СБАЛАНСИРОВАННАЯ СИСТЕМА ПОКАЗАТЕЛЕЙ КАК ЭЛЕМЕНТ СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ ПЕРСОНАЛОМ ПРОМЫШЛЕННОГО ПРЕДПРИЯТИЯ

Abstract

The purpose of this study is to develop a methodological framework and a mechanism for the formation of a balanced scorecard as an element of the strategic personnel management of JSC «KEAZ». To carry out analytical work and to obtain specific conclusions in order to form the proposals of the project part of the study, various methods of analysis were used: induction, deduction, comparison, abstract-logical analysis, modeling. The article discusses the experience of using the Balanced Scorecard (BSC) for solving the strategic goals and objectives of KEAZ of Kursk. The basic idea of ​​using the BSC is that non-financial goals are taken into account in the strategy of the company, along with financial indicators. In the BSCJSC «KEAZ» emphasis is placed on strategic personnel management as a key resource of the organization. The use of the KPI system in the enterprise is currently an effective tool for personnel management and has several advantages, which include the following: employee motivation is directly related to the achievement of the organization’s business goals; the effect of implementation can be measured and calculated, including in financial indicators; Using this system, you can stimulate employees by applying tangible and intangible incentives. The study showed that a balanced scorecard is an effective tool for implementing the strategy, as well as building an effective strategic management system, which makes it possible to overcome the implementation barriers of the strategy arising from the imperfection of the strategic management system in the enterprise.