It is worth doing?
eaching compromise between employers and employees is a key task for any enterprise.
Since there are no rules to solve the issue, different enterprises try to solve this issue differently. Let's have a look at ISS Art company as an example.
IT-sphere is a very specific in this sense – there is an acute shortage of human resources in it.
Another peculiar feature of this industry is that developers are very independent, they do not need particular environment, therefore, they can work wherever they want. It is quite obvious that these professionals are rather spoilt.
Ivan Orekhov, the CEO of ISS Art, LLC, decided that the best way to tackle the above mentioned problems is to grow employees in-house. The idea gradually grew into a well-built internship system: several times a year students from technical institutes and universities are invited to participate in three-month internship programmes. Here they acquire practical experience. Internees do not create commercial programs, but they produce some useful products.
The introduced system has worked well, and one may imagine that a student receiving such a valuable experience should be grateful, but in fact, lots of them very soon become so self-sure thinking themselves to be professionals with high ambitions. Young people aged 20-25 years old are a new generation that has grown in a new reality, they differ greatly even from those who are 30 plus today. They just want to live fast and are no longer inspired with what used to be a motivation for older people. Slogans are a useless instrument, the company should have its own corporate values to help build a stable business, and people who come to work in the company should share and follow the values.
On the other hand, the relationship between the employer and employees should be regulated with the help of one instrument, which is a remuneration system. The way to increase salaries merely counting the inflation is a destructive way for the company. Increasing salaries simultaneously for all the employees did not work either. Task complexity levels for various specialists (managers, analysts, developers) differ greatly.
It was finally decided to involve employees themselves in the creation of the salary system. There was an attempt to develop a system that would evaluate all the details of the employees' activity within the company (their experience, qualification, etc.) but it turned out to be too complicated and finally failed without even been introduced.
Another try was made some time later, this time professional consultants were invited and Ivan Orekhov did not take part in the system development any more. The consultants were to help employees think laterally, realise the company's perspectives as well as their own ones and find ways of combining those, which is generally speaking a key task in any business. A functioning system was soon introduced. It looked like an individual rating system where certain qualification levels were defined, going up from level to level depended on the quantity of points accumulated by an employee. The points are gained by employees for performing everyday duties and extra responsibilities, such as organizing seminars or other events. The system is supposed to benefit everyone in the company due to its fairness. Simultaneously with the creation of the remuneration system employees underwent a comprehensive diagnostics to have their motivation, inclination and abilities revealed. The entire campaign turned out to be a game, a business game in fact. It meets the requirements and mentality of the young people who make the majority in the company, so it inspired them and made involved. The system obviously will further develop and improve, however, one thing is clear: a wise management system requires lots of efforts and expenses, but it is worth doing.