数字经济条件下的商业结构:经济和社会效率

І. Kychko, Maksym Zabashtanskyi
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引用次数: 1

摘要

研究了吸引人才的最新方法,包括:筛选、招聘、前期培训、外包、再就业和租赁。报告指出,吸引人才的最新方法使有可能形成一个潜在候选人数据库,填补空缺;吸引额外的劳动力资源;减少全职员工的维持费用,必要时吸引临时劳动力,形成实现成功和自我实现的高激励水平;寻找额外的机会获得高回报。雇主不会承担与劳动力成本相关的大量成本,因为他们只会根据所做的工作获得报酬。还强调使用最新的吸引人才的方法有其缺点,即:阻碍全职雇员在职业阶梯上可能的晋升;人员流动增加,社会和心理气氛恶化,可能出现冲突;长期雇员人数减少,对结果和最后期限负有高度责任,由于这部分劳动力市场的法律监管水平低,所提供的服务有可能得不到报酬,难以找到订单,缺乏社会保护,雇员薪酬水平下降。确定了人员保护有效性的标准可以是公司活动的整体效率,即:生产的产品和提供的服务的质量、员工的劳动生产率、人员创新的准备程度、有利可图的活动。委员会指出,最好使用下列指标作为实际征聘人员的标准:搜寻时间、征聘时间、征聘来源、空缺候选人人数、征聘第一年的自然减员。社会效率的定义是:通过吸引员工到公司工作,为员工提供体面的工资,提供必要的社会服务,员工个人能力得以实现和发展,工作强度的时间表和水平得到遵守,对员工的身体没有风险,并保持良好的社会心理环境。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
BUSINESS STRUCTURE IN THE CONDITIONS OF THE DIGITAL ECONOMY: ECONOMIC AND SOCIAL EFFICIENCY
The latest methods of attracting personnel were studied, they include: screening, recruitment, preliminary training, outsourcing, outplacement, and leasing. It is stated that the newest methods of attracting personnel make it possible to form a database of potential candidates, close vacancies;attract additional labor resources; reduce the fee for maintaining full-time staff, attract, if necessary, temporary labor force, form a high motivation level to achieve success and self-realization; find additional opportunities to receive a high reward. Employers do not incurlarge costs related to labor costs, as they are only paid for the work performed. It is also emphasized that the use of the latest methods of attracting personnel has its drawbacks, namely: blocking possible promotion on the career ladder of full-time employees; increase in personnel turnover, deterioration of social and psychological climate, possible conflicts arise; reduction in the permanent staff of employees, a high level of responsibility for results and deadlines, risks of not being paid for the service provided due to the low level of legal regulation of this segment of the labor market, difficulties in finding orders, lack of social protection, decrease in the remuneration level of employees.It is determined that the criteria for the effectiveness of the personnel protection can be the overall efficiency of the company’s activities, namely: quality of produced goods and services provided, labor productivity of employees, readiness of personnel for innovations, profitable activity. It is noted thatit is advisable to use such indicators as a criterion for actual recruitment of personnel: search time, hiring time, source of hiring, number of candidates for the vacancy, attrition in the first year of hiring. It is determined that social efficiency assumes that as a result of attracting personnel to work at the company, the personnel is provided with a decent salary, necessary social services, implementation and development of individual abilities of employees take place, the schedule and level of the work intensity without risks for the employees’ bodies is observed, and a favorable social-psychological environment is maintained.
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