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| Реализация Программы «Управление кадровым резервом предприятия» по заказу Полтавского горно-обогатительного комбината
Array Realization of the program on Definition, Correction, Evaluation, Motivation, Development, Rotation and Promotion of Poltava Minig Company's Management Resource
Проект построения и автоматизации процедуры оценки персонала >>>
ArrayПроект построения и автоматизации процедуры оценки персонала в страховой компании PZU Ukraine
Проектные возможности на?ей компании
1.Проект обследования организации: Диагностика, структурирование проблем и возможностей, предложения по ре?ению проблем, связанных с управлением людьми (проблемы текучки, подбора, оценки, развития, удержания специалистов, обоснование сокращений или реструктуризации, формирование критериев эффективного управления людьми, в т.ч. связанного с управлением финансами и стоимостью организации). Управление изменениями (планирование и менеджмент проекта по внедрению изменений). 2. Оценка инвестиционной привлекательности компании с точки зрения кадрового ресурса и потенциала для последующей покупки, развития или перепродажи бизнеса. Конкурентная разведка. 3. Построение системы управления персоналом с нуля. Подбор или обучение специалистов в области управления персоналом для поддержки и развития системы HR. 4. Обоснование и построение системы оценки персонала и его эффективности для развития бизнеса. Разработка процедуры оценки, а также критериев оценки и показателей эффективности для правильной оценки вклада сотрудника в развитие компании или организации. Управление по целям, управление компетенциями. Обучение и тренинги по внедрению системы оценки для HR, тренеров и руководителей всех звеньев. 5. Тренинги по управлению мотивацией сотрудников в проектном бизнесе (управление компандой проекта, управление коммуникациями в проекте, стимулирование и мотивирование компанды и отдельный ролей в проекте, формирование проектного бюджета в части, относящейся к людским ресурсам и эффективное его использование для стимулирования достижения целей проекта). 6. Проведение аналитических опросов по выявлению, предотвращению или ре?ению проблем, связанных с управленим людьми (проектной командой, подразделением компании, компании в целом). ?сследование организационного и командного климата. 7. Разработка и проведение проектных митингов, мозговых ?турмов, модерация, проведение "круглых столов" и т.д. Эффективное информирование, разработка проектов внутренних PR-кампаний. 8. Проведение кадровых аудитов (в т.ч. управленческого аудита).
Right People Management. Кадровый аудит, оценка персонала >>>
Кадровый аудит проводится в организации с целью исследования HR-факторов влияния на эффективность работы организации и выработки рекомендаций по ее оптимизации. Оценка персонала проводится с целью повы?ения личной эффективности сотрудников, улуч?ения рабочего климата, вертикальных коммуникаций и мотивации сотрудников.
Implementing KPI
Personnel assessment, KPI development, seminars and trainings for the line and top management.
Search and selection of top managers>>>
ArrayМы успе?но работаем в сфере подбора топ-менеджеров с различными компаниями
Management development
Creative models of management development for all hierarchy levels concerning the issues of HR management
Recruitment of IT personnel
HR consulting in the field of recruitment of IT and technical specialists
partners
Program for Management Resource Development and Rotation
First 3 project milestones: Analyzing of organizational structure, definition of mail management levels for rotation and development.POLITICS and Principles of Management Development and Rotation Program was prepared and approved. On the base of Orgstructure analysis the Catalog of management positions by levels was preapred and confirmed by working group (Top-management and HR specialists).
4th milestone – development of “Motivation and Evaluation for Candidates and Participants of Managerial Personnel Reserve” met balanced needs between employees’ and business interests. Participation in the Program expects implementation of employees’ personal goals in promotion and development, carrier ambitions, professional growth, etc. At the same time employees’ current performance and motives allow to obtain really “working” Managerial Reserve which is important for business. All these will contribute to reduce investment risks into employees’ development, especially in cases when they are not ready to “pay costs” such as efforts, spare time and even immediate tangible interests for educational opportunities, carrier and professional growth in conditions of deferred interests. “Evaluation Methodic” for Candidates and Participants of Managerial Personnel Reserve was described and approved as well.
“Survey Methodic”  for researching and analyzing principle motivation factors of Poltava Mining employees was developed, questionnaire (in written) for all levels of management in accordance with “Positions’ Register (hierarchy list) of Managerial Personnel Reserve” was conducted. These allowed us to form correct motivation scheme for potential Candidates and Participants of Managerial Personnel Reserve. At the same time, the Enterprise got detailed information about employees’ readiness to different changes at work, additional efforts they are ready to put into own development and carrier growth, motivation factors exercises strong influence on them. “Management Selection Methodic” was developed in order to involve “right” employees for further participation in trainings on “Goals and Methods of Key Points Indicators (KPI) Evaluation”.
5th and 6th milestones – six moderations in group session format, and then individual interviews with potential Candidates and Participants of all levels of Managerial Personnel Reserve were conducted. “Prime Cost Management Model”, based on KPI, which includes detailed descriptions of results’ requirements and responsibility zone under such sections as “Business Process”, “Goals of Position” and “Key Points Indicators (KPI)” for all positions included into “Register of Managerial Personnel Reserve”, were developed and approved by Working Group (on Top Management level).
7th milestone – “12 Competencies Model” for Managerial Reserve positions (business, personal and specific competencies), grounded on interviews with management (all 5 levels) and “Prime Cost Management Model”, was proposed. Also detailed “Library of Competencies” was worked out. “Position Charts”, which combine KPI and essential competencies in order to reach defined KPI, were developed and approved. Charts are prepared for all basic positions and could be increased in scale for each newly opened managerial position (if necessary).
Program is implementing in close cooperation with HR Department of Poltava Mining, Working Group, responsible for Program implementation, and with strong support from Poltava Mining Top Management.
On the last, 8th milestone of the Project, “Applicants’ Selection and Evaluation Procedure for Managerial Personnel Reserve” is to be implemented and pilot evaluation and selection of potential Candidates for Managerial Personnel Reserve is to be conducted.

Primary 3 milestones: organizational structure analysis of Poltava Mining was carried out, main managerial levels were defined, “Policy for Administration of Managerial Personnel Reserve” were developed and approved. “Positions’ Register (hierarchy list) of Managerial Personnel Reserve”, based on analysis of company’s organizational structure, were prepared. Consultants work with Poltava Mining HR Department in close cooperation, all results are discussing, coordinating and approving by Company Management in Working Group format.

HR Department conducts education of potential participants of Personnel Reserve, forms list, curricula and schedule of evaluation.

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