Ho#ever" this is
6ecomin2 less common as thin2s chan2e and HR directors continue to 2ain status
Employment standards/ Russia and *hina vs 0K
Em%loyees in Russia are entitled to annual %aid leave o& at least 48 days" and
em%loyees are also 2enerally entitled to %aid sic< leave" #hich can vary 6et#een >0@
to 80@ o& salary ,omen are entitled to %aid maternity leave" ran2in2 &rom 70 to 8I
days 6e&ore and 70 to 110 days a&ter the 6irth
Em%loyees in China #ho have served one &ull year 6ut less than 10 years are
entitled to &ive daysU annual leave" #hile em%loyees #ho have 6et#een 10 and 40
yearsU service receive 10 daysU annual leave and 1J days &or 40 years o& service
,or<ers may receive si8 monthsU sic< leave at >0@ to 100@ o& salary" #hile maternity
leave at &ull %ay is %rovided &or u% to 90 days
(oth Russia and China set monthly minimum #a2es
HR earnin# poer/ Russia and *hina vs 0K
'n Russia" HR directors can earn 6et#een R*(1I0"000-I00"000 +Y4"800-Y8"000-
%er month" #hile HR mana2ers earn R*(140"000-B00"000 +Y4"I00-Y>"000- %er
month" accordin2 to a survey 6y Russian recruitment &irm Antal 'nternational
'n Shan2hai" an HR director can earn 6et#een CA?700"000-1Im +Y>B"000-
Y14I"000- annually" #hile a re2ional HR director 6ased outside Shan2hai can earn
6et#een CA?800"000-4m +Y71"000-Y177"000-" accordin2 to a Hudson salary survey
HR o&&icers in Shan2hai can earn as little as Y7"000 +CA?80"000- a year

HR Management of Foreign Companies Operating SRP

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HR Management of Foreign Companies Operating SRP

Uploaded by

Copyright:

Available Formats

HR Management of foreign companies operating

You might also like