Behavioral Segmentation of Personnel in the Human Resource Management System of Universities

In the conditions of modernization of higher education, the importance of effective methods of managing the personnel potential of universities and higher education institutions is increasing. The use of segmentation allows you to form an effective strategy for personnel management of various categories, minimize personnel risks, save time and financial resources. The purpose of the study is to identify the technologies of behavioral segmentation of the organization’s personnel and to consider the possibilities of their use in the management of the human resources potential of higher education institutions. The analysis of the data of sociological surveys indicates the presence of significant difficulties in conducting behavioral segmentation of university teachers, which is due to a wide range of objective and subjective factors that determine the specifics of professional strategies of teachers. Based on the research results, a variant of behavioral segmentation of teachers is proposed, taking into account two factors: on the one hand, the level of expectations from work, requests to the employer, the most significant for teachers, on the other hand, the level of practical implementation of requests and expectations from the professional activity of teachers. The general characteristics and boundaries of the segments allocated depending on behavioral characteristics can become the basis for the development and implementation of a differentiated personnel policy, the formation of an effective system of motivation of employees of different categories. The behavioural segmentation of teachers, proposed by the author of this study, is based on general marketing approaches to the analysis of motivational orientations and preferences of a specific category of employees; the article considers a wide range of factors that determine teachers’ satisfaction with their work. The complexity of the implementation of these approaches is due to the fact that there is no universal toolkit for behavioral segmentation of personnel, and the choice of criteria and methods for separating and dividing personnel should be specified each time taking into account the objectives facing managers.