The first - to increase, the second - to pull, third - dismiss

In recent years, many companies are trying to identify the employees who fall under the "A" category, and create the conditions for professional and career growth.

However, betting only on the first-class employees, companies run the risk of putting the cart before the horse. Obviously, if the most gifted and motivated occupy strategically important positions, the company will receive from them the greatest return. But, oddly enough, it is rarely organization before you bring out the best employees, determine the appropriate place for them. A company in which people are able to realize their potential, in general units.

Of course, no organization can not take positions on all high-end professionals. We believe that, ultimately benefiting those companies in which the qualification of workers corresponds to bloat. It is important to comprehensively manage the staff: the best people to appoint to key positions, good - on minor and mediocre performers resolutely get rid of.

Some companies follow this principle. However, it is important to keep in mind: you must pay a lot of attention not only to employees and positions "A" category, but also the people holding positions of the second ( "B") and the third ( "C") categories.

How to determine the position of "A"

The relative importance of a post value differently. Department personnel, as a rule, takes into account the level of qualification, the terms of reference and working conditions. In his view, the key posts gets the most experienced and highly motivated.

Economists believe that the salary of employees must relate to the cost of which they create for the company, and indicate the rarity of the profession in the labor market. According to this view, the higher the salary, the higher the post. Both approaches have a major drawback: they show which positions are considered to be essential at some point, that does not always correspond to the true state of affairs.

Position "A" category, we would characterize so. Firstly, it is essential for the implementation of the strategy. Secondly, the quality of work occupies its staff and its performance greatly affect the overall result of the company. So, to see the real picture, you need to start not from the organizational structure or the remuneration system, and from the company's strategy. It is important to evaluate and its strategic and competitive potential and to understand from some positions in the first place depends on the success of the strategy.

The stores Nordstrom (clothing, footwear, accessories) and Costco (warehouse store, operating on the principle of self-service, the main competitor of Wal-Mart) to meet customer needs, to develop and expand its shareholder value. But the success they achieve in different ways: Nordstrom - providing customers a personalized service, Costco - selling a wide range of products at affordable prices. So both companies a strategic advantage depends on a completely different positions. At Nordstrom it creates sales consultants in Costco - purchasing managers.

Conclusion: The purpose of strategic positions, common to all types of companies, does not happen. They are generally very few in any organization (about 20%), and they are found at all levels. Position "A" can occupy and biochemist at the research department, and a sales representative of the marketing department. The quality of their work depends on the rate of growth of the company - increase in the average productivity of employees in key positions, leading to a spike in corporate value. Giving these positions of strategic importance, companies can gain a competitive advantage.

Strategically important positions, where the quality of work and performance of a particular person does not matter - a rarity, even when it comes to the lower positions. For example, the work of the cashier is simple from a technical point of view. But to make a good impression on the customer, the cashier should not only read the bar code of goods and with a sweet smile to receive money, and, for example, to quickly analyze a person purchases, to understand his tastes and advise to buy the next time something else.

It happens, and vice versa: some positions, in principle, are of strategic importance, but in reality, no effect on the competitiveness of the organization. This may be due to different reasons: all employees work equally well or perform standard operations; company or industry has made such a general level of performance that further investments will no longer give feedback. For example, the main strategic objective of any airline - to ensure safety and the pilots - the same people, by which this goal is achieved. While they work, they have to constantly engage in refresher courses and pass the state certification, therefore, as a rule, they know their stuff,

Professional category «B» or have an indirect impact on the strategy, reinforcing the "rear" positions of the first class, or are of strategic importance to the principle, but not at the moment: the employees occupying them now, running about the same, therefore, from the individually small It depends on the company's success in the market. The contribution of these employees in achieving the company is small, but it is thanks to them that it can keep the bar high. Positions of category "C" is not linked to the strategic objectives and do not actually need.

The value of P "A" by definition does not depend on the structure of the company, although it is usually the strategic importance of an item is determined by its place in the hierarchy. It would be desirable to top managers assume their positions the most important, it is not. the P "A" not always involve the most qualified job, but if a person does it responsibly and creatively, he will make a tangible contribution to the overall success of the company.

Here's how one major pharmaceutical company identifies the most important positions. Because the most important thing for her - the safety and efficacy of drugs, the main experts here said Head of Clinical Research and lawyers who are watching over the observance of legislation. At the same time to the "A" category I do not include some of the highest positions, such as production director and chief financial officer. Although both get a high salary, and play a key role in maintaining the high "tone" of the company, for they are not so important strategy because it does not create value.

staff management category "A"

First of all, you need to explain the principles of ranking employees. At the pharmaceutical company GlaxoSmithKline has slim HR management concept. One of its position directly speaks about employees of differentiation: "It is important to strategically important places occupied by the best experts and their professional and career planning in the corporate center."

But to develop the concept of human resource management - that's not all. It should be understood that, compared with the rest position "A" require a disproportionate investment. It is necessary to carefully evaluate the work of employees of class "A", to help them improve their skills and their well-paid work. In addition, it should be put on stream prepare them a substitute. All this is done in IBM.

About a year ago, IBM began to compile a list of strategically important positions. Some positions, such as Chief Country Officer, will always be of paramount importance. In the category "A" also hit positions of middle managers: These people are looking for in the company and outside products, software specialists, and then, by bringing together all the "ingredients" to execute the individual order.

Evaluation. The company helps leading employees always stay at a high level. To this end, there have articulated that for each post to consider the good work, and what - bad, and on the basis of transparent criteria assess their specialists. Last year, the company has identified ten essential qualities of leaders. Each quality is evaluated on a 4-point scale. Person can put a "mark" and pass the certification.

Development. The incumbents of the P "A" themselves up for a program of ten leadership qualities, based on the results of the appraisal, and use special tools - they are in the company intranet. But the company offers them and other opportunities for professional and personal growth. Of the $ 750 million spent annually by IBM for the development of staff, approximately $ 450 million allocated to the training of specialists and key employees - for their successes in the development of leadership skills meets one of the top managers of the company.

Salary. At IBM, there is a differentiated system of remuneration. Previously, the company was added to all regularly paid salaries and bonuses. Now salaries increase each year only half of the staff, and the best salary workers increased by an amount three times greater than simply good.

Continuity. But perhaps the most important achievement of IBM - established system of preparation of the future generation of leaders and professionals. The company has provided "rear" of each key positions, including by investing in the "spare" staff. Regularly assessing the work of these people, determine whether they are ready to take a leading position "now", "after one increase" or "after two." There are companies and so-called bushing positions. They occupy candidates for strategic positions: here they can gain experience that will be useful to them in the future.

Comprehensive Human Resource Management

Speaking about the need to pay particular attention to posts and staff "A" category, we can not forget about all the rest. Class "B" position is also very important: First, they strengthen the "rear" to the position of first-class, second, if they are to hold negligent employees, the company risks losing its customers.

With regard to the P "C", then try to look at them with fresh eyes: surely you will find that gradually you need to get rid of incumbents, whose work can be outsourced to charge if necessary. Pharmaceutical company Roche systematically identifies positions that provide the company with a competitive advantage. Places that do not have strategic importance, reduced regardless of the quality of staff.

Comprehensive human resource management - it is to this end should seek company, then the right people take the right places and it will be possible to keep the positions of category "A". For starters, using the criteria assessing the quality of work designed to identify employees first, second and third classes, determine the share of the top staff at all three types. Then replace bad employees who hold the position of "A" category, the best, and "horoshist 'help to become" High ".

Companies that are able to make difficult decisions on various issues, often act unreasonably in respect of its most important asset - the staff, the people driving the most simple, "leveling" techniques. When leaders have to make difficult personnel decisions, they take into account the costs and not the value of employees. But today's competition requires renounce equality in the name of justice and to begin to assess employees according to their contribution to the common cause.

Obviously, the ranking of employees and positions contrary to the culture of many companies. However, managers who are psychologically difficult to divide the employees into three categories would probably be easier to classify positions. Although the refuse and from a more personal approach in the field of personnel is dangerous.