3 improvement of time management in the activities of employees. Corporate time management. a two-day training program "Time management: flexible methods" is held, adapted to the specifics of the company's activities

The pace of life of most modern people can hardly be called measured or calm. This is a constant lack of time and emergency work, a regular stay in a state where it is not clear what work to grab right now. All this negatively affects not only the emotional state, but also personal productivity. Only time management will help solve such problems and organize time in such a way that it becomes possible to live a full life, and not be limited to eternal chores.

According to psychologists, even with a “catastrophic shortage of time”, there is a way out.

Existing time management tools help to understand: the main thing is to have a desire at least a little and reconsider your attitude to personal time. Many can be an example that when correct use time management gives excellent results. After all, each of them knows how not only to make many plans, but also to manage to do a lot.

Application Benefits

The skill of rational use of time provides a person with many different advantages and can be useful in almost any field of activity. For teenagers and schoolchildren, knowing the laws of time organization and using them helps them learn how to live in such a way that they have enough time not only for studying, but also for relaxing and communicating with friends. For adults, the basics of using time management will help in work, creativity, family relationships, business and other areas.

What specific benefits does a person get when using this system:

he manages to achieve more goals;
he is successful in all areas of activity;
he achieves his goals faster than those who do not know what time management is and do not use it;
in a short period of time can perform many different tasks;
a person has much more time for self-improvement, recreation, hobbies and being with loved ones;
he does not suffer from constant fatigue, is less prone to stress;
he always has a clear plan of action;
owns inner freedom and the ability to control his life.

The role of motivation in the ability to organize your time

Before proceeding directly to finding out what time management is, it is necessary to deal with the main causes of lack of time. The first and probably the main reason is the unwillingness to perform certain duties. The second culprit is the lack of interest in the case, and the third is disorganization. The fourth reason for lack of time is too long preparation for any task.

Time management is a technology for organizing time and increasing the efficiency of its use.

For example, if you do not want to do some work, you should look for its advantages. Perhaps it can contribute to an increase in salary, a promotion, give a sense of satisfaction from a job well done, or precede a great vacation.

As one of the most effective time management tools, it should also be used for household chores. After all, if it is not fulfilled, the external and internal atmosphere of comfort will be destroyed in the family. While the fight against chaos will help get rid of internal disorganization and direct energy in the right direction.

Time Analysis

Having decided on the motivation, you should not immediately rush to solve your problems. Since effective time management is based on controlling time and reducing its unproductive costs, it is necessary to start with an analysis of the current structure of the day. For each case, you need to fix the main parameters: start and finish time, a brief description, efficiency or moments that prevented the task from being completed. It is best to do this in the form of a table.

Of course, you can fix other points. For example, include columns separating tasks into personal and work, or indicate all smoke breaks and tea breaks, distractions for checking updates on social networks or reading letters from email. In the future, when using time management, this will help you figure out which tasks should be abandoned in order to have time to complete the main tasks and how to distribute tasks during the day.

Try to eliminate "time wasters" from your life

How effective time management can be can be gauged by looking at how much time a lot of people are killing and stealing from themselves. Unfortunately, spending hours checking email, social networking, or playing computer games for both adults and teens is largely considered the norm.

Having decided to do something really useful, you need to take a break from such activities for a while and concentrate on completing the task. If every day at the same time, use the basics of time management and do important things, after a few months it will form a habit.

It will also be useful to keep a diary and write down in it all the activities that only devour time.

The ability to say “no” will also save a lot of time. Without this, it is impossible to imagine time management, because it is difficult to learn how to organize your own time if you waste it aimlessly on unnecessary tasks. Sometimes it’s worth answering with a firm “no” to specific people who only know how to complain, and also try to do everything so that someone else does their job.

Information filtering

When studying time management tools, it is impossible not to dwell on the ability to filter various data. Many people have a habit of filling their heads with a lot of useless information. For example, before purchasing any household appliances or clothes, they study their characteristics for several days on various sites.

On the one hand, such information seems useful, but it will be effective time management only if you do not read everything in a row, but are able to concentrate on the most important and necessary characteristics. Learn to skim through information and remember only what is really useful. No need to waste precious time and oversaturate the brain with a lot of unnecessary information!

Planning is the key to success

Effective time management is planning, which makes it possible to increase your productivity by 25%.

If not recorded, it does not exist. The list of tasks in this case is a map that will not let you go astray in order to achieve this goal.

Various assistants will help to facilitate the task. For example, you can hang a board in the visible part of the room and divide it in half. The basics of time management in this case can be applied as follows: one half contains all the ideas that you want to complete in the near future.

The second half should be divided into three columns: what is planned, what tasks are in progress, and what has already been completed. Each week, tasks from the first half of the board can be moved to the Scheduled column. If you follow the rules that require time management, by the weekend they will all be in the “Done” column.

You can also use a diary or planning. Or fill out a compact calendar to fix plans for the coming weeks and months. There may be tasks that are most conveniently written in the form of a table.

Choosing a Planning Method

Today there are many methods of planning. The most popular include:

Method "ABV" (you can also use "ABC"). Its essence is to put a letter next to each task from the list, indicating the priority of execution. When drawing up a plan according to time management, the most important things are indicated by the letter "A". Until they are completed, tasks marked "B" cannot be started.
Timekeeping is a method that is carried out by measuring and fixing the time required to complete certain goals. What is time management when using timing? This is the development of a sense of time and efficiency of work. To learn this, you need to record all your actions within 2-3 weeks with an accuracy of 5 minutes. This will help to identify the so-called "time sinks" and find reserves to perform important tasks.
Among the best time management tools in the world to help with planning, it is worth noting the SMART technique. This abbreviation is made up of the first letters of words that characterize the goal. It should be: specific, measurable, achievable, commensurate with other objectives and have a clear time frame.

Do not know how to do more - every morning "eat a frog"

Within the framework that time management offers, this technique is quite simple and effective. Its essence lies in the fact that in the morning (preferably in the morning), perform the necessary, but not very pleasant thing. Such classes are mostly postponed and often not performed at all. It is unlikely that effective time management involves a very large investment of time for the implementation of such goals. In addition, unpleasant things tend to accumulate. In this case, their implementation can stretch for months and years.

In the role of frogs, time management most often determines cases that you don’t know how to approach. It can also be tasks for which some ideal conditions are expected. If such tasks are alternately performed every morning, over time, the number of unfinished tasks will be minimized. The purpose of this technology in time management is to develop a useful habit of focusing on current affairs and doing them faster.

If the goal is large, it can be divided

Many give up when they need to take on a global task, such as a complex project. What time management tools can be used in such a situation? First of all, it is necessary to divide the main task into several auxiliary ones and perform each of them separately. This will help not only faster implementation of the project, but also a better understanding of it.

Among those involved in time management, many make this task easier by drawing a kind of tree. The main task acts as its trunk, and the subtasks are branches. You need to branch until the whole process of achieving the goal becomes clear and extremely simple.

There is a time to work, there is a time to rest

Using time management in your life, we must not forget that each person has his own biological clock. They affect what period of the day will be the greatest peak of activity. For example, if this time is from 6.00 to 10.00, it is for these hours that you should plan the most important things and tasks.

Guided by the principles of time management in this case, you can manage to complete the maximum number of tasks. Since at other times the reaction will be slower, and performance will be reduced.

Based on observations of your biological clock, it is also worth allocating time for rest. It should not be overlooked that this largely determines how effective time management will be. During rest, the body's resources are restored, and it can better and faster cope with the goals set for it. If a person falls down from fatigue, the quality of work is unlikely to be good.

Always leave time

First of all, it is worth noting that time management should make life easier and teach you how to use time to good use. However, this is not a reason to make such busy schedules that there is not a single free minute in them. Every day you need to leave a certain margin of time. After all, no matter how thoughtful time management is, it is difficult to accurately determine the time required to complete all tasks.

Therefore, in order not to panic about the fact that it is already necessary to start the next task, it is better to plan a little more time in advance. Even if you do it on time, the remaining time can be used to solve less important issues or to relax.

"The task of management in the 21st century is to learn how to manage the effectiveness of managerial and creative work."

P. Drucker

Several figures show how relevant the problem of increasing labor productivity and effectively motivating employees is for Russian companies:

the labor productivity of those employed in the Russian economy is growing on average by 6.5% per year, that is, slower than the growth of GDP;

in 2008, real wages increased by 5.9% compared to the previous year, and in 2009, according to the forecast of the Ministry of Economic Development, its growth in relation to 2008 will be 3.6%;

the ratio of the total nominal wages of the population employed in the economy to the volume of GDP in 2006 was 33.3%.

These numbers mean the following:

the growth in the cost of human capital far outstrips the increase in the product itself;

the positive dynamics of the price of human capital is not accompanied by a corresponding increase in the return on its use;

the relative price of labor in Russia, taking into account domestic potential, is already high.

It is not yet clear whether the crisis will be able to influence these circumstances, and in what way. But it is quite obvious that in a crisis, companies are faced with the task of solving more complex and often non-standard tasks to increase the efficiency of production, sales, marketing, as well as the task of increasing the loyalty of the remaining staff, which can be solved, including by a competent using means of motivation and time management.

The need for corporate implementation of time management is due to the following factors:

1. The growing pace of changes in the economic environment requires the transfer of greater powers to the employees of the organization, the prompt adoption of independent decisions by them and the independent organization and planning of their work.

2. The share of intangible assets in the value of the organization is growing; the performance of key top managers and specialists is becoming the main factor in the success of an increasing number of companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations are becoming the norm, not a rare exception, constant significant changes in activities - the development of new products, entering new markets, the introduction of new tools and management systems. For top managers and specialists of the organization, respectively, it becomes the norm to constantly increase the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop.

As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, for the first time raised the question of the centralized introduction of technologies for personal organization of work, while considering mainly physical labor.

In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev opposed the mechanistic approach in such an introduction “from above” with the idea of “organizational labor bacillus”, which encourages an employee of the organization to independently improve work processes. The chairman of the Vremya League, P. M. Kerzhentsev, shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work “from above” without engaging the employee’s independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Thus, in the history of the issue of time management of an employee of an organization, two main branches of research can be distinguished: classical time management and areas of general management, one way or another affecting the issues of personal organization of work. These branches converge in the course of development, which makes it natural to raise the question of developing methods for embedding time management in corporate management.

Corporate time management is a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a “top-down” path, from building a system to the effectiveness of its elements, in particular, the effective use of an employee’s time, then personal time management is a “bottom-up” path, from the personal effectiveness of employees to increasing efficiency. departments or organizations.

ANALYSIS OF CORPORATE STANDARDS FOR TIME MANAGEMENT IN SBERBANK OF RUSSIA

Corporate time management allows you to make personal time management of employees a tool to increase corporate efficiency.

Corporate time management combines two approaches - personal time management and corporate work organization. The task of introducing time management in this case is the answer to the question: "How to increase the manageability of the company and employees, without losing the benefits that give the freedom and initiative of people?"

The concept of corporate time management

"The task of management in the 21st century is to learn how to manage the effectiveness of managerial and creative work "(P. Drucker Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company / G.A. Arkhangelsk. - 2nd ed. - St. Petersburg: Peter, 2005. - 442 p. )

For the first time, the topic of corporate time management was stated in the monograph by G.A. Arkhangelsky "Organization of time: from personal efficiency to the development of the company" in 2003. Since then, the idea of a centralized corporate implementation of time management technologies has become a recognized need for an increasing number of companies and organizations.

Time management was originally developed as a practical discipline developed more by management consultants than academics. A number of domestic and Western management specialists have developed practical planning technologies, offering them to practicing managers in the form of books and training courses. As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, first raised the question of centralized introduction of technologies for personal organization of labor, while considering mainly physical labor. In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev contrasted the mechanistic approach in such an introduction "from above" with the idea of "organizational-labor bacillus", which encourages an employee of the organization to independently improve work processes. Chairman of the League "Time" P.M. Kerzhentsev shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and the employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work "from above" without involving the employee's independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Corporate time management- a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a "top-down" path, from building a system to the effectiveness of its elements, in particular, the effective use of employee time, then personal time management is a "bottom-up" path, from personal effectiveness of employees to increasing efficiency. departments or organizations.

Time management in the classical sense of the word includes the entire set of planning technologies that are used by an employee of an organization. on one's own to improve the efficiency of the use of working time. At the same time, the use of time management is not mandatory. In recent years, an increasing number of organizations have realized the need for a centralized corporate implementation of time management technologies.

Vlasova Daria Alexandrovna

5th year student, Department of Economics, Organization and Production Management, TSOGU, Tyumen

E- mail: vlasova- darya@ mail. en

Simarova Irina Sergeevna

scientific adviser, assistant of the department of economics, organization and production management, TSOGU, Tyumen

How to improve the efficiency of staff when the tools of material motivation cease to be effective? How to get the maximum benefit for the Company from the paid time of an employee? This is one of the most important tasks facing every company. The solution to these problems is the introduction of a corporate time management system.

Time management (TM) is a technology for organizing time and increasing the efficiency of its use.

Personal time management technologies were originally developed for free use by people focused on personal effectiveness, but over time, TM tools have proven their effectiveness in corporate cultures.

Personal time management tools include:

1. Timing - a method of studying the cost of time by fixing and measuring the duration of actions performed. Timing allows you to conduct an "audit" and "inventory" of time, to identify "time wasters".

2. Elephant - these are large and large-scale tasks that need to be done in parts (figuratively speaking, "eat an elephant in pieces-steaks").

3. Frog - these are small and unpleasant things that need to be done as quickly as possible.

4. Swiss cheese - the principle according to which it is necessary to start a project not in order, but from the simplest and most understandable place.

The process of introducing TM into corporate culture is possible in two ways.

The first way is the implementation “outside”, i.e. involvement of a specialized consulting company that will analyze the workflow, provide training and offer ready-made solutions. The costs for a company with about 100 employees will amount to 3-4 million rubles. Conducting a training on time management provides a noticeable shift in the overall understanding of the problem, gives impetus to the development of an effective corporate culture. But it is obvious that TM-training, not isolated, but included in a certain system of corporate training, is even more effective. Let's compare corporate training in time management with visiting a fitness club. Undoubtedly, even one workout is good for health and for maintaining physical fitness. But to achieve high results, you need a systematic training program, developed individually, taking into account the characteristics of the body; need a personal trainer there should be a rigid training schedule that motivates you to visit the fitness club regularly.

The second method involves the introduction of TM "from within" the Company and consists of several steps.

1. It is necessary to introduce the so-called TM-bacillus - (according to the definition of Gleb Arkhangelsky, an expert in the field of time management, General Director of the Time Organization company, author of books on time management) - this is a set of rational and emotional ideas and attitudes regarding time and efficiency , “thrown” into the organization, “grafted” into the corporate culture and creating in it an analogue of what is called “efficiency-oriented thinking” in personal work, i.e. the desire for efficiency, "stitched" into people's thinking, and not just laid down in formal procedures.

The mechanism of action of the TM bacillus is the creation of an initial interest in the rational management of personal (irreplaceable and very limited) time, which leads to people's understanding of the need to optimize corporate procedures and activity schemes, as well as to independent work of people in this direction, without pressure "from above". The term “TM-bacillus” goes back to the “organizational-labor bacillus” of the Russian classic of labor organization A.K. Gastev, joining with his concept of “labor setting”, the desire to develop and improve the activity that needs to be instilled in the worker, in addition to teaching the precise execution of the standard ( "instruction card"). To implement this step, two internal trainers in the Company are needed who are trained in the TM course (costs 60-80 thousand rubles), who will demonstrate the effectiveness of the tools by personal example and will teach these tools to their colleagues. Trainers should be from different hierarchical levels to improve the effectiveness of employee training.

2. At the “Terminology” step, written or spoken terms are introduced. For example, "urgent task" can have several meanings: having a certain date, urgent, or almost overdue ("needed by yesterday"). Often, most of the time of employees is spent on this urgent work in quotation marks, and the results of these reactive efforts with a probability of 80% become irrelevant or lie on the desktops unclaimed.

3. After the introduction of the terminology, the rules of the organization are formulated, "written" in the system of corporate regulations, or in the form of informal team agreements. They differ as follows: agreements are “good manners” in relation to each other's time; regulations - agreements, the implementation of which is backed up by any sanctions. The arrangements can be different, for example, the simple rules adopted by Wimm-Bill-Dann:

1) Count time like money. Be prepared for the fact that you will lose money for a mistake in time;

2) by phone - urgent, the rest - by mail;

3) everything you can - do it yourself. Come not with a question, but with solutions;

4) do not try to shift your problem to another. Be prepared to hear a firm "no";

5) when sending an e-mail, be sure to indicate the actual subject of the letter and the importance;

6) being late is evil. But if you are already late - warn;

7) in any request, indicate the actual deadlines. Do not "inflate" them like the price in the bazaar;

8) you criticize - offer your solution. Criticism without a solution option is not accepted;

9) do not eat at the workplace, because the smell of food can distract or annoy someone;

10) twice a day, at 12:00 and 16:00, everyone leaves the office for 15 minutes to air the room;

11) if a person needs 1-2 hours of time for important work and that no one distracts him, he sets a red flag on his desk. All his colleagues will know about it and will not distract him.

4. The introduction of "tools" that "do not allow to do wrong" and dictate the course of action. Examples of tools embedded in corporate cultures:

a simple instrument of one of the banks, which is not recorded anywhere, but is well known to everyone. There is a crystal vase in the meeting room, a latecomer to the meeting must put 500 rubles into it, and the money collected is sent to the corporate cultural events fund;
a tool for team work with government agencies, which is standardized in one of the non-profit organizations. In a conspicuous place, a stand was installed where an employee who is going to a committee or ministry with a serious task attaches a sticker with a corresponding notice to the rest. His colleagues add stickers with "small" incidental tasks "inform Ivanov about something", "take away documents from Petrov". Thanks to this, it was possible to significantly reduce the time spent on travel, effectively introduce a new rule into teamwork without formal regulations;
tool for achieving strategic goals. An informative stand is placed in a conspicuous place in the department: the main task for the department for a month (quarter, year) is written at the top; below are stickers with smaller tasks that will lead to the fulfillment of a common goal; at the very bottom are several envelopes with the names of employees. Each employee, when he has completed his main job, takes a sticker that is “too tough” for him and begins to complete this task, coordinates the result with the boss, after approval puts the sticker in an envelope with his last name, and part of the task - in a special folder. At the end of the month (quarter, year), at the discretion of the head, the employee who has made the greatest contribution to the achievement of the main goal of the department is given 1-2 days of paid rest.

An example of personal tools can be the use in daily work of specially designed diaries of various formats, containing all the necessary tools for managing personal time; using time and task management tools in MSOutlook.

For the continuous improvement of the corporate TM system, it is necessary to hold meetings once every 3-4 months with a duration of no more than 1 hour to discuss new tools for improving labor efficiency.

The experience of implementing TM in companies (MDM Bank, Alfa Bank, Megafon-Povolzhye, RusAl, etc.) showed that the efficiency of employees after completing the training increased by 10-20% at minimal cost.

It is rather difficult to calculate the economy of TM, but if the Company's profit after the introduction of TM increases by 0.5%, then this amount, for example, for some oil and gas enterprise will be more than 25 million rubles. per year, which far outweighs the costs.

Thus, TM needs to be introduced into the corporate cultures of companies, as well as to promote the inclusion of the TM course in curriculum universities.

In a competitive environment, time becomes an important factor influencing the success of a company, so time management is a tool for saving an irreplaceable resource. The result of corporate TM is that there is more time, there is an opportunity to do more, earn more, and "not pay for workers walking around the shop," as the American industrialist Henry Ford said.

Bibliography:

Arkhangelsky G. A. Organization of time. From personal effectiveness to the development of the company: a monograph. – M.: Piter, 2008. – 448 p.
Arkhangelsky G. A. Corporate time management: Encyclopedia of solutions. - M.: Alpina Business Books, 2008. - 160 p.

The need for corporate implementation of time management
Background and definition of corporate time management
Time Management in the Corporate University Program
Diagnostics and certification of TM skills
TM-certification methodology
Corporate TM standards
Directions for further research

"The task of management in the 21st century is to learn how to manage the effectiveness of managerial and creative work."

P. Drucker

In recent years, an increasing number of organizations have realized the need for a centralized corporate implementation of time management technologies.

7.1. The need for corporate implementation of time management

The need for corporate implementation of time management is due to the following factors:

1. Increasing pace of change in the economic environment require the transfer of greater powers to the employees of the organization, the prompt adoption of independent decisions by them and the independent organization and planning of their work.

2. The proportion of intangible assets in the value of the organization is increasing; the performance of key top managers and specialists is becoming the main factor in the success of an increasing number of companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations are becoming the norm, not the rare exception, constant significant changes in activities— development of new products, entering new markets, introduction of new tools and management systems. For top managers and specialists of the organization, respectively, it becomes the norm to constantly increase the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop.

7.2. Background and definition of corporate time management

As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. The classics of scientific management, such as F. W. Taylor, first raised the question of centralized introduction of technologies for personal organization of labor, while considering mainly physical labor.

Corporate time management- a set of technologies for "embedding" time management methods in the organization's management system.

7.3. Time Management in the Corporate University Program

The first step in the corporate implementation of time management is usually training. But ordinary training does not give maximum results if it is not accompanied by certain pre- and post-training activities, if it is not made a logical element of the corporate training system. Let us present the technology of such embedding of time management into the program of a corporate university or training center on the example of a real project.

Natalya Bekker, Manager of the Corporate University of Wimm-Bill-Dann, says:

“In developing the corporate university program, in the first stage of training, we identified four key skills that our managers need: managerial skills, negotiations, presentations and time management. Participation in the training program is not only voluntary, but also, in a certain sense, a privilege.
An employee of the company must justify the need for his participation in the program. This greatly increases the motivation for learning.

Time management training in the course of the corporate university takes place according to the following scheme:

1) training participants fill out profiling questionnaires that allow assessing the level of their TM competence and making training more individualized;

2) a two-day training is conducted under the program "Time Management: Flexible Methods", adapted to the specifics of the company's activities. In Moscow, the training is conducted by specialists from the Time Organization company; in the regions - corporate trainers who have completed a special training course;

3) during the training, participants begin to work with the author's manual "Training Organizer", which is a kind of "time management tutorial". It contains simple exercises and empty charts that allow you to consolidate the training material. After the training, the participant is not left "one on one" with time management, he has a clear algorithm of actions;

4) a month after the training, a 4-hour post-training is carried out. It analyzes the successes and failures of the first stage of the application of time management. In particular, all participants who have completely completed the "Training Organizer" receive a prize - the book "Time Drive";

5) a few months after the course, participants write essays reflecting changes in the organization of their work.

Such a scheme can significantly increase the effectiveness of training. At each stage, the corporate university actively interacts with the employee, his manager and TM-trainer so that all the studied techniques find real application. One of the curious side effects of training is that higher-level managers, seeing the clear successes of subordinates in organizing time, themselves express a desire to participate in similar trainings.

Here is what Yevgeny Ivanov, head of the department of the Timashevsk Dairy Plant, wrote in an essay following the course:

I was promoted to the position of head of the information technology department. In this regard, the range of responsibilities and powers has significantly expanded, compared with the previously performed work. Not all assigned tasks could be completed on time, they had to be significantly delayed at work, and this led to conflicts in the family.
After the Personal Efficiency training, the first thing I did was to start regular timing. As a result, time sinks were identified, the structure of time costs was obtained, objective data appeared, which groups of cases consume how much time. I also created my own organizer in MS Excel, in which I outlined goals, strategic, tactical and operational tasks for the period of the current year, made a two-dimensional work week schedule, and created a page for regular tasks. Each employee of the department has its own page, in which tasks are entered for the employee and a mark of completion. This file helps a lot to organize my work and the work of the department. Most of the planned cases can be completed on time.
Big, “important, but not urgent” tasks have shifted significantly, for example, to establish software license management at the plant, which required a whole range of measures. Improved ability to see parts of large tasks, to prioritize their solution. As a result, large, seemingly overwhelming tasks can be solved.

7.4. Diagnostics and certification of TM skills

The next step after the organization of the time management training system is the diagnostics of time management in departments and the certification of employees' TM skills.

Diagnostics is carried out in the form of a questionnaire according to several key criteria. The result is the construction of a TM profile - a simple diagram that reflects the situation in a company or department in all aspects of time management (Fig. 7.1).

The profile is built on the basis of data obtained from a survey of a team of managers in three main areas of time management implementation in a company:

personal time management - the degree of time management skills on average for this group of managers;
team time management - the quality of horizontal TM interaction within the team;
corporate time management is the quality of TM interaction between a manager and his subordinates.

Analysis of the constructed TM profile allows you to identify problematic TM components of the daily activities of each employee, department and organization as a whole. Conducting a second survey (after completing the training) allows you to evaluate its effectiveness.

Rice. 7.1. OJSC "Bank24.ru" - TM-profile of the team of top managers

TM-diagnostics allows you to evaluate the overall possession of TM-skills of a team of managers. Simultaneously or separately with it, the technique can be used TM certifications, which serves to assess the personal TM skills of each manager or specialist.

“During the development of our business, we came to the conclusion that without increasing internal corporate efficiency and, first of all, personal efficiency, rapid development and winning in a highly competitive field is impossible. Personally, the use of a training organizer helped me a lot, this tool turned out to be just right for me - everything is chewed up and ready for immediate use, however, there is an opportunity to adjust everything for yourself.
To date, all the staff of our bank has undergone corporate training on time management. Consistently, step by step, we trained all employees in the basics of time management. Surprisingly, the staff perceived this study not as “something implanted from above”, but precisely as an opportunity to learn the “art of being on time”, the need for mastering which is long overdue. At the same time, time management diagnostics were carried out at the level of top managers and in departments, as well as certification of personnel TM skills.
Bank24.ru was the first among Russian credit institutions to receive a certificate of compliance with ISO 9001:2000 international quality standards. The process of preparing for certification showed that TM has become a good friend and helper to us. Today, time management is a corporate standard for all Bank personnel.”
Dyakonov B., Ph.D. ped. Sci., Executive Director of OJSC Bank24.ru.

"Ten Commandments of Time Management"

The diagnostic TM profile is built on the basis of scores on ten main criteria, covering all key aspects of time management. The number "ten" was chosen based on the fact that each criterion is compared with the "commandment of time management." As one head of a corporate TM project put it, “something must remain after everything is forgotten.” Such a “dry residue” should be the “Ten Commandments of Time Management” (Table 7.1).

Table 7.1. Criteria and commandments of time management

TM criteria	TM commandments
Materialization and visibility of tasks and information	Materialize thoughts and tasks. Being "in the head", they are not controlled
Measurability of results, time and efficiency	If you want to manage, measure. Manage based on facts, not opinions.
Consistency, consistency, coordination of work	Systematize the work: unite by meaning, structure. No system - no result
Flexibility of activity, ease of planning, responsiveness	Plan as simply and flexibly as possible. Increase your responsiveness to change
Goal-oriented, definite direction	Formulate goals. Evaluate any action by the contribution it makes to the achievement of goals.
Prioritization, focus on the essentials	Highlight the most important. Start with it, give it best time and strength
Investment, development orientation	Invest time in the future. It's very hard to do, but it pays off
Timeliness of execution	Seize good opportunities. A plan is a means to do it, not an end in itself
Controllability of execution	Create an overview of delegated tasks and performance monitoring. Everyone should know that you "forget nothing" and always get your way
Ease of operation	Manage your workload; work "less but smarter". A manager driven like a horse is unsuitable
Attention to efficiency	Develop a "sense of timing" and a "sense of efficiency". The rest will follow

Let's briefly look at each criterion separately.

1. Materialization. Effective time management begins with the materialization of tasks, thoughts, plans, agreements. The presence of all tasks on external media (preferably electronic) allows you to free up your thinking for priority issues in your personal work and reduce the time spent searching for information. In team time management, materialization helps to avoid "indispensability from disorganization", it is easy to transfer tasks horizontally. In particular, well-organized materialization of tasks reduces a number of risks associated with the dismissal of employees. A retired employee can take with him a paper diary with useful contacts, but he will not be able to take away the task review system established in MS Outlook, structured according to certain, well-known rules.

2. Measurability. The need for quantitative measurement of indicators in general management is practically an axiom. The same is true for both personal and team time management. Only the introduction of objective quantitative indicators allows you to truly systematically manage time. As a rule, indicators are used in timekeeping to analyze the time spent. For example, “the share of time on priority tasks”, “time spent on tasks that he himself performed, although he could delegate”.

In the course of a corporate project in the MC-Bauchemie-Russia group of companies, which is one of the three leaders in the Russian market of building mixtures, the head of one of the departments was looking for a way to “motivate” his subordinates to independently implement time management, to overcome the natural distrust of the new technology. A simple trick worked. A piece of paper was hung in a conspicuous place, on which, during the working day, the main tasks solved during the day were noted. At the end of the day, “urgent” tasks were marked in red, which were often more than 50%. This simple meter made it possible to visually demonstrate to employees the importance of preventive maintenance, for which time was previously allocated with difficulty. Moreover, the employees themselves drew up a schedule of planned preventive work and distributed among themselves the responsibilities for its implementation. Thanks to a simple meter, people realized that it is more profitable today to invest an hour in preventing a fire than tomorrow to spend a week of heroic efforts to extinguish it.

3. Consistency. In personal work, this criterion evaluates the consistency of tasks and projects, the "synergistic effect" of their interaction. In team time management, this is one of the key criteria that answers the question: “Is the team a single entity, the performance of which is higher than the sum of the results of each manager included in the team?”

4. Flexibility. Time management is often identified with hard planning, "scheduling yourself to the minute." But the plan is not an end in itself. Plans for both personal and team work should be as simple as possible, flexible, making it easy to “catch” emerging opportunities.

5. Goal-oriented. Activity can be a hectic response to external stimuli or a clear logical sequence of tasks, each of which works towards clearly articulated goals. In team work, this criterion evaluates the clarity of goals for all team members and the consistency of their movement in a single direction.

6. Prioritization. This criterion allows you to assess the degree of "workload," the proportion of time allocated to priority tasks. As a rule, it is in the direction of prioritization that the most effective actions in the early stages of the implementation of time management lie. After all, almost any organization is well aware of the problem of "churn", which, according to some incomprehensible law of nature, always grows in volume.

7. Investment. Any task performed in personal or team work can produce results. But it can, to a greater or lesser extent, work for development, create new opportunities for future results. Ideally, all tasks work for development, create “investment in the future”.

In the corporate TM-project in the Siberian bank OJSC "Omskbank", the mandatory "15 minutes for time management" was introduced into the practice of the Board meetings. During these TM meetings, the Chairman of the Board shares his experience of personal mastering the next tool of the "Training Organizer" and receives mini-reports from top managers on the TM steps they have taken. One of the Deputy Chairmen of the Board regularly holds similar meetings with middle managers. Thus, it is possible to solve one of the problems of time management: “How to allocate time for organizing time?”

8. Timeliness. This criterion evaluates both the timeliness in terms of meeting the deadlines for completing tasks, and the timeliness of the implementation of projects that are not tied to hard times, which is only possible with a flexible planning system that quickly responds to emerging favorable opportunities.

9. Controllability. If you set a task for a subordinate or agreed on something with a colleague, how confident can you be in the execution? Do you need to be reminded of this task many times?

In the course of the TM project, the commercial department of Comstar Telecommunications developed simple Excel forms for task control by the secretary, including regulations for the secretary, task control forms, and project (process) monitoring forms. A procedure for collecting information by the secretary has been introduced - e-mail, verbal orders of the commercial director, transcription of voice recordings made during meetings and after hours are used. With a certain frequency, the secretary, in accordance with the regulations, collects information on the status of tasks and projects from the performers for a report to the top manager. According to the results of the next stage of the TM project, the commercial director of the company named the "Excel-system for the secretary" one of the top three results, along with the introduction of a voice recorder and a system for reviewing strategic tasks.

10. Ease. This criterion assesses the degree of intensity of both personal work and relationships in the team and with subordinates. With ideally adjusted personal, team and corporate time management, personal work and interaction with colleagues cease to be “stressful”, do not require constant painful efforts.

In addition to the assessment according to ten criteria, the situation is assessed according to one integral criterion - "Attention to efficiency", which describes the level of respect for one's own and other people's time in general, awareness of the importance of the issue, its "implementation" at the level of self-evident principles of team interaction.

Questioning and assessment of data reliability

To build a TM profile, employees of the diagnosed unit answer the questions of a questionnaire that includes 33 "multiple choice" (11 criteria, each is assessed in 3 areas). An example of assessing the materialization of time management in personal and team areas can be seen in Table. 7.2.

Table 7.2. Example of diagnostic questionnaire questions

Criterion 1: Materialization and visibility of tasks and information
	1. Personal time management	2. Team time management
	Almost all my tasks and useful thoughts (meaningful information, etc.) exist in an easily visible electronic form (in MS Outlook, in the form of e-mail or separate files, etc.)	Almost all tasks are transferred to colleagues electronically. Based on the results of oral discussions, key thoughts are necessarily recorded and sent.
	Most of my tasks and thoughts exist in electronic form, a small part (up to 20-30%) is in paper form. Task overview is quite simple and convenient	Most of the tasks are transferred "horizontally" in electronic form, a small part in paper. The results of most oral discussions are recorded in writing.
	Most of my tasks and thoughts (70% or more) are recorded on paper (in a diary, in the form of separate documents), the rest - in electronic	Most tasks are submitted on paper. An insignificant part of oral agreements is fixed
	Up to 20-30% of tasks and significant information are not recorded in writing	Up to 20-30% of tasks (requests, agreements) are transmitted “horizontally” orally
	Most of my tasks and meaningful information I keep in memory	Most tasks are passed orally
Commandment 1: Materialize thoughts and tasks. Being "in the head", they are not controlled

Similarly, the respondent evaluates the state of affairs according to other criteria and directions. It is easy to see that “socially expected” answers are visible from the questions. In this social expectation, in addition to obvious disadvantages (distortion of data in the direction of "correct" answers), there are also advantages. They lie in the fact that in the form of a questionnaire, the introduction of TM principles into the corporate culture is actually carried out. Comparing himself with the TM-ideal obvious from the questionnaire, the manager tries on this ideal for himself and understands what he should strive for. This is a very important effect of applying the methodology: literacy in matters of time management often leaves much to be desired among managers of far from the last Russian companies.

To neutralize the effect of social expectation, the survey is conducted only anonymously, and all participants are warned about it. The profile is compiled by the management team as a whole and is not the basis for any "repression". It is important to take into account that the TM-diagnostics method is not a method of appraisal of employees or departments. The task of the methodology is to identify the most priority areas for the development of TM skills of managers and their team interaction.

“Inflated” responses are identified during a detailed analysis of the TM profile and response matrix.

EXAMPLE
Extract from the report for the management of the financial holding
« High scores in terms of prioritization may be called into question when compared with low rates of investment. It is possible that the team is missing general idea about what a "priority task" is. Perhaps, priority is understood as “urgent and / or mandatory / inevitable”, but not “working for a strategic perspective, creating opportunities to reach a new qualitative level”.

Another example, quite typical, is when “on the whole everything is fine”, but a detailed analysis shows that this is not entirely true.

EXAMPLE
Attention is drawn to the contradiction between the high assessment of the team attitude to time in a significant proportion of respondents (50%) and the low assessment of the timeliness of the execution of "horizontally transferred" tasks in team interaction, identified in the analysis by the criterion of timeliness.
Evaluation "Time attitude in the team is good" against the background of "Quite often, colleagues do not meet the agreed deadlines" means that the team does not have a clear understanding of what “effective team work” is.

Finally, the assessment of the reliability of the results is carried out during the analysis of internal correlations in the response matrix.

In addition to formalized questions on a set of criteria, the questionnaire also contains six open-ended questions. The manager completing the questionnaire is asked to describe in arbitrary terms the current and desired state of personal, team and corporate time management.

EXAMPLE
Assessment of the state of personal time management of the head of the department of an oil refining company
Current.“I try to somehow systematize the flow of information and plan my activities. So far, I seem to have time, but I'm afraid that this stream will overwhelm me, and then I will have to swim against the current.
Desired.“Information enters - systematized - distributed - carried out, I myself deal with the main issues in a planned mode."

Open-ended questions make it possible to clarify and “fill in colors” with the assessments obtained in a formalized questionnaire. For example, in the above case, the answers of the manager clearly correlated with low indicators in terms of materialization, i.e., review of tasks and information, and investment, i.e., the ability to allocate time for long-term tasks that do not give immediate results.

Interpretation of diagnostic results

The results of the survey are presented in three main blocks.

1. Analysis of the generalized profile.

2. Analysis according to the most "problematic" criteria taking into account the statistics of the distribution of answers of respondents in the group.

4. Generalized profile analysis allows you to identify the main problems and their relationships. For example, lack of time for long-term tasks (low scores on the criterion of investment) is often obviously associated with poorly organized review and structuring of information (low scores on materialization) and overload of the manager with numerous insignificant requests from colleagues and subordinates (low scores on "attention to time" in a team and/or unit).

On fig. 7.2 shows the statistics of the distribution of answers according to the criterion "Investment value". The horizontal axis shows the rating score, and the vertical axis shows the number of respondents who chose this rating.

Rice. 7.2. Distribution of respondents' answers within the group

The analysis provides a transcript of the most statistically significant responses taken from the questionnaire (i.e., the ratings given by the majority of team members). The indicators shown on the graph (Fig. 7.2) are deciphered as follows:

personal time management, score 0: Time for “investing in yourself” is in principle allocated, but far from being as much as we would like;
team time management, Evaluation 1: Our team consciously allocates time, energy and resources to projects of an "investment" nature. We do not have the problem of “no time to learn”, “no time to introduce new technologies”. But at the same time, 20-30% of the time is still occupied by activities that give only short-term results;
corporate time management score 0: In my unit and my subordinates, in principle, attention is paid to the work of a promising nature, but the focus is still on short-term results, they are easy to measure and evaluate our performance.

These assessments themselves provide some insight into the situation. The result of the questionnaire processing is a "portrait" made up of the most statistically significant selected answers. Analysis and comparison of assessments allow us to obtain additional conclusions.

EXAMPLE
In general, the situation with investment, based on the data presented, can be assessed as follows: “In our team of top managers, time is allocated in sufficient quantities for promising business, but in my personal work and in the unit entrusted to me, no.”
In reality, this means that the customer's management pays great attention to the tasks of an "investment" nature and creates appropriate pressure on top managers. But most executives don't translate this pressure down to their department as well as their personal work.

Rice. 7.3. Example of the "Problem and Solution Maps" element

In the course of both general and detailed analysis of the TM profile, each thesis of the analysis is illustrated by a diagram of cause-and-effect relationships of problems and their sources (Fig. 7.3).

3. The final stage of the analysis is the formulation of recommendations and the reduction of all schemes into a single Map of problems and solutions giving an overview of all upcoming TM events.

7.5. TM-certification methodology

TM diagnostics allows you to assess the overall situation with time management in a management team. Simultaneously or separately with it, the TM-certification methodology can be used, which serves to assess the personal TM skills of each manager or specialist.

One of the classic methods for evaluating managers is "360/270/180 degree certification". Her main ideas:

1. One of the strongest motivators for a person is the opinion of colleagues. In order to convey to the employee the need to develop and work more efficiently, it is necessary, using the questionnaire procedure, to give him the opportunity to find out what colleagues really think about his managerial qualities.

2. Those who work with him are best able to evaluate a person. In 360° certification, a structured opinion about the employee of all those who interact with him most closely is collected: management, colleagues, subordinates; sometimes clients. In 270° certification - only colleagues and management, in 180° certification - only colleagues. 270° certification is used to diagnose time management.

3. Certification is a management tool, not a basis for "repression". Feedback from colleagues is a strong motivator, provided it is objective. Objectivity can be achieved only with the anonymity of the survey and the absence of "organizational conclusions" based on the results of certification.

The key point of certification is to familiarize the employee with the results of his assessment by colleagues in the form of a structured conversation with his immediate supervisor. During the conversation, fill in Personal efficiency improvement plan which is regularly monitored.

For certification, a questionnaire is used, which is anonymously filled out by several colleagues of the person being certified. The structure of the questions reflects the structure of the "TM commandments", which makes the results of TM diagnostics and TM certification comparable and allows them to be used in a single complex. As an example, here are the first few questions that correspond to the criterion of "materialization":

1. During meetings and workshops, the certified employee records in writing the main thoughts (results, agreements) and subsequently uses these records, for example, at subsequent meetings.

3. The certified employee easily and quickly finds and issues the necessary information at your request or the request of other colleagues.

Difficult to evaluate

7.6. Corporate TM standards

The introduction of time management in a company may not be limited to diagnostics and certification. To consolidate time planning techniques, corporate TM standards can be developed. They can be divided into several logical levels.

1. Language, glossary of time management. The words "urgency", "importance" and similar can be understood in completely different ways. For one unit, an “important” task—one with significant financial implications—for another—a task set by a high-level executive. Ideally, terms related to time planning should be spelled out in the company. In any case, "in the first approximation" the task of forming a common language is solved at the training.

2. Arrangements- general "rules of good manners" regarding time.

EXAMPLE
There was a question for a colleague - do not call right away, write it down, and then ask several questions in one block.

Such rules can be oral or fixed in writing, in the form of posters, tablets, etc.

3. Regulations— agreements, the execution of which is supported by sanctions (both formal corporate and gaming ones).

EXAMPLE
“A person who received an e-mail without a completed Subject field has the right to delete it without reading it; the fault for the unresolved issue will be on the sender "or" Leading a daily planner according to a given planning standard have a preferential right to elements of a flexible work schedule.

4. Things, tools- planning boards, ready-made blanks, letterheads, etc., "embodiing" competent work techniques.

The most important tool for implementing corporate standards is ready-made settings in the corporate system of personal and team planning, as a rule, it is MS Outlook or Lotus Notes. The calendar and task settings apply the principles and techniques of time management.

EXAMPLE
“Hard meetings are highlighted in the calendar in blue, budgeted ones in green, the “Day” category contains tasks for today, the “7-control” category is viewed once a week.
The Department did not have a single standard for personal time management. MS Outlook, as in most Russian companies, was used as an email program and partly as a calendar; tasks were used less frequently. Scheduling using only the Calendar section (hard scheduling) did not provide flexibility in a changing external environment.
To optimize team time management, a contextual planning technique was applied, which complements the classic hard (calendar) planning. “Flexible” tasks are distributed according to the “contexts” to which the execution of these tasks is tied - people, places, projects, etc. With this approach, tasks are completed much faster, and you do not need to drive yourself into a rigid plan, which anyway will not come true. The ability to customize the taskbar in MS Outlook allows, adhering to the general ideology of planning, to adapt the overview of tasks for yourself.
A flexible approach to task scheduling is fully consistent with our multi-project specifics of work. An increase in the efficiency of planning and execution of tasks can be approximately estimated at least 10-15%. We did not calculate the direct financial effect, but for our division, which manages numerous projects with budgets of tens and hundreds of thousands of dollars, the potential savings for the company are at least several times higher than our costs for implementing time management.
Selyutin A., deputy. Director of the Department of Informatization of JSC "RAO UES of Russia"

TM-regulations and team agreements

The first step in the implementation of corporate TM standards is the formalization of the language, the conceptual apparatus: what is the “priority” of the task, “urgency”, etc.

The next step after the standardization of the language of activity is the formulation of the rules for its organization, formalized in the system of corporate regulations or existing in the form of informal team agreements. At the same time, the most subtle issue is maintaining a balance between freedom and coercion, corporate interference in those aspects of the employee’s personal work technique that are significant for the company’s efficiency.

Standard Example: Day Scheduling Algorithm

Standardization of corporate time management is better to start with the most understandable, easy to implement things. One of these simple first steps is the standard of planning a working day (in a diary or MS Outlook). The basis of such a standard can be a “rigid-flexible” day planning algorithm that allows, without resorting to too rigid planning, to still manage to complete key tasks. The standard, originally created for one of the Moscow companies, is as follows.
Standard: rules for keeping a diary
The organization of the time of an employee of the company is not his “personal business”.
Your organization is a measure of your respect for colleagues and clients.
Your punctuality is a sure sign by which your business qualities are judged.
Coming to meetings on time, calling back exactly when agreed, meeting deadlines - this is the same sign of a cultured person as brushing your teeth every day.
Diary planning rules
1. "The sharpest memory is dumber than the dullest pencil." All your meetings, tasks and contacts must be materialized in writing.
2. Sloppiness in the review of cases is a sign of sloppiness in the head. Write in a clear legible handwriting, use different colors. If you are using conventions, be sure to list them on the first page of the diary.
3. Contacts are the currency of business. Record any contact information not on torn pieces of paper, but in a separate section of the diary. Be sure to indicate the full subject of the contact, last name, first name, patronymic, company, position, worker. and mob. phones, e-mail, etc.
Review the plan throughout the day and adjust it as circumstances change. A plan is not a "law". The plan is a tool for orienting in a situation. The plan is a tool for achieving results.

"Things" as carriers of corporate standards

A standard, a law, a rule that must first be read and then applied, is not the most effective. The ideal corporate standard is not written on paper, the ideal standard is embodied in some thing that “does not allow you to do it wrong”, itself dictates the desired course of action.

EXAMPLE
Protozoa
Crystal vase in the meeting room of one bank. It carries a rule that is not written down anywhere, but is known to everyone: a person who is late for a meeting must put 500 rubles into it, into the fund of corporate cultural events.
More difficult
At a time management seminar, employees of a non-profit organization engaged in the implementation of international educational programs and projects, standardized effective method team work with government agencies. It was decided to put a piece of drawing paper in a conspicuous place, on which each employee, who was going to a committee or ministry with a serious task, attached a sticker with the appropriate “notice” for the rest. His colleagues could add stickers with small incidental tasks: “please ask Ivanov from the neighboring department about such and such”, “take such and such documents from Petrov for me”, etc. Thus, it was possible to significantly reduce the time spent on trips, effectively introduce a new rule into teamwork without creating any formal regulations.

If information technologies are actively used in the company's activities, ready-made text blocks and forms in the corresponding programs can be extremely useful, for example, in MS Outlook, you can set up custom task presentation forms, including the fields necessary for setting the task. Such a form, appearing before the manager when setting a task for a subordinate, will itself “remind” what significant parameters of the task must be specified.

“One of the areas of work in the time management implementation project was the formalization of the process of negotiating contracts. To manage the process, a task form was developed that defines the main parameters of the monitored contract (Fig. 7.4, 7.5). The form was created without programming, based on the "regular" capabilities of MS Outlook and contains two tabs: "Control" (for the manager who sets the task), and "Execution" (for the employee responsible for the implementation of the contract).
Rice. 7.4. Contract negotiation form
The manager sets the main parameters of the contract on the "Control" tab, and then sends the task to the performer using the "Assign" function. The employee who received the task sees the entire order of his actions on the “Execution” tab and notes their implementation.
All changes made by the executor to the task are displayed in the "parent" task of the manager. Also, the manager has a custom tabular view configured that gives an overview of all contracts. In this view, the manager can change the priority of contracts depending on the current situation, control the timing of their approval, see the status of the contract - its consistency with various departments. Automatic formatting tools made it possible to set up a simple signaling system that highlights contracts in different colors and fonts depending on the proximity of the planned approval date to today. This simple overview matrix made the contract negotiation process more “transparent” and manageable, and made it possible to more rigorously set and track targets for the terms of the contract.
Selyutin A., deputy. Director of the Department of Informatization of JSC "RAO UES of Russia"

Rice. 7.5. Displaying the stages of agreement negotiation

Concluding the topic of corporate standards, it is worth noting that, as the ancient Romans said, the best law is just a fixation of an established custom. The best standard in many cases is the formalization of techniques that people have found and introduced into everyday life. themselves. It is these standards that are the most efficient, simple and effective.

7.7. Directions for further research

The topic of corporate implementation of time management is only a few years old. It was first stated in the monograph by G. A. Arkhangelsky “Organization of time: From personal efficiency to the development of the company”, the first edition of which was published in 2003. Naturally, in such a young direction of time management, there are many interesting opportunities for the researcher.

One of these key areas is economic efficiency assessment implementation of time management, depending on the nature of the activities of the unit in which it is implemented. There are several directions for such research. For example, in departments that directly “sell time” of employees (auditor, consultant, lawyer), time savings are directly expressed in money, depending on the cost of an hour of this specialist for the client.

1. Sales departments. With a decrease in the time spent by sales managers on auxiliary operations and an increase in direct communication with potential customers, one can predict an almost directly proportional increase in sales volumes (exceptions due to the market situation are possible). It is also advisable to assess the speed of response to requests from potential customers and compare it with similar performance parameters of competitors, as one of the key factors of competitiveness.

2. Service departments directly interacting with the client. In this case, with the effective organization of time, the quality of service for the client increases, which can be associated with financial performance through pricing policy, discount policy, comparison with the pricing policy and level of service of competitors.

3. Internal divisions that do not interact with the client. In this case, the connection between time indicators and financial indicators can be drawn through the size of the payroll fund or the level of staff loyalty (more organized and predictable activities, fewer stresses and “overtimes” increase employee loyalty, which can be easily associated with financial indicators in conditions of insufficient quality of the offer on labor market).

Time management in the work of top managers and key specialists deserves a separate study. There are two possible assessments here:

1. Direct assessment of the value of time saved through the amount of compensation of the top manager.

2. Estimation of the speed of promotion of key projects through establishing a connection between an increase in the weekly budget of time that a top manager can devote to a project he manages, with a decrease in the timing of this project. The speed of implementation of projects aimed at the development of the company (implementation of new management systems, launch of new products, etc.), as a rule, allows direct or indirect connection with the financial performance of the company.

Solving the identified tasks of assessing the economic efficiency of introducing corporate time management is one of the priority areas for the development of the Russian scientific school of time management. Their solution will be a significant contribution both to the development of the scientific discipline of time management and to the practice of management consulting, and, accordingly, to increasing the efficiency and competitiveness of Russian enterprises.