Corporate culture and staff loyalty

AT modern conditions tools of material motivation to retain employees are not enough. The creation of a favorable social and psychological atmosphere in the company is of exceptional importance for increasing labor productivity and staff loyalty. This is a common truth that no longer needs proof. At the same time, each HR manager is left alone with a very specific task: what tools to choose to create and strengthen a favorable corporate culture in his company.

1. Loyalty from the very beginning

It is very important that new employees feel like part of the team as soon as possible, join the team, understand that new job prestigious and interesting. For beginners, the appearance in a new place, among strangers is a lot of stress, so it is important to help them get comfortable right away. The immediate supervisor must meet the new employee, walk him around the office, and introduce him to colleagues. An ideal way to convey the necessary information about the company is an introductory lecture, in which the HR or internal communications manager will talk about the company's mission, history, management, structure, market position, achievements and plans for the future. In many organizations, the "recruit" is simply given a brochure about the company and hopes that he will read everything himself. It is not right. Firstly, people do not really like to read, sometimes there is not enough time for this. Secondly, the emotional component is important: if the lecturer is full of enthusiasm, he is proud of his work and shares the values ​​of the company, then this feeling is transferred to the listeners.

2. Staff awareness

It is very important for employees of any company to feel a sense of belonging, to have information, to take part in the discussion of important issues. If people do not have enough information about what is happening in the company, if the future of the organization and its position in the market are unclear to them, they begin to get nervous and spread rumors about the imminent end of the world.

A sufficient amount of information is the key to employee loyalty. There are different ways to inform. This can be news on the corporate website (there are more than enough informational occasions in any, even a very small, company: successful project, someone has climbed the career ladder, they write about us in the press, etc.; the main thing is that the news should be updated every day or even several times a day so that employees get used to using the site as a source of information), letters from company management about strategic plans (ideally once a quarter), a forum on office issues (it can be maintained on the corporate website by the office -manager).

3. Feedback from employees

Anonymous surveys can be an effective channel for obtaining feedback from employees. Thanks to him, the staff can really influence the situation, declare problems, offer ways to solve them (for example, the question is included in the questionnaire: “What would you do if you were the head of the company?”). The results of the survey are necessarily published on the corporate website, then an action plan is drawn up to eliminate the problems stated in the questionnaires, the most interesting ideas expressed by employees.

4. Competent corporate party

Each person has a need to belong to one or another social group, the desire to become a recognized member of the community, say "we" and be proud to be part of a team of like-minded people. A variety of corporate events help to rally and unite the work team. The main thing is to approach their organization creatively, to avoid bureaucracy. Firstly, a corporate party should be held in the form of a buffet table, not a banquet. At a banquet, people often sit down at tables in groups according to the principle “who is friends with whom” and continue to “cook in their own juice”. Newcomers are terribly shy and do not know whose table it is better to sit down. The bosses importantly sit at a separate table, and even in a separate office. The tables are large, the music is blaring, you can only talk with a neighbor. What kind of team building is there? Such holidays are perceived by employees only as an opportunity to eat and drink for free. It is much easier and more efficient to organize communication between employees at receptions. People constantly change places, mix, actively contact, get acquainted. Top managers, along with everyone else, actively participate in communication.

Secondly, if you are faced with the task of rallying the team, never invite relatives of employees to the holiday. If a person comes to an event with a spouse or, even worse, with children, he is guaranteed to communicate only with them. Contact with colleagues will be kept to a minimum. The result is that the team is rather disunited than united.

Thirdly, it is better to refuse invitations to popular singers to the holidays so that employees communicate more with each other, and do not look at other people's artists. It is much more interesting to organize the event yourself, actively involving everyone in this process. Employees themselves can organize competitions, concert numbers, act as presenters. Moreover, the management should take an active part in the program. For example, on our new year party(topic - India), President of the company Mark Shashua and CEO Konstantin Bridgman met employees at the entrance, stuck bindi (national Indian jewelry) on everyone's forehead, showed a video from the Indian office of Expomedia and personally awarded the distinguished employees.

5. Sports and charity

Regular sporting events are another good way rally the team. Everyone's favorite team games (football, volleyball, basketball) can be played on a rented room near the office sports ground or the gym. It is even more interesting to play a game against a team of partners or clients. Before each sporting event, it is necessary to arrange a powerful PR campaign to encourage players to form teams, and those who had a deuce in physical education to gather fans and prepare chants, pipes, flags.

On the corporate website, you need to regularly post news about preparations for the event, and it is also useful to constantly raise this topic “on the sidelines”: in the kitchen or in the smoking room. If you can’t find a gym (in Moscow, after 18:00, all sports facilities are usually busy), you can arrange competitions right on the street. For example, we once organized a charity marathon in the park next to the office. During the preparation, they took bets on runners, based on the amount of money collected, they published on the site the rating of athletes, among whom, by the way, one could observe both the general director and the new sales manager. All the funds raised went to the needs of the orphanage, with which our company cooperates. This race lasted only 20 minutes, but the charge of vivacity and optimism from it was enough for a long time.

6. Public recognition of the merits of employees

Feeling himself a part of a wonderful team, the employee, nevertheless, strives to be an individual, wants to be appreciated. It is very important here that the distinguished employee must hear praise and words of gratitude from the manager, and also receive signs of approval and respect from colleagues. It's great if the internal communications manager keeps abreast, and each time posts news about the achievements of an employee on the internal website. This can be done in the form of a mini-interview with the hero of the day. A person who receives a positive assessment of his efforts strives to work even better. And, on the contrary, a person whose efforts no one noticed is disappointed up to the desire to leave the company.

The culmination of the assessment of achievements is the awards ceremony at the New Year's party, during which the best employees in various categories are named. Before awarding a prize, it is necessary to explain on the basis of what criteria the winner deserved his title. Criteria should be extremely clear and specific. This gives all employees the opportunity to set the bar for themselves, to understand what needs to be done to become the best. Portraits of all winners for all years are posted on the honor board, which is located in a prominent place, for example, immediately at the entrance to the office.

We have a special board of honor on the corporate website. The information on it is updated weekly according to the results of competitions between sales managers. In addition, the top seller of the week receives a personal commendation from the CEO, a challenge pennant and an award.

7. Self-realization of employees

So that the employee does not have the desire to leave the company, he needs to clearly explain what his prospects are, how he can build his career. It is important that the company has no obstacles to the promotion of employees, and a system of informing about open vacancies has been established. Even at the interview stage, it is useful to explain to candidates what kind of people are valued in the organization (for example, those who believe that every person is the blacksmith of his own happiness, is actively developing, knows what he wants). Now many companies are purposefully engaged in employee training - they organize trainings, seminars, lectures. In addition to organizing such corporate training, it is necessary to develop in employees and craving for self-learning, self-development. Especially for this purpose, we have organized a library of business literature, where everyone can take home books and magazines on management, marketing, sales, and event organization. Our employees also have the opportunity free admission business conferences, seminars, forums organized by our company. Lessons are very popular. of English language which take place right in the office at the end of the working day.

A person is multifaceted, and he wants to realize himself in several areas at once, and others are interested in seeing not only the professional qualities of a colleague, but also other interesting aspects of his personality. In our company, the corporate newspaper serves as a tool for this. We make it ourselves. The authors of articles, correspondents and photographers are the employees themselves. This helps to avoid bureaucracy and makes the newspaper a bestseller. The freedom for creativity is practically unlimited. Can you talk about your life path, hobbies, travels (headings "Who was I in a past life", "My hobby", "On the roads of my life"), as well as about your work, project, your department or a colleague with whom it is pleasant to work together (headings "What crafts smell”, “These eyes are opposite”, “Secrets of a professional”). Thanks to the newspaper, colleagues get to know each other better, they begin to understand that everyone in the company makes an important contribution to the common cause.

Any company is a living organism that constantly requires care. Therefore, it is important to regularly and purposefully support a favorable socio-psychological climate, constantly generate new ideas. We hope that this article will give you some ideas, give you some new ones, and help you solve the key task for every company - to retain employees and achieve well-coordinated work of the team.

In the conversations of HR managers, one can often hear the professional term “corporate loyalty”. The attitude of employees towards their organization is discussed in different situations: at specialized trainings and seminars on management, during planning meetings and meetings dedicated to summarizing the company's activities.
Interest in the problem of staff loyalty is not a tribute to fashion, it is caused by economic necessity. Organizations in which there is a negative attitude of employees to the policy of the company's management can face serious difficulties. So, if the departure of disloyal employees from the organization is massive, then it causes significant damage to the image of an “attractive employer”. And the departure of a key employee (or group of employees) can so affect the smooth running of business processes that the very existence of the company is at risk.
In those organizations where there is a shortage of committed employees, there is a threat to information security. This is because employees who feel bad feelings about their firm, even with competitive wages and bonuses, sometimes try to annoy their employers and sell inside information to competitors.
In addition, leaders of an organization repeatedly experience a range of negative emotions, ranging from rage to feelings of frustration and even powerlessness, when their most interesting ideas and progressive proposals encounter the apathy and indifference of their disloyal subordinates. Therefore, many directors of companies at the stage of introducing innovations are afraid not so much of the rejection of their position on the part of employees as the apparent consent of employees, and after that the quiet sabotage of innovations. Low corporate loyalty thus has a negative impact on business development.
What is a loyal staff and what are the criteria for “loyalty” of employees to their organization? Experts in the field of human resource management call the following signs:
— employees recognize the values ​​of their company, embody them in their daily professional activity and even outside the walls of the office;
— employees show initiative, draw the attention of management to certain aspects of the company's life that require improvement. They are ready to take responsibility and jointly participate in solving urgent problems;
- individual employees in the interests of the organization sacrifice their personal time and make every effort to ensure that the quality of their activities improves constantly. In such cases, they say that subordinates are working "on the afterburner."
Many managers are aware of the main criteria for high corporate loyalty However, not everyone succeeds in building a perfectly coordinated and dedicated team.

Factors reducing corporate loyalty

To illustrate the actions of the company's management, leading to a decrease in employee loyalty, let's consider a few examples.

Example 1
In a private multidisciplinary university, strict standards of behavior for teachers were introduced. These requirements included instructions for interacting with students, colleagues and superiors, a description appearance teacher (including nail length and preferred make-up colors). The so-called dress code contained a requirement to wear only corporate colors.
The management even developed a system for monitoring compliance with these standards, in which all employees were involved. At the end of the month, teachers and other employees of the university filled out special control sheets, in which they first recorded the behavior of their colleagues. These sheets were sent to the administration, and then to the accounting department. Based on the points received, employees were paid salaries.
The existing system of control by colleagues (and in fact - the technology of denunciations against each other) soon led to the fact that the prestigious university was left without talented teachers, so the leadership of the educational institution hastily decided to invite less competent, but more disciplined and executive specialists, which are more inherent in such qualities as, say, "moderation and accuracy."
Subsequently, the flow of applicants (and hence the influx financial resources) has dried up, and the image of the university has faded significantly.
In this example, the position of the organization's management is obvious. Here, the authorities were carried away by the creation of a "showcase", the external entourage of the educational institution. At the same time, as a sacrifice new policy”was brought a favorable psychological climate in the team. For companies that are constantly concerned about the image, this problem is quite typical, because when introducing new criteria for the activities of employees, one should not forget about themselves.
Among HR managers, there is sometimes an opinion that “there are no irreplaceable people” and you can always find a new specialist in the labor market if you search well. However, this view is more evidence of managerial short-sightedness rather than wise management policy. In firms with high organizational culture management tends to protect and develop their own staff.
By themselves, actions to enhance the company's image are rather positive for the organization, but they must be accompanied by appropriate changes in relation to personnel management.
One of the most common management mistakes can also be attributed to some remoteness from the staff and condescension towards ordinary employees coming from the top officials of the company (see Example 2).
Low staff loyalty is also due to many other reasons: an inadequate motivation system, lack of career prospects, poor working conditions, as well as an undeveloped technology for staff adaptation (see Example 3).

Example 2
The attitude of management towards a large group of employees of a large grocery retail chain has always been slightly dismissive. Store managers did not notice their subordinates or treated them exclusively from above. The life of the company proceeded in two independent spheres. In one - high politics, development plans, growth prospects. In another - trading floors, tired customers, dissatisfied customers and other routine.
Feeling their isolation and the humiliated position of the "working class", the sellers showed remarkable ingenuity, developing and implementing schemes for personal enrichment. They even created their own training system, which included, in addition to mandatory vocational training, an internship for newcomers in the field of “entrepreneurship”.
By the time the theft technologies were discovered, the company had suffered huge losses.

Example 3
The life of new employees of the company wholesale stationery was always full of obscurities and mysteries. With the light hand of the director of the company, an interesting approach to the adaptation of newcomers was adopted in the organization. So, a new person was given very little information and even limited access to it in every possible way. For example, it was not customary to talk about the day of receipt of wages or the features of the internal work schedule. The "old men" stubbornly remained silent or avoided answering if they were asked where they could get a computer or fax paper. This method, according to the director, was designed to assess the fighting qualities of a beginner, his ability to act in conditions of lack of information.
Information about “innovative” technologies for “processing” personnel spread throughout the city, and the director, fortunately, was fired by a decision of the general

How much does corporate loyalty cost?

HR managers are sometimes reluctant to engage in employee loyalty programs. Because, in their opinion, measures to form and maintain a team of employees - adherents of the company are costly. This conclusion is made, as a rule, on the basis of acquaintance with various examples from the life of Western companies.
Various corporate field trips, incentive tours and other high-cost corporate benefits are not always required. The loyalty of employees really "costs" a lot. And it's not about the money here. It takes a lot of personal effort to change the attitudes of your employees. Management must find the strength and ability to be sensitive to the needs of other employees. This does not at all mean a readiness to fulfill any whims of their subordinates, "if only they would work." However, it is necessary to understand how the employees of the company live and breathe.
The price of staff loyalty directly depends on how ready the management is to abandon stereotypes and be flexible. It is important to be able to learn with and from the company's staff.

Where to start?

An HR manager who is interested in starting a set of work to increase employee loyalty must first of all set goals - what results need to be achieved, in what timeframe, what resources are needed for this (first of all, the personal or emotional resources of the leader himself) . The second stage should be an audit of the systems * (1) of motivation, adaptation and selection of personnel. This stage also includes checking the conditions in which the staff works.
An invaluable role in obtaining information about a company can be played by the analysis of rumors, gossip, and various myths. They are always present in the organization and make up for the lack of information among employees. It is necessary to start such diagnostics with conversations with your direct subordinates, then you can interview other employees.
After the diagnosis is made, it is necessary to determine a plan of action. It is important to pay attention to the following components:
- Motivation system. We are talking about both material incentives, that is, the value of the fixed and variable parts of wages, bonuses, etc., and the non-material side of incentives - a system of career growth, training and staff development.
- Relationships in the team. Here it is important to pay attention to what kind of informal groupings exist in subdivisions, how relations between subordinates and management develop.
- The attitude of the company's management towards employees.
After building a plan, the HR manager needs to act, but doing something new alone, without support, is impossible. So the next steps are:
- An HR manager needs to create an atmosphere in which the value of each employee is felt. This contributes to the fact that more employees will be involved in the creation of the loyalty program. At the same time, it is necessary to prevent the emergence of closed elite groups.
— All actions to create a loyalty program must be consistent. No need to do “something”: constantly make changes to the motivation system, organize endless corporate parties, receptions and field trips, it is important to act according to plan, calmly and in stages.
There are three main resources in business: information, finance, and people. Note that people use, multiply, distribute and preserve the first two components, i.e. staff. So the role human factor hard to overestimate. Especially in an increasingly competitive environment. Especially in the labor market. Therefore, work within companies aimed at developing employee loyalty is the most promising integrated direction in the field of personnel management.

E.A. Mamonov,
HR Development Manager, Head of Educational
Center of the Human Resources Department of the Voronezh Fuel Company

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*(1) Incentive tour is one of the forms of staff incentives, a corporate trip for educational or entertainment purposes.

The advantages of a company whose employees are loyal to it are indisputable. They can provide the company with a leading position in the market. But for the emergence and strengthening of staff loyalty, management needs to make a lot of effort. This is a difficult job that requires specific knowledge, but its results cannot be overestimated.

About concepts

Having set out to understand what staff loyalty is, it is logical to start with a definition. To understand loyalty, it is enough to refer to the translation. "Loyalty" from English loyalty is commitment, fidelity. But already at the stage of definition, one often has to deal with substitutions, when the motivation of employees, their job satisfaction, and corporate culture are given out as loyalty. Let's try to separate these concepts with an example. Consider a situation that often arises when an employee is highly motivated to earn money, but, in fact, is not at all loyal to the company, or, for example, the employee remains in the team, even if most of the performance indicators do not suit him at all. If motives answer the question “Why do I work?”, then loyalty answers the question “Why do I work in this particular organization?”. Loyalty is an internal, highly emotional experience of attitude towards the company, the staff of the unit, the personality of the leader (I note that loyalty can manifest itself at several levels). Loyalty is a powerful internal motive for work, often much stronger than external motives.

And, like any emotion, loyalty is difficult to fully perceive at the level of logical systems, which first dissect the phenomenon, and then give step by step recommendations how to move from state "A" to state "B".

Is the game worth the candle?

Before answering the question of what needs to be done to build loyalty, let's dwell on whether it is needed, whether it is worth spending time and effort on its formation among employees.

The list of areas in which loyalty has a beneficial effect is quite wide: here and the risk of abuse, and the issues of attracting and retaining employees without participating in the race for higher salaries in the struggle for valuable specialists. The value of each of these applications of loyalty in each company is different. For some, the climate is a priority, for some it is the responsibility of loyal employees for the result, and for some it is the safety of commercial information.

Often managers think of loyalty as a way to save on wages. It is unlikely that these expectations will be justified. Of course, loyal employees do not monitor the situation on the labor market so meticulously, for them the level of wages is not a priority reason for working in the company, but even for super-loyal employees, the issue of salary is a matter of recognition by the company of their merits, fair assessment of their performance. And as we will see below, the fairness of rewards is one of the key elements in building loyalty.

Where does it come from

If we talk about the factors that determine the formation of employee loyalty, we can distinguish organizational, personal and emotional factors.

Organizational:

Organization of work in the company: regulation, distribution of functions, powers, planning and control system, system of work with clients, etc.;
-- Information flow system: informing about goals and objectives, availability, timeliness, completeness of working information, feedback, as well as information about significant facts of the company's work;
-- Organization of work with personnel: (system of material and non-material incentives, evaluation and development system, existing corporate culture).

Personal:

Interpersonal relationships: cohesion, conflict;
-- Personal characteristics of team members;
-- Personalities of department heads;
-- The personality of the company's management: charisma, observance of obligations, predictability, professionalism.

Emotional:

Honesty (truthfulness) and transparency in relation to the company's employee;
-- The ability of the company to give the employee a sense of their importance, the appreciation of the personal contribution of each to the common cause;
- Interaction between the company and the employee. The internal attitude of the company to its employees.

It is worth noting that many factors can provoke disloyalty of employees, including:

Lack of clear goals and development prospects for the company;
-- Lack of staff information about the life of the company, its achievements In the absence of awareness, there will be no basis for the formation of a sense of belonging to the company, pride in it;
-- Lack of career growth opportunities;
- Lack of management attention to initiatives from below, lack of involvement of employees in decision-making relating to the entire company;
- Weak interaction of employees of different departments with each other. Difficulties and errors in the transfer of information turn into conflicts between departments. Employees perceive only their department as a team, other structural units appear to them as a hostile or simply alien environment;
-- Dissatisfaction with working conditions;
-- Low salary. Salary discrepancy between the employee's qualifications, or wages significantly lower than the average salary for the industry with the same range of duties or required qualifications;
- Global changes in the company.

Perhaps the most difficult question is how to evaluate the loyalty of the staff, because this is, first of all, an emotional concept. Let's decide on the indicators - some markers that together allow us to assess the level of loyalty in the company. The main ones are:

The level of staff turnover is a fairly simple indicator that is considered by every personnel officer. Here the question is only in assessing its criticality. Ten years ago, the normal level of turnover was 10-12%. Today the market is very dynamic, and no one is surprised by the level of turnover - 20% per year, and for some industries, for example, trade, the lower level of turnover is around 35%, although on average it is much higher;
-- The level of potential turnover, determined by survey methods. Employees should be asked periodically, anonymously, for how long they plan to stay with the company. Due to anonymity, the resulting figure will be close to the real one;
- Motivation and job satisfaction. There are many questionnaires that evaluate these indicators in the company, but it is important not to mix these concepts in the evaluation process;
-- The level of conflict in the team;
-- The emotional involvement of employees is the perception of work by employees not through the prism of formal parameters, but through emotional indicators. This parameter is the main indicator that forms the loyalty of employees in relation to the company. When constructing questionnaires or a plan for a structured interview to evaluate this indicator, it is necessary to focus on the feelings that this or that parameter of the company's work causes among its employees;
-- Evaluation by employees of the personnel management system, the system of compensation and benefits, the information system, the existing corporate culture. interaction with the immediate supervisor;

As additional indicators by which one can judge the presence or absence of employee loyalty to the company, one can cite such as:

The ratio of employees to working time: arrival / departure, "squandering" of working time;
-- Attitude to observance of norms and rules;
-- Initiative, active position (including when conducting research);
-- Willingness to protect the interests of the company;
-- Reviews about the company;
- Interest in development. Perception of difficulties as challenges/obstacles.

What does it cost us to build a house

Having considered and studied all the parameters, it's time to proceed directly to the formation of employee loyalty. To begin with, it is necessary to determine the goal - what needs to be done first of all: retain existing employees, attract single expensive specialists, organize mass recruitment (in this case, the loyalty of working employees acts as one of the elements of the employer's company brand in the labor market), avoid a strike, or something something else.

Work on the formation of loyalty should be carried out at all stages: selection, adaptation, motivation, training, corporate culture. Each of the elements of the personnel management system affects the loyalty of employees. There can be no trifles here, it is impossible to refuse any of their elements. The main thing is to bring everything together and evaluate specific steps.

To begin with, using the example of your company, evaluate how the existing elements of work with personnel (organization of reception, adaptation, motivation, training) contribute to increasing employee loyalty. For example, when selecting in our company, we evaluate the potential readiness of an employee to be committed to the organization (based on previous experience of interaction with the employer, job search motives), at the same time we “sell” the company to the candidate, forming its positive image. Adaptation itself is designed to convey not only formal requirements, but also convey the atmosphere of work in the company.

A key component of the loyalty program is the information system in the company. It positions the principles of openness of the company for employees. An organized presentation of information allows you to correctly place emotional accents in the flow of information about the company. It is necessary to report on all the victories of the company and its employees. Pride and respect are among the strongest emotional components of loyalty.

Many, thinking about loyalty, focus on team-building events. Of course, this is an important and necessary element. Loyalty to the staff of the unit is the path to loyalty to the company, but a favorable psychological climate in the team is only one of the components of loyalty, which cannot be an end in itself, especially since the best team-building event is the joint achievement of goals that are significant for each.

It is very important to pay attention to the development of a system of material and non-material incentives. At the same time, it is important, first of all, that the employees perceive this system as objective and transparent. Only in this case, the funds spent on motivational activities will be perceived as recognition of the merits of everyone, and not as a matter of course the obligation of the company. It is impossible to form loyalty effectively in conditions of minimum wages.

In addition, staff satisfaction assessments should be conducted regularly and extensively. These events will allow you to identify potential problems at the stage of their inception, it is also an excellent tool for communication between employees and the administration, for which there is always not enough time in the constant “churn”. For most working employees, it is important that their opinion is heard. One of the diagnostic elements is the “exit interview”, which gives a detailed picture of the loyalty of the remaining employees.

When building loyalty, it is important not to forget that the company must have the image of a successful one. The degree of loyalty is directly proportional to the success of the enterprise. The employee must understand the prospects for the development of the company. Loyalty is impossible without compliance with agreements.

Having formed a certain level of loyalty (I note that one hundred percent high loyalty of each working employee is an unattainable goal), unfortunately, you cannot stop and do more important things. People change, the team changes, and, consequently, something is constantly changing in the relationship between the employee and the company. It is important to monitor this dynamics and, if necessary, make adjustments to the system of work with personnel.

As a result, I would like to emphasize that loyalty, like any emotions, cannot be bought, but it can be grown gradually based on partnerships between the employee and the employer.

Earning the full trust and support of employees is sometimes harder than gaining new system work or to reorganize the staff. Loyalty of the staff, as unconditional support for the management, principles and policies of the company, is achieved through joint work top management and personnel department of the company.

In this article you will read:

• What is employee loyalty and what does it give companies
• What are the factors and parameters of staff loyalty
• How is the formation and development of staff loyalty
• How to assess staff loyalty

What is staff loyalty

Staff loyalty- the level of employee motivation, at which he shows devotion to the company, interest in its success and readiness to perform his job duties efficiently and effectively. An important component of employee loyalty is confidentiality, which guarantees the economic security of the company and a healthy psychological atmosphere in the team. Loyal professionals are satisfied with their work, interested in achieving common goals, and not just their personal results. A team of loyal employees works as a single mechanism, achieves its goals, follows the rules and laws established within the company.

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The loyalty of the company's personnel means the unity of the organization and the employee, where the second is a unit of the overall system. Loyalty is trust, a positive attitude of a person to any person or object.

Loyal staff is distinguished by a creative approach to performing tasks, high efficiency, involvement in the work process and sympathy for colleagues and superiors. These employees try to contribute to the common cause and avoid mistakes and failures that can harm the success of the company. Loyal attitude to superiors includes respect, a statement of high professionalism and the authority of the leader, there may also be a human disposition, participation.

Key parameters of staff loyalty

The main characteristics of the loyalty of an employee of the organization: unconditional, voluntary adherence to informal laws aimed at achieving results.

The secondary features are:

• demonstration of loyalty;
• friendly atmosphere in the team;
• similar principles and goals of the employee and the company;
• determination to sacrifice personal interests in favor of the interests of the organization;
• the desire to give all the best, to work out their part qualitatively;
• conscientiousness, sincerity in relation to the object of loyalty;
• genuine joy from the opportunity to work in this company;
• interest in the outcome.

What affects the loyalty of company employees:

• organization of working conditions;
• attitude of superiors towards subordinates;
• personal characteristics employees.

What are the components of employee loyalty in an organization?

Work in any organization interests people in connection with its popularity, big name, good pay, social security guarantee, good relationship within the team. The attitude of management towards employees is also important. Loyalty is also influenced by the personality of the employee, his character, life principles and goals, personal experience. Working time in the organization directly affects employee loyalty: the longer a person is a part of the company, the more loyal he is to it.

The loyalty of the company's personnel consists of three factors:

1) Emotional - positive emotions associated with the company, its team, relationships with colleagues, internal atmosphere. It manifests itself depending on the desire of a person to communicate, interact with the team, participate in the life of the organization.

2) Pragmatic - based on the awareness of the advantages of working in this company, the desire to maintain its workplace. Loyalty is dictated by personal interests.

3) Regulatory - associated with the fulfillment of these obligations or compliance with the clauses of the labor agreement.

What is the essence of disloyal staff

The manifestation of disloyal staff can be considered:

• dishonest attitude, fraud ;
• disregard for the basic principles of the company, disrespect for them;
• priority of their benefits over common goals;
• rudeness in communication;
• non-compliance, etc.

Approximately 30% of employees admit that they embezzled the money or property of the employer. Nearly 60% confess to other wrongdoings against the company. The figures are given by the American Institute of Justice, 9 thousand employees of various organizations took part in the study. The survey organizers claim that the amount of employee theft in small businesses alone exceeds thirty billion dollars annually.

In our country, such studies have not been carried out, but, most likely, the scale of theft would have been amazing, and they would never have been made public.

What are the levels of staff loyalty

Before describing the methods of increasing loyalty to the company, we list the levels of loyalty according to the classification of the Russian trainer-consultant Konstantin Kharsky :

1. Zero loyalty is not an established opinion about the company, associated with the arrival of a new workplace and the lack of knowledge about its features;

2. Hidden disloyalty formal compliance with the requirements and compliance with domestic laws out of fear or desire for a reward;

3. Open disloyalty - hostile, mocking attitude to the priorities and principles of the organization, fraud, regarding the company only as a source of personal gain;

4. Loyalty at the level of external attributes - following corporate identity, emphasizing the belonging of the company, prevents the employee from showing his lack of loyalty;

5. Loyalty at the level of deeds - the employee takes part in all events, traditional meetings, informal meetings, follows the ceremonial established in the company. This level of loyalty is easily attained by most personnel. Even if the employee is a novice, it is enough to repeat the actions of other employees. Common rituals increase discipline in the team, but to supervise the work of colleagues, a level of loyalty above the general is needed;

6. Loyalty at the level of beliefs is typical for middle and top managers. These people are interested in the success of the common cause, are involved in the work process, unconditionally recognize the authority of the leadership;

7. Loyalty at the level of identity - the highest level of loyalty when an employee associates himself with the company. Such a specialist is the most employable, achieves the best results, gives himself to work with dedication, sees his future in working in this company.

It is possible to analyze and reveal the levels of loyalty of all employees, but the difficulty lies in the fact that this variable is changeable. Loyalty can rise or fall under the influence of various factors, change depending on the behavior of the authorities or the principles of loyalty assessment adopted in the organization.

Building employee loyalty: 11 ideas to make your employees happier

1. Corporate sports. A common practice is when a company rents a gym for its employees, where after hours they can do yoga, fitness or play team sports. Expenses depend on the cost of renting the hall.

• Team building as a way of perfect personnel management

3. Themed dinners. With the help of the corporate kitchen, you can organize a themed lunch (dedicated to the cuisines of the peoples of the world, for example). Employees are notified in advance of the event. In the dining room, an atmosphere corresponding to the theme is created, background music is turned on, it is possible to decorate the hall. It would be appropriate to discuss the impressions from trips around the country, the cuisine of which became the topic of dinner. The conversation can be initiated by employees personnel department or department head.

4. New Year's video. A good New Year's gift for the whole team can be a video greeting from employees of various departments or branches. If available foreign missions companies, the video will turn out to be even more interesting, each country can present a congratulation taking into account its national traditions. In order to save Money You can shoot and edit the video on your own, since there are plenty of programs that allow beginners to perform high-quality editing. The services of professionals will cost from seven thousand rubles.

5. Crowdsourcing is an event that has a beneficial effect on the development of company loyalty. Any employee of the company can submit his rationalization proposal by sending it by corporate mail. It can be like organization ideas corporate events and suggestions for improving working conditions. On a weekly basis, the responsible employee collects these letters, analyzes them and sends them to the relevant departments. Those, in turn, are obliged to consider the initiative, evaluate its rationality and reality, and propose ways of implementation. Every offer must be answered, otherwise employees will get bored with this idea. Prizes can be awarded for the most original or useful ideas.

Organize a corporate theater

Vitalina Levashova, Deputy General Director of Invitro, Moscow

Once I was at a home theater performance and was amazed at how people transform and open up from unknown sides on the stage. I wanted to try to transfer this experience to my work. The head of the personnel department became the project manager. By a happy coincidence, by education, she turned out to be a director of concerts and show programs. We hired a theater director to work, and offered our employees to become actors.

Work on the performance took 3-6 months. Rehearsals were held every day after work and on weekends. Actors worked on theatrical skills, plasticity, speech. We have repeatedly held master classes from famous artists.

Representatives of the back office with their children took part in our debut performance-fairy tale. We handed over half of the tickets to charitable foundations, and the rest sold only 100 rubles each in their team. We donated the proceeds from the sale to charity. The next performance was based on the work of A. Ostrovsky. Entrance to the auditorium was organized by invitation cards. Then we put on a musical about love, dedicated to the work of the ABBA group. The performance took place in the hall-thousander. We combined the performance with the presentation of the annual award to the best employees of the company for 2014.

Our expenses consisted of paying for the director's work, renting the halls, the cost of the services of a sound engineer, buying costumes, scenery, and the necessary equipment. We turned to professional recording studios, rented costumes from film studios. Materials about the preparation for the performance and announcements of performances were published in the corporate press and on the company's website; third-party media and Internet resources were also involved in the information campaign. The participants of the project were awarded memorable gifts.

Theatrical performances contribute to the disclosure of the internal potential of employees and have a beneficial effect on team building. In total, about two hundred people from among the staff of the Moscow and Moscow Region offices were involved in our productions. The first productions gathered more than two thousand spectators. The initiative was picked up by representatives of other regions. Employees from Novosibirsk put on a puppet show for children, they themselves invented and made puppets. An interactive performance was held in Krasnoyarsk in honor of Children's Day.

6. Expedition. A measure to increase the company's loyalty through the communication of the team in an informal atmosphere. The expedition increases the level of team cohesion. Expedition members can be selected on a competitive basis by arranging an open vote for all employees.

7. Informal Fridays. The right to choose the topic or format of meetings is given to the team. There are many options for holding such informal meetings: watching new movies, board games, literary or musical meetings. The result is a friendly team of like-minded people.

8. E-library. The whole team is given the opportunity to read and download e-books from the corporate library. It can be professional literature or works of classics and contemporary authors. It is possible to introduce a special resource where employees can discuss the material they read or give their assessment of the books.

9. Recreation area. The presence of a place to relax favorably affects the development of company loyalty. Very popular among office workers table tennis. Representatives of both sexes play it with passion, competitions and championships are organized.

10. Contests. Throughout the year, the company can hold a variety of competitions for its employees. Summing up the results at the New Year's corporate party, where give participants and winners prizes and memorable gifts. You can also hold awards in various categories, in order to encourage success in work and company loyalty. Ideally, there should be as many more nominees and awardees.

How is employee loyalty assessed?

Assessment of staff loyalty is necessary if employees openly express their dissatisfaction and negativity towards the organization. Mass layoffs, conflicts, low KPI and negligent attitude to work should become a signal for action for the manager. A variety of innovations and reorganizations can also be a reason to assess the level of employee loyalty. Some companies try to periodically hold this event. An analysis of the internal climate of the team makes it possible to take measures to eliminate possible problems at their early stage. Sometimes it is possible to identify non-standard and completely unforeseen causes of conflict situations.

• Telephone sales techniques that are effective in practice

To understand how loyal an employee is to the company, it is most logical to find out from him. In order for the results to be as objective as possible, the answers must be sincere, and for this it is necessary to ensure the anonymity of the survey. At the personal request of the employee, the survey can be open. The management can trust the results of such a study, and the employees can only hope that the authorities will take into account their comments.

To assess the loyalty of staff, the method of constructing a scale is used, introduced in the late nineties by psychologists Pochebut and Koroleva. This technique was developed on the basis of the scale of "equidistant intervals" of the American sociologist Thurstone.

The methodology for constructing the scale is quite simple and effectively determines the moods that are currently dominant in the team. An employee undergoing testing receives a list of statements with a scale of answers. If difficulties arise along the way, the person supervising the interview process should provide clarifications in a way that does not provoke the thought of a particular answer.

A cover note with the following content may be attached to the personnel loyalty questionnaire:

Dear employee of (name of organization)! Before you are a few statements related to your company and the scale of compliance. Rate your agreement with each of the phrases based on ratings from 1 to 11. Rating 1 means your complete disagreement with this judgment, 11 is its complete approval, 6 is a neutral rating. Please match each of the statements to one of the cells on the rating scale. The number of answers for each cell is unlimited.

response sheet

Occupation ______________ Gender ____ Age ____________

Examples of statements:

1) The goals of the authorities and the staff do not coincide at all.

2) Usually, management does not encourage the initiative of employees.

3) A leader who tells employees about their problems loses credibility in their eyes.

4) The rapprochement of the leader with subordinates leads to the fact that employees begin to neglect their duties.

5) An effective leader must know how the team lives.

6) The manager must constantly monitor the performance of employees official duties.

7) The leader can allow subordinates to not follow the rules with which they do not agree.

8) Conflicts between colleagues that do not affect the work side do not affect the efficiency of the company.

9) The favorable attitude of the authorities for the employee is more priority than professional implementation.

10) Job fanatics do more harm than good to the company.

11) The financial difficulties of the company should not reflect on employees.

12) When making a decision, management must enlist the support of the majority of the team.

13) The remuneration of each employee must be related to his marital status and family income.

14) The salary of one of the specialists should not be ten times higher than that of the rest of the employees.

15) Career advancement is influenced by the favor of the authorities, and then the professional merits of the employee.

16) Responsible attitude to one's work is the main guarantee of career advancement.

17) An effective employee can be allowed to disregard the general rules.

18) It is more difficult to organize effective work in a friendly team.

19) An employee can point out to management errors in his instructions if they negatively affect the work of the company.

20) Salary for an employee is more important than the pleasure of work.

21) Career growth can ruin relationships with colleagues.

22) If the work gives moral satisfaction, money does not matter.

23) When employees contribute to the direction of the company, it operates more efficiently.

24) If the boss does not fulfill his duties, the employee may demand his dismissal.

25) Employees patronized by management cannot be trusted.

26) Management looks through the fingers at the misconduct of successful specialists.

27) Attitude towards work is influenced by the time spent on the road to the office.

28) I am always serious about how I look at work.

29) Being late for work is not a serious offense.

30) Extra work should be rewarded.

31) Colleagues should not pay attention to the negligent attitude towards the work of one of the employees.

32) Income of company employees should be open to colleagues.

33) If at a corporate party the boss says that tomorrow he will not pay attention to being late, you can take your time to work.

34) If the work of a specialist suits the boss, then there is no point in trying even harder.

35) When issuing a salary, the company should thank the employee, not he.

36) In the company, the rules are the same for everyone: both for management and for staff.

Processing of results. The results of the staff loyalty questionnaire are affected by statements: 1, 3, 4, 5, 11, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 27, 32, 34. All other points are given for rejection eye. Each answer corresponds a certain amount of points according to the table below.

gradation

If an employee scored more than 53 points, his level of loyalty to the company is high, from 54 to 18 points is a sign of average loyalty, the interval between +18 and -18 shows a low degree of loyalty, a result below -18 points is a complete lack of loyalty.

There is another example of a staff loyalty questionnaire. It's big, so I put it in a separate download file.

What else helps to convince employees to work for you with full dedication

Ivan Kuznetsov, General Director of the plant "Second Breath", St. Petersburg

I really like the famous saying: “The most important thing in the job of a leader is to surround yourself with smart people and get them to work for you.” There are several secrets on how to make sure that the environment consists of smart people who are ready to work hard for you.

– Once a week, find time to communicate with employees. Every week I try to find time to visit the shops and departments for personal communication with employees. I usually choose the most free day. I discuss with people both the affairs of the company, working moments, and personal issues. My employees really enjoy it. Without human communication, it is impossible to earn staff loyalty. You can't buy it, this is the result permanent job with the team.

– When communicating with employees, be inquisitive. Managers usually do not touch the work of departments, the specifics of which are not clear to them. A prime example is accounting. My personal experience is this: I asked the chief accountant to explain to me the functionality and area of ​​responsibility of each employee of the department and help me determine the principle of evaluation successful work department. The manager must understand all the intricacies of the functioning of a single mechanism of the company.

– All employees should be equal, regardless of gender and age. At the beginning, I had a barrier in communicating with employees of the company much older than me, who had management experience big companies. As a result, the problem was solved, thanks to the fact that I respectfully communicate with all my subordinates without exception. Relationships with employees never go into the informal plane, even during joint business trips. In the case of meetings in an informal setting on business matters, the tone of communication remains businesslike and respectful.

How is the development of staff loyalty in other countries

Day off on Friday the 13th. One of the German companies on this day gives its employees a day off. An analysis of claims from customers showed that on this “unlucky” day, employees allowed the largest number annoying mistakes, and negotiations most often ended in failure.

Theater hour. One of the Ukrainian consulting firms allows staff to leave the workplace earlier so as not to be late for a performance or concert. Mandatory conditions for early departure from work is the presence of a ticket for the performance and a report on the event attended in the form of a review, performance of a concert number or photo report.

Suite for honeymooners. A hotel chain in France gives its employees such a wedding gift. The room is decorated with bouquets of flowers, balloons, wine and fruits are left in it. Due to the influx of those wishing to get married, the company had to introduce a limit. Now each employee is entitled to a wedding suite no more than once a year.

Paid day off September 1st- a gift from a Ukrainian transport company to its employees. In addition, the employees' children receive school supplies and toys from the firm.

• Sales training: what you need to know before starting

Award for healthy lifestyle life. This is how Norwegian companies encourage non-smoking employees and those who prefer to move around the city by bike. Management believes that employees who have healthy habits are more efficient, bring more value to the company and, consequently, increase its income.

Sick leave without documents. Swedish companies care about the health of their employees. Employees are paid up to 80% of their salary during illness, and in order to go on sick leave, you can simply notify the authorities. No one requires any documentary evidence.

To work with a child. Companies in Sweden allow children to be taken to work if they are left at home unattended.

Leave without explanation. In Australia, you can relax for one day without any explanation and sick leave. Due to the fact that many people began to abuse this opportunity for outdoor recreation in good weather, some companies are forced to tighten measures and require documents explaining the absence from the workplace.

Information about the author and company

Vitalina Levashova, Deputy General Director of Invitro, Moscow. LLC "Invitro" Field of activity: provision of laboratory services (more than 1500). Territory: over 700 medical offices and eight laboratory complexes in Russia, Belarus, Kazakhstan and Ukraine. Number of employees: 5000. Achievements in the field of personnel management: one of the winners of the "HR Brand Award 2014" in the "Federation" nomination, the second place winner in the "Corporate Culture" nomination of the "Crystal Pyramid" award (2014).

Ivan Kuznetsov, General Director of the plant "Second Breath", St. Petersburg. LLC "Second Breath" Field of activity: production of bakery, pasta, sausage products, dairy products. Number of personnel: 70. Volume of production: milk - 8 tons, sausages - 3 tons (per day).

The Russian market of SECURITY SERVICES has been dynamically developing for several years along with the growth of the domestic economy: the demand for personnel is steadily increasing, salaries are creeping up (although not as rapidly as I WOULD like), and at the same time, the shortage of qualified personnel is becoming more and more acute.

The leaders of private security companies have been complaining about the lack of professionals for a long time. The growth of the economy has provoked an increased demand for security services and, as a result, for highly qualified personnel: there are many vacancies open, and the higher the position in the hierarchy, the more offers. Now it is not employers who dictate their terms to the market, but candidates.

On the other hand, more and more often we have to deal with cases when the security guard is one of the organizers or participants in the robbery of the object. Petty theft, and deliberate dereliction of duty, and other illegal actions aimed at personal enrichment are not excluded. What is the reason for the disloyalty of the guards to the firm that gave the job?

Having come to an independent life, each person is faced with different approaches and assessments of the moral and ethical side. Often, “heroes” are people whose well-being and wealth has developed, say, not in a completely legal way. And the loser is, as a rule, the one who could not "earn a lot."

Faced with the dilemma of which direction to choose in life, a person quite often embarks on an illegal path.

Material values ​​prevail over moral ones. With the presence of such motivation among employees, it is necessary to fight with all available methods, since such people work only because of money and in the event of a crisis, even if it is temporary, they will leave the enterprise without hesitation. In addition, such people often prefer to benefit from their official position themselves.

We are not going to analyze the whole variety of offenses among employees, our goal is to determine the methods and forms of counteracting such a social phenomenon, which can be roughly referred to as corporate betrayal, more scientifically as staff disloyalty.

Unfortunately, each of the heads of security companies is familiar with the disloyalty of the personnel firsthand, with the facts of damage to the security company, the customer enterprise, in various forms, one has to face constantly, and the trend towards an increase in the number and structural change the qualities of this phenomenon have become the reality of our time.

It's no secret that the days of lifetime employment are over.

Today, an employee does not consider a private security company as a “permanent mooring”, this is most likely a means for survival and self-expression, hence the self-esteem of many young employees consists of how much he is able to extort funds from the company (not always in an honest way), but this is only one side of the coin. The second, not the most rosy side, is that the guard causes irreparable damage by his actions business reputation enterprises. It is not uncommon for a customer to refuse the services of a private security company, which causes significant damage to the interests of many employees of the enterprise.

New time dictates new rules of the game. Today, the best choice of a leader is a loyal professional. And practically the only tool in solving this issue can be a well-functioning system of interaction between personnel management and personnel security of the enterprise.

The most widely and quite fully, in our opinion, the definition of loyalty is given by one of the leading experts in this field, St. Petersburg psychologist Vladislav Dominyak, who rightly believes:

Staff loyalty - this is a benevolent, correct, sincere, respectful attitude towards management, employees, other persons, their actions, and the company as a whole; conscious performance by an employee of his work in accordance with the goals and objectives of the company and in the interests of the company, as well as compliance with norms, rules and obligations, including informal ones, in relation to the company, management, employees and other subjects of interaction.

In a narrower, practical sense, in terms of corporate security, we define Loyalty as employee satisfaction with working conditions, remuneration, growth and prospects, team, protection from external threats (for example, physical threats to an employee and his relatives). Satisfaction is the key word here.

From the foregoing, we can conclude that the problem of staff loyalty is multifaceted and has at least three interrelated components; personnel, socio-psychological and internal security. All these components are closely intertwined and mutually complementary, however, each of them has its own direction (subject of work).

· personnel - work on the formation of a corporate culture, resolving issues of the ratio of wages to the actual level of physical and mental costs and the practical significance of the specialist's activities, selection, placement and training of personnel, etc.

· socio-psychological- taking into account personal factors in the selection of personnel, monitoring the state of the psychological climate in the team, building a team spirit, etc.

· internal security (disloyalty)- identification and suppression of facts of personnel disloyalty, monitoring of information systems and resources in order to identify unauthorized actions, both by individual employees within the company, and suppression of attempts by external counterparties to cause economic damage to the enterprise and its customers using human resources

According to our estimates, the problem of the loyalty of security guards for the vast majority of Russian enterprises, where wages are below not only world standards, but also regional levels, is very relevant. An analysis of the latest labor market research conducted by us jointly with the Business Security Center shows that the average salary of a security guard in Moscow and St. Petersburg ranges from 5,000 to 12,000 rubles.

Today, security guards' salaries have dropped substantially from what they were in the mid-1990s. The August 1998 default also affected private security companies. And the fact that in many industries the level of wages has reached the pre-crisis level for private security is not decisive.

Currently average salary security guard is about $ 300 (by the way, about the same, taking into account all the allowances, a more secure in socially current employee private security). Moreover, in about 15-20 percent of PSCs, salaries are even lower - about $200, and only in 10-15 percent of security companies can earnings reach $800-1,000.

During the development of the crisis of 1998 - 2000. wages fell 3 times, which is why Muscovites mostly left the market, and the vacated space was first occupied by residents of the "distant suburbs" (Sergiev Pasad, Yegorievsk, Orekhovo-Zuyevo, Serpukhov, etc.), in the last 2-3 years and especially after After the adoption of the "Law on Licensing", a stream of non-resident security guards poured in, including such remote regions as the Ivanovo and Vologda regions.

All this leads to staff turnover, to the migration of security guards of all stripes to various enterprises and facilities in search of a better share. Some are looking for the opportunity to stay at the facility, the second are looking for a convenient work schedule and all together high pay labor.

Many leaders understand the danger posed by these threats, but do not take specific measures to prevent it, it is possible that because of ignorance of real countermeasures.

We can confidently say that today this issue has moved from the category of theoretical to the category of practical, and the effective work of each security organization as a whole depends on its solution.

theft of money , the use of knowledge about the procedure for storage, packaging, transportation, transfer of funds;

theft material resources , equipment and inventory from the object of protection;

transfer to competitors information resources enterprises on various media;

collusion with customers, suppliers, buyers (introducing false data into invoices, accounting books, waybills, etc.);

use of company property for personal interests, computer, copier, copying equipment, machine tools and equipment industrial enterprises;

provision of various services to employees of the customer for bribes ;

falsification of records and reporting to cover shortages, falsification of travel reports;

computer abuse .

In order to effectively combat corporate betrayal as a social phenomenon (and there is no doubt that it has already become such), it is necessary, first of all, to determine the causes that give rise to it.

Why does a person take the path of a disloyal attitude towards the employer and his job duties?

The reasons for the prerequisites for disloyalty in a security company can be divided into three levels:

1. HIGHEST LEVEL Causes pertaining to the organization as a whole;

The range of problems related to PSC as a whole is extremely diverse. .

First of all , these are reasons related to staff motivation.

Yesterday, on the question of motivation, one could say quite confidently that there are two motives that are not subject to discussion: : fear and self-interest. All other motives are easily located between these two poles.

Today such categoricalness cannot be. And the reason is not only in the significant socio-economic changes that have taken place in the country, but also in a significant rethinking of moral and ethical standards by society.

With regard to the category of fear, today we can say that this is a rather complex and multifaceted system, and in our case, when considering staff loyalty, we must understand that a deterrent may be not a blind fear of the unknown, but a clear understanding by a person of the inevitability of punishment and the unconditional disclosure of his unseemly act , no matter how he tried to hide and legend it. How is such a belief formed?

Firstly, the presence of a clear and open order in matters of organizing the safety of property and confidential data in the organization. The system of control over the performance of official duties, publicity in the conduct of internal audits and measures taken against violators. Organization of access and intra-object modes at the enterprise. Efficient work of the service of operational duty officers and heads of security facilities.

Secondly, formation of teams with a focus on achieving a specific result and paying for the final product. Proper formation of stimulating factors.

However, today all this has become clearly not enough, if a few years ago in the course of a survey of 100 security firms in Moscow regarding the organization of staff recreation. In 75%, a stereotyped answer was given: "We pay our employees enough to take care of themselves" , and one answer was especially revealing: "Our employees should work, not rest!",

These results are very revealing. According to our observations, many PSC and SB leaders tend to believe that high earnings are a sufficient condition to expect loyalty from guards, while everything else is lyricism. The material factor is promoted in the company as the basis of the foundations, and such trifles as human relations are not taken into account.

However, what can be bought, by definition, can be repurchased at a higher price. And since there is never a lot of money, a greater or lesser price is a purely subjective issue. Another employer believes that he greatly overpays his employees, while they do not get tired of comparing their earnings with wages in similar structures, and not always in favor of their company. Some believe that more and more employees will always come to replace those who have left the street. But practice shows the opposite.

There is another extreme, when managers, in an effort to explain to the security guard from what means and how his salary is formed, write outright stupidity, which can only give rise to negative feelings in the employee. With a similar opus “What is profitability in the security business? (Likbez security guard) ”I happened to encounter on the website of the Protection of the Republic of Uzbekistan. The heads of the private security company explained to the security guard that the funds earned by him were spent on the maintenance of the administrative apparatus, telephone, mobile, radio communications, and other needs of the enterprise. Let us quote some places of this “work”: “Almost every manager should have mobile phone... Next - transport. What is a manager without a car?… Offices. Their redemption from municipal property and rent…. And where will the entertainer (the owner of the enterprise) spend the created profitable amount: on the construction of a villa in Cyprus or on the creation of mobile security groups - this is a private matter for each entrepreneur ... finish inappropriate self-praise at the expense of belittling business colleagues. In our opinion, nothing does such damage as stupidity.

There is another classic formula DISCO, which is well known to operatives around the world and has not changed significantly since the days of ancient Rome.

. MONEY- done for money 43% betrayal of the interests of the company

. IDEOLOGY- due to ideological dissatisfaction 12% change the interests of the company

. SEX- in bed (or near it) is lost up to 32% confidential information

. COMPROMAT- there is no information that will not be given out under the threat of exposure

. PERSONALITY- vices personal qualities blow up 7% information

On the other hand, we know not one case when people continued to work at the company practically for free for six months or more. Why? They believed in the management, the company, the cause, and the comrades. And the management didn't let them down.

The principle of "honest work for honest pay" has not been canceled since the beginning of the development of capitalism on our planet. However, one should not forget about such things as a person's respect for himself and his efforts; striving for self-realization in work, for recognition by others; desire to see the results of their work; finally, the need for self-respect on the part of others and the employer as well.

All these needs were described for the first time by Maslow and were only added, generalized and revealed in the future, let me remind you of this list.

Satisfaction of these needs generates a sense of belonging to a common cause.

And dissatisfaction - cynicism, money-grubbing; not only the lack of devotion, but vice versa, the readiness at the first opportunity to grab an extra jackpot or move to a more generous owner, the opposite happens: a person changes high pay with an unsatisfied need for respect and self-realization to a lower one, but with a favorite thing and with due honor .

If in the early 90s, the staff of security companies were formed mainly by people from their law enforcement structures, the army and the most highly trained civilian employees, the educational level exceeded 60-70% from higher education, then according to the latest research by psychologists, today the profession of a security guard is chosen by people who have a low level of development and a noticeable desire for personal independence.

In this profession most of them attract stable income, work schedule in two, three, etc. 30% of security guards choose this profession in imitation of someone they know, relatives or an abstract standard, and only 18% are interested in the work itself: They seek to improve their professional skills and make a career.

At the same time, sooner or later, every employee faces the question: “Am I trying too hard for this kind of money?” Almost at the same moment, another question arises before the head of the company: “Am I paying too much for these efforts?” What happens next depends on many factors, the main one being well-organized system of remuneration and motivation of labor .

According to the fund " Public opinion”(the study was conducted by the RADA analytical group) last year, 85% of the 1,500 Russians surveyed were not satisfied with their earnings. One in four believed they deserved a salary increase of at least 10,000 rubles. True, many would be satisfied with an increase and half that amount. At the same time, 50% of the respondents blamed the low wages for their work on Russian economy and high taxes. About 40% blamed "stingy" bosses. And only 7% of respondents honestly admitted that their low qualifications were to blame.

So how can management be so that both subordinates are satisfied and the company's budget is normal? According to a number of specialists in the field of organizational consulting, first of all, people should understand why they work at all. And only then begin to determine your contribution to the company, your value to the company and your cost in the market. Without the first point, all the others make no sense, since in the eyes of each person its value can increase indefinitely.

According to the research of the Center for Business Security, the main goals of the work of employees of security companies are:

54% - provide for yourself and your family

33% - satisfied with the salary

17%- recent habit

14%- interesting job

13%- no other work

Simply put, first a person needs to be provided, and then they need to be carried away with work, then they will not demand a salary increase, at least not too often.

The vast majority of employees of security companies need a clear system of incentives - both material and moral. It is necessary to reinforce their every step forward in professional growth - any, even a minor success. Many trading enterprises practice, for example, bonuses for each violator caught. At the same time, training should also be phased and presented as a reward.
Reasons related to a particular team;

The influence of the team and the situation that has developed in it is of decisive importance. first of all, for grass-roots personnel - security guards.

In large retail chains It has long been noticed that in some stores theft is reduced to isolated facts, and in some stores everyone steals and is not lazy.

Today we can quite rightly say that the institution of mentoring, which is so hard to take root in Russian companies, at the level of learning to steal has long been created and functions perfectly.

Almost anyone who gets into this environment, after a month, masters most of the skills of "snatching, shaving and flogging" as efficiently as possible.

According to independent experts, the share of protection in retail accounts for up to 2% of the loss of goods, while in the structure of the enterprise, security is less than 0.1% of the total number of employees.

The experience of retailers may be interesting, where two principles of working with personnel are applied:

1- creating a team,

2 - rotation of employees of low positions.

The fact is that in a month each employee acquires the skills of theft, which is difficult to expose. Therefore, rotation is sometimes beneficial to the store. On the other hand, team spirit and long work in a team allows you to develop motivation systems and improve the level of service. If employees feel that they are respected, considered members of the team, they identify their personal goals with the objectives of the company.

2. Personal stereotypes

Personal stereotypes are the most difficult area to correct efforts personnel service security.

A person whose conscience is equal in size to the "Tyumen region" and contains everything from genius to vicious - can only be fired.

Fortunately, most of these employees are quite simply eliminated at the pre-testing stage when hiring, and employment history they leave much to be desired - if there are no direct indications of theft, frequent changes in jobs will certainly alert the HR manager.

During the probation period, many problematic individuals who managed to hide their identity during the preliminary check appear.

The second side of the problem lies in the purely psychological predisposition of people " There are people who always steal, there are people who never steal, and there are those who steal when they are allowed to. Most recent ". And the first, by the way, least of all - personal stereotypes occupy almost the last place among the reasons for theft.

Can be distinguished 7 personality types whose behavior poses a threat to the security of the organization:

additive behavior. Escape from reality by changing one's mental state, using drugs, alcohol, or constantly fixing one's attention on certain objects or activities (cards, cockroach races), to get intense emotions. These processes control a person's life, make him helpless, deprive him of his will. To achieve their goals, the addict can sacrifice anything.

antisocial behavior. The main feature is the commission of actions that are contrary to ethics and morality, irresponsibility, ignoring laws and the rights of other people.

Suicidal behavior. Putting your (respectively, nearby people) life at risk.

conformist behavior. Fulfillment of the will of "authority", opportunism, non-criticality, inability to make decisions, take responsibility.

narcissistic behavior. Hypersensitivity to the assessments of other people, lack of sufficient empathy, distancing from the team (as a result, not accepting its norms and requirements).

Fanatic behaviour. Blind adherence to any idea, intolerance to other views, which may be accompanied by violent actions. The neutral or friendly actions of other people are often judged as hostile or deserving of contempt.

autistic behavior. Difficulty in social contacts, isolation from reality, immersion in the sphere of dreams. Hence the inability to adequately assess the situation and make a decision.

Thus, in order not to allow people with an abnormal psychological attitude to commit actions that are detrimental to the enterprise, it is necessary to develop administrative and technical barriers.

Implementation of the principles of operational work with people in order to prevent financial and material losses as a result of their disloyalty.

Faced with facts of disloyalty and other similar violations, the head of a private security company SB, like a knight at a crossroads, must make one of three decisions:
1. Close your eyes, pretend that there are no thefts, misuse of company resources, information leaks. (Position of an ostrich).
This, as it seems to some managers, can preserve the atmosphere of a friendly company. And there are many such leaders, according to our data, up to 36% of Moscow leaders expressed the opinion that they would rather agree with the facts of disloyalty of individual employees than install a system of dynamic control in the company.

The issue of prevention and disclosure of personnel disloyalty is quite complicated, it requires certain financial and administrative costs, but the fact remains that, according to the same Business Security Center, the life cycle trade enterprises who failed to control the “risk of loss” process is from 2 to 6 years, depending on the size and assortment of the stores in question, and security companies lose customers even faster.

Practice shows: Ignoring a problem in itself is never its solution. However, employees who have honestly performed their work for the time being can either join in pulling apart the company, or leave because of their disagreement with what is happening.
What should employees think, how can they evaluate such behavior? The director protects the thief? Is he on his side? So, instead of maintaining a friendly atmosphere, you can get a seething volcano of passions. Mutual reproaches, bringing to light other examples of softness of management, threats of dismissal and other unpleasant satellites of conflicts.

2. Put the damage on someone else. (position of deferred liability).
This type of behavior is typical for some leaders who act simply - inventory items cannot disappear without a trace, they can only be stolen. If the villain is not known, then the entire shift of guards is assigned to them. The owner or manager solves his problem, settles relations with the customer. The damage is paid for anyway. Is it necessary to talk about staff turnover, the minimum possible level of employee loyalty, the specific reputation of the private security company.
Do you think the employees of such enterprises are against a comprehensive control system? They will vote “unconditionally FOR” if the true culprits will compensate for the damage, and if it is impossible to catch them, the business owner himself, who did not create the necessary conditions for the preservation of valuables.
A certain pattern is revealed - whoever loses personal money, he stands up for surveillance cameras, magnetic product tags and other achievements in the field of commercial security.

3. Create a system to prevent theft, information leaks, use of company resources for personal purposes. (wrestler's position).
Not everyone can go down this path. As already mentioned, it involves significant financial costs and the desire of the leader to create long-term relationships with the team. This path is often chosen by security companies that have real know-how, dominate the market, work in the information and analytical business, and deal with finance in the broadest sense of the word.
As a rule, a security system begins to be created when a company reaches a certain place in the market, the number of employees exceeds a threshold value, when a serious competitor appears, etc.

Principles of organization of the security system and control of employees
The list of principles of correct control includes:

Firstly, continuity principle: all work to ensure personnel security should be carried out comprehensively and continuously, and security measures should not be responsive to emerging threats.

Secondly, the principle of limitation: everything that is connected with direct working time and fulfillment of official obligations and is limited to work, has unconditional openness for control.

The employer has every right to know when the employee came to work, when he left home, who entered the room "A", how long he stayed there, etc. An important condition is the obligatory acquaintance of the employee with the full list of controlled resources.

The new employee must be notified that the enterprise is under dynamic control, that internal correspondence can be read, that telephone conversations can be recorded. The management is obliged to take a receipt, where the employee confirms the fact of familiarization with this side of the work and his responsibility for the disclosure of confidential information. Confidentiality issues should be discussed before an employee voluntarily or unwittingly divulges valuable information.

Thirdly, conformity principle: the higher the degree of influence of an employee on the work of the enterprise as a whole, the more rights the company's management has for special control. This sounds ominous to the ear of human rights defenders, but in fact it is quite justified.

Fourth, the principle of relevance. The work carried out must be relevant in the context of what is happening. Relevance is determined subjectively by the person responsible for accident prevention. It is appropriate to check the actual hours worked for most employees, but how to do it for those who have a daily schedule and irregular working hours? It is appropriate to request a report on the correspondence carried out during the day by e-mail, but only from those who have this very mail.
Do you think we are talking about something that is already obvious? Companies create instructions and rules, life changes, but the rules do not always keep up with new realities and then funny things happen. The principle of relevance says that control is possible if there is a risk, he says that overinsurance can make control a highly formal exercise.

Fifth, the principle of relevance and activity. The activities carried out must be relevant and timely. Prevention must precede crime. It is necessary to protect the interests of the security company with a sufficient degree of perseverance, actively using non-standard methods and measures.

At sixth, the principle of legality. The development and implementation of all measures must be built and implemented within the framework of the current legislation using permitted methods for detecting and suppressing offenses. All established cases of violation of the law must be reported to law enforcement agencies.

Seventh, the principle of complexity. Complexity is understood as the whole set of forms and methods of operational work with people on the basis of legal, organizational, engineering and technical measures, using legal methods and means at all technological stages.

Control System Effects
Positive Effects from the introduction of a system of control over resources are obvious:
prevention of theft, or at least a significant reduction in their number;
Prevention of a significant part of cases of information leaks and other official misconduct and crimes;
· increase of the general level of discipline of employees;
Improving the efficiency of resource use and reducing their misuse;

But it must be admitted that, along with the positive, there are negative consequences strengthening control over personnel:
· Some employees will leave, and only a small part, because now it has become difficult to steal. There will be layoffs for emotional and ethical reasons;
Some employees will become more inventive in their ideas, and management will have to constantly improve the control system, which will lead to additional costs;
Whatever the relationship was before the introduction of control, after they become noticeably more formal and tense;
· The formation of a team spirit will have to be based not on mutual and complete trust, but on common interests (which is much more correct).

The structure of the countermeasure complex

Subsystem for identifying and blocking sources of threats and dangers. It should minimize the sources of threats to the security company. Since the main source of a real threat is our own personnel and, above all, security guards, it is necessary to build a system correct selection, training and placement of personnel. At the selection stage, two main issues are resolved: weeding out obviously unsuitable employees and assessing personal and professional qualities employed. On the way to resolving this issue is the lack of a system of strict preliminary professional criteria in the process of assessing persons wishing to become a private security guard. However, this issue requires a separate study due to its extremely important significance and therefore cannot be resolved within the framework of this article. In our opinion, both the Licensing and Permitting Department and the heads of all security companies should be equally interested in the discussion on determining the criteria for selecting persons for the security business. Quite often you have to deal with employees who have a diploma and certificate of a private security guard, and do not professional requirements. Therefore, an important stage is the selection of employees for work.

Recruitment

The recruitment period is the most difficult and time-consuming, including several stages.

First of all, it is necessary to understand exactly who we want to hire, and based on job description and features of the protected object, develop requirements that include not only formal provisions, such as gender, age, education, work experience, but also a number of moral and psychological qualities that a candidate must possess. Then candidates are selected for vacant position. It should be borne in mind that the selection methods used should minimize the possibility of unscrupulous people penetrating the staff.

These methods include:

selection of candidates by the own personnel service;

contacting specialized agencies and other similar organizations;

search for candidates among graduates of non-state educational institutions;

Stages of personnel selection

There are seven stages of personnel selection. Of course, not all of them need to go through every newly hired employee. These issues can be regulated by a special provision or be decided individually in each case by a specialist in the personnel department of a private security company.

Selection of candidates. The stage begins with a preliminary selection interview, the purpose of which is to get to know the applicant, find out his education, and evaluate his personal qualities. On the basis of the qualifying conversation, obviously unsuitable candidates are “screened out” for documentary and personal reasons.

Questioning. Those who passed the first stage must fill out a questionnaire, the data of which are analyzed not only by the personnel officer, but also by the personnel security specialist. Analysis of personal data allows us to identify not only the compliance of the applicant's education with minimum qualification requirements, the correspondence of practical experience to the nature of the activity, the presence of restrictions of any kind on the performance of official duties, but also some psychological characteristics of the applicant.

hire interview, during which some features of the applicant's personality can be revealed, such as sociability, conflict, etc.

Testing. Applicants can be offered to pass both aptitude and psychological tests. In this case, psychological selection will allow not only to find out the moral and ethical qualities of the candidate, his weaknesses, mental stability, but also possible criminal inclinations, the ability to keep secrets.

Making inquiries with the manager on previous work and other persons who know the applicant well. At this stage, the reliability of the data declared by the applicant is checked, or you are the information about which the person applying for a job chose to remain silent for some reason.

Check reviews and recommendations. In addition to the traditional steps, for a more complete acquaintance with the personality of the candidate, you can also use the services of the internal affairs bodies: find out about the presence (absence) of a criminal record of the candidate and about the wanted persons.

Polygraph test. Conducting such testing is associated with certain difficulties. The use of a polygraph in Russia is not legalized. However, what is not forbidden is allowed. Reasonably guided by this principle, people at the head of many organizations and departments consider the use of a polygraph to be quite justified and useful.

Experts say that this device cannot be deceived - the operator can be deceived if he does not have sufficient qualifications. A polygraph test is comparable to a stressful situation, so if the operator is inexperienced (and there are not too many professionals in this area), the analysis of the results may contain errors. All this must be taken into account when hiring a new employee.

- What should be paid attention to when hiring new employees?

It is desirable to use as many means and methods of testing them as possible to identify specific inclinations and hidden motivations. We generally recommend limiting yourself to the following:

· carefully check the identity documents and the presence of a permanent local residence permit;

We find out or at least pay attention to a person's propensity for bad habits: alcohol, drugs, gambling;

We use information databases. Maybe the candidate has already "lit up" somewhere as a petty thief or a big swindler;

· without fail we check a person for a criminal record, especially for mercenary crimes, as well as for committing administrative offenses: maybe he is a malicious hooligan or does not get out of the sobering-up station, is registered as a drug addict. It happens and such come across.

As an example, we give the simplest candidate verification matrix, of course, this matrix is ​​quite generalized, since it changes and is supplemented depending on the position for which the candidate is considered.

Simplified Candidate Evaluation Matrix for Employment

NATURE OF HIDDEN INFORMATION	RECRUIT	REFUSE	HOLD ADDITIONAL ACTIVITIES
Conviction for economic crimes
Conviction for intentional crimes
Conviction for crimes by negligence
Bringing to administrative responsibility (type of offense)
Working at a competitor
Relationships with employees of competitors
Close acquaintance with criminals
Personal connections with tax and law enforcement officials
Failed commercial activities, debts, outstanding obligations, etc.

Practice shows that only on formal grounds we have to refuse to hire up to 30% of candidates.

The work of an employee in a security company.

The profession of a security guard is very difficult, exhausting, requiring not only impeccable physical fitness, but also the presence of a sufficient amount of intelligence. This is due to the fact that in last years in the security business, the focus is increasingly shifting from physical security to technical means and methods of protection. And here, without basic education, special technical training just not enough. Therefore, the second place is the process of personnel training.

Many security companies have developed a multi-level system of personnel training. The basis of professional development is familiarization with official duties, internal regulations and labor protection. Job description - a document that defines the whole range of issues related to his work in this organization. A well-written instruction allows you to determine the duties, rights and responsibilities of the staff and protects them from performing unusual functions, emphasizes the system of relationships between managers and their subordinate employees.

The job description usually contains:

the full name of the position;

who is subordinate to the employee in the process of performing official duties;

Who has the right to make comments, give orders, demand their execution;

requirements for the employee in this position (education, specialty, work experience);

the goals that the management of the enterprise puts forward for this position;

the functions that the employee must perform in this position;

The responsibility borne by the employee in this position, including material;

The procedure for evaluating the work of an employee.

The job description may also define the procedure for employees to access confidential information:

At the next level, there are daily briefings when taking up duty, bringing the algorithms of actions to different situations, changes that have taken place in the private security company and the guarded enterprise, criminal news and novelties in security equipment. The second level is systematized classes conducted by specialists of the security company and invited teachers. The highest level is the passage of specialized seminars and trainings that are conducted by training and consulting companies on various specialties security business. For enterprises specializing in retail trade and industrial safety, such a company is ZBB.

A special place is occupied by corporate culture, as a set of rules and norms of behavior, it can be documented and represent a description of the actions of personnel in certain situations. Items can be included in the description of the corporate culture that directly determine the behavior of employees in a collision with competitors (inclination to cooperate, entice or find out information). For example, the relevant document of one security organization contains the following clause: “If you contact any person who makes you an offer to change jobs or seeks to obtain information of a confidential nature, notify management.”

Preservation the loyalty of its employees is solved by stimulating their effective work, compensation adverse conditions and factors, solving problems of employees, competent information policy and promotion of team spirit, corporatism.

Professor Davis has developed his own way of dealing with scammers. They are offered the so-called "social audit"- measure the degree of employee satisfaction and the degree of correlation between corporate values and personal values ​​of employees. If the difference in attitudes towards the public and the private is great, vigilance should be increased.

End of employment relationship

Upon dismissal of an employee who has any information that is undesirable to get on the side, at the initiative of the employer, one should not hastily implement decision. In this case, it is necessary either to transfer the employee in advance and under the appropriate pretext to another work site where there is no confidential information, or to keep him in the structure of the company until measures are taken to reduce the possible damage from disclosure of information or adequate means of protection are found. . If an employee leaves for own will, it is necessary to try to determine the true reason for his decision (sometimes the reasons cited by the employee upon dismissal, and the true motives that prompted him to take such a step differ significantly from each other), correctly assess it and decide whether it is advisable in this situation to attempt to artificial retention of this person in the team. If the answer is negative, work out and implement the procedure for his conflict-free dismissal.

The dismissal process should include the following steps:

writing an employee letter of resignation, which will detail the reasons for such a decision, as well as (preferably) the place of the intended work;

transfer to the responsible person of all documents, databases, information carriers, products, materials assigned to him, checking their completeness, completeness and registration of acceptance in the inventory of the contractor or act;

handover by the employee of a pass (identifier) ​​to enter the working area, all keys and seals, prohibiting an employee from entering the working premises using knowledge of the code of the code lock (if necessary, replacing the code);

Conducting a conversation with a departing employee in order to remind him of the obligation to keep confidential information secret and the employee signing an obligation not to disclose confidential information to him after dismissal;

Documentation of dismissal in accordance with the general rules.

Subsystem of active countermeasures (PERSONAL LEVEL) should contribute to the identification of facts of disloyalty and their suppression. This subsystem is constantly running. The focus is not on predicting pests, but on monitoring current processes, constantly monitoring changes and analyzing the information collected.

This is, first of all, control over the performance of their duties by employees, which is very often entrusted to the service of operational duty officers and heads of security of facilities.

The official part includes the control of working hours, control of reporting, etc.

Informal, consists in dynamic monitoring of the performance of duties by each security guard and mini teams at the facilities. Separately, it is necessary to note the importance of control over the working contacts of security guards and employees of the customer: when, with whom, on what issue negotiations were held and what was the result (can be tracked using appropriate reporting), and over their standard of living: comparison of income and expenses, adequacy of behavior to income.

The most important instrument of control is accounting and financial reporting. It is thanks to bureaucracy that facts of disloyalty can be identified and documented.

For example, last year we had to stop the activities of a security guard who unreasonably overestimated the data in the receipt documents, for which he received remuneration with “greyhound puppies” (mobile phone, payment for services, etc.).

To carry out the disclosure of all these acts, we had to carry out:

· control of working hours. To show that this employee at that particular time exercised control over the acceptance of the goods;

· reporting control. Checking submitted by the customer receipt documents was carried out by employees with a visit to the site and documentation of the real situation at the facility;

· contact control. This area is closely related to interference in the personal life of an employee, and therefore requires special preparation and conduct.

· control of the adequacy of behavior. Associated with observing how employees behave and, most importantly, how their behavior changes over time. When superimposing these observations on the schedule of transactions, you can see certain patterns and draw some conclusions. Special attention one should pay attention to such indicators as a sharp change in the well-being of an employee, a significant and prolonged deterioration in mood, isolation, absent-mindedness, etc. The appearance of such symptoms is an alarming signal that speaks of the need for a deeper study, namely: observing him outside of work. However, we must remember that detective work is limited by law.

internal audit, collection, compilation and analysis of information, the use of trusted persons in this work.

What other ways are there to reduce the risk of employee disloyalty?

First of all, this is a financial incentive. An effective financial policy in relation to employees is a guarantee of the company's security.

This is true, but only the most superficial. A combination of material and social incentives has a much greater impact on the honesty of employees in the company.

A huge number of employees in the process of consulting say or make it clear that they do not feel the importance of their work for the organization. “We are the material”, “It seems that everything I do, I do for myself”, “I am constantly made to understand that I work in order to feed myself. But the company does not feed at my expense?” - such statements our experts hear regularly. And if I do all my work only for myself, then why shouldn't I do a little more for myself?

In addition, the constant feeling of underestimation of the level of assessment of one's competence, performance, usefulness leads the employee to a state of extreme psychological discomfort, in which he becomes immune to innovations, incapable of accepting criticism addressed to him. He perceives praise and censure in his address as another whim of the boss or a vicissitude of fate. In the end, having "settled down" in the role of the eternally offended, he loses the ability to realistically assess the situation in the company and the results of his work.

The situation is aggravated if the director prefers to take "their own" for senior positions and the roles in the company do not correspond to the position held. For example, in a structure where leadership positions concentrated relatives and friends of the director, people of the same nationality or the same age (such a kind of "hazing"), we can say that disloyalty to the company and the desire to cash in at its expense will develop, other things being equal, much more rapidly than in other firms. Emotional experiences about one's own inferiority in comparison with "close ones" can escalate the situation to the limit. In addition, "their own" often come from outside and take away the hope of other employees for promotion, which they perceive as a clear injustice. The attitude towards the company, of course, does not improve.

Money isn't everything. A person has different needs:

Social needs :

a job assignment that allows employees to communicate;

Creation of a special atmosphere, the spirit of a single team;

holding periodic meetings with subordinates, not only to strategic decisions but also to discuss current issues;

support for informal relationships, if they do not prejudice the work;

Creation of conditions for the active life of employees outside the organization.

The need for respect :

Increase the content of the work of employees;

organization feedback with the results of work and the reaction of management;

Evaluation and encouragement of the achieved results;

involvement of subordinates in the formulation of goals and the development of solutions;

promotion of subordinates through the ranks;

providing training and retraining of employees, which increases their level of competence;

The need for self-expression :

identification and use of the potential of each employee;

entrusting them with complex and important tasks that require full dedication;

Encouragement and development of their creative abilities.

Subsystem of initial state recovery. (REHABILITATION LEVEL) The task of this subsystem is to return to the customer the lost goods and materials, their compensation, or to compensate for the damage caused to the image. The subsystem can be activated as needed. Her work is based on the legal and psychological impact on the attacker. However, operational and investigative actions of law enforcement agencies, litigation are quite expensive and time-consuming things.

Legal impact is possible only with sufficiently detailed documentation of the fact of illegal actions of an employee and readiness to work with law enforcement agencies. This is where the previously conducted process of internal verification, documentation, comes to the rescue:

Psychological impact is likely with full or partial documentary fixation of theft, due to which it is possible to influence the subject. Most often, this impact is based on the unwillingness of a person to make public or transfer to law enforcement agencies information about the act committed by him. The purpose of such an impact is to return the lost amounts and / or restore the image of the enterprise.

Countermeasure systems are the art and skill of a professional, one who builds this system, while it must be remembered that it is impossible to create a "panacea" applicable to all cases of life.

If an illegal act has occurred, first of all it is necessary to assess the situation and its consequences. The process of initial assessment of a criminal act can be facilitated by answering specific questions:

· WHO? Who is the key figure in the criminal act, who can benefit from it, who can clarify the situation;

· WHAT? What is the loss of resources, what actually happened, what is the essence of what happened, its consequences;

· WHEN? When an offense is committed exact time or period;

· WHERE? Where the action was performed, place;

· AS? The way the act was committed, how these actions were committed, what contributed to the commission, what was the situation in the immediate vicinity of the place of the commission or next to the persons involved in the commission;

· HOW? Instrument of commission, i.e. whereby the crime was committed;

· WHY? The motivation of the perpetrator, which prompted him to these actions.

By getting clear answers to these questions, it is possible to narrow the circle of suspects and identify accomplices. In parallel, it is necessary to collect all the factual material on this event - explanations of all participants and persons who may be involved. It is immediately necessary to document the material and technical condition of the site where the criminal encroachment occurred, and the state before the problem arose (inventory acts, material accounting, reports, certificates). And already based on this material, begin to build hypotheses and assumptions, assess losses and plan to correct the situation. It is necessary to involve law enforcement agencies from the moment the fact of illegal actions is established.

Do not think that the negative aspects of the security guard's personality mentioned above are irreparable. With the help of certain psychological techniques, people can develop those qualities that are necessary in work: balance, self-control, the ability to make responsible decisions, perseverance in overcoming difficulties, the ability to distribute attention and observe a large number of objects at the same time, the ability to remain active for a long time. Thus, it is possible to correct the personality and raise it to a higher intellectual level.

When hiring employees, ask them to sign a non-disclosure agreement about information that became known to them in the company during work and after dismissal. Psychologically, this works very well: most people are afraid to violate signed agreements. It is important that this document stipulates a specific period for keeping the secret.

Use in work with employees with their personal consent technical means recognition of dishonesty and predisposition (lie detectors, other devices and devices).

Break up secret information into modules and trust them to different people. Thus, the employee will only have a part of the classified information, which in itself may not be of particular value.

Constantly monitor all information flows and activities of individual employees with extended access to information.

Track relationships in the team, identifying disgruntled and offended employees. They can give out your secrets simply "for evil" or for reasons of principle.

Make public all the facts of the disclosure of trade secrets former employees both within the company and in the external market.

In conclusion, I would like to note that in order to prevent most of the threats that may come from employees, it is enough to correctly organized work personnel services. Contrary to popular belief, the functions of this unit are by no means limited to the recruitment of employees: it is also an effective tool for determining the mood prevailing in the organization, for forming a corporate culture and building a system of motivations.