home Ceiling Application of marketing in the field of personnel management. Personnel marketing, briefly about the functions 1 features of territory personnel marketing

Application of marketing in the field of personnel management. Personnel marketing, briefly about the functions 1 features of territory personnel marketing

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Labor force marketing: essence, concepts, functions, management process

The essence and basic concepts of labor marketing. In management thought, there are different approaches to personnel management - economic, organic and humanitarian. But, along with this, recently domestic and foreign scientists have paid special attention to the marketing approach to personnel management.

Based on the marketing approach, it is possible to achieve an increase in real output and production efficiency without attracting additional resources. The development of this Directly in the market environment that is being formed should include the creation of a conceptual framework for labor force marketing, the development of procedures and methods of marketing in this area, and the development of the necessary tools for marketing activities.

It is proposed to use the following as basic principles of personnel marketing:

“Firstly, market activity should be focused on consumers of labor - employers. This involves identifying their groups, potential inclinations to purchase labor services by labor, and the possibilities of actually hiring workers, assessing their requirements for the structure of the specialties and professions they need, based on which must be implemented

measures to train relevant categories of workers. Thus, customer orientation means studying not the production capabilities of employers, but the needs of the market and, based on this, developing a plan to satisfy them;

Secondly, the orientation towards the goals put forward by other subjects of market relations - hired workers - should be taken into account: the formation of their qualification and professional composition, the ability to adapt to the conditions of changing demand; the requirements they impose on the level of wages, production conditions, work and rest hours; psychological benefits, motives of behavior, etc.;

* Thirdly, a focus on a systems approach must be implemented. All activities related to the sale of labor services in a marketing environment must be coordinated and function synchronously. This concerns issues of financing, training and retraining of personnel, generation and use of income of the population, stimulation of employment and promotion of employment, social support, regulatory measures, etc. In other words, the following must be in place: 1) a system for identifying and analyzing market opportunities, providing the necessary information to subjects of market relations; 2) the feedback system ensures the balance of supply and demand in the labor market, maintaining a rational correspondence between them. Thus, the implementation of marketing activities can ultimately improve the coordination of resources;

* Fourthly, the basic principle of marketing should be its long-term orientation. Its techniques and methods should provide labor market subjects with the opportunity to be more informed about the labor market situation, the main trends in its changes, and develop the most effective methods of market behavior, designed not only for success in the current situation, but also in the future. In this sense, marketing in the labor market should be considered not only as an activity aimed at meeting the needs of labor consumers, but also of the entire working-age population entering the labor market and entering into market relations on it. To implement this principle, it is necessary to: regularly conduct marketing research, forecast the situation on the labor market and appropriate planning. Based on the principles put forward, marketing in the labor market can be considered as a system of activities, which allows its subjects to assess the state of the labor market, trends in its changes and make informed management decisions in the field of recruitment (employment), employment promotion and the effective use of human capital. Thus, the tasks of marketing include not only conducting relevant research, but also communicating their results to subjects of market relations, who can, on their basis, make economic choices and adjust their behavior. The use of a marketing system will reduce the degree of uncertainty when making management decisions, identify the reasons why previous actions turned out to be erroneous, assess the situation on the labor market and give a sufficiently reliable forecast of changes in market conditions. The result of marketing activities in the labor market should be to ensure the stability of the position of subjects in the market. Moreover, this situation acts as a continuation of the competitive interaction of subjects. The starting position of marketing is that each subject of market relations, on the one hand, can adapt to the market as much as possible, and on the other, actively influence it, shaping it in a direction beneficial to itself. This requires qualified knowledge of the market, which is achieved through marketing research. Thus, marketing acts as a control system and as a managed system.

The main subjects of marketing in the labor market are employees, employers, state employment services, non-state structures for promoting employment, the state migration service, vocational educational institutions, and trade unions. For many reasons (lack of financial resources, information, etc.), no single entity undertakes to perform all marketing functions. Therefore, coordination and interaction are necessary for successful marketing activities.

Object of marketing becomes any object that is offered on the market for exchange for a certain amount of any goods and is in demand under these conditions.

Workforce Marketing(personnel) is the marketing of labor services. you have to buy them, taking their word for it. To convince the buyer to do this, sellers strive to formalize the most significant parameters of the service for the buyer and present them as clearly as possible: diplomas, certificates, recommendations, etc. Thus, in the labor market, marketing objects are: labor (labor services) and workers places.

All the various marketing means are used in two types of marketing: marketing focused on the product, which is labor (labor services); marketing focused on satisfying consumers (employers), taking into account their differentiation.

These types of marketing in the labor market are expressed in the following: one side of marketing activity should be aimed at a product in the form of labor services provided by the labor force, the other should be aimed at meeting the needs of employers. When combining these two types of marketing, the coordination of supply and demand should be optimal. The first type of marketing must ensure the competitiveness of labor supply. However, it is possible to determine the conformity of professional qualifications, age and other qualities of the labor force in the demand market only by learning about the assessment of these qualities by consumer-employers. This is of particular importance for representatives of those professions and specialties that have not traditionally been present on the market

workforce (for example, specialists from market structures in the domestic workforce, specialists in high technology, etc.). The questions of analyzing the need of employers to “buy” something that they did not know before and which qualitative aspects of the labor force did not need are becoming very relevant. This is also due to the fact that investments in “human capital” are risky over a long time interval. The process of responding to changes in labor supply in response to changes in demand demands involves a long-term lag. The short-term nature of retraining does not ensure sustainable competitiveness of the workforce. In addition, adaptation processes are complicated by psychological issues (reluctance on the part of individual workers to undergo retraining, inability to implement it, etc.). Less risky is marketing focused on the product (labor, labor services) and the consumer (employer), that is, the so-called integrated marketing.

At In this regard, in order to position a product on the labor market, various approaches can be used:

* Based on certain advantages in the professional and qualification characteristics of the employee, i.e. main purpose of the workforce;

* Based on expanded or specific workforce characteristics;

* In comparative terms of the content of use value;

* By accurately distinguishing ideas about a specific product “labor power” from other similar ones;

* By identifying the offered product with other similar ones;

*Based on special consumption requirements.

Depending on the approach used when positioning a product on the market, the following types of marketing are distinguished:

* Conversion marketing is used when there is negative demand for a specific specific labor force. It is aimed at overcoming the negative attitude of the consumer towards it. The task comes down to analyzing why potential consumers neglect this ability to work, as well as implementing a program to overcome and change preferences and opinions, forming the image of the profession;

* Incentive marketing with zero demand for specific labor. It is associated with the promotion of demand for the ability to work, is clearly distinguished from the already consumed labor force in the labor process, and offers new opportunities to satisfy the desires and preferences of the consumer;

* Prospective marketing with latent demand for specific labor. It is designed to identify the potential demand for labor of a certain spot living cost and trends in its development, to determine ways to satisfy it;

Remarketing decreases with demand. It is aimed at revitalizing the professional training of workers and specialists with an established structure of profile and qualifications;

Supportive marketing with constant demand for specific labor. It is aimed at constantly storing the volume of demand for a certain ability to work;

Demarketing with irrational demand for labor. It aims to reduce the volume of demand for a specific ability to work;

Counter-marketing for unwanted demand for specific labor. It aims to limit and redirect consumer demand by offering appropriate alternatives;

Diversification marketing with unstable (seasonal) demand for specific labor. It is aimed at finding jobs, the demand for which does not coincide in time with the demand for satisfying a certain type of consumer.

Marketing working concept strength. In addition to the above-mentioned approaches to positioning the workforce and typology of types of marketing, modern science and practice of personnel management identifies a number of concepts of workforce marketing. Analysis of the works of foreign and domestic scientists makes it possible to highlight the following concepts of labor marketing:

1. The concept of effective formation of a professional workforce. According to it, consumers focus on such a product - “staff”, which is widely available and sold at low prices. Participants in marketing activities direct their efforts to achieve high “serialization” and create conditions for combining labor abilities with capital through all kinds of employment. This concept currently dominates the domestic labor market due, firstly, to the low purchasing power of the bulk of actual and potential consumers; secondly, with significant costs for promoting employment of the population (vocational guidance, training, reorientation and retraining, distribution, etc.) and the need to quickly reduce them in order to achieve a larger market share.

2. The concept of human capital. According to it, consumers focus on such a product “specific labor”, which most closely corresponds to the highest level in technical, operational and quality characteristics, thereby providing the greatest benefit. A marketing participant directs efforts to create and form the use value of labor for its continuous improvement. In conditions where supply is higher than demand for labor, this concept becomes especially relevant.

Both employers and employees benefit from increased investment in human capital. The former benefit from the opportunity to improve the skills of their workers managing physical capital. And the latter benefit not so much from the prospect of career advancement and from increased income from work, but from the expansion of market opportunities that education provides.

3. The concept of product promotion "staff". It is based on the belief that if the consumer is left to independently decide whether to hire an employee of a certain level and profile of training, then consumer choice preferences will remain unchanged. On the contrary, if you apply the appropriate methods of “winning a place in the sun” in the labor market, then the appropriate option for combining the ability to work with capital will be ensured.

4. Pricing concept. According to it, an increase in the cost of labor in itself can lead to better practical returns, labor productivity, and improve the psychological climate in the team, that is, high-income workers value their jobs and do not want to lose it due to low labor productivity and labor disruptions, technological discipline.

5. The concept of traditional marketing. It is based on the fact that achieving goals is possible by accurately identifying the needs of target markets and providing satisfaction in ways that are more efficient and more productive than competitors. The marketing participant integrates and coordinates its activities in an attempt to ensure consumer satisfaction of actual and potential consumers of the product.

6. The concept of social benefits. It lies in the fact that the market forces employers to adapt wages and other characteristics of work activity to the preferences of the seller of labor. Despite the fact that problems remain at individual enterprises, working conditions are gradually becoming safer and less harmful to health, while income levels are growing.

7. The concept of consumer choice. The consumer choice of labor is the choice of a function that maximizes utility and combines the ability to work with capital in conditions of their limitation. A reasonable choice involves both a comparison of additional benefits and costs, and equality between them. Consumer choice is influenced by the tastes of the consumer of the product. At the same time, most consumers of labor are characterized by the effect of joining the majority: the employer depends on the opinions of others and this dependence is direct. He buys those “labor” goods whose level and profile of training is familiar to him. Almost every new specific ability to work, no matter how useful it may be, must be imposed on him. A certain part of consumers is characterized by the so-called “snob” effect, that is, the desire to stand out from the “crowd” is dominant. Dependence of this kind of buyers

from public opinion the opposite is true. And for a very limited circle of labor employers, the Veblen effect is characteristic. The latter is characterized by demonstrative use of the ability to work, making an unforgettable impression on other commodity owners.

8. Personnel marketing in the narrow sense is part of supply marketing, since its main task is to provide staffing for the enterprise (especially during periods of high market conditions). In a broader sense, it is an active form of social exchange process between an enterprise and the labor market. Personnel marketing activities concern both relations with the labor market and relations with one’s own employees. Such duties in each specific case can be performed by any employee who is free at a given time. The extension of basic ideas and approaches of marketing to the field of personnel management helps to identify employees with their company and increase their labor productivity, helps to develop and strengthen the culture of the company.

9. The concept of intra-organizational marketing. It has the goal of integrating personnel policy and sales marketing, which should be the use of personnel policy tools while maintaining the priority of sales and the use of marketing tools to influence personnel. Internal marketing is a conscious influence on the behavior of employees of an organization to increase their competence (in particular, in the field of service provision), and thereby stimulate the marketing orientation of the team. Three groups of tools are distinguished here: personnel policy tools with a sales orientation (provision of personnel, training and personnel management); means of internal communication with a sales focus (internal individual and collective communications); external means of marketing with a focus on personnel, especially external mass communications (advertising, public relations, etc.). The entire toolkit is aimed at making employees aware of the importance of the service sector. Internal organizational marketing is of particular importance for non-profit organizations with a multi-stage, decentralized structure.

10. The concept of ego marketing. The concept of ego-marketing and the concept of self-marketing, which is close to it, is a systematic approach to personal self-realization, when a person, in a competitive environment, must determine his position in society through the maximum mobilization of energy and initiative, natural gifts, acquired knowledge and skills, personal entrepreneurship and active life position. A socially oriented market system creates fairly acceptable conditions for the life and useful activities of all members of society, but this happens thanks to the efforts of the most active and self-motivated individuals who take care of their personal well-being and the well-being of the entire society.

Ego marketing- this is a program for the realization of personality, which every active member of society can draw up for himself. It is the task of the program to achieve success that mobilizes a person for specific actions, consistent steps towards the set goal, overcoming the difficulties encountered and gives pleasure from the awareness of his significance and usefulness for society.

Self-marketing- this is a program of certain actions of a person who must create the most favorable conditions for the sale of the main “good” that all healthy, active members of society possess. This “product” is labor, that is, knowledge, skills, talent, professionalism. In order for the “product” to be sold on the most favorable terms for its owner, a series of sequential actions are required, which are similar to a marketing program for the sale of goods:

Conducting a self-assessment (what exactly interests you, where you would like to work, how the person’s desires relate to the level of professionalism);

Studying the basic instructions and content of the main types of work (this information is available in various specialized educational institutions, enterprises and organizations);

Precise formulation of the purpose of the search (assessment of advantages, focus on public or private structures, desire to live or work in a big city, small town or rural area);

Studying the real job market and assessing its capabilities (the number of vacancies on the job market that are of interest to the state of the industry, the level of wages and prospects for its growth, other characteristics of the labor market);

Preparation of a certificate, which should be short and contain the information necessary for the employer.

The variety of labor marketing concepts is due to the specifics of the “labor” product and the different interests of labor market subjects.

Thus, an analysis of the types and concepts of workforce marketing makes it possible to assert that personnel marketing is a type of management activity aimed at long-term provision of the organization with human resources. These resources form a strategic potential with the help of which it is possible to solve specific target problems. Knowledge by specialists and company managers of the basics of personnel marketing is an important condition for the effective functioning of the organization. ■:

Marketing functions personnel. Considering that personnel marketing, as defined above, is a type of management activity, it has both general management functions, characteristic of any type of management activity, and specific ones. Common features include:

a) planning - establishing goals, objectives of management activities, determining the stages of its implementation, performers, resources;

b) organization - the choice of the structure of the object and subject of management, the implementation of their relationships and interactions;

c) coordination - regulation, adjustment, activation of the actions of governing bodies;

d) control - accounting and analysis of the results of management activities;

e) processing and comprehension of information to understand the dialectical development of the control object;

f) forecast - it is possible to assess phenomena and processes characteristic of the control object.

The competence of the labor marketing department at the enterprise should include the following special functions:

Studying and forecasting the labor market, adapting to meet market needs for goods and services, corresponding restructuring of the workforce;

Recruitment and selection of personnel using job descriptions and job descriptions, testing and interviewing workers;

Allocation of personnel to departments, areas, workplaces: management of adaptation, retention, rotation and intra-company personnel movements, formation of a stable and flexible workforce;

Business career planning, assessment of an employee’s human capital and the level of its use in a given workplace using appropriate methods and technical means, certification of specialists, formation of a reserve for promotion, professional qualification advancement;

9 cooperation with subjects of the regional labor marketing management system on mutually beneficial terms.

Marketing Management Process personnel. Considering the capabilities of enterprises, there is not always a need to create a complete labor marketing management system; it is enough to concentrate marketing functions in one unit of the personnel management system.

The marketing management process includes the following stages:

1. Market opportunity analysis, which includes:

a) marketing research and collection of marketing information;

b) analysis of the marketing environment, the capabilities of the labor market subject;

c) analysis of labor consumers.

2. Selection of target labor markets, which provides the following sequence:

a) measuring and forecasting demand for specific labor;

b) segmentation of the labor market;.

c) selection of target market segments;

d) positioning of the product “labor” in the market.

3. Development of a marketing complex (marketing mix):

a) development of the product “labor”;

b) determining the cost of specific labor;

c) development of a system for the distribution of labor and communications (advertising, employment stimulation, organization of favorable public opinion, personal contacts)

d) provision of personnel (selection of personnel for professional performance of marketing functions, training of specialists and other personnel of the labor market entity, organization of personnel labor and management, incentives based on the results of performing marketing functions).

4. Implementation of marketing activities. They are carried out through a marketing information system, a planning system (development of strategic plans, marketing plans), an organizational structure, a marketing control system (measuring results, analyzing results, carrying out corrective actions). At the same time, the methods of carrying out marketing activities or management methods, based on the characteristics of their content and the mechanisms of influence on the control object, may be the following:

Economic - putting into action a motivational mechanism for remuneration in the form of stimulating the most capable workers for a specific type of professional activity, abandoning the principle of “cheap labor” in the organization of labor processes;

Socio-psychological - formation of personnel according to the “team” principle, taking into account the type of professional personality of the employee and the characteristics of the interpersonal environment;

Organizational and administrative - methods that ensure its unity in the requirements for management objects (direct administrative instructions, regulatory regulation, development of standard procedures for administrative influence).

Marketing activities in the field of personnel are a complex of interrelated stages (see Fig. 1.). The general methodology of personnel marketing is based on the basic principles of the theory of “production” marketing.

Fig.1.

The initial information for determining the directions of marketing activities, forming a personnel marketing plan and measures for its implementation is provided by an analysis of external and internal factors (Table 1). External factors are understood as conditions that the organization as a management entity, as a rule, cannot change, but must take into account to correctly determine the qualitative and quantitative need for personnel and the optimal sources of covering this need. Taking into account the external environment allows you to avoid major mistakes when developing areas of marketing activity. By internal we mean factors that are largely amenable to control by the organization. Full and accurate accounting of all external and internal factors determines the level and features of the implementation of the main areas of marketing activities in the field of personnel. link

The main areas of personnel marketing are:

· development of personnel requirements;
· determination of personnel needs;
· calculation of costs for the acquisition and further use of personnel;
· choosing ways to cover staffing needs. link

If we consider marketing in the field of personnel management as a type of activity aimed at satisfying the requests and needs of the company, then knowledge by HR specialists and heads of departments of the basics of marketing in the field of personnel management is a necessary condition for the effective functioning of any company.

Marketing in the field of personnel management as an activity of HR management consists of:

· development of professional requirements for candidates (employees) taking into account the general competencies and results required by a given company (economic analysis of the workplace and the result of completing assigned tasks);
· determining the qualitative and quantitative needs for personnel (planning the optimal number of companies);
· calculation of costs for the acquisition and further use of candidates (employees);
· selection of optimal sources and ways to cover personnel needs;
· research into the needs of the personnel market (for timely motivation of own employees, reducing staff turnover);
· studying the environment, groups and categories of personnel (for timely motivation of own employees, reducing staff turnover, and creating competitive advantages);
· assessment of the demand potential in the labor market for a given company (presence of competitive advantages);
· segmentation of the labor market for a given company (presence of competitive advantages);
· preparation of marketing activities for the target segment (studying and creating the company’s image, creating information channels, etc.);
· staff incentives (competitive advantages).

The essence of marketing in the field of personnel management is to ensure “sales” of jobs to candidates and employees, which depend on the capabilities of the company and the desire of employees to work in it.

Marketing philosophy is an activity aimed at satisfying consumers; in this work, marketing can be formulated as “a company’s admiration for the effective work of its employees.” “Buyers” of personnel are organizations that need to complete assigned tasks, achieve production plans, and realize the required results. link

The company's efforts are primarily aimed at retaining existing personnel who meet the standards and requirements of the organization, and new employees need to instill respect for their workplace and the organization in which they work. In order to improve personnel marketing, it is necessary to introduce innovations in the field of personnel management, which should serve as the development of the entire organization for more effective enterprise management. Link

The similarity between personnel marketing and product marketing lies in the development of a set of activities that can be risky for management in that focusing only on personnel can be dangerous for the organization in that the main goal of any enterprise will be forgotten - making a profit.

Internal and external personnel marketing are interconnected and interdependent processes that occur simultaneously in the external and internal labor markets: the organization’s image as an attractive employer should be built, first of all, on the positive results of internal HR marketing. In this regard, responsibility for the implementation of the personnel marketing process should lie not only in the personnel service, but be the task of all employees responsible for personnel or representing the enterprise in the external environment.

The external marketing environment of an organization should be understood as a set of conditions and factors that influence the activities of the enterprise, determining personnel requirements, calculating personnel needs, training and retraining of personnel.

External personnel marketing assumes that the organization uses all its capabilities and reserves in the labor market. The main profile of personnel marketing activities is external profiling of the enterprise, this means that the enterprise creates the most attractive brand as an employer.

Potential employees should be aware of career opportunities within the company. Statistics on how many people have built a career in a particular organization also have a positive effect on the formation of an enterprise brand. There are companies that are a kind of incubator for training qualified specialists in any field. They do not receive career growth here, but the company is a good start for a future career when entering the foreign market. Other organizations, on the contrary, prefer to train their own specialists; here there is already an opportunity to go a certain way up the career ladder.

Personnel marketing in the external labor market is the activity of the organization’s personnel service to study and assess the state of the specialized labor market, trends in its changes in order to prepare and make informed management decisions in the field of searching and attracting the best quality labor force to the organization.

External marketing of personnel consists in the fact that the activities that apply to personnel are valid only in the external labor market. The main objective of personnel marketing is to create a favorable image in the labor market in relation to job seekers.

This requires four important aspects to be identified:

· show the prestige of the enterprise as a workplace and a way of demonstrating them to potential employees;
· use various methods to attract employees: open days, consulting;
· placement of advertisements about vacancies;
· identifying new problems that may arise in the labor market.

External marketing shows the potential employee the best qualities of the proposed place of work, often embellishing, which gives additional positive aspects in the mind of the applicant, directing him to a specific organization. Without self-promotion, there will be no attracting potential employees. Each head of an organization is forced to promote his enterprise in such a way that it becomes attractive in the labor market. For effective positioning of the enterprise, advertising is necessary. External marketing is the main link between the organization's management and potential employees. One of the main tools that makes a company famous is, of course, advertising. It is a necessary detail of the organization’s image. The original purpose of personnel marketing is to popularize jobs among consumers. An employee will never come to work at an enterprise until he is convinced of the need to change one job to another. External personnel marketing lets potential employees know about the merits of a particular enterprise.

Internal marketing is the attraction, development, motivation and retention of qualified personnel by offering jobs that meet their needs. Internal marketing is a philosophy of treating an employee as a client and a strategy for creating a work-product in accordance with the needs of the employee-client"

“The idea of internal marketing is that employees of an organization should be motivated to meaningfully serve customers, be customer-oriented and interested in performance results through the active application of a marketing approach to the internal employee market.” .

Internal marketing is systematic actions to overcome personnel resistance to change, motivation and integration of employees in order to effectively implement corporate and functional strategies"

Internal marketing is a component of the management function that is used in personnel management. Due to competition in the labor market and an increase in the number of employees with higher education, increased requirements are being formed for the employee’s attitude towards the company. Therefore, managers are increasingly using internal marketing methods.

Internal marketing is a tool for personnel quality management, as it ensures product quality standards and increases employee motivation to work, thereby increasing the final cost of products produced by the enterprise.

The essence of internal marketing is to create favorable relationships between the organization and employees, on the same basis as organizations with their clients, suppliers, and partners. The management of the organization represents the “finished product” - a position with its rights and responsibilities, job description, and additional conditions. A potential employee wants to buy this product, offering his labor functions to the organization in exchange. We can conclude that, to the traditional term marketing - customer orientation, employee orientation is added.

The most effective tool for internal personnel marketing is an in-house personnel marketing study, which allows you to find out the “satisfaction” of employees with the company. .

Internal marketing, considered as a system of relations with contact personnel regarding improving the quality of services provided, requires solving the following tasks:

· collecting information about the work of staff, in particular about their relationships with clients;
· clear identification of the needs of internal customers;
· staff awareness and acceptance of the idea of customer orientation;
· training staff to manage situations when interacting with clients;
· creating an organizational culture that promotes customer focus;
· cross-functional alliance of human resources management and marketing in order to optimize the synergistic potential of motivated employees satisfied with the internal product-work;
· creating, at a minimum, a permanent workforce with minimal absenteeism and turnover and, at best, personnel with the high level of morality, initiative and responsibility required in providing services to clients.

Lings J.N. considers internal marketing in two aspects: personal and procedural. link

The personal approach is based on the concept of personnel management (HRM - Human Resource Management). It is assumed that the success of external marketing depends (to a certain extent) on whether the staff and, above all, the contact staff are sufficiently satisfied and motivated, because the perception of the purchased service largely depends on it. .

The quality of services is inseparable from the quality of the service provider (employees). At the same time, employees are considered as consumers of a specific service - work; therefore, the organization must apply marketing tools in relation to this service (work) in order to satisfy internal consumers (employees) of this service.

Thus, internal marketing is the application of marketing philosophy and practice to people serving external customers.

The process approach to internal marketing is based on the concept of total quality management (TQM - Total Quality Management). The object of internal marketing is the process of providing services, in which each department (employee) of the company considers another department (another employee), using the result of the work of the first, as an internal consumer and tries to satisfy its internal consumer by providing him with a quality service. .

Other scholars classify internal marketing in procedural aspects according to the types of exchange processes within the company and the participants involved in these processes.

The concept of internal marketing can be considered by analogy with traditional marketing mix (4 “Ps” - product, price, place, promotion).

The internal marketing mix includes the following elements:

1. A product is a job offered by an organization to an employee. Development of an internal product (work) includes the following elements:
- · selection of suitable personnel;
- · effective internal training;
- · correct distribution of powers and responsibilities;
- · creating conditions for working in a team. link

Staff satisfaction with an internal product (work) depends on how much the consumer properties of this product meet the expectations of the staff.

2. The price of the internal product is the opportunity cost of the chosen work, the so-called choice price. Determining the price of an internal product is based on the fact that the benefits employees receive from work must be greater than this opportunity cost, i.e. employees must understand that in this job they receive more material, social and other benefits than they could get in another job. Only in this case can the organization count on satisfied staff performing quality work.

In other words, the price of the internal product is determined by the degree of employee motivation. Personal motivation of employees is determined based on the degree of demand for factors that determine various aspects of motivation, for example, such as the method of salary formation, career growth prospects, preferential conditions when using the services of one’s own organization, holding collective events of an entertaining nature, education, trainings, seminars on advanced training, etc.

3. Place (the method of delivering the internal product) - the correct distribution of employees within the organization. This component is considered primarily from the point of view of the effectiveness of the organizational structure. The convenience of the territorial location of the place of work for individual employees is also considered. For example: when distributing employees among various departments, additional offices and other structural units located in different parts of the city).
4. Promoting an internal product is the formation of a corporate culture that helps meet the needs of internal customers, the creation of a system of effective relationships between internal customers and internal suppliers, between internal customers and external customers, the development of internal communications and other internal elements. link

The internal marketing process is carried out at two levels: strategic and tactical.

· methods aimed at motivating staff and decentralizing the decision-making process;
· personnel policy, including personnel selection, development of job descriptions, remuneration systems, etc.;
· internal staff training;
· planning and control of the process of specifying services. link

The goal of internal marketing at the tactical level is to organize the sale of services, support services, conduct campaigns and individual marketing techniques aimed at personnel and based on the following principles:

· personnel is the first market for the company’s services;
· employees must understand why they are expected to behave in a certain way in a certain situation when providing services;
· employees must recognize all the company’s actions as correct, and agreement must be reached between management and staff on all major issues;
· the service must be fully developed and tested within the company before it is sold to external clients;
· internal information channels must work effectively. Approaches to the study of internal personnel marketing have been studied; its aspects can be emphasized:
· internal marketing is considered simultaneously as a tool for managing contact personnel and as a tool for managing the quality of services;
· the organization in the concept of internal marketing is considered as a quasi-market in which internal consumers and internal suppliers operate;
· the most developed practical aspect of internal marketing is intra-company marketing research on the satisfaction of internal customers with the services of internal suppliers;
· internal marketing is associated with planning and decision making, i.e. should be implemented as a management process of the company in connection with its goals, strategy and individual activities. link

Qualitative and quantitative personnel requirements are calculated in unity and interconnection. link

Qualitative need, i.e. The need for categories, professions, specialties, level of qualification requirements for personnel is calculated on the basis of:

· professional and qualification division of work recorded in production and technological documentation into the work process;
· requirements for positions and workplaces, set out in job and work instructions, job descriptions;
· staffing table of the organization and departments, where the composition of positions and jobs is recorded;
· documentation regulating various organizational and managerial processes, highlighting the requirements for the professional and qualification composition of performers. .

The qualitative need for specialists and managers can be determined through the consistent development of the following organizational documents:

· a system of goals as the basis of the organizational structure of management;
· general organizational structure, as well as organizational structures of divisions;
· staffing table;
· job descriptions and job descriptions. .

To determine the total staffing requirement, the quantitative requirement is summed up according to individual qualitative criteria. The calculation of quality needs for professions and specialties is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality needs.

The task of determining the quantitative need for personnel comes down to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number of employees for a certain time period.

It should be noted that there are no fundamental differences in the approaches to determining the number of personnel adopted in domestic and foreign practice. There are several main methods for calculating quantitative personnel requirements.

Conclusion for chapter 1

Personnel marketing is a type of management activity aimed at identifying and covering personnel needs.

The task of personnel marketing is to control the situation on the labor market to effectively cover the need for personnel and thereby achieve the goals of the organization.

Marketing activities in the field of personnel are a set of interrelated stages in the formation and implementation of a personnel marketing plan.

The functions of personnel marketing for organizational activities in personnel management are as follows: analytical; informational; communication; career guidance; social; personal; organizational.

Determining the need for personnel is one of the most important areas of personnel marketing, which makes it possible to establish the qualitative and quantitative composition of personnel for a given period of time.

The costs of acquiring and using personnel are divided into external and internal. Both the first and second can be one-time and current.

The goal of internal marketing at the strategic level is to create an internal company environment that promotes the development of motivated and customer-oriented personnel. The goal of internal marketing at the tactical level is to organize the sale of services, support services, conduct campaigns and individual marketing techniques aimed at personnel.

Personnel needs are one of the most important areas of personnel marketing, which makes it possible to establish the qualitative and quantitative composition of personnel for a given period of time.

Qualitative and quantitative personnel requirements are calculated in unity and interconnection.

Thus, the first task of studying the theoretical foundations for increasing the efficiency of the personnel management system through the use of external and internal personnel marketing tools has been solved.

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Application of marketing in the field of personnel management. Personnel marketing, briefly about the functions 1 features of territory personnel marketing

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