Human Resources Management in an Innovation-Oriented Company: Development Drivers

Abstract

Purpose: The article reveals the issues of forming the image of an employee of an innovation-oriented organization, which must be ready for effective innovative activities and for the implementation of innovative potential at the right time for the company in the future period; issues of formation of the personnel management system of an innovation-oriented company; the issues of identifying drivers for the development of the innovative potential of personnel in innovation-oriented companies through a revision of the role of HR specialists in innovation-oriented companies and building up business competencies, which will allow building a personnel management system that forms and develops the innovative potential of personnel.

Design/methodology/approach: The article presents the results of research carried out in three companies of the Perm region with an innovative orientation, identifies “problem areas” and ways to resolve them. The diagnostic methodology contained an analysis of HR understanding of the strategic guidelines, readiness for rapid changes and the ability for its own advanced development, the presence of competencies in a systematic and integrated approach to development issues personnel of an innovation-oriented company, the ability to form and build up individual and team innovation potential, HR orientation towards the formation of competencies among company employees and the ability of HR to implement innovations in the professional field and a willingness to be leaders in change, initiating and actively participating in innovative processes.

Findings: The authors form a hypothesis about the need to transform the personnel management system of an innovation-oriented company, within which the processes of personnel development, motivation, assessment and formation of organizational culture should be built differently. The results of the study made it possible to identify a significant influence of the HR department in the process of forming the innovative potential of the personnel of an innovative company (0.472–47.2% in relation to other factors of influence on the innovative development of the company).

Research limitations: At the moment, a small sample is considered as a limitation of the study, since the study can be considered intermediate, and the collection and analysis of data will continue with other organizations. During the entire study period, the sample will grow and the reliability of the methodology will be proven.

Practical implementation: As a result of the study, conclusions were drawn about the areas of growth and development of competencies of HR departments of the enterprises selected for the study, namely, “problem areas” and directions for the development of business competencies were identified for the formation of measures for their adjustment and development.

Originality/value: The proposed approach is completely original and invented by authors. It suggests methods of HR-management based on the requirements of modern development of market mechanisms, economics and technologies.