Development of human capital in the military-industrial complex of Russia in the context of digital transformation

Dyundik, Elena; Golubev, Sergey S.; Makhova, A.V.; Gurtskoy, L.D.

doi:10.1051/e3sconf/202021706005

Cited by 7 publications

(6 citation statements)

References 5 publications

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“…The most common criteria and indicators of performance and efficiency are financial and economic [1][2][3].…”

Section: Discussionmentioning

confidence: 99%

“…Domestic and foreign scientists are engaged in the study of the problems of assessing the work of MIC organizations in the HTCDP markets. A number of authors consider the financial results of work in the markets as a priority [1][2][3], other authors consider the innovation component, the possibility of developing new technologies and products [4][5][6]. The formation of modern business models, an increase in the adaptability, mobility, and efficiency of MIC enterprises as a result of the development of civil markets and diversification is noted by the majority of researchers [7][8][9][10][11].…”

Section: Introductionmentioning

confidence: 99%

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Scientific and Methodological Approach to the Rating of Organizations of the Russian Military-Industrial Complex Developing Civilian Manufacturing

Berkutova¹,

Zgruev²,

Zhurenkov³

2022

Proceedings of the International Scientific and Practical Conference Strategy of Development of Regional Ecosystems “Education-

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The purpose of the study is to develop a scientific and methodological approach to rating the enterprises of the military-industrial complex of Russia in the course of the development of civilian production and the development of markets for high-tech products of dual and civilian use. The results of the study of scientific works and investment projects on entering the markets of civilian products of enterprises of the militaryindustrial complex made it possible to form the structure of their rating in the composition of five profiles and the criteria and assessment indicators included in them. The profiles include: financial and economic profile, diversification profile, organizational development dynamics, marketing profile, management profile. In the course of the study, the choice was substantiated for using in the course of rating indicators for assessing the effectiveness and efficiency of enterprises of the military-industrial complex in the process of developing civilian markets. Within each profile, methods for calculating the constituent indicators were proposed, scales were developed for each indicator, the proposed indicators were combined into a single rating system. The proposed scientific and methodological approach makes it possible to combine individual indicators characterizing the achievements in the markets of civilian and dual products into a structured system of profiles, which allows, on the basis of integration, to determine the total rating of organizations of the military-industrial complex, as well as to carry out their comparative analysis. The developed rating model makes it possible to monitor, analyze and evaluate the work of organizations of the military-industrial complex, on their basis to form targeted measures to support organizations, to develop and enforce regulations, projects and programs that stimulate the development of the military-industrial complex in civilian markets. Within the framework of the proposed model, a multilevel approach to rating has been implemented, taking into account the corporate, industry and state levels.

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“…The most common criteria and indicators of performance and efficiency are financial and economic [1][2][3].…”

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Scientific and Methodological Approach to the Rating of Organizations of the Russian Military-Industrial Complex Developing Civilian Manufacturing

Berkutova¹,

Zgruev²,

Zhurenkov³

2022

Proceedings of the International Scientific and Practical Conference Strategy of Development of Regional Ecosystems “Education-

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“…Therefore, it is necessary to provide justifications for the economic viability of paying annual bonuses in case of questions from the tax authorities (for example, to establish a relationship between financial indicators and the contribution of the employee, to make sure that there is no interdependence of persons who appoint and receive bonuses, etc. [14]).…”

Section: Discussionmentioning

confidence: 99%

Incentive Mechanism of Economic Protection of Rocket and Space Industry Enterprises from Risks

Golubev¹,

Mironov²,

Kosarev³

2022

Proceedings of the International Scientific and Practical Conference Strategy of Development of Regional Ecosystems “Education-

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The paper discusses the development of incentive plans for personnel of enterprises in the rocket and space industry, who takes risks, in view of the results of their activities. Mechanisms for constructing long-term personnel incentive plans taking into account the key indicators of risk assessment of enterprises in the rocket and space industry are proposed. Methods for calculating and implementing a deferral (installment) of bonuses to top management and other employees taking risks have been considered. The risk indicators of enterprises of the rocket and space industry have been determined, and a methodology for their calculation has been proposed. Key indicators for payment/adjustment of deferred bonuses have been proposed. The expediency of expanding the non-monetary part of bonuses to employees of enterprises in the rocket and space industry, for example, in the form of options and shares, has been proved; specific examples of non-monetary incentives for employees of enterprises in other industries have been given. The problems of tax accounting of annual bonuses of key employees holding managerial positions in the organization when calculating income tax have been considered. Recommendations are given on accounting for deferrals at industrial enterprises. The novelty of the approach lies in the authors' proposal to use the incentive mechanisms, tested in the financial sphere, of protection against risks at industrial enterprises of the rocket and space industry as well as when adapting the principles of calculating and paying the deferred bonus to employees of the enterprises in the rocket and space industry, taking into account the risks of rocket launching, arising at these enterprises.

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“…For the selected employee categories (Middle and line management of production companies, Working specialties) financial incentives are of primary importance. At that, fairness and predictability of the remuneration system is very important for such employees [15]. However, non-monetary incentives are important for all categories of staff.…”

Section: Source: Compiled By the Authorsmentioning

confidence: 99%

Key Aspects of Shaping HR Strategy of MC Kolmar LLC at Various Stages of the Company’s Life Cycle

Tsivileva¹,

Golubev²

2022

Proceedings of the International Scientific and Practical Conference Strategy of Development of Regional Ecosystems “Education-

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The purpose of the conducted research is to highlight the main directions and tools planned for application in HR-strategy of coal mining company to improve the efficiency of work with personnel, increase the quality of human capital, as well as to increase the attractiveness of the company for employees at different stages of the life cycle of the organization. The article considers the main aspects of formation of HR-strategy of Kolmar Coal Mining Company, which the authors called "Transition Strategy". The article identifies the basic principles and tools for working with personnel at different stages: recruiting, hiring, training and working in the organization. The elements of corporate culture are also considered, the directions of its development in accordance with the stages of the life cycle of the organization are determined. The choice of the basic HR-strategy and its main components was made, and the potential and directions of strategic development of the company were determined. The main cohesive theoretical basis for the development of Transition Strategy principles and tools was the organization life cycle theory and the managerial style model by Ichak Kalderon Adizes. Using these theoretical foundations and elements of strategic analysis, the authors defined the stage of the company's life cycle at the moment, established the correspondence of the necessary management styles to this stage. Based on the theoretical tools, as well as applying other developments of leading experts in the theory of management, the authors have built a system of measures in the field of personnel management consistent with the current state of the Kolmar Coal Mining Company and outlined the main elements of functional strategies for work with personnel, relevant to the strategic directions of development of this area of the company activities. The research carried out in this paper will enable the systematic structuring of HR work in the company and build the basic principles of corporate culture in the perspective of the period 2022-2025, and effectively solve the problem of increasing the number of employees in accordance with the growth rate of the company.

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Development of human capital in the military-industrial complex of Russia in the context of digital transformation

Cited by 7 publications

References 5 publications

Scientific and Methodological Approach to the Rating of Organizations of the Russian Military-Industrial Complex Developing Civilian Manufacturing

Scientific and Methodological Approach to the Rating of Organizations of the Russian Military-Industrial Complex Developing Civilian Manufacturing

Incentive Mechanism of Economic Protection of Rocket and Space Industry Enterprises from Risks

Key Aspects of Shaping HR Strategy of MC Kolmar LLC at Various Stages of the Company’s Life Cycle

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