Download
1 / 11
110 likes | 225 Vues
Graduate School of Management St.-Petersburg State University. Compensation systems as a tool of talent management in IT-companies. Prof. Elena Zavyalova Prof. Sofia Kosheleva IAREP - Rome - 2008. Dynamic of development of IT branch of the Russia (2005-2006).
E N D
Graduate School of Management St.-Petersburg State University Compensation systems as a tool of talent management in IT-companies Prof. Elena Zavyalova Prof. Sofia Kosheleva IAREP - Rome- 2008
Dynamic of development of IT branch of the Russia(2005-2006) • The IT-market volume reached $10,57 bln. • The market growth rates averaged from 27% to 40%. • The software export volume (made offshore) grew 50%, up to $994 mln. • The rate of information and telecom technologies (IT) in the Gross Domestic Product (GDP) of Russia reached 5%. • The ambitious benchmarks are set for 2010: increase the industry share in GDP structure to 10% and achieve the growth of the share in the export structure of Russia to 4%. • There is the deficit of 11,400 network specialists (the demand exceeds the supply at 9,4%).
The differences of IT-industry from the others (less intellectually-capacious) industries • Severe lack of qualified staff on the labor market; • Artificially overestimated salary level; • High creativity level of the activity; • Accelerated dynamics of technology development; • International character of the profession; • Young age of the specialists; • Gender asymmetry with male prevalence; • In this industry where exits a real opportunity of introducing the concept of talent management.
Sampling characteristics of the international company “X” • “X” is known internationally as a developer and publisher of mobile services • The company’s branches are in Russia, Germany and the USA • The company branch in St. Petersburg, registered in 2002 • Staff numbers are about 90 employees • The average age of employees is 24 years • More than 80% of “X” staff took part in the research
Following working hypotheses have been put forward: • The non-financial compensation methods used in the company have a demotivating impact and level the positive effect of the material compensation system, in spite of their declared efficiency. • The acting compensation system (its non-financial component) does not satisfy the real needs of the employees, which on the whole is negatively reflected on managing the company efficiency.
The following methods were used: • a form for the general assessment of the existing compensation system; • a questionnaire evaluating the peculiarities of labor motivation for the specialists and middle management (F. Herzberg), • a questionnaire for the top managers evaluating their attitude to the employees’ labor motives (A. Maslow); • unstructured interview.
The questioning results(the general evaluation of the compensation system) • 44% of respondents value the opportunity to show their knowledge and skills, • 34% of respondents was taken by the opportunity to take own decisions and defining priorities when dealing with the tasks set, • 13% of respondents feel useful and needed by the company, • only 5% of respondents indicated the importance of financial labor compensation.
Herzberg’s two-factor model (all factors can be divided into two groups)
Conclusions (1/1) • Absence of efficient communication process between the managers and the employees, which results in insufficient level of incoming information about the current state of affairs, the results of division work, aims of the projects and every employee’s input importance. • The absence of methods oriented at uniting the individual and collective achievements in the system of compensation, which causes a negative effect of team interaction during project work. • Company-imposed restrictions in allowing the young specialists the opportunity for further development, absence of clear system of career planning for the employees.
Conclusions (1/2) • Peculiarities of intellectual staff motivation have to be taken into account in IT-companies. • It is necessary to include non-financial stimulation methods oriented at satisfying the leading needs (largely connected with professional and personal development of the specialists) in the compensation systems, along with financial incentives.
