The twenty-first century brought us genetic engineering, globalization and the most brutal, borderline foul, competition. Any market niche is occupied by many small and large players, who seem to outnumber potential customers. It is very difficult to survive, let alone develop, in such a difficult situation. Therefore, the head of the company is forced to constantly look for ways to get ahead of competitors and make his enterprise more competitive. Someone is trying to stand out through some new product. This, of course, helps to get ahead for a short time, but over time, competitors will still catch up. After all, any technological innovation can be copied. Someone is trying to reduce costs, developing discount and bonus programs, but this leads to a decrease in profits. In addition, nothing prevents competitors from offering the same discount. Someone is desperately dumping, selling the product almost at cost. This attracts clients (although not all of them), but deprives them of resources for development. Everywhere you look, there is a wedge everywhere, and any strategy has enough disadvantages. But there is a way out. Unfortunately, only a few are looking for opportunities to increase the company's competitiveness where they need to look first. In effective personnel management. People are the main competitive advantage of any enterprise. “Yes,” another manager will object, “people are good, but where can I get such employees? My current ones are lazy and not such great professionals.” Well, the objection is fair. But - only partially. The fact is that a person’s effectiveness in an organization of any kind (company, government service or school) only half depends on the person himself. The other half is the responsibility of the organization. In other words, management. Therefore, it is management that should be interested in building an effective personnel management system. Here's an example: during the Great Depression, when production and sales of automobile companies fell, Henry Ford, on the contrary, produced and sold more and more. By this point, competitors had already repeated all of Ford’s main technological discoveries: conveyor belts, light alloys, more accurate and productive machines. But Ford developed, and they stagnated. Why? Because Ford built the most effective personnel management system at that time. And none of the competitors even thought about it. Ford was able to make its workers work harder and more productively. Here is the proof: the number of rationalization proposals at Ford plants exceeded the same figure at all US automobile plants combined. The workers were rooting for their enterprise. And Ford won. Thus, effective personnel management allows you not only to get ahead for a couple of months, but also to maintain leadership in the long term. And now more and more managers are paying attention to the issues of effective employee management. They understand that people are the main value of the company. After all, the value of the company's tangible assets ranges from twenty to thirty percent. And everything else is the value of intangible assets (that is, everything that is created by your employees - the company’s reputation, service, ideas and professionalism). The trend is obvious - the main resource and asset of any company are people. And the financial performance and prospects of the company depend on how effectively you manage them. This means you need to manage - efficiently. But it is better to discuss this topic not in an article (even the most detailed one), but in a training.