During the period of the implementation of innovations the significance of human
resources policy increases by several times. Various variants of human resources
policy changes within the realization of innovation process as well as the effects
of these changes were analyzed in the framework of carrying out full-scale research
of the process of implementation of innovations in one of the telecommunication companies.
The sphere of telecommunications is one of those spheres, where the changes are not
only possible, they are the basis and guarantee of the success on the market. Besides,
the effect of the implementation of any innovation in the sphere of telecommunications
is visible practically at once. And such unpredictable administrative innovations
often unattractive for investors, which are unfortunately so typical of Russia practically
do not influence the development of telecommunication sphere. It still remains one
of the most liberal and highly competitive spheres on Russian market.
Nowadays the market of cellular communications goes through the period of the development
boom. This situation is especially visible in megapolises, for example in Moscow
region. Moreover if initially there was a rapid growth of the number of users, and
the cellular companies observed considerable growth of subscribers base, nowadays,
when the market has already practically saturated, there can be observed the tendencies
of the improvement of qualitative parameters. And here operators improve both the
quality of connection and the quality of customer support. Certainly, one cannot
talk about the fact that Moscow market of cellular communications does not possess
its specificity, but nevertheless such dynamic tendencies of development will be
typical of all regions of Russia.
As a result of the research we found out that many negative effects caused by the
implementation of innovations, such as:
-growth of intensity of labour;
-increase of the flexibility of labour hours; enlargement of the limits of a workday;
-change of the structure (balance) of the existing labour functions;
-emergence of functions which earlier were not peculiar to a specific profession;
-intensification of the level of labour complexity;
-reduction of the level of autonomy of the workplace;
-strengthening of the external control, informatization of labour and other effects
can be adjusted with the help of accurate and timely actions in the sphere of human
The author of the article offers a list of recommendations concerning changes in
the human resources policy, which a company should take into consideration during
the process of innovation implementation. Here are some of them:
1.It is necessary to form and permanently perfect the common organizational culture
of an enterprise, as well as the principles and general provisions of the human resources
policy. Besides, during the implementation of innovations it is necessary to modify
human resources policy taking into account all the theoretically possible and real
changes in conditions of work.
2.It is necessary to provide the preventive adjustment of the system of labour stimulation
within innovation conditions as well as to carry out systematic motivation work with
the personnel aimed at underlining the profitability of innovation activity and (if
possible) to conduct full compensation of its costs, including psychological ones.
Showing the fact that a certain (and a considerable) part of the results of innovations
will benefit the executors, would be a strong factor in removing social and psychological
barriers to innovation activity and reduction of the level of conflicts.
3.In the course of innovation activity there arises the question about system, professional
approach to the elaboration of human resources policy of an enterprise, about the
concordance of the rate of innovations implementation with the measures aimed at
their human resources support.
4.One should not use widespread administrative pressure upon the personnel, it is
better to secure the interest of personnel with the help of material or other motivation.
5.It should be taken into consideration that the real obstacle to improving production
quality is a low level of remuneration of labour: in these cases it becomes difficult
if not impossible to apply sanctions, i.e. the situation with the quality becomes
6.It is desirable not to differentiate departments by the level of salary, because
the isolation of innovation departments stimulates a negative reaction of the members
of other departments.
7.The practice of the organization of training at enterprises shows that age and
educational characteristics of the personnel are important factors of its adaptability
to innovations. In this sense one may talk about the influence of the age structure
of personnel of an enterprise on the successfulness of the choice of the model for
the implementation of innovations. When there is predominance of the employees of
older ages the practice of usage of external hiring and inter-company training of
new personnel is optimal. Besides, many experts at enterprises indicate the advantages
of training the personnel with nonspecialized professional education, and this raises
requirements to the educational level of both active personnel and personnel that
If the company does not carry out the analysis of necessary changes in human resources
during the period of the implementation of innovation process, it may suffer serious
losses, including financial ones. The level of these losses may be estimated only
with the help of indirect methods, because they have an implicit character. In other
words, this is rather the lost profits than the real losses.
Nevertheless, within the process of the implementation of innovations the achievement
of maximum possible profit is the desired result. And correspondingly, loss of this
possible profit may be considered as the failure of the whole innovation process.
The results of the research showed that deep analysis of human resources policy can
provide efficient instruments of managing the situation at enterprises and the behavior
of the personnel.