The personnel potential management of the consulting enterprise
Students Name: Karpova Tetiana Serhiivna
Qualification Level: magister
Speciality: Business Economics
Institute: Institute of Economics and Management
Mode of Study: part
Academic Year: 2022-2023 н.р.
Language of Defence: ukrainian
Abstract: Karpova T.S., Panchenko A.V. (supervisor). Management of personnel potential of the consulting enterprise. Master’s qualification work. - Lviv Polytechnic National University, Lviv, 2022. Extended abstract. The world and the economy do not stand still: enterprises are formed, unprofitable ones are liquidated, innovations are introduced - at the same time, at the basis of changes there is always a person who, despite the high-tech world, continues to do most of the work. And since an employee is a living being with feelings, the ability to get tired both physically and emotionally, such fatigue negatively affects their motivation, and eventually leads to professional burnout. The master’s thesis is devoted to the management of the personnel potential of a consulting enterprise. The profit of the consulting company depends entirely on the efficiency of the employees. The process of providing consulting services requires perseverance, the ability to concentrate, perform routine work, and often stay at work outside of working hours. Such factors contribute to a high risk of professional burnout. Realizing as an employee of the consulting field the negative impact of the listed factors, I consider it expedient to continuously monitor staff burnout and develop effective approaches to staff motivation and evaluation of their work. These issues were the actual tasks that became the basis of my scientific research in the master’s qualification work. The issue of burnout will always be relevant, especially for large consulting companies, that, attracting an increasing number of new clients, increases the workload on employees. And this is actually another factor for professional burnout of an employee. Lack of constant communication, constant overtime, misunderstanding of the goals and purpose of one’s work, inadequate expectations from the management to their subordinates contribute to staff turnover and job dissatisfaction. The master’s thesis is based on the example of the leader of consulting services of KPMG Ukraine LLC. Results of the proposed employee evaluation method: The proposed methodology will consist of evaluating the employee’s work cycle in three phases: preliminary evaluation, current evaluation, and final evaluation. Preliminary assessment is based on the goal management methodology. At the beginning of the financial year, the employee must discuss with his performance manager the ways of development and improvement that he will follow during this period and form a list of goals to be achieved before the final evaluation. The manager engaged in personal development of the employee evaluates them according to the relevant criteria and using the awarded integral indicator calculates the sum of points for the preliminary evaluation. The next stage is the ongoing assessment. It is based on the 360-degree feedback method. Since consulting companies work according to the project style of work, accordingly, the evaluation at this stage is carried out for each project in which the employee participated. Evaluation takes place with the help of collected feedback from senior colleagues on the project, deriving the average rating for the project and comparing it with the employee’s assessment of his work. The assessment at the current stage of assessment is calculated as the integral value of the average arithmetic assessment for the activities of all projects in the current year. The final evaluation examines the employee’s activity in general: how ambitious and realistic his goals were, his activities and successes/failures on projects, the overall contribution to the development of the company, as well as the achievement of goals. In order to evaluate an employee based on the results of the year, the evaluations at each stage are taken into account, and in the case of a good evaluation, the possibility of promotion and, accordingly, a salary increase, as well as bonuses based on the results of the reporting year, are considered for such an employee.. The proposed approach takes into account what is so often lacking in large consulting corporations - an individual approach to each employee of constant communication. This approach will give the employee the feeling that his development really concerns others and colleagues really want to try to improve the skills of this employee. The main advantage of this approach is the maintenance of communication about the progress in the fulfillment of goals and the employee’s satisfaction with the work process.. The scientific novelty consists in the following: - the proposed complex model for assessing the personnel potential of a consulting enterprise, in contrast to existing approaches, takes into account the high burnout of employees in the consulting sphere and provides for the development of an individual development program for each employee; - the main factors of employee burnout in the consulting sphere are highlighted, the effectiveness of the development of individual employee development programs is proven, unlike existing approaches, it takes into account the causes of staff turnover and burnout in the consulting sphere. Keywords: personnel, potential, motivation, professional burnout.