The results of the Russian part of the survey in 2014–2015 reflected the state of human resource management mainly in large companies, which dominated the sample (68 % of companies; the total number of surveyed companies was 131). Notable features of the Russian human resource management system at that time were the high degree of structuring and formalization of HRM processes (having a documented HRM strategy was already becoming the norm); the involvement (in one way or another) of HR directors in developing the company’s strategy, but they were rarely members of senior management bodies.

An analysis of the distribution of responsibility for decisions in the field of human resource management between the personnel service and line managers did not show in this wave of research the predominance of the role of line managers, as was the case in the 2008–2009 wave. For most issues, HR managers took primary responsibility, albeit subject to consultation with line managers, including in matters of personnel regulation. Only issues of personnel incentives remained the prerogative of line managers.

The main functions of HRM in general in the countries studied were implemented by companies independently. The tendency to attract external service providers (outsourcing) for training and development of personnel has been observed in European countries, including Russia.

In Russian companies, the leading method of recruiting managers was internal hiring. Internal recruitment, employee referrals, and posting vacancies on job search sites were used almost equally to recruit specialists. To find employees and workers, the first place was the method of posting vacancies in the media. All countries in the study noted the use of social networks to find and evaluate candidates.

In personnel training, a common trend across all countries, with a wide range of training and development methods used, has been the predominance of on-the-job training. In Russian companies, the second most popular area was personnel reserve programs, talent development and mentoring, and the least used practice was international assignments, coaching and development centers (which were widespread abroad).

Across all study countries, the vast majority of organizations used assessment of training results to determine their training needs and make important training and development decisions. And in this sense, Russian companies were not alien to modern trends, although they used qualitative indicators much more often than quantitative ones.

The results of the study showed that remuneration practices in companies were quite diverse, but financial participation schemes were used to a limited extent, i.e. a small proportion of companies in most countries. Russian companies widely used the practice of performance-based pay and bonuses for individual achievements; executive bonuses were linked to the achievement of organizational goals.

It is worth eliminating the variability in the use of additional social benefits by companies in different countries, which reflected the characteristics of national social security systems and the capabilities of companies. The most popular corporate benefits in Russia were additional medical insurance, maternity leave at the birth of a child, and educational leave.

Despite the low level of unionization of company employees in most countries of the study, it was noted that trade unions still have some influence on organizations, including in Russia.