Возможности метода семантического дифференциала для оценки персонала (на примере HR-брэндинга организации)

Abstract

The article shows the possibilities of the semantic differential method for studying the HR-brand, in particular, the deep motivational attitudes of perceiving the image of the organization. The organization on the basis of which the study was conducted was an international bank. The study sample consisted of employees of the Ural branch of the bank: specialists of the personnel management department, specialists of direct sales departments for individuals and legal entities, heads of departments for servicing individuals and legal entities. The comparison sample was made by the students of the Ural Federal University in the areas of study "International Management" and "Personnel Management". Empirical data collection methods: a special semantic differential, S. Badner's uncertainty tolerance/intolerance questionnaire. The technique of a special semantic differential made it possible to assess the psychological side of branding, which is associated with the processes of perception of an economic object and the processes of identification. The discriminant ability of the technique as a psychodiagnostic tool has been confirmed. A contradiction has been established between the dispositions of personnel and the values broadcast by the banking technology of HR-branding. Differences in the motivation of current and potential staff in the perception of the HR brand were revealed. The main risks of internal HR branding are associated with the passivity and lack of initiative of the staff, which is consistent with the low tolerance for uncertainty, the willingness of the staff to perform activities at the executive level. High anxiety in the student sample, due to the perception of uncertainty, forms overestimated requirements for the structuredness and predictability of the organizational environment, the obligations of the organization, which are contrary to the values of proactivity and self-development. Differences in the affective-motivational complexes of perception of the employer's brand justify the need for nuanced internal and external HR branding.