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Personnel-marketing as a direction of
development of personnel agricultural complex
Dmitry Yadransky1, Rinat Latypov1,
*
and Elena Chumak1
1Ural State University of Economics, Institute of economics, 620144 8 March street/Narodnaya
Volya, 62/45, Yekaterinburg, Russia
Abstract. The article considers the ambivalence of personnel marketing
as a modern management technology that allows balancing on the
principles of the mutual agreement the interests of employers and
employees in a situation of choice in the segment of the labor market. The
problem of the article lies in the need to search for tools to effectively build
(develop) the labor market of agricultural enterprises. Personnel marketing
technologies are proposed as tools. Research methods are: methods of
theoretical generalization, logical modeling, induction, and other general
scientific methods. The article defines the main directions and mechanisms
for the development of personnel marketing as a modern social
management technology that ensures the tactical and strategic development
of company personnel. The possibility of promoting the attractiveness of
jobs at agricultural enterprises through the use of external and internal
tools of personnel marketing is being considered.
1 Introduction
Personnel marketing issues are quite relevant in modern Russian literature and affect the
interests of a large number of people. There is a common understanding of the importance
of marketing staff in providing the effective management tasks of a modern or ganization.
Analyzing the works of authors whose full-text works are presented on the Elibrary.ru
resource, we note that there are two different approaches to the issue of personnel
marketing. The representative of the first is A. Mikhailova and co-authors, who in their
works [13; 14; 1] consider personnel marketing (HR-marketing) as “a type of managerial
activity based on the application of the marketing methodology in the human resources
management system and aimed at creating and developing intellectual capital with
maximum consideration for the needs of the enterprise in personnel and the situation on the
labor market”[14].
A. Makhmetova adheres to the same logic [11, p. 112], she considers personnel
marketing as a direction for analyzing the situation on the labor market to effectively cover
staffing requirements for realizing the organization’s goals. A similar logic is presented in
the textbook edited by A. Kibanov [6, p. 249], as well as A. Pikhach, who considers
marketing staff as a means of avoiding a crisis caused by a lack of staff [15].
*
Corresponding author: latypov.rinat@mail.ru
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© The Authors, published by EDP Sciences. This is an open access article distributed under the terms of the Creative
Commons Attribution License 4.0 (http://creativecommons.org/licenses/by/4.0/).
The second direction in the understanding of personnel marketing is represented by the
work of M. Menshikova and co-authors who believe that “the fundamental task of
personnel marketing is to create the maximum possible attractive image of an enterprise as
an employer to provide itself with human resources with optimal quantitative and
qualitative parameters [10]. Some authors consider marketing personnel a means of
evaluating and modeling careers [5]. Others - a means of building staff profiles [19].
Some authors consider the marketing approach basis to the organization’s personnel
policy [2]. Common in these approaches is the recognition of the fact of the most efficient
use of personnel. It should be noted that staff can be considered not only as an internal
resource of the organization. It can be used outside the organization - being subcontracted,
outsourced, etc. Both of these approaches, in our opinion, are quite relevant for agricultural
enterprises.
Without going into a deep terminological analysis, we consider it necessary to clarify
the methodological approaches to personnel marketing in the conditions of agricultural
enterprises. Analyzing modern scientific concepts of the interpretation of marketing, four of
them can be distinguished [10, с. 7]:
- marketing as a management concept;
- marketing as a system for achieving certain goals;
- marketing as a method;
- marketing as a philosophy, as a market-oriented thinking style.
Marketing approaches, taking into account the occurrence of a shortage of jobs, are
simultaneously applied by both employers (to search for an employee) and the employees
themselves (to search for jobs). These technologies are less common in agricultural
enterprises. The paradox of agricultural enterprises is that often the employer and employee
are, in a sense, monopolists in the local labor market. Such monopolism often does not lead
to the emergence of unconditional employment, but rather, to the emergence of other forms
of competition (refusal of employment, departure, dumping of the offer price), which
accordingly negatively affects the prospects of this segment of the labor market.
2 Method
The above allows us to formulate the problem of the article, which consists of the fact that
there is a need to search for tools to develop an effective labor market for agricultural
enterprises. We see staff marketing technologies as such a tool.
Research methods are: methods of theoretical, logical modeling, induction, other
general scientific methods.
In our opinion, the conditions for effective marketing activities in the field of personnel
management are already formed in the labor market of agricultural enterprises:
- the market for buyers of labor services is relatively stable, as a result of which an
internal labor market has emerged in most enterprises;
- competition both between employees and between employers (for employees with
high or specific skills);
- the employee and the employer form a long-term motivation in the field of
employment;
- the employee has the opportunity to refuse employment using exit migration;
- the conditions for the free movement of capital have been formed [20], which further
increases mobility in the labor market.
At the same time, the data of the Federal State Statistics Service [17] for the period
2005-2013 indicate that the proportion of other costs (except for labor compensation) in
other (non-agricultural) sectors is much higher. The results are shown in table 1.
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Table 1. The Dynamics of the structure of personnel costs
Including
Labor
costs1
wage
expenses for
providing
workers with
housing
social
protection
costs
training
costs
expenses
for
cultural
services
other costs
Total for surveyed activities
2005
100
76,6
0,4
19,6
0,3
0,7
2,4
2007
100
77,9
0,3
18,5
0,3
0,5
2,5
2009
100
78,1
0,3
18,4
0,3
0,4
2,5
2013
100
75,4
0,2
21,5
0,3
0,3
2,4
Manufacturing
2005
100
75,5
0,3
20,4
0,3
1,2
2,3
2007
100
76,8
0,2
19,7
0,3
0,8
2,2
2009
100
76,9
0,1
20,0
0,3
0,6
2,1
2013
100
74,2
0,2
22,5
0,3
0,5
2,3
of which: food production, including drinks and tobacco
2005
100
78,4
0,2
19,1
0,2
0,4
1,7
2007
100
79,5
0,1
18,6
0,2
0,3
1,3
2009
100
79,8
0,0
18,6
0,1
0,2
1,2
2013
100
76,7
0,0
21,8
0,1
0,2
1,1
Source: compiled by the authors
The demonstrated dynamics indicate that the expenses of agricultural enterprises are
oriented towards monetary payments to employees. The costs of cultural, domestic,
professional, and other development are below average. So according to data for the period
from 2013 to 2019, the share of the rural population decreased from 26% to 25.41% [18].
All of the above gives reason to argue that the workers of agricultural enterprises in modern
conditions have the opportunity to act relatively autonomously based on their benefits. It
should be noted the significant influence of stakeholders on the activities of these
organizations. Modern conditions of the labor market for the professions in the agricultural
sector indicate the emergence of mutual competition, which determines the freedom of
choice of market participants. Consequently, raising questions about the strategic prospects
for the development of agricultural enterprises against the background of a general outflow
of the rural population becomes problematic.
Due to the lack of a clear structure of marketing activities in the field of personnel
management of agricultural enterprises, the process of interaction between the labor market
(both internal and external) and the carriers of labor resources (workers) is still chaotic
without a clearly defined concept of interaction. As studies by domestic and foreign authors
show, modern processes in various labor markets are characterized by a violation of the
psychological contract with the employee expressed in the absence of: 1) justice in
distribution, 2) procedural justice and 3) justice in interactions [3]. In our opinion, these
results are entirely relevant for agricultural enterprises.
As a result of the lack of a concept, not all active and high-quality labor resources can
find full (adequate) use in places of residence. The share of unused (used unproductively,
off-profile) labor resources creates negative factors for the development of agricultural
enterprises and negatively affects the life of the resource owners themselves, as a result of
which the labor resource is lost. It is possible to maximally effectively satisfy the entire set
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of needs of the carriers of labor resources of agricultural enterprises using personnel
marketing tools.
3 Study detail and result
Marketing-oriented social technologies require a targeted impact on the social space to
organize and maintain effective and balanced cases of exchange (both single and in the
system). The classic scenario of marketing activities implies an impact on the behavior of
the buyer in the process of making a purchasing decision [9].
The peculiarity of staff marketing is that each of the participants in the marketing
process acts both as an object and as a subject of marketing activity (in an enterprise, in the
labor market, in economic life). In the system of classical marketing, an object acts as an
enterprise that is interested in marketing its products, and as a subject, potential consumers
of products [16, p. 9].
This chain for marketing staff acquires a binary character - in the process of “buying”
an employee, the company “sells” a specific workplace that a particular worker “buys”. As
a result, for both participants in this interaction, the result of marketing actions is the
determination of the price of the employment contract. The presence in parallel of two
differently directed but based on common social mechanisms processes determines the
specific requirements for personnel marketing. Adapting the thesis expressed by B.
Golodets about the signs of technology of marketing activity [10], to the issues of personnel
marketing we can state:
- time constraints - the availability of clear information about the start and end of the
activity, about the period of maximum effectiveness of the planned activities, which allows
you to design the actions of the staff;
- optional repeatability of all marketing tools (the repeatability of individual tools is
required);
- particularity or uniqueness, which implies differences in instrumental approaches to
various areas of marketing;
- variability - since technology always assumes the existence of alternative methods of
activity [10, p. 249]. The direct specificity of marketing approaches has differences. First of
all, the differences in technologies implemented by the parties in the framework of the
initial "sale" of the workplace and implemented to maintain its attractiveness. The
technologies implemented by the employee in competition in the external and internal labor
markets will also change.
In the book of V.V. Tomilov and L.N. Semerkova "Labor Marketing" [20] it is
proposed to use the following methodological approaches to this type of marketing activity:
- firstly, market activity should be oriented towards consumers of the labor force -
employers, customer orientation means studying not the employers' production capabilities
but the needs of the market, and, based on this, developing a plan for their satisfaction;
- secondly, orientation to other subjects of market relations should be taken into
account. In particular, the ability of employees to adapt to the conditions of changing
demand for labor, as well as their requirements for wages, production conditions, work and
rest, etc .;
- thirdly, a focus on a systematic approach should be implemented. All types of
activities related to the sale of labor services in marketing conditions should be coordinated
and operate synchronously;
- fourthly, the basic principle of marketing should be a long-term orientation [20, 7].
In our opinion, these principles do not sufficiently take into account the dual nature of
marketing interaction in the labor process. Moreover, they come from the resource concept
of staff. Modern qualified personnel is no longer a classic workforce, possessing a set of
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unique (sometimes irreplaceable) knowledge. In this case, it is advisable to use the project
approach since a specific set of competencies is determined by specific (project) goals.
Agribusinesses do not always use the opportunity to increase capacity building for fear
of a possible outflow of personnel. Studies by colleagues revealed the institutional barriers
that were most significant in the demand for competence: strict internal planning, disclosure
of information, strategic behavior of the company, excessive preferences for the same
professions, etc. [8]. For agricultural enterprises, we would supplement the list with
complex forecasting of market conditions in the agricultural market. The use of low -skilled
personnel also poses significant risks for agricultural enterprises. The logic of marketing
staff can be applied to eliminate this contradiction. The main thesis is the assertion that the
internal labor market for an employee should be constantly more attractive than the external
market. Moreover, this logic is associated with the satisfaction of the needs of the
employee, not only in material terms. We focus on the pyramid of needs of A. Maslow in
the description of needs. A set of some tools to meet possible needs is given in table 2.
Table 2. Tactical tools of personnel marketing in the agricultural enterprise
Needs
Internal tools
External tools
Physiological
Stable salary, social package (food,
recreation), work schedule
Personnel outsourcing (to increase
load during low season)
Safety
Guaranteed working conditions,
organization of a workplace, tools,
andon
Assistance in providing infrastructure
(including social), social package
Love and
belonging
Labor content, corporate events,
professional mobility, training,
kaizen, andon
HR-image of the company,
cooperation with other companies,
training
Esteem
Professional skills contests, corporate
professional development programs,
KPI, conditions for professional
implementation
External professional skills contests,
public awareness, conditions for prof.
implementation (outsourcing)
Self-
actualization
Ability development, corporate
training, promotion, rotation
Education, advanced training,
development of social infrastructure
Source: compiled by the authors
In table 2, we assume that external tools are also the result of the organization’s
activities aimed at meeting the needs of employees. The satisfaction of these needs occurs
outside the organization, focusing both on the satisfaction of needs and on their formation
(including those who are not included in labor relations). Thus, it seems possible to
implement a systematic approach proposed by V. Tomilov and L. Semerkova [20].
4 Discussion
The main functional specificity of personnel marketing as a social technology is the
presence of counter-marketing flows of both informational and material nature on the part
of each of the participants in social interaction.
Creating a holistic system of personnel marketing requires the construction of
instrumental social mechanisms of managerial impact. In the process of implementing the
concept of personnel marketing at the agricultural enterprises, special attention is paid to
modern technologies of network interaction. It allows giving the existing communication
processes the character of informal ties. Such relationships exist in many agricultural
enterprises, but often mainly at the lower level of social interaction.
A set of social influence methods aimed at meeting the needs indicated in Table 2 may
contain a range of methods of social regulation, social regulation, moral incentives, etc. Our
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proposed logic of personnel management based on marketing technologies requires the
development of specific tools based on the characteristics of a particular branch of an
agricultural company based on the needs of the people who make up the core of this team.
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