Social package as an effective motivation for employees. Social package in conditions of economy: how not to kill motivation

Corporate concept social responsibility appeared in the United States in the 60s of the twentieth century, and in Europe the term "corporate social responsibility" was first used in 1993, when the then Prime Minister of the European Commission, Jacques Delors, appealed to business with an appeal to be socially responsible. The European Commission has promoted the emergence of social guarantees in enterprises. The innovations in employee benefits packages are still relevant today. The crisis is over, the belts can be weakened.

What is a "social package"? Many bonuses can be added to the financial motivation of employees: additional medical and pension insurance, preferential rates and discounts for using the services of partner companies - banks, mobile operators, shops, travel companies. The company may issue credit cards and various subsidies to employees. The use of these alternative methods of remuneration depends on the policy of the company and the professionalism of the management.

The forms of the social package can be completely different, standard and exotic. This includes fitness, a paid lunch, table tennis and money for gasoline. Some companies bribe with their attitude towards children: they arrange Christmas trees, kindergartens at the office.

A properly organized social package can and should be made absolutely individual. Benefits should take into account the "merit" to the firm. For example, after three months of work in a company, an employee receives a communication payment, after six months - a payment for a fitness club, after one year of work - medical insurance. After five years of work, you can, for example, provide an employee with a family vacation in exotic countries. Thus, it is possible to achieve the prolongation of employee loyalty.

The benefit program should be tied to the employee's achievement. It is imperative to divide all employees into groups depending on the length of service, KPIs and other things, and assign their benefits to each group. The employee must understand what he loses if he ceases to correspond to his category. According to the results of work for the current period, the employee can be transferred either to a lower category, or to a higher one, or to assign the old one to him.

The Russian mentality is very different from the Western one. In fact, in Russia in most of the country's territory, the social package means the implementation of the labor code and no more. But in developed countries, when applying for a job, a candidate takes into account the peculiarities of pension insurance, training, and the flexibility of an additional social package.

Large Russian companies that provide their employees with a social cafeteria (a choice of bonuses) can be counted on one hand. And even those crises forced them to reconsider their obligations.

Only now is the market gradually reviving and again increasing the volume of social guarantees and bonuses.

Against the background of bright slogans about buffets of bonuses, the facts of concealing the death of employees, paying for death only through the court and other hard-hitting things look much more convincing. We do not accept employee insurance. The company can provide a candidate with a company car, and then evade payments to the family if he crashed in the same car.

This inconsistency is due to the fact that every employer wants to look respectable, but at the same time does not have a truly stable financial position and cannot afford the consistent implementation of social protection.

Of course, death is a rare case at work, but chronic and acute illnesses received at work should also be regarded as risks and should also be covered by insurance.

In France, 90% of workers have voluntary health insurance. Such a coverage rate for Russia seems unrealistic.

More and more employers are recognizing the need to use various social bonuses for staff retention. One of the options to make your company attractive is voluntary pension insurance. Social bonuses in the form of contributions to retirement funds are well known for building loyalty.

Voluntary pension insurance has huge potential. More and more companies are expected to take advantage of this opportunity. But so far there are no signs that it will be soon. Especially in light of today's pension reforms. At the same time, large employers overseas create funds to provide additional income for employees after their retirement.

Tying a person to an organization means making it as difficult as possible for their decision to fire. When, upon dismissal, a family loses a kindergarten and gets into debt on a loan that was received on favorable terms (but these conditions are valid only until the moment of dismissal), and an employee loses a car, phone and lunch, it really becomes very difficult to quit. Therefore, the social package in large organizations is not only about taking care of employees, it is primarily about ensuring stable work firms. When forming a package of benefits, special attention should be paid to the "child issue", because keeping children in their hometown, next to their parents automatically and very firmly ties employees to the enterprise. A “correct” social package that will link an employee and a company for a long time should affect the life of the whole family, if any, or seriously change a person's life. Benefits can open up new opportunities for employees and uncharted horizons. And at the same time to close horizons that are not beneficial to the employer ... By the way, the management of the company can make excellent money by providing loans to its employees.

If the company has organized a “benefit cafeteria”, i.e. bonuses can be selected, then employees need to focus on quick selection. For example, a fixed amount can be allocated for a year, which can be partially spent on VHI schemes, and the rest for a pool, massage, etc. If the employee does not have time to spend the entire amount by the end of the year, it "burns out". This way makes people think, treat benefits as their cash, go to the gym, finally ...

List of possible options for benefits:
Paid weekends, time off, or on the occasion of a personal holiday, bereavement, wedding, childbirth, etc.
New Year bonuses
Free food or drinks
Dental care
Social insurance (medical, pension contributionsvoluntary insurance premiums for employees and their families, insurance against death, accident, hospitalization, illness, disability
Severance pay
Payment for fitness, swimming pool
Education (MBA, languages, internships, second higher education)
Spa treatment;
For office employees - chiropractor and ophthalmologist services right in the office.
Material assistance for various needs;
The ability to take a loan from an employer
The ability to hold events on the employer's premises
Payment for housing
Home loans
Payment for communication, Internet
Payment for transport (gasoline, travel card, metro cards)
Provision of equipment (PC, car, telephone, etc.)
Balance between life and work (Work-Life)
Flexible schedule
A gym for an employee and his family members (wellness plan)
Family celebrations
Women's Day - 1 day, once a month, a day off only for women, which she can use at her discretion
Payment summer camps for children
Payment for children's education
Providing employees' children with tickets new Year's performances and gifts;
Additional vacations;
Recognition of merit (Performance and Recognition), development and career growth
Employees can receive significant remuneration for making a significant contribution to the results of an enterprise.
Appointment of employees for outstanding individual or team achievements, for milestones of achievement, participation in long-term projects.
Recognition of seniority. Employees who have a certain experience can receive gift certificates and other differences.
Other options:
Financial assistance at the birth of a child, admission to grade 1, graduation from school.
Kindergarten payment
Payment baby food
Allowance for workers who came from the ranks of the Armed Forces
Retirement benefit payment
Financial assistance for the funeral of family members, the production of monuments and fences at the expense of the enterprise.
To find the package that best suits your business, it is important to take into account the opinions of employees, ask them what they really want, conduct focus groups. Employee interests vary by company size, company area, gender.

Research on the interests of employees must be carried out constantly throughout the year, since interests tend to change, many of the bonuses quickly become irrelevant. In addition, the results of these studies must necessarily be agreed with a lawyer before being put into practice. Also, we must not forget that benefits must work for some time until the employee evaluates them and feels real benefit. That is, the return on benefits is always delayed and the time period for assessment is from a year. Once the benefit package has been created, it must be effectively communicated to employees. Often, employees in small companies say their HR departments talk too little about employee benefits.

Every business must define the best way convey information. For example, some send bonus emails directly to their employees' homes.

The more time is invested in finding the right programs, the higher the return will be in the form of lower costs and higher labor productivity.

Can. But in order to build it, you need to have mathematical abilities and independence of assessment. The system of benefits should be created on the basis of a mathematical formula describing the "correct" behavior of an employee in the firm. "Correct behavior" implies the achievement of the company's goals.
If the salary is paid for a person's potential and it can be predicted through key competencies, then the benefits pay for the results. For example, if we are talking about the work of sales managers, then their work experience is potential. And a “properly executed sale” is a result that can be expressed through mathematical formulas.

It is clear that the formula for mutual "happiness" is calculated purely individually and cannot be taken from the HR departments of other companies. Therefore, if an HR specialist wants the system of benefits in his company not to be like "lordly fun" ("he wanted - paid, did not want - did not pay"), but obey very specific, predictable rules, you need to either order it from those who knows how to apply mathematical knowledge in practice, or remember how to do it himself.

Due to the continuous growth of the private sector in the Russian economy and the weakening of the role of the state as a regulator social relations many Russian enterprises and organizations are increasingly taking responsibility for ensuring the well-being of personnel through the formation of their own system of incentives for employees. One of the most important tools of such a system is the social package.

The term “benefits package” is becoming an integral part of an increasing number of job postings, giving employers an attractive image for future employees.

Basic guarantees and benefits for employees Russian Federation are set out in the Labor Code (TC), which, however, does not contain the concept of “social package”. The provisions of the Labor Code are mandatory for the provision of all employees, regardless of the enterprises and organizations that provide them with jobs. The Labor Code allows and encourages various forms of additional social guarantees and payments to employees, which employers have the right to voluntarily apply. Thus, the social package in this case can be defined as a set, a complex of social guarantees and compensations that are provided to employees at the expense of the employer, in addition to wages and social guarantees provided for by law.

Although the concept of “social package” appeared when the concept of corporate social responsibility (CSR) was introduced into management practice, the preconditions for its emergence were also observed under the planned economy in the USSR. At that time, enterprises and organizations provided their employees with free or cheap meals in canteens, vouchers for employees' children to pioneer camps, provided classes in sports clubs, treatment and recreation in dispensaries and departmental sanatoriums, housing construction, etc.

The social package can include several components: mandatory and additional package, which, in turn, can be subdivided into “competitive” and “compensatory”. This classification is based on the principle of voluntariness or obligation to provide social guarantees to employees in addition to wages and on the basis of additions to wages or reimbursement of personal expenses.

The obligatory social package includes what the employer is obliged to provide to his employees according to the laws of the Russian Federation, that is, it is based on the obligations of the employer imputed to him by the state. Currently, they most often include the following:

1. Payment of leaves of temporary incapacity for work (sick leave).

2. Granting regular paid vacations.

3. Granting maternity leave.

4. Implementation of compulsory social insurance (contributions to the pension fund and payment of income tax).

5. Implementation of compulsory health insurance.

6. Reimbursement of expenses related to staff travel and relocation to another place of work.

7. Reimbursement of transportation costs to employees, implementation official duties which has a traveling character.

8. Compensation for employees who combine work with training.

An additional social package may include competitive and compensatory benefits and guarantees of the “social package”, the responsibility for ensuring which the employer assumes in relation to the employees of his company. They can apply both to the entire staff of the company, and to its individual categories for special merit or status in the organization.

The competitive social package includes everything that the employer adds to the salary for on their own to the obligatory social package:

1. Discount or free meals.

2. Voluntary health insurance for employees.

3. Payment for sports events.

4. Voluntary medical insurance for the relatives and children of employees.

5. Free or reduced price meals during business hours.

6. Discount vouchers for rest and treatment for employees and their families.

7. Provision of loans and advances to employees.

8. Professional training and professional development.

9. Providing employees with discounts on the company's products, etc.

The compensation social package includes measures to return employees of personal funds spent on work. Additional social guarantees of the compensation package may include:

1. Payment of expenses for mobile communications.

2. Reimbursement of expenses for the use of personal vehicles.

3. Refund of part or all of the training costs.

4. Payment of travel expenses, etc.

During the entire existence of the social package, a number of principles for its compilation have developed:

1. Mutually beneficial cooperation between employees and employers.

2. Provision of remuneration not in cash, but in non-cash form of payment for goods and services or various discounts and benefits.

3. Diversification of types of compensation from free goods and services to soft loans, subsidies and departmental housing.

4. Differentiation of recipients of compensation depending on the degree of need for them: women with children, pensioners, disabled people, young specialists, etc.

5. Fairness and transparency in receiving compensation.

The relevance of such a form of personnel motivation as a social package is explained by the following reasons:

1.In modern conditions the growing role of human capital in ensuring the efficiency of companies' activities is not enough to motivate personnel only with the help of wages.

2. Increased competition forces companies to pay special attention to increasing employee loyalty through multidimensional motivation.

3. The need to attract highly qualified specialists to the company prompts it to use a variety of "baits".

4. The social package refers to flexible motivation tools, because is formed by the employer taking into account the changing needs of personnel, which has a positive effect on increasing the productivity of his labor and optimizing the costs of managing it.

5. The social package gives a significant motivating effect, because it is a variable part of the remuneration, which intensively stimulates the creative activity of the staff.

6. The presence of non-cash compensations in the social package plays the role of a moral incentive, the most effective in motivating modern highly qualified intellectual work.

The structure of the social package of Smolensk enterprises is shown in Table 1.

The most popular components of the motivational and compensatory social package and the number of employers who are ready to provide it are payment mobile communication, staff training, providing housing for nonresident workers, compensation for depreciation of an employee's personal car, which is used for business purposes, and gasoline costs, payment for visits to the gym, pool, office lunches, provision of official transport or compensation for travel in public, organization of recreation and leisure ...

Some organizations do not comply with labor laws and allow extended working hours, unpaid another vacation, lack of sick leave payment, salary payment without deduction of social tax, etc. These include, as a rule, small and medium-sized businesses with organizational and legal forms of individual entrepreneurs and LLCs.

Table 1

The structure of the social package of Smolensk enterprises and organizations

Package type	Types of benefits	Share of enterprises and organizations with benefits
1. Obligatory social package	1.1. Payment of leaves of temporary incapacity for work
	1.2. Payment of maternity leave
	1.3. Social insurance (contributions to the pension fund, payment of income tax)
	1.4. Provision of regular paid vacations
	1.5. Compulsory health insurance
	1.6. Reimbursement of travel expenses and relocation to another place of work
	1.7. Reimbursement of travel expenses to employees for the performance of official duties
	1.8. Compensation for employees combining work with training
2. Additional social package
2.1. Competitive social package	2.1.1. Reduced or free meals
	2.1.2. Voluntary health insurance
	2.1.3. Payment for sports and leisure activities
	2.1.4. Payment for vacation and treatment vouchers for employees and their families
	2.1.5. Providing loans and advances to employees
	2.1.6. Professional training and professional development
2.2. Compensation package	2.2.1. Payment of expenses for mobile communication
	2.2.2. Compensation of expenses for the use of personal vehicles
	2.2.3. Refund of funds spent on training
	2.2.4. Accumulative pension insurance

TO specific examples the use of social packages by Smolensk enterprises and organizations include the following. Thus, in the Smolensk branch of Russian Railways, the social package includes elements, each of which is aimed at solving certain problems related to the social motivation of employees, namely:

1. Compensation for the costs of spa treatment, medical services and services of sports facilities;
2. Compensation of costs for summer rest children and kindergarten payments;
3. Compensation for city transport fares, payment for fuel and lubricants and food;
4. Reimbursement of payments for mobile services, Internet and cultural services;
5. Compensation for contributions to non-state pension funds, etc.

At Tander CJSC, the elements of the social package are:

1. Provision of material assistance to employees who find themselves in difficult life situations:

2. provision of free and discounted vouchers to sanatoriums and rest homes;

3. Participation in the corporate pension program;

4. Compensation of costs for mobile communications;

5. Compensation of expenses for fuel and lubricants and depreciation of a car used for business purposes;

6. Compensation for rental housing and moving to another city;

7. Free and discounted meals;

8. Compensation and benefits for work in special conditions.

In the Smolensk branch of Sberbank of Russia, an additional social package includes:

1. Corporate pension program;

2. Conducting complex medical examinations;

3. Voluntary health insurance;

4. Insurance against accidents and serious illnesses, etc.

Small and medium-sized enterprises and organizations do not lag behind large companies in the use of the social package. So, the structure of the social package of LLC AN “Smolensk-Housing” includes:

1. Free training and professional development of personnel;

2. Payment for cellular services;

3. Payment for cultural events.

The following elements are observed in the social package of LLC Profit:

1. Compensation to employees for secondary, higher education and advanced training;

2. Conducting medical examinations;

3. Insurance against accidents and occupational diseases;

4. Reimbursement of expenses for the use of the employee's personal property for business purposes, etc.

A study of the use of the social package in organizations and at enterprises of the Smolensk region showed that the benefits contained in it increase staff productivity, loyalty to employers, reduce staff turnover, and ultimately increase the company's competitiveness (see Table 2).

table 2

Dependence of staff turnover and staff satisfaction on the content and weight of the social package

The ratio of the weight of the social package to the salary	Staff turnover	Share of employees who are satisfied with work
			partially

The indirect results of social packaging for the country's economy as a whole are the development of the sphere financial services, services in the field of vocational education, the market for insurance services and services to preserve and maintain the health of workers.

Based on the research results, the following conclusions can be drawn:

1. It is necessary to provide in the legislation a wider list of compulsory social benefits for employees.

2. Make this list dependent on the size, industry and profitability of enterprises and organizations.

3. In tax legislation, it is necessary to take into account the size of the social package when granting tax benefits to employers.

4. Legislatively establish a decile coefficient (the ratio of the salaries of top managers, taking into account the social package, to the average salary at the enterprise, no more than 5 - 6, with a decrease in the crisis period).

How to qualitatively evaluate a person. Handbook for HR manager T.M. Tibilov

Motivational package

Motivational package

Find out the size of the minimum, maximum and optimal salary that the company is ready to provide. Find out what is the structure of wages, whether there are bonuses and what are the conditions for receiving them, whether there are penalties, whether additional payments for food, accommodation, car, insurance, sports, etc. are expected. Full information about the structure of the compensation package will have a much stronger effect on selection of a candidate, rather than a standard announcement of salary figures and notification of compliance with the Labor Code of the Russian Federation.

Some companies do not attach much importance corporate events, since they do not directly relate to the compensation package. But from the candidate's point of view, their presence can be a significant factor when choosing a job.

Corporate culture. Many organizations lack a clear understanding of corporate culture. Usually, a question about her is followed by an indistinct answer, they say, congratulations to employees on their birthday, together we celebrate New Year and sometimes we do something else. Some even claim that there is no corporate culture in their organization.

In fact, if the company employs more than one person, then there are certain norms and rules, standards of conduct and etiquette, established customs and traditions. All this taken together makes up the corporate culture.

It is important to assess whether the applicant meets the requirements of the corporate culture in order to understand how quickly he will be able to adapt to the new team (and if at all). So, one of the main formulations of refusal: "Wrong type."

You can find out who will fit in this case from a conversation with the direct customer. But even before that, you should observe how employees communicate with each other, what is on the tables, etc. There are no trifles in such matters.

During the conversation, you can learn about the management style of the company in general and a specific department in particular, about the goals of the organization, its distinctive features... We must not forget that the answers may contain information about what kind of organization seeks to be or how it wants to position itself, while the reality may differ slightly from the description. If, for example, the leadership of a Russian company claims to be Western-style management, this does not prevent it from being an authoritarian machine mired in bureaucracy. If an employee comes to such a company from an organization where Western standards were really observed, he most likely will not be able or will not want to work there.

Professional and career growth. Providing opportunities for professional and career development allows many companies to attract development-oriented employees, not just high salaries. If the amount of compensation is, so to speak, a hygienic factor (see glossary), then opportunities for development and career advancement stimulate and involve in the process.

Does the company encourage its employees to strive for learning and professional growth? Can you give examples of a successful career in this company? How long do people stay in one job? Is the company interested in developing its own staff?

Here the employer is tempted to distort and significantly embellish the information. If the specifics of relations in a team or the peculiarities of corporate culture can be identified within one or two weeks of work, then the absence of declared prospects for career and professional growth will become known after a longer time. As a result, the likelihood of a frustrated employee leaving the company increases. In addition, he can harbor resentment against the employer, which often leads to reduced motivation and sabotage.

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The retention of employees at the enterprise, the formation of a corporate culture should be facilitated by measures social plan.
At present, the situation on the Russian labor market has changed significantly in favor of job seekers. Moreover, in many cases it is difficult for employers to find specialists of the required level of training. And the situation is especially tense with highly qualified specialists in certain areas of activity: such as strategic management, marketing, sales, information Technology and etc.
The desire to obtain highly qualified specialists leads to competitive struggle for them using different methods. Raising wages remains one of the most important ways to attract and retain
specialists, but is no longer decisive. As practice shows, the motivational efficiency from the base pay is very low, because the employee quickly gets used to the level of the current wage (on average, within 1-8 months). In addition, paying employees only a salary means, ultimately, surrounding yourself with middle peasants. Therefore, the personality-oriented social policy of firms is acquiring more and more importance: the use of so-called social packages, as well as a system of participation in profits.
The ideal social (compensation) package includes:
- medical care and life insurance;
- educational programs;
- subsidies for rest, travel, free meals (sometimes even three meals a day);
- provision of a car, mobile phone;
- payment for kindergartens and nurseries, gyms and swimming pools;
- non-state pension insurance;
- as well as additional days to the 28-day leave prescribed by the Labor Code of the Russian Federation.
As a rule, today the set of benefits in Russian companies is limited to 2-3 items from this list (usually medical care and free meals - lunches). According to official data (the study was conducted by the Ankor employment agency), the situation with benefits in foreign companies operating in Russia is different.
1. In addition to state health insurance, 79% of companies provide their employees (and most of them pay for it in full).
2. Approximately 80% of companies pay for meals for their employees (costs per employee range from $ 2.5 to $ 8 per day).
3. A car and a cell phone are provided to the head of the company, senior executives (top managers) and, less often, representatives of middle management. Many
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foreign companies provide a car for managers who use it as a tool for their work (sales managers, troubleshooters, etc.).
4. About 40% of firms issue loans to employees. The interest ranges from 0.6 to 15, and the repayment period is from 1 to 5 years. This takes into account the status and wage employee.
5. 24% of companies provide benefits to nonresident specialists: they reimburse transport costs for the employee's relocation and transportation of things, and also pay rent for housing.
An important element of the social package is the provision of medical care, payment for health insurance. The management of many companies began to understand that the health and fitness of an employee is as much a resource as his qualifications and experience. Therefore, more and more attention is paid to programs aimed at improving the health and maintaining good physical shape of employees. This includes paying for insurance policies, renting gyms, courts, swimming pools. And it makes a profit. The experience of many companies shows that money invested in the health of employees pays off handsomely.
Advocacy and assistance in maintaining an active, healthy lifestyle (including by such popular methods as fitness, etc.) can significantly increase the level of prestige of the company among young people and adults.
For many workers, the housing problem is urgent. It is clear that even large companies are not able to provide housing for all their employees in need at the same time, but you can help the best employees buy an apartment by giving them loans on preferential terms. Moreover, if the company employs several people from the same family, this benefit may apply to each family member. In this case, they will be less likely to entice specialists to other enterprises through family ties.
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All employees should be aware that the issuance of loans for housing is determined by the economic capabilities of the company. They are issued annually, for example, to ten employees of the company - people with great experience of impeccable work, highly qualified specialists.
Trade unions should be more actively involved in the implementation of social programs, such as providing or assistance in obtaining or buying housing. It may be advisable to build housing (apartments, cottages), which is rented from the company and becomes the property of the employee only after 15-20 years of work in the company. In this case, the employee will not be distracted by construction and will be able to give more energy to execution. job responsibilities... In addition, during the most productive life period (15-20 years), the employee will work in the company, raise children in a spirit of loyalty to his company, and most likely bring them to work in it (as is the case in Japanese "family" corporations). As a result, the company will not lose either in labor efficiency or in the pace of development.
Joint holding of various thematic events, including excursion, educational and sports and health-improving ones, can have a significant impact on the teamwork and the development of the corporate spirit in the company. Collective “outings” help establish and maintain good relationships among employees. Psychological research has shown that if workers have to work alone or in a hostile environment for a long time, they begin to experience severe discomfort, which negatively affects performance, worsens attitudes towards work, and ultimately leads to high turnover.
Payment for the education of the children of the company's employees is another motivating factor. It can be organized for children who graduated from school with a medal or without a triple. At the same time, top and middle managers get the opportunity to teach their children free of charge, subject to a legally formalized obligation (contract) of children for a certain period of work.
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thief in the company. Children (non-medalists) of other employees of the company can receive material support in the form of a scholarship from the company.
In addition, the social package of an enterprise may include:
- reimbursement of the costs of treatment, prosthetics and other types of medical and social assistance to workers who are injured in accidents at work, or at the conclusion of the health authorities who have established an occupational disease;
- payment of a lump sum when an employee retires for old age or disability;
- payment of a lump sum at the birth of a child to female employees (in addition to the state) in the amount of 10 times minimum wage labor established by the Government of the Russian Federation;
- provision of paid three-day leave to employees, based on the tariff rate (salary), in the case of:
- death of a spouse, child, parents, brothers and sisters;
- the birth of a child;
- your own wedding;
- weddings of children;
- provision of annual paid leave on September 1 to mothers or other persons raising schoolchildren (grades 1-4).
Based on the presented material, you can consider the resources for expanding the social package for employees of your company, aimed at increasing their motivation (and, as a result, increasing the competitiveness of the company). This will prevent negative social and psychological phenomena in the team from manifesting themselves. Individual worker dissatisfaction is less likely to find collective support. Dependent sentiments, which are formed everywhere (in any social environment) with equalization, will decrease.
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Impact of training on work efficiency and career growth of employees. The development of modern business, accompanied by tougher competition, more and more leads managers to understand the need to define a unique mission and basic principles of the company's activities, to form an effective corporate culture of the organization.
However, many managers still believe that building a career is an employee's own business. The main thing is that he must work well, and the career "will take shape by itself." Moreover, managers are often not interested in additional training of employees, because they are afraid that such an employee may move to another company, for more money or a higher position. The effect of the “purchase price” also works, when, when hiring a person, the HR manager or immediate supervisor initially sets a “price tag”: what the person is capable of and what heights he can achieve. In most cases, this assessment is highly subjective. And if the organization has not developed the practice of revising "price tags", then many employees over time begin to strive to remove such "labels" that limit their growth potential, which is quite natural for personal development.
An experienced organizational leader understands that if employees see their careers as successful, the organization will benefit.
Perhaps the most effective method helping employees in building a career is training, including training and consulting, allowing the employee to master new knowledge and skills and, therefore, to find new opportunities (to build professional direction career). Training programs are becoming an increasingly important motivating factor for company employees. And the fact that the management is not afraid to let the employee go for a while, giving him the opportunity to find out what salaries and prospects in other places, has a positive effect on the psychological climate in the organization and speaks not only of care, but also of trust in the employee.
The distribution of functions and responsibilities of specialists in organizing employee training is built as follows.
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HR specialists:
- make up a program and coordinate the learning process;
- prepare educational materials;
- coordinate career plans and employee development activities;
- organize training outside the company;
- determine the effectiveness of training.
Line managers (by line of business):
- determine the need for employee training;
- provide the necessary information for training;
- conduct training at the workplace;
- predict training needs in accordance with the development plan of the unit and the career plans of employees.
When organizing corporate training, managers and HR directors (managers) of companies often have a question: what is better - to hire a full-time trainer for this purpose or contact a training company? On the one hand, the internal trainer of the company knows well its needs, organizational structure, dynamics of development and corporate culture, can develop trainings for a specific task. And at the same time, his services will cost the company less. But on the other hand, it will be more difficult for him to defend his position before the leadership. And the training provider will not only be able to see the “weak points” with a fresh look, but will not be afraid to express his opinion and offer his vision of solving problems to the customer. At the same time, the task of the external trainer is to understand the needs of the client and offer possible options for training programs aimed at solving the customer's problems, together with him to choose the appropriate training system and adapt trainings specifically for this client.
How to choose the right training company? Quite often, the main criterion for choosing a training program is its
price. In this regard, it is important to answer the question: will the required result be achieved in this case? For this to happen, you need to take into account: the degree of popularity of the provider company in the market and its reputation, the professionalism of the trainer, his experience in conducting similar trainings for this business sector, customer feedback and how the development and training will be carried out. It is necessary to answer the questions: will the provider be able to provide the premises, necessary equipment, quality handouts, and food for the training participants? What is the structure and duration of the educational program, training? Will certificates be issued? Is the adaptation of the training planned: how will the preliminary study of the customer's business processes, his staffing needs, the level of training of the trained personnel take place? How should the effectiveness of the training be assessed?
Before deciding to order a training, the manager should calculate the “price” of the problem existing in his organization, that is, the amount of losses if it is not solved, and compare this amount with the cost of the training, which should help solve this problem.
It should be borne in mind that short-term training programs are not always sufficient to achieve the required results. The corporate training system, designed for several months with certain breaks, works much more efficiently. With such a system, the efficiency of the assimilation of the material increases, the cost of training decreases and it becomes possible to track the intermediate result in order to adjust the program if necessary.
Today russian market educational and training services offers the widest range of training programs for staff of different levels: from specialists without work experience to top managers. These are open seminars and trainings, corporate programs, developed taking into account the specifics of a particular market segment. Proposed and complex services for clients: consulting, optimization of the organizational structure, staff recruitment and training. Such a system not only provides the client with additional opportunities, but also involves a system of corporate discounts.
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Quite recently, such a phenomenon as coaching (from the English coaching - to instruct, inspire, train) has appeared on the training market. One of the definitions of coaching is a supportive attitude towards the client with the main emphasis on ensuring that the client achieves his goals, independently solving his problems, to the greatest extent realizing his own abilities and capabilities. At first, coaching was considered a tool for increasing the personal effectiveness of “top officials”, including top managers, and today many companies organize such special trainings for line managers.
In the process of coaching, as a rule, the worldview of employees, working procedures, structures, processes in the organization change. All this happens against a background of resistance (any system resists change).
Coaching helps to find answers to questions, how to create a new mindset corresponding to a new reality, how to change your business in accordance with the changes in the world around you. The main difference between coaching and other developmental programs - such as, for example, training specific skills: communication, sales, etc. - is that the coach-consultant does not give the client ready-made answers to questions, does not indicate what needs to be done to solve the problem , but only helps to find best solution... In the process of coaching, the client is asked questions that lead him to a state in which he must find answers himself, having experienced some kind of insight (creative insight). Essentially, coaching combines consulting and training procedures. It helps to define goals and develop an organization's development plan.
According to many HR managers, even if the company has a full-time trainer, it can be useful to invite a well-known training provider to conduct additional training for employees - the result of such joint training is usually much higher. At the same time, it is better not to wait for the moment when serious "painful moments" arise in the company's activities, but to plan the development of a business training program for employees as a system of preventive measures aimed at preventing possible problems, and entrust this work to professionals.

During the crisis, many companies continue to cut budgets and save on everything, some even refuse social packages, which, of course, can negatively affect employee motivation. FinAssist partner Alexander Volobuev told how you can create an effective motivation package for staff, even with a minimum budget.

Social package and social guarantees are not the same

I would like to immediately clarify what a social package is, since some HR managers mix the two different concepts: social package and social guarantees. The grounds for the provision of social guarantees are the requirements of the Labor Code of the Russian Federation, and the introduction of a social package or a set of benefits for personnel in a company is a voluntary decision of each employer, and this is the fundamental difference between these concepts.

At the same time, the content of the social package can be very diverse, depending on the tasks that the company's management wants to solve with the help of this motivation tool, which works to increase the efficiency and effectiveness of the business.

Budget options for social packages

Now in our difficult times, most companies are trying to form budgetary social packages, which is possible even with a minimal budget. Here are some examples of low-cost, yet effective employee retention benefits: health award (those who have not taken sick leave for a year); free work schedule, half-holiday, the ability to perform certain types of work at home; gifts for the holidays for the children of employees; sale of used corporate cars and computers to employees at discounted prices; additional paid vacation day, etc.

It is enough for an HR manager to leave his office and walk around nearby shops, hairdressers, fitness clubs and other useful establishments, negotiate with them and receive discount cards specifically for his staff - and now the employees will be happy! All of this can be done even if you don't have a budget for your benefits at all.

How not to leave employees without medical insurance

One of the most common components of the social package is voluntary medical insurance, or, in short, VHI. In our practice, we constantly communicate with HR leaders and see that companies are doing their best to maintain this type of insurance in order not to lower the motivation of personnel. A competent top manager understands that the availability of VHI policies for his staff is a guarantee that the employee will receive medical assistance quickly and efficiently, and this will have a beneficial effect on his condition and the number of attendance hours at work.

One of the options for reducing the cost of VHI is insurance with a deductible, i.e. part of the cost of medical services will be paid by the insured employee independently to the cashier medical institution... The employer concludes a contract with a VHI franchise with an insurance company, and he also pays the insurance premium under this contract, after which he distributes the VHI policies to the insured employees.

There are three types of franchise. Firstly, a conditional deductible - the insurance contract establishes an amount that is not payable: if the treatment costs less than the deductible, then the medical services are paid by the insured themselves. If this amount is exceeded, the insurance company pays all costs.

Secondly, an unconditional deductible - the client always pays for the treatment himself within the established deductible. If the treatment is more expensive, then the insurance company pays all costs only in excess of the deductible.

And finally, a temporary deductible - a period is established during which the insurance company does not pay compensation, for example, the first three months from the date of the contract. Illness or injury suffered by the insured during this period is not an insured event.

For employers, the VHI program with a franchise allows, in the event of a small budget, not to leave their employees without medical insurance. As for the personnel, employees will be able to receive qualified medical care even in expensive premium-level clinics at a very modest price, since part of the payment falls on the employer who paid him a VHI policy with a franchise.

You will save money if you study the needs of your staff in VHI

The management of one of the capital's companies applied an interesting way of managing the social package, which allows solving such problems as maintaining the social package, the ability to independently choose a clinic for employees, and reducing the cost of the social package. As before, the company does all the work of choosing a service provider. Further, employees are offered to use any of the services on a co-financing basis. 70% of the costs are borne by the employer, and 30% are paid by the employee himself. This practice has clear advantages: the service is purchased only by those who are really interested in it; the service is in demand, which increases the subjective value of the social package for the employee. It is very important here to ideologically justify this decision in an ideologically competent way so that employees correctly understand the idea of \u200b\u200bco-financing and do not think that the company has simply decided to save money.

The management needs to explain to its staff that even with economic difficulties, the company still cares about the health of its employees, therefore it allocates a certain amount to pay for VHI. For some who do not like going to doctors or are young and healthy, the basic VHI package will probably be enough, while others who are interested in high-quality medical care and regularly monitor their health are given the opportunity to pay a little extra and get an extended VHI package with access to wonderful clinics.

Having carried out such a gradation of employees according to their, let's say, the degree of need for voluntary medical insurance, the company, of course, gets another way to optimize its budget for medical insurance.

The fact is that, as practice shows, not every employee is motivated by the presence of a VHI policy - some (mostly young men under 25) do not need it at all, and they will never use it in a year. And people over 30-35, on the contrary, appreciate having a policy, and for them this is a good motivating factor. In general, the main thing is to know your employees, to study their needs, to be sensitive and attentive to them - then, even with a minimum budget for the social package, it will be possible to create good conditions for them.

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