Labor market within the enterprise. Requirements made by employers for specialists in the educational field

Depending on the location of distribution (field of activity), a distinction is made between the external and internal labor markets and, accordingly, personnel marketing.

External marketing of personnel means that the organization implements the approach and tools corresponding to it on the external labor market. The main task of personnel marketing is the external profiling of the enterprise, which, first of all, means conveying to potential candidates for a vacancy a positive attitude towards the organization and providing it with the necessary, professionally suitable employees.

For organizations with internal labor markets, the external labor market acts as a kind of shock absorber: during the boom period, workers are hired through the “entry port” (usually for unskilled work), and during the recession, they are fired.

Attracting workers outside the enterprise provides the manager with wider choice and directly covers the organization’s need for personnel, as well as creates new impetuses for development. At the same time, the company may lose the opportunity to use the motivational potential of the internal labor market.

The internal labor market is a system of labor relations limited by the organization.

Main features of the internal labor market:

The wage rate of a number of workers does not depend (or almost does not depend) on the ratio of supply and demand for a similar type of labor on the foreign market;

Salaries, as a rule, are higher the longer a person works in a company and the older he is;

The company has a service (career) ladder and a promotion system based on the use of existing employees;

Formal and informal rules of behavior and intra-company traditions play an important role;

The relationship between employer and employees is long-term and stable.

Often work requires unique knowledge and skills that are associated with special training. It is more profitable for a company to use those who have already mastered them than to hire workers on the external labor market. Hiring each new employee is associated not only with additional costs, but also with risk, the greater the greater the responsibility of his job responsibilities.

At the same time, domestic labor markets have their own problems and shortcomings. Thus, if wages depend on a worker's position, length of service, and age rather than on productivity, then incentives to work may be weakened, so that the firm must maintain a sufficient level of internal competition for advancement.

Internal personnel marketing is focused on employees already employed in the organization, and involves taking into account and forming the most important five factors of its attractiveness as a place of work:

The range of tasks and responsibilities of the employee.

Opportunities for professional growth and career building.

Opportunities for training and advanced training.

Industrial climate.

Table 1. Advantages and disadvantages of internal labor markets for workers and employers.

It is known from theory that according to Faust’s rule, hiring costs, including the costs of searching, selecting and introducing a new employee into the organization, amount to 50-100% of his future annual salary.

Napoleon's formula - “there are no bad soldiers, only worthless officers” - almost half of all problematic situations in which personnel find themselves arise due to management errors.

22. Goals of personnel segmentation. Methodological approaches to substantiate segmentation criteria + Ticket 3, 8 + Ticket 24. The theory of duality (primary and secondary sectors of the labor market)

Labor market segmentation is the division of jobs and workers into stable closed sectors and zones, between which the movement of labor is extremely limited.

Segmentation of the professional structure (Ticket 8)

The criteria for distributing workers by sector are the worker’s skill level and the difficulty of replacing him or her for the employer. The secondary labor market does not require special training or special qualifications from workers (waiters, servants, seasonal workers, etc.). In the primary labor market, on the contrary, workers have qualifications that require lengthy preparation (training, experience).

Table 2. Main features of the primary and secondary labor markets.

Labor market segmentation helps achieve several goals:

1. Conducted to analyze market opportunities. Segmentation methods make it possible to identify existing opportunities on the part of labor supply and demand for it and assess the emerging prospects for the development of the labor market.

2. Segmentation opens up opportunities in studying the labor market both in terms of its size and in terms of studying its nature. To do this, it is necessary to group the labor market into its individual segments, and then select target segments.

3. Selection of labor market segments makes it possible to justify the implementation of employment policy measures taking into account the interests of various groups of the population, employers, the state and other public institutions.

4. As a consequence of the selection of target markets, the rationale for training and retraining programs, job retention and expansion, geographic mobility, development of methods for stimulating labor and labor demand should be considered.

5. The results of segmentation make it possible to resolve issues of positioning in target labor markets (for example, labor markets of individual geographical areas, individual specialties, industries, etc.).

23. Methods for selecting target markets in the personnel marketing arsenal: mass marketing, market segmentation and single marketing + Ticket 11

To identify and satisfy the target market, three alternative methods have been developed in the labor market marketing arsenal: mass marketing, market segmentation and multiple (single) marketing (Ticket 11).

When developing a marketing implementation strategy, an enterprise can use a mass or targeted version. A mass marketing strategy presupposes a large potential market in which, for example, mass promotion of certain services is carried out equally for all consumers without distinction. A targeted marketing strategy involves serving specific consumer groups belonging to one or more market segments, i.e. taking into account their characteristics.

Targeted personnel marketing focuses on a specific target group of employees, such as foreign contingent to attract domestic enterprises, youth, women, etc.

When justifying the most common segmentation criteria, the following methodological approaches should be taken into account.

1. Each of the selected segments must be clearly defined. Otherwise, the costs of collecting the necessary information and development may exceed the results of these research activities.

2. The segment must have certain quantitative parameters, i.e. have a certain capacity. For example, it must provide clear information about how many workers can be employed in a given segment, with what wages, what number of potential employers and vacancies there are, how geographically they are located, etc.

3. One should also evaluate such a criterion as the materiality of the segment. It is important to determine whether a given segment is growing, stable, or declining (for example, groups of executives at various ranks).

4. The allocated segment must be accessible to employers and employees using information channels.

5. The segment must be characterized by an unmet need (present vacancies, express a desire to hire or change jobs, etc.). This makes it attractive to participants in market relations and justifies the advisability of its allocation.

6. The criterion expresses the compatibility of the segment with the market of its main competitors. It should be used to determine the extent to which actions in the selected segment will affect the interests of other competitors (other employers or other employees), and to assess what consequences the coincidence of interests of various competing parties may lead to.

7. The selected segment must be protected from competitors. This criterion is closely related to the previous one. It is important to assess the ability to withstand the competition with possible competitors in the chosen segment.

It should be taken into account that segmentation should be assessed from the point of view of the results to which it leads - ensuring a stable position in the market, employment in accordance with the terms of employment that suit the participants in these relations, etc.

Having assessed the potential of a segment according to the criteria considered, it is possible to make a decision about how promising and significant the selected segment is for the problems of the labor market, what additional funds can be invested in its development, and what will be the positions of various entities in this segment. By clarifying the capacity of the various segments, the priority system can be justified. As a result of the activities carried out, the enterprise selects one or more of the most profitable segments that form the target market.

The organizational forms of labor activity in modern society are such that workers occupy jobs within specific organizations. This causes the separation of submarkets from the labor market (usually regional) - labor markets of specific organizations (internal labor markets). At the same time, the internal labor market is closely connected with the external labor market - with the regional labor market. The organization acts in the regional labor market in two roles: firstly, as a buyer of labor, since it is the organization, having jobs, that determines the demand for labor. In addition, in the organization where the process of direct consumption of labor occurs, a market mechanism is implemented in terms of ensuring compliance between the price of labor and the cost of its reproduction. Secondly, the organization acts as a supplier to the regional labor market of surplus labor or labor that does not meet the production requirements in terms of its qualitative characteristics.

The internal labor market provides workers already employed in production with a certain degree of protection from direct competition in the external labor market. However, the internal labor market exhibits inherent competition between workers in job advancement, obtaining more profitable jobs, and filling vacancies.

The main functions of the internal labor market are to ensure a balance between the demand and supply of labor within the organization, adjusting the professional and qualification characteristics of workers in accordance with the constantly changing requirements of technology and production organization; social protection of the organization’s employees and ensuring employment guarantees.

The domestic labor market is more manageable compared to the regional one; it is not subject to serious spontaneous fluctuations. Therefore, the regulation of the relationship between demand and supply of labor here is carried out more purposefully, and not under the influence of free competition. At the same time, the methods used by organizations to match labor supply and demand are quite diverse (Table 4.3).

Thus, both the demand and supply of labor from one’s own labor force are managed. The expansion of supply is influenced by such actions of the administration as filling jobs by moving its own workers; encouraging employees to learn other professions; taking into account the personal interests of employees; Encouraging reasonable intra-organizational turnover.

The influence on the employee in order to adapt him to the needs of production and ensure his effective employment is carried out through requirements for the quality of the workforce, its qualifications, through motivation to work, the active involvement of the employee in professional mobility, etc.

Only when properly organized, the process of labor consumption in the domestic labor market ensures the full use of the employee’s labor potential, his capabilities, and personal qualities.

Table 4.3

The situation on the internal labor market and possible reactions of the organization

Depending on the location of distribution (field of activity), a distinction is made between the external and internal labor markets and, accordingly, external and internal marketing of personnel.

External labor market is a system of social and labor relations between employers and employees on a national, regional, and industry scale. It involves the primary redistribution of workers according to areas of employment and their movement between enterprises.

External personnel marketing means that the organization implements the approach and tools corresponding to it on the external labor market.

The main task of personnel marketing is external profiling of the enterprise, which, in turn, means conveying to potential candidates for vacancies a positive attitude towards the organization and providing the organization with the necessary, professionally suitable employees.

Analysis of the external labor market helps solve 4 problems:

1) External demonstration of the special attractiveness of the organization as a place of work and bringing relevant information to target groups.

2) Selection and use of effective ways and measures to provide the enterprise with personnel, for example, professional consultations, personnel leasing, etc.

3) Identification and formulation of specific proposals for the entry of new employees into the organization, depending on demand, target group and timeliness.

4) Analysis of application documents and selection of new, professionally suitable employees.

Attracting workers outside the enterprise provides the manager with wider choice and directly covers the organization’s need for personnel, as well as creates new impetuses for development. At the same time, the company may lose the opportunity to use the motivational potential of the internal labor market.

Internal labor market is a system of labor relations limited by the organization.

Internal personnel marketing focuses on employees already employed in the organization, and involves taking into account and shaping the most important five factors of its attractiveness as a place to work:

1. the range of tasks and responsibilities of an employee at a specific workplace;

2. the opportunity for professional growth and the realization of career aspirations;

3. opportunity for training, advanced training and retraining;

4. production climate in the team, organizational culture;

5. formation of a system of motivation and stimulation of work activity.

Main features of the internal labor market:

The wage rate of a number of workers does not depend (or almost does not depend) on the ratio of supply and demand for a similar type of labor on the foreign market;

Salaries, as a rule, are higher the longer a person works in a company and the older he is;

The company has a service (career) ladder and a promotion system based on the use of existing employees;

Formal and informal rules of behavior and intra-company traditions play an important role;

The relationship between employer and employees is long-term and stable.

Often work requires unique knowledge and skills that are associated with special training. It is more profitable for a company to use those who have already mastered them than to hire workers on the external labor market. Hiring each new employee is associated not only with additional costs, but also with risk, the greater the greater the responsibility of his job responsibilities.

At the same time, domestic labor markets have their own problems and shortcomings. Thus, if wages depend on a worker's position, length of service, and age rather than on productivity, then incentives to work may be weakened, so that the firm must maintain a sufficient level of internal competition for advancement.

Labor market segmentation- this is the division of jobs and workers into stable closed sectors and zones, between which the movement of labor is extremely limited.

To carry out segmentation of the labor market, the following factors are used:

Geographical location (region, city, district, etc.);

Economic indicators (distribution of buyers of labor power by type of ownership, their financial situation, distribution of sellers of labor power by level of material security and degree of need for subsistence, etc.);

Demographic factors - gender, age and family composition of the population;

Socio-economic - level of education;

Professional qualifications, work experience, nationality, etc.

The labor market is divided into two sectors: primary (skilled) and secondary (unskilled).

The criteria for distributing workers by sector are the worker’s skill level and the difficulty of replacing him or her for the employer. The secondary labor market does not require special training or special qualifications from workers (waiters, servants, seasonal workers, etc.). In the primary labor market, on the contrary, workers have qualifications that require lengthy preparation (training, experience).

Currently, in countries with developed market economies, within the national economy there are two interconnected, interdependent and continuously interacting labor markets: internal and external. Development at the micro level or in the internal labor market (within an enterprise) is one of the most important directions in the formation of market relations.

The internal labor market is a market that operates within large enterprises (firms, corporations, concerns). It can also be called the intra-company labor market. Formally, any enterprise that has a trade union can have its own labor market. However, the main role still belongs to large enterprises and firms. They act as the material, territorial and organizational basis for the formation and functioning of internal labor markets. It is obvious that the “domestic market” is a collective concept, since in reality there is not one, but many domestic markets.

Every relatively large enterprise or firm has its own domestic market.

Internal labor markets are relatively isolated markets, closed by the boundaries of the enterprises and firms in which they operate. What is common to internal labor markets is the very content of the labor market as an economic category, namely, the purchase and sale of labor power.

The internal labor market is a system of social and labor relations connected within the framework of one enterprise (organization), within which the assignment of wages to workers and their placement are determined by administrative rules and procedures.

The main reasons for the emergence and existence of internal labor markets should be considered:

• - special qualifications of workers, professional training, which is related to the peculiarities of the use of technologies and existing jobs;
• - imperfect information about the possible productivity of a potential employee;
• - customs and traditions existing at this enterprise;
• - heterogeneity of goods exchanged in the labor market;
• - savings on labor costs associated with training and retraining of employees;
• - savings on labor market costs.

The internal labor market is aimed at:

• - training of workers in professions and jobs specific to a particular company;
• - movement of personnel within the enterprise either horizontally or vertically;
• - limiting professional mobility and staff turnover, which allows entrepreneurs to focus on a longer period of professional work. training and advanced training of workers, investing heavily in “lifelong education systems”;
• - regulation of industrial relations focused on guarantees of employment and stimulation of long work experience at the enterprise: the classification of jobs is based on the relationship of jobs, length of service at the enterprise and increasing the professional and qualification level of workers.

The internal labor markets of various enterprises are isolated from each other, but at the same time they are characterized by common features:

• 1) the internal labor market has a hierarchical structure, in which a number of levels can be distinguished;
• 2) a worker, as a rule, first enters one of the lower levels of the internal labor market and then moves to higher levels;
• 3) workers on the domestic labor market are largely protected from wage fluctuations and the threat of unemployment.

The specifics of the internal labor market are also determined by the fact that there is:

• - relative independence of the wage rate of workers from the ratio of supply and demand in the external labor market;
• - relative independence of workers from external competition;
• - relatively small number of agents on the market;
• - the great importance of administrative methods of regulation;
• - a positive relationship between wages and working hours at the enterprise as an expression of the wage system in accordance with the age and position of the employee;
• - rapid movement of workers at low costs;
• - establishing long-term relationships between employer and employee.

The main functions of the internal labor market are:

• - ensuring an optimal ratio between production volumes and the number of employees;
• - ensuring the efficiency of employment within the enterprise;
• - provision of differentiated social protection depending on the quality of human capital and its significance for a given enterprise;
• - organization of social training and skills development;
• - formation of human capital unique for a given enterprise;
• - maintaining social stability in the team.

In economic theory, the internal labor market (ILM) refers to the intra-firm movement of labor within the same enterprise, in which the wages and placement of workers are largely determined by rules and procedures. ART is contrasted with the external labor market, in which distribution among enterprises and redistribution across regions and countries of the labor force take place, and wages and distribution of labor are the result of the action of market forces.

Internal labor markets have a number of distinctive features:

The relative independence of the wage rate of some ART workers from the ratio of supply and demand for a similar type of labor on the foreign market (wages are determined by other rules and criteria, including rules and procedures);

Vacancies are filled primarily through personnel promotion;

There are long-term relationships between employers and employees;

There is a positive relationship between the amount of wages and length of service and the employee’s position in the enterprise;

Relative independence of its employees from external competition;

Relatively small number of agents on the market;

Limited places of employment;

Relatively few mobility options;

Great importance of administrative methods of regulation;

Quick movement of workers without high costs;

A significant amount of poorly formalized information inaccessible to external economic entities when making decisions.

The main reasons for the formation and development of ART are the following:

1. specific professional training, based on the uniqueness (distinctive features) of the technologies used at the enterprise and the specificity of existing jobs;

2. the complexity and high costs of obtaining information about the potential productivity of a worker hired from the external market;

3. On-the-job training and on-the-job training (due to the importance of on-the-job training, enterprises provide incentives for both trainers and trainees).

The incentive functions of ART are based on differences in wages at workplaces of different levels; the entire payment system becomes internally interdependent and at the same time independent of external factors. External competition has been replaced by internal competition for promotion to high-paying jobs.

Interaction of VRT with the external market labor is limited and is reduced mainly to those vacant jobs for which enterprises hire new workers on the external labor market. Typically, these workers are hired at lower job levels. Only if the enterprise does not have worthy applicants for vacancies at a higher level, the enterprise replaces them with the help of the external labor market.

It is known that entrepreneurs often have a need for a relatively small and, very importantly, short-term increase in the scale of use of human resources. This can be achieved by involving enterprise employees in overtime work. If a more stable need for additional work arises, temporary internal part-time work may be arranged.

A similar situation exists when considering the characteristics of labor supply, primarily in the form of man-hours. If the employer has a need to perform additional work, then the employed periodically have a desire to receive additional money. Often this need becomes so urgent that they are willing to do extra work to satisfy it, which means nothing more than offering man-hours of labor. All other things being equal, an employee in most cases prefers additional workload at his enterprise to work on the side.

Labor demand, expressed in employees, arises if it is necessary to find a replacement for a quit employee. To satisfy it, the employer can go outside the enterprise. However, it is beneficial for him to use the services of his employees, filling vacancies with them, achieving the solution of three problems at once:

Losses caused by the absence of workers in important positions are reduced (they are replaced by less significant losses due to the unfilling of less important vacancies);

The possibilities for stimulating the employed are significantly expanded;

The costs of searching, attracting and selecting employees fall, since this approach requires filling positions that are not so responsible.

The practical implementation of this approach requires the formation of a system of permanent employment at the enterprise. This is achieved, firstly, by stimulating the retention of employees, and secondly, by considering them as priority applicants for filling vacant jobs at a higher level. In this case, the employee’s desire to occupy a certain position can be considered as an offer of his labor within the given enterprise.

Although the internal labor markets of different enterprises are usually isolated from each other, they are characterized by the following rules and restrictions:

1. ART has a hierarchical structure in which a number of levels can be distinguished;

2. an employee, as a rule, first gets to one of the lower levels of ART, and then gradually moves to higher levels (a so-called career ladder is created);

3. workers on the domestic labor market are largely protected from wage fluctuations and the threat of unemployment.

Each internal labor market can be described as some combination of job guarantees for employees of the enterprise and mechanisms for their gradual promotion. The traditional form of ART is the gradual replacement of increasingly higher-paid and attractive positions with employees hired at the lowest level of the hierarchy.

The influence of internal labor markets on labor and production efficiency:

They reduce the company's costs of searching, selecting, hiring and training labor.

The internal labor market is inseparable from the monopoly position of its subjects, so it becomes difficult to replace workers even when applicants for their positions from outside have a much higher level of professionalism.

The main functions of the internal labor market include:

Providing differentiated social protection for workers;

Special training and development of skills of employed people;

Preservation of the most valuable part of labor potential;

Maintaining social stability of the team.

Feature internal labor market is that enterprises, in order to stimulate the labor efforts of workers and minimize control costs, can pay them wages above the equilibrium one (i.e., more than is required to provide a certain amount of labor in a competitive external market). Such wages are called effective wages.

Employees, receiving wages higher than at other companies, will become afraid of losing it when they are fired. In addition, the costs associated with turnover will be reduced, the company will be able to select the best employees when hiring. Thus, increasing wages reduces control costs and ultimately increases profits.

A typical dependence of a worker’s labor effort on wages (Solow condition) is shown in Fig. 7. Wages are marked on the vertical axis, so the curve depicts the inverse relationship between wages and labor effort w(e).

Assuming that the employer chooses the wage w 1, then this will lead to costs per unit of efficiency w 1 /e 1, (on the graph their value is shown by the inclination of the beam OA). At the point A the effort-wage curve has a slope .

The employer can reduce costs by choosing a wage w * . An increase in salary results in a relatively greater increase in effort. (e*). At w* Ray Oe reaches the last bend of the curve W e and coincides with the slope of this curve. The first circumstance means that w/e- costs per unit of labor efficiency reach a minimum when w*, second - what is at this point (e). The same result is obtained by combining the two obtained first-order conditions. In other words, at an optimal (effective) wage that minimizes costs, the wage elasticity of effort will be unity. This means that, given the efficiency wage, a certain relative change in wages will lead to the same relative change in labor effort.

This phenomenon is called the “Solow condition”. It follows from this that effective wages depend only on the wage-effort ratio. Therefore, when the factors affecting the demand for labor change (the price of the product, capital, etc.), the effective wage will not change, remaining rigid, only the quantity of hired labor will change.

The firm will hire more workers without extracting more effort from those already hired by increasing wages. A change in the wage level will only occur when the firm faces a limited supply of labor. Wage rigidity will also lead to unemployment in equilibrium. If the effective wage is greater than the market leveling wage level, firms will not lower wages, benefiting from the excess supply of labor.