Yana Kudryavtseva: Manage a human capital under laws of Wall Street

Yana Kudryavtseva: HR processes based on SAP in IBS are automated long ago: we use basic functionality of the platform more than 10 years. IBS in general practices approbation of systems on itself: such is the policy of the company. So, not without pride I will note that we were the first who once implemented SAP HCM in Russia. Of course, in a decade a system, remaining in operation, constantly evolved, but it became "runway" for a performance management system of employees.

TAdviser: How did the company management come up system implementations of increase in efficiency of a human resource with the idea? For what it was required to you?

Yana Kudryavtseva: Among the reasons which pushed IBS to development of this functionality I would select two main. Absolutely precisely this project was preceded by something bigger: paradigm shift of the company, at the level of business global transition as resource to his understanding as human capital which lives under laws of the capital i.e. demands competent investments from understanding of own staff. As service company we felt this transformation not in words, and in practice, in our business cadres are the key to everything.

On the other hand, need of human capital investments demanded existence of absolutely specific and simple tools for implementation of such tasks. In a project deliverable there was a portal solution as a common information space to which all staff of the company has access. Depending on organizational roles and the access level information appears at them in the customized type.

Thus, adoption of HR solutions is performed in a set of points: heads of all levels have before themselves that information which is in the field of their decision making, as allows them to take earlier and exact managerial measures. So at the level of the concept we made adoption of HR solutions more dispersed as that the human capital worked, its management should be dynamic.

TAdviser: In IBS company more than one thousand employees work, as far as I know. Assessment of their efficiency – quite difficult task. What criteria did you choose for carrying out such assessment? They are uniform for all?

Yana Kudryavtseva: If to be exact, in IBS more than 1500 employees, including at offices in Perm and St. Petersburg work. But the criteria elaborated by us are absolutely identical for all staff of the company regardless of their geographical accessory. And in it, I consider, the key to success. Criteria in this case concern qualification of employees and their working experience, also some other parameters is considered. The commonality of this scale for all matters.

TAdviser: What main mechanisms of increase in efficiency of employees implemented based on a system? What does it allow to perform? Plan training, advanced training, something another?

Yana Kudryavtseva: The main system capability is a visualization of a status of a human capital on the basis of the set parameters, and visualization dynamic. Here comparison with monitoring security market where the picture constantly changes is appropriate: some assets "sink", some – unexpectedly go uphill, but this process happens permanently.

In a system it is equal also: we constantly see a relevant cut of a status of human assets, at the same time we can see what of them, for example, are underestimated. The CEO sees such picture on all company, the head of department – respectively, on the of department. The non-management employee, on the contrary, sees itself in the general mosaic and understands the place in the company, realizes the career way more accurately. We also tried to obtain it.

TAdviser: How it seems to you what Russian the companies implementation of such systems is the most relevant today?

Yana Kudryatseva: Laws which investors with the Wall Street use in relation to a human capital work in the same way. Business in general "likes" transition of abstract categories in mathematical and visual. Other question that for start of such project a certain methodological base which we already had in finished form should be created. In a performance management system not information is important, and how it is provided. We had data always, the second layer is SAP which processes and stores data, and the third layer – our system which only in the presence of the first two decorates all pyramid as cherry on pie.

Besides, the concept "human capital", I am afraid, it is applicable in different spheres of economy differently. Whether for our business, for example, it is basic the oil-extracting company Can operate with it, for example? I will not risk to tell with an accuracy. But there are also other businesses, not only service where the human intelligence is critical. Also human capital management is required where dynamics of business is high and constantly increases. If earlier we were able to afford luxury of year planning, then time call now such is that the companies are forced to reduce the period of this planning as far as it is possible. And the quicker they can react and make decisions, the survival of business is more.

TAdviser: Whether there were some difficulties within the project?

Yana Kudryavtseva: Now we should pass also a certain stage "accustomings" to a system. So, it is available to all heads, but all of them use it absolutely differently, and it is one of difficulties of this sort of projects. Yes, data are available, clear, but … are unusual.

TAdviser: Do you have plans for development of a system?

Yana Kudryavtseva: Now the structure of the IBS group changes, first of all divisional structure, but from outside the system of obstacles to these changes is not present, it adapts very flexibly and recustomized. Moreover, we can move with its help to the following level and estimate the state of health and perspectives of this capital at other degree of enclosure at it and to besides use this information for further decision making. I will add, as existence in the system of a possibility of flexible configurations stimulates from a reverse side: you are constantly found in search of even more optimal solutions.

Overview of the Personnel management system of HRMS

The TAdviser center conducted an annual research of the market of personnel management systems in Russia. Unique statistical data about implementation of HRM systems are provided in this overview in free access, the functionality of modern solutions is described, recommendations about the choice of systems are provided. Chief information officers and suppliers impart experience creations of effective information systems.

• Classification and functionality of personnel management systems
• To whom and when it is necessary to implement a HRM system?
• Russian market of HRM systems: volume and trends of 2011
• Industry specifics of implementations of HRM in Russia
• Yana Kudryavtseva IBS: Manage a human capital under laws of Wall Street
• Severstal: "Business start" on personnel management process automation
• The perspective HRM tools for the Russian companies
• Talent management (talent management)
• Cloud HRM systems
• Social HRM tools
• Systems of corporate training
• Recruitment automation
• Biometric systems of accounting of working time
• Igor Gubanov IBS: We provide requirement of the market on a step forward
• Andrey Li of I-Teco: Even more often SAP HCM is implemented by method of "Big Bang"
• Methods, approaches and problems of implementation of HRM systems
• Legislative changes in HRM
• Main errors HRM of projects
• TCO: How many will" the information system "cost"?
• As it is correct to select a HRM system: methodical recommendations
• Volume, dynamics, structure of the world market of the automation equipment of HR services
• Top trends of development of the world market of HRM
• Suppliers of HRM systems: leaders in different segments
• SAP implementation of HCM with I-Teco
• The industrial solution Recruiting based on SAP HCM