"Gas-vortex bioreactors" - 1. 4. Gas-vortex bioreactors are a fundamentally new class of devices. 3. (replacement of roller technologies)? Closed Joint Stock Company "Sayans" 630058, Novosibirsk, st.

"Factors of production of the firm" - 6. 2. The expansion of production depends on the change in the proportions between constant and variable factors. The number of firms in the market remains unchanged. 17. 3. 5. Revenue, costs and profits of the firm.

"Tool production" - - CNC vertical milling machines made in Japan, Taiwan, Germany (7 units). - EDM equipment manufactured in Japan and Taiwan (6 units). Tool production. Federal State Unitary Enterprise "Kaluga Plant of Telegraph Equipment". 248002, Russia, Kaluga, st.

"US Oil Industry" - petr. Oil industry. General information. Work on geography Pupils of the 11th grade "G" Sokolova Ekaterina. Trans-Alaskan. Stages historical development US oil industry (XIX - XX centuries). World reserves. USA. Oil. Stages of development of the oil industry. Gas industry. And petroleum products.

"Costs of production" - wages of workers, the cost of raw materials, depreciation. Internal production costs. Costs. Fixed cost schedule. Payment for transport services for the transportation of raw materials and finished products. Divide cost types into fixed and variable. Variable cost schedule. Release. production costs.

"Fashion for quality" - "Fashion for quality" as the only option for successful development. Head of the UPR "Victory LSR" Bulany Anatoly Sergeevich. 10. Product quality is associated with the concepts of product property and product usefulness. "Fashion comes, style remains" Coco Chanel. Two motives drive fashion. The most important condition for the birth of quality is the possibility of free choice.

Today in the business environment, we often come across such not-so-new phrases as loyalty consumers employee loyalty, loyalty of companies, how to achieve loyalty, how to evaluate loyalty.

The fact is that each of these concepts has its own special meaning ...

What is loyalty?

Loyalty translated from English (“loyal” - true):

1. In the broadest sense of the word: compliance with the law and government regulations;
2. In the narrow sense of the word: a positive, benevolent attitude towards anything.

Based on intuition, each person can determine whether others are loyal or disloyal towards him. However, in the matter of the attitude of the staff to their superiors, one should play it safe and double-check their assumptions.

Loyalty or adherence to corporate standards?

To begin with, I would like you to understand: the concept of “loyalty” and “following corporate standards“These are completely different things.
Compliance with the standards set by the company means following the norms, rules and laws of the organization. Accordingly, all subordinates are implicitly obliged to comply with these rules.

Loyalty is a more complex concept. It is the loyalty and dedication of each individual employee to the strategic goals and values ​​established in the organization. This is the desire of an employee to develop the performance of the company, as well as to implement new promising ideas.

Thus, strict adherence to the norms and rules established in the organization characterizes how disciplined and conscientious the employee is.

And the extent to which an employee accepts and shares the worldview of the company, his tolerance for it - is loyalty.
Loyalty is the sincere desire of an employee to work better and more productively. This is the desire to match the image and reputation of the company, to be worthy. Be part of the whole. This is the desire to contribute to the achievement of the set strategic goals and objectives. This is agreement with the requirements and foundations in the organization, the ability to psychologically recognize and share them.

To better understand the importance of the concept of loyalty in an organization, draw a parallel. Imagine how devoted you are to your family and friends. This devotion implies reliability, trust in each other, support when needed. All this is the confidence that no matter what, you will not leave each other in difficult times ...

Now you understand that loyalty is...

The main characteristics of the concept in the organization:

• Sharing company values;
• Loyalty and honesty in work;
• The presence of a sense of pride in the company, an open demonstration of their emotions;
• Reliability, the ability to sacrifice anything for the sake of the company.

To have exceptionally loyal employees in the company is a great merit and value. Such employees use all their strength, capabilities and knowledge in their work in order to help the company achieve maximum results. They are proactive, able to give the company effective innovative solutions.

Loyal employees will never leak information to a competitor, they will show tolerance for various organizational complexities, such as delayed wages, respond positively to the need for training and business training, etc. Most importantly, this devotion is not driven by fear of losing your job, or a pay cut. This behavior is caused by true attachment and the feeling of being part of a whole.

Setting up an employee for a loyal attitude to the company, through personal motivation, and reaping the benefits of his ability to work, is much more effective than trying to plan the activities of a disloyal employee.

Manifestation of disloyalty. How to calculate such an employee?

So, all of you must have heard the stories about workers' strikes. However, they are completely different. For example rebellion- open, public disobedience. Basically, such cases end in the same way - with the dismissal of the instigator or even the entire group of allies.

But why can't all issues be resolved peacefully? Why does everything lead to scandal? The answer is that rebellion is the logical conclusion of a chain of employee dissatisfaction, for which the authorities did not find solutions that satisfy the employee.

There is also a hidden form of disobedience - this sabotage. This kind of disloyalty can bring many times more damage than a riot. The first type of dissatisfaction is one-time, it is quickly repaid. The second one can last for a long time and lead to the destruction of the company's functional system from the inside.

There is, for example, the “Italian strike”, when all employees are disciplined and perform their duties, following the job description, just like the Bible. Additional functions that are not included in the scope of their duties are simply simply ignored. This type of strike is the most unprofitable.

This behavior is similar to the third type of disloyal co- indifference. An indifferent employee is distinguished by unwillingness to work, poor performance, and lack of discipline. The most frequent habits are endless tea drinking, smoking breaks, visiting social networks, talking with colleagues.

According to statistics, such employees as saboteurs And indifferent take advantage of any opportunity to quit their job, quit. Such employees are the easiest to poach competitors. They will be where they see material benefits in relation to the minimum amount of responsibilities.

Thus. You have seen that such an indicator as employee loyalty helps to circumvent such dangers as:

• protest
• staff turnover

And, at the same time, loyalty contributes to the growth of efficiency in the work of staff.

Unfortunately, it is impossible to mathematically measure loyalty score. Therefore, there is sociological method, which allows you to identify the employee's attitude to work through questionnaires, surveys, conversations with a psychologist. From here we can single out the only measurable parameter of employee disloyalty - his degree of disagreement. frequency of “no” answers to questions regarding corporate standards.

If the company does not have an extra budget to conduct this kind of research, then you can analyze the “staff turnover”. If in some period the number of layoffs has increased significantly, this indicates a decrease in loyalty. Therefore, you need to take some action to motivate employees. If the situation is the opposite, turnover decreases, therefore you are working on motivation in the right direction, loyalty increases.

Staff loyalty. Stages:

The higher the degree of loyalty, the more loyal your employee. There are several stages of loyalty (steps), where each subsequent stage is characterized by a higher level of reliability and loyalty of your employee.

Stage 1

This is the visual correspondence of the employee to the image of your company, the presence of certain paraphernalia, compliance with the charter in clothes. This formal stage can be called otherwise - a clear evidence of the company's ownership. However, it is too early to talk about fidelity and devotion here, one can only expect, assume further manifestation of higher loyalty.

Of course, for the fundamental stage of formation of loyalty, the presence of external factors is completely unconditional. Clothing, paraphernalia, branded stationery and souvenirs (notebooks, pens, key chains, diaries, pens) - all these elements determine the employee's belonging to a particular organization at the external level.

Stage 2

This is the observance of the standards established in the company: norms, rules, laws, regulations. This also includes events such as general congratulations to the boss on his birthday, or participation in weekly discussions - planning meetings.

All this is part of the corporate culture, which is important to maintain. An employee will accept its principles and share the company's traditions, informal rules only if the psychological climate within the organization is completely favorable to him. In order to consolidate the loyalty of the staff at this stage, the main thing is not to forget to encourage your employees in every possible way for displaying such behavior.

Stage 3

Unlike the previous stages, now the involvement of the company is becoming more pronounced. Loyalty at this stage is entirely up to you, because already at the time of hiring a new employee, it is you who evaluates his degree of compliance with your requirements. And if you make a mistake at this stage, act not competently enough, then, both on your part and on the part of the employee, there will be only dissatisfaction in the work.

When hiring a new employee to the company, remember that the degree to which his abilities correspond to the requirements of your organization should be maximum. Loyalty at this stage directly depends only on you. The employee must have an appropriate set of skills and abilities, knowledge and skills. His life goals, principles should not contradict your ideas. Behavior must be decent and appropriate.

To ensure this stage of staff loyalty, firstly, it is necessary to evaluate the professionalism, as well as the personal qualities of the candidate during the interview. Next, match them to your needs and expectations. It is very important to have an employee in the company who is loyal at the level of ability. It is such an employee who will show initiative in his work, adapt to changes in the external and internal environment, and help achieve the strategic goals of the organization. Such an employee is incredibly promising, he has a fresh look, and is ready to offer options for various solutions. Do you really need such an employee?

Stage 4

This is the correspondence of the views of the employee to the beliefs accepted in the company.
Loyalty at this stage implies full acceptance of the principles established in the organization.

The employee perceives the values ​​of the company as his own, fully shares them. Compliance with norms and formal obedience becomes intuitive, unconscious. Basically, management and key positions in the company have this level of loyalty, but here, less often, it can include employees who are satisfied with working conditions, wages, atmosphere in the team, as well as those who have sufficient work experience in the company.

If there are cardinal changes in the company, reforms are carried out, previous ideals are replaced by new ones, there is a high probability of a complete loss of loyalty and the departure of valuable employees. The process of reorientation of employees of this level of loyalty is long and complicated. Its success directly depends on the tolerance of the management, on its attitude towards its employees. But this is already a question of the loyalty of the management itself in relation to subordinates.

Stage 5

The implementation of this stage depends solely on the management. Here the leader must demonstrate his predisposition to the staff, show concern, etc. He must invest the maximum amount of time and effort to ensure harmony within the company.

In its turn, business coaches companies LiCO ready to help your company formation of loyalty of subordinates. In our piggy bank there are effective business trainings, allowing you to win the trust of your employees in a short time, significantly reducing time and financial costs. Corporate Motivation Training personnel is compiled for each company individually, taking into account its corporate standards and wishes. If you are a promising leader who keeps up with the times, send us your application.

The Russian SECURITY SERVICES market has been dynamically developing for several years now along with the growth of the domestic economy: the demand for personnel is steadily increasing, salaries are creeping up (although not as rapidly as I WOULD like), and at the same time, the shortage of qualified personnel is becoming more and more acute.

The leaders of private security companies have been complaining about the lack of professionals for a long time. The growth of the economy provoked an increased demand for security services and, as a result, for highly qualified personnel: there are many vacancies open, and the higher the position in the hierarchy, the more offers. Now it is not employers who dictate their terms to the market, but candidates.

On the other hand, more and more often we have to deal with cases when the security guard is one of the organizers or participants in the robbery of the object. Petty theft, and willful dereliction of duty, and other illegal actions aimed at personal enrichment are not excluded. What is the reason for the disloyalty of the guards to the firm that gave the job?

Having come to an independent life, each person is faced with different approaches and assessments of the moral and ethical side. Often, “heroes” are people whose well-being and wealth has developed, say, not in a completely legal way. And the loser is, as a rule, the one who could not "earn a lot."

Faced with the dilemma of which direction to choose in life, a person quite often embarks on an illegal path.

Material values ​​prevail over moral ones. With the presence of such motivation among employees, it is necessary to fight with all available methods, since such people work only because of money and in the event of a crisis, even if it is temporary, they will leave the enterprise without hesitation. In addition, such people often prefer to benefit from their official position themselves.

We are not going to analyze the whole variety of offenses among employees, our goal is to determine the methods and forms of counteracting such a social phenomenon, which can be roughly referred to as corporate betrayal, more scientifically as disloyalty of personnel.

Unfortunately, each of the heads of security companies is familiar with the disloyalty of the personnel firsthand, the facts of damage to the security company, the customer enterprise, in various forms, are constantly encountered, and the trend towards an increase in the number and structural change in the quality of this phenomenon has become a reality of our time.

It's no secret that the days of lifetime employment are over.

Today, an employee does not consider a private security company as a “permanent mooring”, this is most likely a means for survival and self-expression, hence the self-esteem of many young employees consists of how much he is able to extort funds from the company (not always in an honest way), but this is only one side of the coin. The second, not the most rosy side, is that by their actions the security guard causes irreparable damage to the business reputation of the enterprise. It is not uncommon for a customer to refuse the services of a private security company, which causes significant damage to the interests of many employees of the enterprise.

New time dictates new rules of the game. Today, the best choice of a leader is a loyal professional. And practically the only tool in solving this issue can be a well-functioning system of interaction between personnel management and personnel security of the enterprise.

The most widely and quite fully, in our opinion, the definition of loyalty is given by one of the leading experts in this field, St. Petersburg psychologist Vladislav Dominyak, who rightly believes:

Staff loyalty - this is a benevolent, correct, sincere, respectful attitude towards management, employees, other persons, their actions, towards the company as a whole; conscious performance by an employee of his work in accordance with the goals and objectives of the company and in the interests of the company, as well as compliance with norms, rules and obligations, including informal ones, in relation to the company, management, employees and other subjects of interaction.

In a narrower, practical sense, in terms of corporate security, we define Loyalty as employee satisfaction with working conditions, remuneration, growth and prospects, team, protection from external threats (for example, physical threats to an employee and his relatives). Satisfaction is the key word here.

From the foregoing, we can conclude that the problem of staff loyalty is multifaceted and has at least three interrelated components; personnel, socio-psychological and internal security. All these components are closely intertwined and mutually complementary, however, each of them has its own direction (subject of work).

· personnel - work on the formation of a corporate culture, solving the issues of the correlation of wages with the actual level of physical and mental costs and the practical significance of the specialist's activities, selection, placement and training of personnel, etc.

· socio-psychological- taking into account personal factors in the selection of personnel, monitoring the state of the psychological climate in the team, building a team spirit, etc.

· internal security (disloyalty)- identification and suppression of facts of personnel disloyalty, monitoring of information systems and resources in order to identify unauthorized actions, both by individual employees within the company, and suppression of attempts by external counterparties to cause economic damage to the enterprise and its customers using human resources

According to our estimates, the problem of the loyalty of security guards for the vast majority of Russian enterprises, where wages are below not only world standards, but also regional levels, is very relevant. An analysis of the latest labor market research conducted by us together with the Business Security Center shows that the average salary level for a security guard in Moscow and St. Petersburg ranges from 5,000 to 12,000 rubles.

Today, security guards' salaries have dropped substantially from what they were in the mid-1990s. The August 1998 default also affected private security structures. And the fact that in many industries the level of wages has reached the pre-crisis level for private security is not decisive.

At present, the average salary of a security guard is about 300 dollars (by the way, about the same amount, taking into account all the allowances, is received by a more socially protected active employee of private security). Moreover, in about 15-20 percent of PSCs, salaries are even lower - about $200, and only in 10-15 percent of security companies can earnings reach $800-1,000.

During the development of the crisis of 1998 - 2000. wages fell 3 times, which is why Muscovites mostly left the market, and the vacant space was first occupied by residents of the "distant suburbs" (Sergiev Pasad, Yegorievsk, Orekhovo-Zuyevo, Serpukhov, etc.), in the last 2-3 years and especially after the adoption of the "Law on Licensing" a flood of non-resident security guards poured in, including such remote regions as the Ivanovo and Vologda regions.

All this leads to staff turnover, to the migration of security guards of all stripes to various enterprises and facilities in search of a better share. Some are looking for the opportunity to live at the facility, the second are looking for a convenient work schedule and, all together, high wages.

Many leaders understand the danger posed by these threats, but do not take specific measures to prevent it, it is possible that because of ignorance of real countermeasures.

We can confidently say that today this issue has moved from the category of theoretical to the category of practical, and the effective work of each security organization as a whole depends on its solution.

theft Money , the use of knowledge about the procedure for storage, packaging, transportation, transfer of funds;

theft of material resources , equipment and inventory from the object of protection;

transfer of information resources to competitors enterprises on various media;

collusion with customers, suppliers, buyers (introducing false data into invoices, accounting books, waybills, etc.);

use of company property in personal interests, computer, copier, copying equipment, machine tools and equipment of industrial enterprises;

provision of various services to employees of the customer for bribes ;

falsification of records and reporting to cover shortages, falsification of travel reports;

computer abuse .

In order to effectively combat corporate betrayal as a social phenomenon (and there is no doubt that it has already become such), it is necessary, first of all, to determine the causes that give rise to it.

Why does a person take the path of a disloyal attitude towards the employer and his job duties?

The causes of the prerequisites for disloyalty in a security company can be divided into three levels:

1. HIGHEST LEVEL Causes pertaining to the organization as a whole;

The range of problems related to PSC as a whole is extremely diverse. .

First of all , these are reasons related to staff motivation.

Even yesterday, on the question of motivation, one could say quite confidently that there are two motives that are not subject to discussion: : fear and self-interest. All other motives are easily located between these two poles.

Today such categoricalness cannot be. And the reason is not only in the significant socio-economic changes that have taken place in the country, but also in a significant rethinking of moral and ethical standards by society.

With regard to the category of fear, today we can say that this is a rather complex and multifaceted system, and in our case, when considering staff loyalty, we must understand that a deterrent may be not a blind fear of the unknown, but a clear understanding by a person of the inevitability of punishment and the unconditional disclosure of his unseemly act , no matter how he tried to hide and legend it. How is such a belief formed?

Firstly, the presence of a clear and open order in matters of organizing the safety of property and confidential data in the organization. The system of control over the performance of official duties, publicity in the conduct of internal audits and measures taken against violators. Organization of access and intra-object modes at the enterprise. Efficient work of the service of operational duty officers and heads of security facilities.

Secondly, formation of teams with a focus on achieving a specific result and paying for the final product. Proper formation of stimulating factors.

However, today all this has become clearly not enough, if a few years ago in the course of a survey of 100 security firms in Moscow regarding the organization of staff recreation. In 75%, a stereotyped answer was given: "We pay our employees enough to take care of themselves" , and one answer was especially revealing: "Our employees should work, not rest!",

These results are very revealing. According to our observations, many PSC and SB leaders tend to believe that high earnings are a sufficient condition to expect loyalty from guards, while everything else is lyrical. The material factor is promoted in the company as the basis of the foundations, and such trifles as human relations are not taken into account.

However, what can be bought, by definition, can be repurchased at a higher price. And since there is never a lot of money, a greater or lesser price is a purely subjective issue. Another employer believes that he greatly overpays his employees, while they do not get tired of comparing their earnings with wages in similar structures, and not always in favor of their company. Some believe that more and more employees will always come to replace those who have left the street. But practice shows the opposite.

There is another extreme, when managers, in an effort to explain to the security guard from what means and how his salary is formed, write outright stupidity, which can only give rise to negative feelings in the employee. With a similar opus “What is profitability in the security business? (Likbez security guard) ”I happened to encounter on the website of the Protection of the Republic of Uzbekistan. The heads of the private security company explained to the security guard that the funds earned by him were spent on the maintenance of the administrative apparatus, telephone, mobile, radio communications, and other needs of the enterprise. Let us quote some places of this "work": "Almost every manager should have a mobile phone ... Next - transport. What is a manager without a car?… Offices. Their redemption from municipal property and rent…. And where will the entertainer (the owner of the enterprise) spend the created profitable amount: on the construction of a villa in Cyprus or on the creation of mobile security groups - this is a private matter for each entrepreneur ... finish inappropriate self-praise at the expense of belittling business colleagues. In our opinion, nothing does such damage as stupidity.

There is another classic formula DISCO, which is well known to operatives around the world and has not changed significantly since the days of ancient Rome.

. MONEY- done for money 43% betrayal of the interests of the company

. IDEOLOGY- due to ideological dissatisfaction 12% change the interests of the company

. SEX- in bed (or near it) is lost up to 32% confidential information

. COMPROMAT- there is no information that will not be given out under the threat of exposure

. PERSONALITY- vices of personal qualities carry away to 7% information

On the other hand, we know not one case when people continued to work at the company practically for free for six months or more. Why? They believed in the management, the company, the cause, and the comrades. And the management didn't let them down.

The principle of "honest work for honest pay" has not been canceled since the beginning of the development of capitalism on our planet. However, one should not forget about such things as a person's respect for himself and his efforts; striving for self-realization in work, for recognition by others; desire to see the results of their work; finally, the need for self-respect on the part of others and the employer as well.

All these needs were described for the first time by Maslow and were only added, generalized and revealed in the future, let me remind you of this list.

Satisfaction of these needs generates a sense of belonging to a common cause.

And dissatisfaction - cynicism, money-grubbing; not only the lack of devotion, but vice versa, the readiness at the first opportunity to grab an extra jackpot or move to a more generous owner, the opposite happens: a person changes high pay with an unmet need for respect and self-realization to a lower one, but with a favorite thing and with due honor .

If in the early 90s, the staff of security companies were formed mainly by people from their law enforcement agencies, the army and the most highly trained civilian employees, the educational level exceeded 60-70% with higher education, then according to the latest research by psychologists, today the profession of a security guard is chosen by people who have a low level of development and a noticeable desire for personal independence.

In this profession most of them attract stable income, work schedule in two, three, etc. 30% of security guards choose this profession in imitation of someone they know, relatives or an abstract standard, and only 18% are interested in the work itself: They seek to improve their professional skills and make a career.

At the same time, sooner or later, every employee faces the question: “Am I trying too hard for this kind of money?” Almost at the same moment, another question arises before the head of the company: “Am I paying too much for these efforts?” What happens next depends on many factors, the main one being well-organized system of remuneration and motivation of labor .

According to the Public Opinion Foundation (a study conducted by the RADA analytical group), last year 85% of the 1,500 Russians surveyed were not satisfied with their earnings. One in four believed they deserved a salary increase of at least 10,000 rubles. True, many would be satisfied with an increase and half that amount. At the same time, 50% of respondents blamed the Russian economy and high taxes for their low wages. About 40% blamed "stingy" bosses. And only 7% of respondents honestly admitted that their low qualifications were to blame.

So how can management be so that both subordinates are satisfied and the company's budget is normal? According to a number of specialists in the field of organizational consulting, first of all, people should understand why they work at all. And only then begin to determine your contribution to the company, your value to the company and your cost in the market. Without the first point, all the others make no sense, since in the eyes of each person its value can increase indefinitely.

According to the research of the Center for Business Security, the main goals of the work of employees of security companies are:

54% - provide for yourself and your family

33% - satisfied with the salary

17%- recent habit

14%- interesting job

13%- no other work

Simply put, first a person must be provided, and then they need to be carried away with work, then they will not demand a salary increase, at least not too often.

The vast majority of employees of security companies need a clear system of incentives - both material and moral. It is necessary to reinforce their every step forward in professional growth- any, even insignificant success. Many trading enterprises practice, for example, bonuses for each violator caught. At the same time, training should also be phased and presented as a reward.
Reasons related to a particular team;

The influence of the team and the situation that has developed in it is of decisive importance. first of all, for grass-roots personnel - security guards.

In large retail chains, it has long been noticed that in some stores theft is reduced to single facts, and in some stores everyone who is not lazy is stealing.

Today, one can rightly say that the institution of mentoring, which is so hard to take root in Russian companies, at the level of training in theft has long been created and is functioning perfectly.

Almost anyone who gets into this environment, after a month, masters most of the skills of "snatching, shaving and flogging" as efficiently as possible.

According to independent experts, the share of protection in retail accounts for up to 2% of the loss of goods, while in the structure of the enterprise, security is less than 0.1% of the total number of employees.

The experience of retailers may be interesting, where two principles of working with personnel are applied:

1- creating a team,

2 - rotation of employees of low positions.

The fact is that in a month each employee acquires the skills of theft, which is difficult to expose. Therefore, rotation is sometimes beneficial to the store. On the other hand, team spirit and long work in a team allows you to develop motivation systems and improve the level of service. If employees feel that they are respected, considered members of the team, they identify their personal goals with the objectives of the company.

2. Personal stereotypes

Personal stereotypes are the most difficult to correct area for the efforts of the personnel security service.

A person whose conscience is equal in size to the "Tyumen region" and contains everything from genius to vicious - can only be fired.

Fortunately, most of these employees are quite simply eliminated at the pre-testing stage when hiring, and their work record leaves much to be desired - if there are no direct indications of theft, frequent job changes will definitely alert the HR manager.

During the probation period, many problematic individuals who managed to hide their identity during the preliminary check appear.

The second side of the problem lies in the purely psychological predisposition of people " There are people who always steal, there are people who never steal, and there are those who steal when they are allowed to. Most recent ". And the first, by the way, least of all - personal stereotypes occupy almost the last place among the reasons for theft.

Can be distinguished 7 personality types whose behavior poses a threat to the security of the organization:

additive behavior. Escape from reality by changing one's mental state, using drugs, alcohol, or constantly fixing one's attention on certain objects or activities (cards, cockroach races), to get intense emotions. These processes control a person's life, make him helpless, deprive him of his will. To achieve their goals, the addict can sacrifice anything.

antisocial behavior. The main feature is the commission of actions that are contrary to ethics and morality, irresponsibility, ignoring laws and the rights of other people.

Suicidal behavior. Putting your (respectively, nearby people) life at risk.

conformist behavior. Fulfillment of the will of "authority", opportunism, non-criticality, inability to make decisions, take responsibility.

narcissistic behavior. Hypersensitivity to the assessments of other people, lack of sufficient empathy, distancing from the team (as a result, not accepting its norms and requirements).

Fanatic behaviour. Blind adherence to any idea, intolerance to other views, which may be accompanied by violent actions. The neutral or friendly actions of other people are often judged as hostile or deserving of contempt.

autistic behavior. Difficulty in social contacts, isolation from reality, immersion in the sphere of dreams. Hence the inability to adequately assess the situation and make a decision.

Thus, in order not to allow people with an abnormal psychological attitude to commit actions that are detrimental to the enterprise, it is necessary to develop administrative and technical barriers.

Implementation of the principles of operational work with people in order to prevent financial and material losses as a result of their disloyalty.

Faced with facts of disloyalty and other similar violations, the head of a private security company SB, like a knight at a crossroads, must make one of three decisions:
1. Close your eyes, pretend that there are no thefts, misuse of company resources, information leaks. (Position of an ostrich).
This, as it seems to some managers, can preserve the atmosphere of a friendly company. And there are many such leaders, according to our data, up to 36% of Moscow leaders expressed the opinion that they would rather agree with the facts of disloyalty of individual employees than install a system of dynamic control in the company.

The issue of preventing and detecting disloyalty of personnel is quite complicated, it requires certain financial and administrative costs, but the fact remains that, according to the same Business Security Center, the life cycle of trade enterprises that have failed to take control of the “risk of loss” process ranges from 2 up to 6 years, depending on the size and range of stores in question, and security companies lose customers even faster.

Practice shows: Ignoring a problem in itself is never its solution. However, employees who have honestly performed their work for the time being can either join in pulling apart the company, or leave because of their disagreement with what is happening.
What should employees think, how can they evaluate such behavior? The director protects the thief? Is he on his side? So, instead of maintaining a friendly atmosphere, you can get a seething volcano of passions. Mutual reproaches, bringing to light other examples of softness of management, threats of dismissal and other unpleasant satellites of conflicts.

2. Put the damage on someone else. (position of deferred liability).
This type of behavior is typical for some leaders who act simply - inventory items cannot disappear without a trace, they can only be stolen. If the villain is not known, then the entire shift of guards is assigned to them. The owner or manager solves his problem, settles relations with the customer. The damage is paid for anyway. Is it necessary to talk about staff turnover, the minimum possible level of employee loyalty, the specific reputation of the private security company.
Do you think the employees of such enterprises are against a comprehensive control system? They will vote “unconditionally FOR” if the true culprits will compensate for the damage, and if it is impossible to catch them, the business owner himself, who did not create the necessary conditions for the preservation of valuables.
A certain pattern is revealed - whoever loses personal money, he stands up for surveillance cameras, magnetic product tags and other achievements in the field of commercial security.

3. Create a system to prevent theft, information leaks, use of company resources for personal purposes. (wrestler's position).
Not everyone can go down this path. As already mentioned, it involves significant financial costs and the desire of the leader to create long-term relationships with the team. This path is often chosen by security companies with real know-how, dominating the market, operating in the information and analytical business, dealing with finance in the broadest sense of the word.
As a rule, a security system begins to be created when a company reaches a certain place in the market, the number of employees exceeds a threshold value, when a serious competitor appears, etc.

Principles of organization of the security system and control of employees
The list of principles of correct control includes:

Firstly, continuity principle: all work to ensure personnel security should be carried out comprehensively and continuously, and security measures should not be responsive to emerging threats.

Secondly, the principle of limitation: everything that is connected with direct working time and fulfillment of official obligations and is limited to work, has unconditional openness for control.

The employer has every right to know when the employee came to work, when he left home, who entered the room "A", how long he stayed there, etc. An important condition is the obligatory acquaintance of the employee with the full list of controlled resources.

A new employee must be notified that the enterprise is under dynamic control, that official correspondence can be read, that telephone conversations can be recorded. The management is obliged to take a receipt, where the employee confirms the fact of familiarization with this side of the work and his responsibility for the disclosure of confidential information. Confidentiality issues should be discussed before an employee voluntarily or unwittingly divulges valuable information.

Third, conformity principle: the higher the degree of influence of an employee on the work of the enterprise as a whole, the more rights the company's management has for special control. This sounds ominous to the ear of human rights defenders, but in fact it is quite justified.

Fourth, the principle of relevance. The work carried out must be relevant in the context of what is happening. Relevance is determined subjectively by the person responsible for accident prevention. It is appropriate to check the actual hours worked for most employees, but how to do it for those who have a daily schedule and irregular working hours? It is appropriate to request a report on the correspondence carried out during the day by e-mail, but only from those who have this very mail.
Do you think we are talking about something that is already obvious? Companies create instructions and rules, life changes, but the rules do not always keep up with new realities and then funny things happen. The principle of relevance says that control is possible if there is a risk, he says that overinsurance can make control a highly formal exercise.

Fifth, the principle of relevance and activity. The activities carried out must be relevant and timely. Prevention must precede crime. It is necessary to protect the interests of the security company with a sufficient degree of perseverance, actively using non-standard methods and measures.

At sixth, the principle of legality. The development and implementation of all measures must be built and implemented within the framework of the current legislation using permitted methods for detecting and suppressing offenses. All established cases of violation of the law must be reported to law enforcement.

Seventh, the principle of complexity. Complexity is understood as the whole set of forms and methods of operational work with people on the basis of legal, organizational, engineering and technical measures, using legal methods and means at all technological stages.

Control System Effects
Positive Effects from the introduction of a system of control over resources are obvious:
prevention of theft, or at least a significant reduction in their number;
Prevention of a significant part of cases of information leaks and other official misconduct and crimes;
· increase of the general level of discipline of employees;
Improving the efficiency of resource use and reducing their misuse;

But it must be admitted that, along with the positive, there are negative consequences strengthening control over personnel:
· Some employees will leave, and only a small part, because now it has become difficult to steal. There will be layoffs for emotional and ethical reasons;
Some employees will become more inventive in their ideas, and management will have to constantly improve the control system, which will lead to additional costs;
Whatever the relationship was before the introduction of control, after they become noticeably more formal and tense;
· The formation of a team spirit will have to be based not on mutual and complete trust, but on common interests (which is much more correct).

The structure of the countermeasure complex

Subsystem for identifying and blocking sources of threats and dangers. It should minimize the sources of threats to the security company. Since the main source of a real threat is our own personnel and, above all, security guards, it is necessary to build a system for the correct selection, training and placement of personnel. At the selection stage, two main issues are resolved: screening out obviously unsuitable employees and assessing the personal and professional qualities of those hired. On the way to resolving this issue is the lack of a system of strict preliminary professional criteria in the process of assessing persons wishing to become a private security guard. However, this issue requires a separate study due to its extremely important significance and therefore cannot be resolved within the framework of this article. In our opinion, both the Licensing and Permitting Department and the heads of all security companies should be equally interested in the discussion on determining the criteria for selecting persons for the security business. Quite often you have to deal with employees who have a diploma and certificate of a private security guard, and do not meet professional requirements. Therefore, an important stage is the selection of employees for work.

Recruitment

The recruitment period is the most difficult and time-consuming, including several stages.

First of all, it is necessary to understand exactly who we want to hire, and, based on the job description and the characteristics of the protected object, develop requirements that include not only formal provisions such as gender, age, education, work experience, but also a number of moral and psychological qualities that the candidate must have. Then the selection of candidates for the vacant position is made. It should be borne in mind that the selection methods used should minimize the possibility of unscrupulous people penetrating the staff.

These methods include:

selection of candidates by the own personnel service;

contacting specialized agencies and other similar organizations;

search for candidates among graduates of non-state educational institutions;

Stages of personnel selection

There are seven stages of personnel selection. Of course, not all of them need to go through every newly hired employee. These issues can be regulated by a special provision or solved individually in each specific case a specialist in the personnel department of the private security company.

Selection of candidates. The stage begins with a preliminary selection interview, the purpose of which is to first get to know the applicant, find out his education, and assess personal qualities. On the basis of the qualifying conversation, obviously unsuitable candidates are “screened out” for documentary and personal reasons.

Questioning. Those who have passed the first stage must fill out a questionnaire, the data of which is analyzed not only by the personnel officer, but also by the specialist of the personnel security service. Analysis of personal data allows us to identify not only the compliance of the applicant's education with the minimum qualification requirements, the correspondence of practical experience to the nature of the activity, the presence of restrictions of any kind on the performance of official duties, but also some psychological characteristics of the applicant.

hire interview, during which some features of the applicant's personality can be revealed, such as sociability, conflict, etc.

Testing. Applicants can be offered to pass both aptitude and psychological tests. In this case, psychological selection will allow not only to find out the moral and ethical qualities of the candidate, his weaknesses, mental stability, but also possible criminal inclinations, the ability to keep secrets.

Making inquiries with the manager on previous work and other persons who know the applicant well. At this stage, the reliability of the data declared by the applicant is checked, or you are the information about which the person applying for a job chose to remain silent for some reason.

Check reviews and recommendations. In addition to the traditional steps, for a more complete acquaintance with the personality of the candidate, you can also use the services of the internal affairs bodies: find out about the presence (absence) of a criminal record of the candidate and about the wanted persons.

Polygraph test. Conducting such testing is associated with certain difficulties. The use of a polygraph in Russia is not legalized. However, what is not forbidden is allowed. Reasonably guided by this principle, people at the head of many organizations and departments consider the use of a polygraph to be quite justified and useful.

Experts say that this device cannot be deceived - the operator can be deceived if he does not have sufficient qualifications. A polygraph test is comparable to a stressful situation, so if the operator is inexperienced (and there are not too many professionals in this area), the analysis of the results may contain errors. All this must be taken into account when hiring a new employee.

- What should be paid attention to when hiring new employees?

It is desirable to use as many means and methods of testing them as possible to identify specific inclinations and hidden motivations. We generally recommend limiting yourself to the following:

· carefully check the identity documents and the presence of a permanent local residence permit;

We find out or at least pay attention to a person's propensity for bad habits: alcohol, drugs, gambling;

We use information databases. Maybe the candidate has already "lit up" somewhere as a petty thief or a big swindler;

· without fail we check a person for a criminal record, especially for mercenary crimes, as well as for committing administrative offenses: maybe he is a malicious hooligan or does not get out of the sobering-up station, is registered as a drug addict. It happens and such come across.

As an example, we will give the simplest candidate verification matrix, of course, this matrix is ​​quite generalized, since it changes and is supplemented depending on the position for which the candidate is considered.

Simplified Candidate Evaluation Matrix for Employment

NATURE OF HIDDEN INFORMATION	RECRUIT	REFUSE	HOLD ADDITIONAL ACTIVITIES
Conviction for economic crimes
Conviction for intentional crimes
Conviction for crimes by negligence
Bringing to administrative responsibility (type of offense)
Working at a competitor
Relationships with employees of competitors
Close acquaintance with criminals
Personal connections with tax and law enforcement officials
Failed commercial activities, debts, outstanding obligations, etc.

Practice shows that only on formal grounds we have to refuse to hire up to 30% of candidates.

The work of an employee in a security company.

The profession of a security guard is very difficult, exhausting, requiring not only impeccable physical fitness, but also the presence of a sufficient amount of intelligence. This is due to the fact that in recent years the emphasis in the security business has shifted more and more from physical protection to technical means and methods of protection. And here you simply cannot do without basic education, special technical training. Therefore, the second place is the process of staff training.

Many security companies have developed a multi-level system of personnel training. The basis of professional development is familiarization with official duties, internal regulations and labor protection. Job description - a document that defines the whole range of issues related to his work in this organization. A well-written instruction allows you to determine the duties, rights and responsibilities of the staff and protects them from performing unusual functions, emphasizes the system of relationships between managers and their subordinate employees.

The job description usually contains:

the full name of the position;

who is subordinate to the employee in the process of performing official duties;

Who has the right to make comments, give orders, demand their execution;

requirements for the employee in this position (education, specialty, work experience);

the goals that the management of the enterprise puts forward for this position;

the functions that the employee must perform in this position;

The responsibility borne by the employee in this position, including material;

The procedure for evaluating the work of an employee.

The job description may also define the procedure for employees to access confidential information:

At the next level, there are daily briefings when taking up duty, bringing algorithms of actions in various situations, changes that have occurred in the private security company and the guarded enterprise, criminal news and novelties in security equipment. The second level is systematized classes conducted by specialists of the security company and invited teachers. The highest level is the passage of specialized seminars and trainings that are conducted by training and consulting companies in various specialties of the security business. For enterprises specializing in retail trade and industrial safety, such a company is ZBB.

A special place is occupied by corporate culture, as a set of rules and norms of behavior, it can be documented and represent a description of the actions of personnel in certain situations. Items can be included in the description of the corporate culture that directly determine the behavior of employees in a collision with competitors (inclination to cooperate, enticement or elicitation of information). For example, the relevant document of one security organization contains the following clause: “If you contact any person who makes you an offer to change jobs or seeks to obtain information of a confidential nature, notify management.”

Preservation the loyalty of its employees is solved by stimulating their effective work, compensating for adverse conditions and factors, solving employee problems, competent information policy and promoting team spirit, corporatism.

Professor Davis has developed his own way of dealing with scammers. They are offered the so-called "social audit"- to measure the degree of satisfaction of employees and the degree of correlation between corporate values ​​and individual values ​​of employees. If the difference in attitudes towards the public and the private is great, vigilance should be increased.

End of employment relationship

Upon dismissal of an employee who has any information that is undesirable to get on the side, at the initiative of the employer, one should not hastily implement decision. In this case, it is necessary either to transfer the employee in advance and under the appropriate pretext to another work site where there is no confidential information, or to keep him in the structure of the company until measures are taken to reduce the possible damage from disclosure of information or adequate means of protection are found. . If an employee leaves of his own free will, it is necessary to try to determine the true reason for his decision (sometimes the reasons cited by the employee upon dismissal and the true motives that prompted him to take such a step differ significantly from each other), evaluate it correctly and decide whether it is advisable in this situation, make attempts to artificially retain this person in the team. If the answer is negative, work out and implement the procedure for his conflict-free dismissal.

The dismissal process should include the following steps:

writing an employee letter of resignation, which will detail the reasons for such a decision, as well as (preferably) the place of the intended work;

transfer to the responsible person of all the documents, databases, information carriers, products, materials assigned to him, checking their completeness, completeness and registration of acceptance in the inventory of the contractor or act;

handover by the employee of a pass (identifier) ​​to enter the work area, all keys and seals, prohibition for the employee to enter the work premises using knowledge of the code of the code lock (if necessary, change the code);

Conducting a conversation with the departing employee in order to remind him of the obligation to keep confidential information secret and the employee signing the obligation not to disclose confidential information to him after dismissal;

Documentation of dismissal in accordance with the general rules.

Subsystem of active countermeasures (PERSONAL LEVEL) should contribute to the identification of facts of disloyalty and their suppression. This subsystem is constantly running. The focus is not on predicting pests, but on monitoring current processes, constantly monitoring changes and analyzing the information collected.

This is, first of all, control over the performance of their duties by employees, which is very often entrusted to the service of operational duty officers and heads of facility security.

The official part includes the control of working hours, control of reporting, etc.

Informal, consists in dynamic monitoring of the performance of duties by each security guard and mini teams at the facilities. Separately, it should be noted the importance of control over the working contacts of security guards and employees of the customer: when, with whom, on what issue negotiations were held and what was the result (can be tracked using appropriate reporting), and over their standard of living: comparison of income and expenses, adequacy of behavior to income.

The most important instrument of control is accounting and financial reporting. It is thanks to bureaucracy that facts of disloyalty can be identified and documented.

For example, last year we had to stop the activities of a security guard who unreasonably overestimated the data in the receipt documents, for which he received remuneration with “greyhound puppies” (mobile phone, payment for services, etc.).

To carry out the disclosure of all these acts, we had to carry out:

· control of working hours. To show that this employee at that particular time exercised control over the acceptance of the goods;

· reporting control. The verification of the receipt documents submitted by the customer was carried out by employees on site and documenting the actual situation at the facility;

· contact control. This area is closely related to interference in the personal life of an employee, and therefore requires special preparation and conduct.

· control of the adequacy of behavior. Associated with observing how employees behave and, most importantly, how their behavior changes over time. When superimposing these observations on the schedule of transactions, you can see certain patterns and draw some conclusions. Particular attention should be paid to such indicators as a sharp change in the well-being of an employee, a significant and prolonged deterioration in mood, isolation, absent-mindedness, etc. The appearance of such symptoms is an alarming signal that speaks of the need for a deeper study, namely: observing him outside of work. However, we must remember that detective work is limited by law.

internal audit, collection, compilation and analysis of information, the use of trusted persons in this work.

What other ways are there to reduce the risk of employee disloyalty?

First of all, this is a financial incentive. An effective financial policy in relation to employees is a guarantee of the company's security.

This is true, but only the most superficial. A combination of material and social incentives has a much greater impact on the honesty of employees in the company.

A huge number of employees in the process of consulting say or make it clear that they do not feel the importance of their work for the organization. “We are material”, “It feels like everything I do, I do for myself”, “I am constantly made to understand that I work in order to feed myself. But the company does not feed at my expense?” - such statements our experts hear regularly. And if I do all my work only for myself, then why shouldn't I do a little more for myself?

In addition, the constant feeling of underestimation of the level of assessment of one's competence, performance, usefulness leads the employee to a state of extreme psychological discomfort, in which he becomes immune to innovations, incapable of accepting criticism addressed to him. He perceives praise and censure in his address as another whim of the boss or a vicissitude of fate. In the end, having "settled down" in the role of the eternally offended, he loses the ability to realistically assess the situation in the company and the results of his work.

The situation is aggravated if the director prefers to take "their own" for senior positions and the roles in the company do not correspond to the position held. For example, in a structure where relatives and friends of the director, people of the same nationality or the same age are concentrated in leadership positions (such a kind of "hazing"), we can say that disloyalty to the company and the desire to cash in at its expense will develop much more rapidly, other things being equal. than other firms. Emotional experiences about one's own inferiority in comparison with "close ones" can escalate the situation to the limit. In addition, "their own" often come from outside and take away the hope of other employees for promotion, which they perceive as a clear injustice. The attitude towards the company, of course, does not improve.

Money isn't everything. A person has different needs:

Social needs :

a job assignment that allows employees to communicate;

Creation of a special atmosphere, the spirit of a single team;

holding periodic meetings with subordinates not only to make strategic decisions, but also to discuss current issues;

support for informal relationships, if they do not prejudice the work;

Creation of conditions for the active life of employees outside the organization.

The need for respect :

Increase the content of the work of employees;

organization of feedback on the results of work and the reaction of management;

Evaluation and encouragement of the achieved results;

involvement of subordinates in the formulation of goals and the development of solutions;

promotion of subordinates through the ranks;

providing training and retraining of employees, which increases their level of competence;

The need for self-expression :

identification and use of the potential of each employee;

entrusting them with complex and important tasks that require full dedication;

Encouragement and development of their creative abilities.

Subsystem of initial state recovery. (REHABILITATION LEVEL) The task of this subsystem is to return to the customer the lost goods and materials, their compensation, or to compensate for the damage caused to the image. The subsystem can be activated as needed. Her work is based on legal and psychological impact on the attacker. However, operational and investigative actions of law enforcement agencies, litigation are quite expensive and time-consuming things.

Legal impact is possible only with sufficiently detailed documentary fixation of the fact of illegal actions of an employee and readiness to work with law enforcement agencies. This is where the previously conducted process of internal verification, documentation, comes to the rescue:

Psychological impact is likely with full or partial documentary fixation of theft, due to which it is possible to influence the subject. Most often, this impact is based on the unwillingness of a person to make public or transfer information about the act committed by him to law enforcement agencies. The purpose of such an impact is to return the lost amounts and / or restore the image of the enterprise.

Countermeasure systems are the art and skill of a professional, one who builds this system, while it must be remembered that it is impossible to create a "panacea" applicable to all cases of life.

If an illegal act has occurred, first of all it is necessary to assess the situation and its consequences. The process of initial assessment of a criminal act can be facilitated by answering specific questions:

· WHO? Who is the key figure in the criminal act, who can benefit from it, who can clarify the situation;

· WHAT? What is the loss of resources, what actually happened, what is the essence of what happened, its consequences;

· WHEN? When the offense was committed, the exact time or period;

· WHERE? Where the action was performed, place;

· HOW? The way the act was committed, how these actions were committed, what contributed to the commission, what was the situation in the immediate vicinity of the place of the commission or next to the persons involved in the commission;

· HOW? Instrument of commission, i.e. whereby the crime was committed;

· WHY? The motivation of the perpetrator, which prompted him to these actions.

By getting clear answers to these questions, it is possible to narrow the circle of suspects and identify accomplices. In parallel, it is necessary to collect all the factual material on this event - explanations of all participants and persons who may be involved. It is immediately necessary to document the material and technical condition of the site where the criminal encroachment occurred, and the state before the problem arose (inventory acts, material accounting, reports, certificates). And already based on this material, begin to build hypotheses and assumptions, assess losses and plan to correct the situation. It is necessary to involve law enforcement agencies from the moment the fact of illegal actions is established.

Do not think that the negative aspects of the security guard's personality mentioned above are irreparable. With the help of certain psychological techniques, it is possible to develop in people those qualities that are necessary in work: poise, self-control, the ability to make responsible decisions, perseverance in overcoming difficulties, the ability to distribute attention and observe a large number of objects at the same time, the ability to remain active for a long time. Thus, it is possible to correct the personality and raise it to a higher intellectual level.

When hiring employees, ask them to sign a non-disclosure agreement about information that became known to them in the company during work and after dismissal. Psychologically, this works very well: most people are afraid to violate signed agreements. It is important that this document stipulates a specific period for keeping the secret.

Use in working with employees with their personal consent technical means of recognizing dishonesty and predisposition (lie detectors, other devices and devices).

Break up secret information into modules and trust them to different people. Thus, the employee will only have a part of the classified information, which in itself may not be of particular value.

Constantly monitor all information flows and activities of individual employees with extended access to information.

Track relationships in the team, identifying disgruntled and offended employees. They can give out your secrets simply "for evil" or for reasons of principle.

Make public all the facts of the disclosure of trade secrets former employees both within the company and in the external market.

In conclusion, I would like to note that in order to prevent most of the threats that may come from employees, it is enough to correctly organized work personnel services. Contrary to popular belief, the functions of this unit are by no means limited to the recruitment of employees: it is also an effective tool for determining the mood prevailing in the organization, for forming a corporate culture and building a system of motivations.

The advantages of a company whose employees are loyal to it are indisputable. They can provide the company with a leading position in the market. But for the emergence and strengthening of staff loyalty, management needs to make a lot of effort. This is a difficult job that requires specific knowledge, but its results cannot be overestimated.

About concepts

Having set out to understand what staff loyalty is, it is logical to start with a definition. To understand loyalty, it is enough to refer to the translation. "Loyalty" from English loyalty is commitment, fidelity. But already at the stage of definition, one often has to deal with substitutions, when the motivation of employees, their job satisfaction, and corporate culture are given out as loyalty. Let's try to separate these concepts with an example. Consider a situation that often arises when an employee is highly motivated to earn money, but, in fact, is not at all loyal to the company, or, for example, the employee remains in the team, even if most of the performance indicators do not suit him at all. If motives answer the question “Why do I work?”, then loyalty answers the question “Why do I work in this particular organization?”. Loyalty is an internal, highly emotional experience of attitude towards the company, the staff of the unit, the personality of the leader (I note that loyalty can manifest itself at several levels). Loyalty is a powerful internal motive for work, often much stronger than external motives.

And, like any emotion, loyalty is difficult to fully perceive at the level of logical systems, which first dissect the phenomenon, and then give step-by-step recommendations on how to move from state “A” to state “B”.

Is the game worth the candle?

Before answering the question of what needs to be done to build loyalty, let's dwell on whether it is needed, whether it is worth spending time and effort on its formation among employees.

The list of areas in which loyalty has a beneficial effect is quite wide: here and the risk of abuse, and the issues of attracting and retaining employees without participating in the race for higher salaries in the struggle for valuable specialists. The value of each of these applications of loyalty in each company is different. For some, the climate is a priority, for some it is the responsibility of loyal employees for the result, and for some it is the safety of commercial information.

Often managers think of loyalty as a way to save on wages. It is unlikely that these expectations will be justified. Of course, loyal employees do not monitor the situation on the labor market so meticulously, for them the level of wages is not a priority reason for working in the company, but even for super-loyal employees, the issue of salary is a matter of recognition by the company of their merits, fair assessment of their activities. And as we will see below, the fairness of rewards is one of the key elements in building loyalty.

Where does it come from

If we talk about the factors that determine the formation of employee loyalty, then we can distinguish organizational, personal and emotional factors.

Organizational:

Organization of work in the company: regulation, distribution of functions, powers, planning and control system, system of work with clients, etc.;
-- Information flow system: informing about goals and objectives, availability, timeliness, completeness of working information, feedback, as well as information about significant facts of the company's work;
-- Organization of work with personnel: (system of material and non-material incentives, evaluation and development system, existing corporate culture).

Personal:

Interpersonal relationships: cohesion, conflict;
-- Personal characteristics of team members;
-- Personalities of department heads;
-- The personality of the company's management: charisma, observance of obligations, predictability, professionalism.

Emotional:

Honesty (truthfulness) and transparency in relation to the company's employee;
-- The ability of the company to give the employee a sense of their importance, the appreciation of the personal contribution of each to the common cause;
- Interaction between the company and the employee. The internal attitude of the company to its employees.

It is worth noting that many factors can provoke disloyalty of employees, including:

Lack of clear goals and development prospects for the company;
-- Lack of staff information about the life of the company, its achievements In the absence of awareness, there will be no basis for the formation of a sense of belonging to the company, pride in it;
-- Lack of career growth opportunities;
- Lack of management attention to initiatives from below, lack of involvement of employees in decision-making relating to the entire company;
- Weak interaction of employees of different departments with each other. Difficulties and errors in the transfer of information turn into conflicts between departments. Employees perceive only their department as a team, other structural units appear to them as a hostile or simply alien environment;
-- Dissatisfaction with working conditions;
-- Low salary. Wages do not match the qualifications of the employee, or wages are significantly lower than the average wage in the industry with the same range of duties or required qualifications;
- Global changes in the company.

Perhaps the most difficult question is how to evaluate the loyalty of the staff, because this is, first of all, an emotional concept. Let's decide on the indicators - some markers that together allow us to assess the level of loyalty in the company. The main ones are:

The level of staff turnover is a fairly simple indicator that is considered by every personnel officer. Here the question is only in assessing its criticality. Ten years ago, the normal level of turnover was 10-12%. Today the market is very dynamic, and no one is surprised by the level of turnover - 20% per year, and for some industries, for example, trade, the lower level of turnover is around 35%, although on average it is much higher;
-- The level of potential turnover, determined by survey methods. Employees should be asked periodically, anonymously, for how long they plan to stay with the company. Due to anonymity, the resulting figure will be close to the real one;
- Motivation and job satisfaction. There are many questionnaires that evaluate these indicators in the company, but it is important not to mix these concepts in the evaluation process;
-- The level of conflict in the team;
-- The emotional involvement of employees is the perception of work by employees not through the prism of formal parameters, but through emotional indicators. This parameter is the main indicator that forms the loyalty of employees in relation to the company. When constructing questionnaires or a structured interview plan for evaluation this indicator it is necessary to focus on the feelings that this or that parameter of the company's work causes among its employees;
-- Evaluation by employees of the personnel management system, the system of compensation and benefits, the information system, the existing corporate culture. interaction with the immediate supervisor;

As additional indicators by which one can judge the presence or absence of employee loyalty to the company, one can cite such as:

The ratio of employees to working time: arrival / departure, "squandering" of working time;
-- Attitude to observance of norms and rules;
-- Initiative, active position (including when conducting research);
-- Willingness to protect the interests of the company;
-- Reviews about the company;
- Interest in development. Perception of difficulties as challenges/obstacles.

What does it cost us to build a house

Having considered and studied all the parameters, it's time to proceed directly to the formation of employee loyalty. To begin with, it is necessary to determine the goal - what needs to be done first of all: retain existing employees, attract single expensive specialists, organize mass recruitment (in this case, the loyalty of working employees acts as one of the elements of the employer's company brand in the labor market), avoid a strike, or something something else.

Work on the formation of loyalty should be carried out at all stages: selection, adaptation, motivation, training, corporate culture. Each of the elements of the personnel management system affects the loyalty of employees. There can be no trifles here, it is impossible to refuse any of their elements. The main thing is to bring everything together and evaluate specific steps.

To begin with, using the example of your company, evaluate how the existing elements of work with personnel (organization of reception, adaptation, motivation, training) contribute to increasing employee loyalty. For example, when selecting in our company, we evaluate the potential readiness of an employee to be committed to the organization (based on previous experience of interaction with the employer, job search motives), at the same time we “sell” the company to the candidate, forming its positive image. Adaptation itself is designed to convey not only formal requirements, but also convey the atmosphere of work in the company.

A key component of the loyalty program is the information system in the company. It positions the principles of openness of the company for employees. An organized presentation of information allows you to correctly place emotional accents in the flow of information about the company. It is necessary to report on all the victories of the company and its employees. Pride and respect are among the strongest emotional components of loyalty.

Many, thinking about loyalty, focus on team-building events. Of course, this is an important and necessary element. Loyalty to the staff of the unit is the path to loyalty to the company, but a favorable psychological climate in the team is only one of the components of loyalty, which cannot be an end in itself, especially since the best team-building event is the joint achievement of goals that are significant for each.

It is very important to pay attention to the development of a system of material and non-material incentives. At the same time, it is important, first of all, that the employees perceive this system as objective and transparent. Only in this case, the funds spent on motivational activities will be perceived as recognition of the merits of everyone, and not as a matter of course the obligation of the company. It is impossible to form loyalty effectively in conditions of minimum wages.

In addition, staff satisfaction assessments should be conducted regularly and extensively. These events will allow you to identify potential problems at the stage of their inception, it is also an excellent tool for communication between employees and the administration, for which there is always not enough time in the constant “churn”. For most working employees, it is important that their opinion is heard. One of the diagnostic elements is the “exit interview”, which gives a detailed picture of the loyalty of the remaining employees.

When building loyalty, it is important not to forget that the company must have the image of a successful one. The degree of loyalty is directly proportional to the success of the enterprise. The employee must understand the prospects for the development of the company. Loyalty is impossible without compliance with agreements.

Having formed a certain level of loyalty (I note that one hundred percent high loyalty of each working employee is an unattainable goal), unfortunately, you cannot stop and do more important things. People change, the team changes, and, consequently, something is constantly changing in the relationship between the employee and the company. It is important to monitor this dynamics and, if necessary, make adjustments to the system of work with personnel.

As a result, I would like to emphasize that loyalty, like any emotions, cannot be bought, but it can be grown gradually based on partnerships between the employee and the employer.

Corporate culture and staff loyalty

In modern conditions, the tools of material motivation for retaining employees are not enough. The creation of a favorable social and psychological atmosphere in the company is of exceptional importance for increasing labor productivity and staff loyalty. This is a common truth that no longer needs proof. At the same time, each HR manager is left alone with a very specific task: what tools to choose to create and strengthen a favorable corporate culture in his company.

1. Loyalty from the very beginning

It is very important that new employees feel like part of the team as soon as possible, join the team, understand that the new job is prestigious and interesting. For beginners, the appearance in a new place, among strangers- a lot of stress, so it is important to help them get comfortable right away. The immediate supervisor must meet the new employee, walk him around the office, and introduce him to colleagues. An ideal way to convey the necessary information about the company is an introductory lecture, in which the HR or internal communications manager will talk about the company's mission, history, management, structure, market position, achievements and plans for the future. In many organizations, the "recruit" is simply given a brochure about the company and hopes that he will read everything himself. It is not right. Firstly, people do not really like to read, sometimes there is not enough time for this. Secondly, the emotional component is important: if the lecturer is full of enthusiasm, he is proud of his work and shares the values ​​of the company, then this feeling is transferred to the listeners.

2. Staff awareness

It is very important for employees of any company to feel a sense of belonging, to have information, to take part in the discussion important issues. If people do not have enough information about what is happening in the company, if the future of the organization and its position in the market are unclear to them, they begin to get nervous and spread rumors about the imminent end of the world.

A sufficient amount of information is the key to employee loyalty. There are different ways to inform. This can be news on the corporate website (there are more than enough informational occasions in any, even a very small, company: a successful project took place, someone climbed the career ladder, they write about us in the press, etc.; the main thing is that the news must be updated every day or even several times a day, so that employees get used to using the site as a source of information), letters from the company's management about strategic plans (ideally once a quarter), a forum on office issues (it can be maintained on the corporate website by an office manager).

3. Feedback from employees

Anonymous surveys can be an effective channel for obtaining feedback from employees. Thanks to him, the staff can really influence the situation, declare problems, offer ways to solve them (for example, the questionnaire includes the question: “What would you do if you were the head of the company?”). The results of the survey are necessarily published on the corporate website, then an action plan is drawn up to eliminate the problems stated in the questionnaires, the most interesting ideas expressed by employees are used.

4. Competent corporate party

Each person has a need to belong to a particular social group, a desire to become a recognized member of the community, to say “we” and to be proud to be part of a team of like-minded people. A variety of corporate events help to rally and unite the work team. The main thing is to approach their organization creatively, to avoid bureaucracy. Firstly, a corporate party should be held in the form of a buffet table, not a banquet. At a banquet, people often sit down at tables in groups according to the principle “who is friends with whom” and continue to “cook in their own juice”. Newcomers are terribly shy and do not know whose table it is better to sit down. The bosses importantly sit at a separate table, and even in a separate office. The tables are large, the music is blaring, you can only talk with a neighbor. What kind of team building is there? Such holidays are perceived by employees only as an opportunity to eat and drink for free. It is much easier and more efficient to organize communication between employees at receptions. People constantly change places, mix, actively contact, get acquainted. Top managers, along with everyone else, actively participate in communication.

Secondly, if you are faced with the task of rallying the team, never invite relatives of employees to the holiday. If a person comes to an event with a spouse or, even worse, with children, he is guaranteed to communicate only with them. Contact with colleagues will be kept to a minimum. The result is that the team is rather disunited than united.

Thirdly, it is better to refuse invitations to popular singers to the holidays so that employees communicate more with each other, and do not look at other people's artists. It is much more interesting to organize the event yourself, actively involving everyone in this process. Employees themselves can organize competitions, concert numbers, act as presenters. Moreover, the management should take an active part in the program. For example, at our New Year's party (theme - India), the company's president Mark Shashua and CEO Konstantin Bridgman met employees at the entrance, stuck bindi (national Indian jewelry) on everyone's forehead, showed a video from the Indian office of Expomedia and personally awarded distinguished employees.

5. Sports and charity

Regular sports events are another good way to bring the team together. Everyone's favorite team games (football, volleyball, basketball) can be played at a sports ground or gym rented near the office. It is even more interesting to play a game against a team of partners or clients. Before each sporting event, it is necessary to arrange a powerful PR campaign to encourage players to form teams, and those who had a deuce in physical education to gather fans and prepare chants, pipes, flags.

On the corporate website, you need to regularly post news about preparations for the event, and it is also useful to constantly raise this topic “on the sidelines”: in the kitchen or in the smoking room. If you can’t find a gym (in Moscow, after 18:00, all sports facilities are usually busy), you can arrange competitions right on the street. For example, we once organized a charity marathon in the park next to the office. During the preparation, they took bets on runners, based on the amount of money collected, they published on the site the rating of athletes, among whom, by the way, one could observe both the general director and the new sales manager. All the funds raised went to the needs of the orphanage, with which our company cooperates. This race lasted only 20 minutes, but the charge of vivacity and optimism from it was enough for a long time.

6. Public recognition of the merits of employees

Feeling himself a part of a wonderful team, the employee, nevertheless, strives to be an individual, wants to be appreciated. It is very important here that the distinguished employee must hear praise and words of gratitude from the manager, and also receive signs of approval and respect from colleagues. It's great if the internal communications manager keeps abreast, and each time posts news about the achievements of an employee on the internal website. This can be done in the form of a mini-interview with the hero of the day. A person who receives a positive assessment of his efforts strives to work even better. And, on the contrary, a person whose efforts no one noticed is disappointed up to the desire to leave the company.

The culmination of the assessment of achievements is the awards ceremony at the New Year's party, during which the best employees in various categories are named. Before awarding a prize, it is necessary to explain on the basis of what criteria the winner deserved his title. Criteria should be extremely clear and specific. This gives all employees the opportunity to set the bar for themselves, to understand what needs to be done to become the best. Portraits of all winners for all years are posted on the honor board, which is located in a prominent place, for example, immediately at the entrance to the office.

We have a special board of honor on the corporate website. The information on it is updated weekly according to the results of competitions between sales managers. In addition, the top seller of the week receives a personal commendation from the CEO, a challenge pennant and an award.

7. Self-realization of employees

So that the employee does not have the desire to leave the company, he needs to clearly explain what his prospects are, how he can build his career. It is important that the company has no obstacles to the promotion of employees, and a system of informing about open vacancies has been established. Even at the interview stage, it is useful to explain to candidates what kind of people are valued in the organization (for example, those who believe that every person is the blacksmith of his own happiness, is actively developing, knows what he wants). Now many companies are purposefully engaged in employee training - they organize trainings, seminars, lectures. In addition to organizing such corporate training, it is necessary to develop in employees a craving for self-learning and self-development. Especially for this purpose, we have organized a library of business literature, where everyone can take home books and magazines on management, marketing, sales, and event organization. Our employees also have the opportunity to attend business conferences, seminars, forums organized by our company for free. English lessons that take place right in the office at the end of the working day are very popular.

A person is multifaceted, and he wants to realize himself in several areas at once, and others are interested in seeing not only the professional qualities of a colleague, but also other interesting aspects of his personality. In our company, the corporate newspaper serves as a tool for this. We make it ourselves. The authors of articles, correspondents and photographers are the employees themselves. This helps to avoid bureaucracy and makes the newspaper a bestseller. The freedom for creativity is practically unlimited. You can talk about your life path, hobbies, travels (headings "Who was I in a past life", "My hobby", "On the roads of my life"), as well as about your work, project, your department or a colleague with whom you are pleased work together (headings "What do crafts smell like", "These eyes are opposite", "Secrets of a professional"). Thanks to the newspaper, colleagues get to know each other better, they begin to understand that everyone in the company makes an important contribution to the common cause.

Any company is a living organism that constantly requires care. Therefore, it is important to regularly and purposefully support a favorable socio-psychological climate, constantly generate new ideas. We hope that this article will give you some ideas, give you some new ones, and help you solve the key task for every company - to retain employees and achieve well-coordinated work of the team.