Analysis of the labor market, or Why did we get to the life of this ...

As an example, a the analysis of the labor market of the leading personnel of the Moscow region in 2011. Information was taken on the main top positionsfrom the "salary monitor", posted on the Internet resource http://rabota.odnoklassniki.ru/content/monitor/. In general, the sample size was 390 thousand vacancies posted on the site, on the summary of 272 thousand, which allows to speak about certain correctness of the results and conclusions.

Table 1

Change in salary expectations of top managers in Moscow and Moscow region during 2010

table 2

Change in salary offers of employers in Moscow and Moscow region during 2010

Of course, the data obtained are highly averaged, andYou can not talk about 100% of the reliability of the results. However, we did not aspire to this. This requires a more comprehensive analysis, but certain tendencies of supply and demand in the labor market of top management you can already talk.

An analysis of the results shows a truly rapid rise in salary expectations of top managers, as well as candidates who claim them. However, the most modest were, oddly enough, the general directors of manufacturing enterprises. The growth of their salary expectations during 2010 was only 16.13%, which is quite acceptable in comparison with the annual inflation rate of 10-11%. Of the most demanding should be allocated to sales directors whose growth expectations amounted to as much as 230%, followed by marketing directors 154.55%, then financial directors 131.03%, IT directors 100%, and close the list of technical directors 82.35 % and the director of personnel with the growth of only 66.67%. Hence it is clear that the expectations of job seekers on wages grow with a truly fantastic rate. Are employers ready to meet these expectations of candidates?

Table 2 presents changes in salary proposals of employers. They show that almost all claimscandidates are overvalued by more than 50%; are not provided with offers on the market. You can only highlight the position of the director for personnel, according to which salary expectations of job seekers at $ 3000 almost coincide with the proposals of employers at $ 2800. In other cases, there is a significant run-up of supply and demand. So, it is especially necessary to allocate positions: the director on marketing (expectation of the candidate 5600 $ at the offer of the employer 2100 $) and the financial director (expectation 6700 $ at the offer of the employer 1950 $).

Of course, the line of salary expectations of candidatesalways goes above the line of the employer's proposals, however, such deviations as we see in these two positions indicate a highly inflated claim of candidates and that the employer does not agree to pay such money for these positions. This, in turn, is the consequence of dissatisfaction with their professional qualities.

For example, the company has a financialdirector, who, in terms of the totality of professional and personal qualities (and on top positions only in this way) does not suit the first manager or owner. The current job he pulls, but is not able to raise the company's financial and economic block to a new quality level. To commit a "revolution" in the company's economy, a new CFO is invited. He has the appropriate education, rich experience in the required field, backed up with all sorts of recommendations, and the company, going about the candidate, agrees to pay him a salary 50% higher than his predecessor had, if only he "put the job." It takes a year (and in less time it is almost impossible to adequately assess the effectiveness of the new top manager because of the personal and professional peculiarities again), and it turns out that this employee, "hanged" by all sorts of regalia, is not able to solve those professional tasks that he faced originally delivered. The reasons for this trouble can be a great many, ranging from the banal professional incompetence (despite education, experience and recommendations), the lack of resources (labor, money, etc.) to solve the tasks and to just personal features that prevented the employee from "getting used to" in collective. Further, the highly paid specialist resigns, of course, at his own request with the most wonderful recommendations for future employers. And in some cases this is one of the mandatory conditions for an amicable separation of the employer and the employee. Result: the company suffered a loss that is the very 50% of the salary increase for the new employee. After all, he did not introduce anything new, and his current predecessor successfully coped with the current work. After that the smart employer will reflect, and whether it is necessary to go on an occasion at the candidate (even formally exclusively professional) and essentially to overpay him.

So, gentlemen, top managers, in quality one of the reasons for the insecurity in the market of our wage claims is the lack of our professional competencies!! Although, of course, you can not speak for everyone,but those top managers who came after the "revolutionary failures" of their predecessors will agree with me that it is very difficult (even when you have already been recruited) to regain the employer's confidence. To force him to allocate the resources (labor, money, including his own wages) required to perform the tasks assigned to him. "Deceived" employer quite reasonably cautious: "you first show that you can solve problems, what you have, and then we'll see ...". This is confirmed by the data in Table 2, which clearly reflects the reduction in employers' salary offers in virtually all top positions. The exception is the Director of Personnel and the IT Director, which may also be due to the underestimation of these specialists in the market, caused by the relatively recent increased interest in the development of these areas in Russian companies.

Another factor in the development of such a situation on the market is that youths tend to desire "everything at once," and the labor market is ready to provide them, hence the wild growth of candidates' claims. An example, often encountered by the author in the analysisof candidates. A young man who has jumped to the level of marketing director (sales, IT, personnel ...) literally six months later, not only having time not only to be professional, but also to feel the "taste" of work and position, places a resume and proceeds to further search for work for a single purpose - to find where they pay more. The summary of such candidates looks like a steep "ladder" with the change of the employer once a year and each time with an increase. So what? - the reader will say, if a person "pulls". Yes, the fact of the matter is that it does not draw, there is not enough professional experience! And as a result, a breakdown from the top position for a mismatch, or at best the candidate continues to "jog", changing employers and thus gaining professional experience. The result for the employer is known - a continuous loss. So why do employers hire such candidates and go on about their salary claims? The answer is simple: employers put young people first, because they consider only the younger generation capable of "revolutionary breakthroughs" (and in some ways they are right), and secondly, the owners and general directors form the top management team " under itself. " In practice, this means recruiting staff with an age limit of no older (and preferably much younger) of the CEO or owner. Taking into account that their average age is 40-45 years, top managers have quite manageable specialists aged 25 and older who are not burdened by old views and ready to "change everything" (and in the worst case - and do not create anything in return, just to pay ). This is generally not bad and gives impetus to the development of the domestic economy. The other thing is bad, the simple human consumption has sharply increased, and with the purpose of its maintenance professionally not yet held candidate "jumps" on employers. After all, one employer will not provide such a growth of wages within a year (or even take it away, taking into account the level of professional training). As a result, we have unbridled salary ambitions of candidates in the labor market, often not backed by professional achievements. This is possible because, unfortunately, the labor market, the methods of selection and evaluation of personnel, are only just evolving, only the interest of owners and the first heads of companies to the issues of personnel management has begun to appear. Therefore, many employers do not pay attention to the experience of candidates and employ incompetent "flyers".

Often in the labor market there is such a situation,when an experienced, but overstepped the age limit in 50 years, the specialist claims and receives a lower salary than the professionally not held yesterday's graduate of the university. This situation is typical for financial and economic directions, sales, marketing and is much less characteristic for technical specialists, where the path of professional development is more critical.

Thus, summing up the line, I want to note that Unrestrained growth of salary expectations of top executives is mostly not supported by the corresponding growth in the employer's proposals. And although in the conditions of a certain personnelcrisis, consisting in a shortage of highly skilled personnel, the demand curve for salary expectations of candidates "pulls" up the curve of proposals, the employer does not agree to pay sky-high wages simply for past successful experience or prestigious Western education. The employer needs a specific professional result, obtained in his company, then there will be a growth of wages. Otherwise, the probability is very short to receive these fabulous amounts. Therefore, the candidates want to advise not to "fly" from place to place, while young professionals first formed professionally, and professionals do not spoil their reputation by frequent "flights" from the employer to the employer without complete implementation of the planned projects. Also, you should not ask for a new job to pay for work more than 5-7% compared to the previous place of work, and to seek improvement based on specific results obtained. The employer, when hiring a top manager, should not hire flyers, or at least rigidly link them with annual bonuses for the results obtained, and pay a monthly salary at or slightly higher than the average for a given region and position. Exceptions are only when hiring really "stars", widely known professionals, but in this case, unfortunately, it happens that the exception only confirms the rule.

Mansurov Ruslan Evgenievich,

Candidate of Economic Sciences,

Director of Zelenodolsk branch of the Institute of Economics, Management and Law (Kazan)