Human resources management in a modern organization is gradually changing its functions from the service department to the performance of the functions of a business partner. In this regard, all innovations in personnel management require careful analysis and detailed justification.
In order to assess the economic feasibility of a particular innovation, business valuation methods and investment analysis are applied . For their use, two factors should be considered. The first and main factor is human. The role of man in the production process of various organizations is significantly different. In one case, an employee is a continuation of the production mechanism, all his actions are clearly scheduled and regulated. And in another case, a person is required to show maximum creativity, initiative and creativity. Assessment and analysis of the human factor is most easily carried out in the first case, since it is easiest to predict. The second factor is the proximity of the technology product to the commercial result and the ability to evaluate the revenue component.
Very often, innovations in personnel management begin with the submission of a personnel manager who is ripe for the implementation of an innovative project in the life of an organization that wants to receive the recognition of colleagues and the opportunity to stand out in the eyes of the employer. Moreover, the manager subtracts this method in an advanced journal devoted to work with human resources, where the effectiveness of this innovation will be reasonably described using the example of a well-known company in Germany. But personnel management in Germany and Russia also have some differences due to, so to speak, “the specifics of the local population”. And innovation will not take root in artificially created conditions, and it will be difficult for staff and management to explain its feasibility. Any company requires only those innovations in personnel management, the need for which is clear and understandable to most key employees, and which are related to the needs of the business of a particular company.
First you need to identify a few real key problems that need to be addressed. Choose one of them and analyze the options for solving it. Then the optimal option is selected, which is advertised among the other heads of departments with justification of its significance for the organization. Then comes the pilot implementation. Implementation will require the HR manager to mobilize all professional qualities, the ability to predict obstacles and plan resources. If it succeeds, innovation takes root. In the future, innovations in personnel management are analyzed and, as necessary, adjusted. The planned and actual results will have some discrepancies; they are analyzed and adjusted.
It is very important to correctly calculate and evaluate all the risk factors for introducing a new project: compile a list of them, assess the strength of the influence of each specific factor on the final result, assess the likelihood of their occurrence, and develop a set of measures aimed at reducing the impact of these factors.
Naturally, the most important issue for management will be the financial effectiveness of investing in this project and saving costs in the future. If the innovations carried out by the HR department are successful, its significance for the company's management will increase significantly, the professional motivation of HR managers will increase, plus the invaluable experience in introducing a new project. In the future, the company will focus on the growth of human capital and a systematic solution to the company's problems.