At the dairy enterprises of Chichkin, more than three thousand people worked. He paid great attention to personnel management and personally knew about two thousand employees. Alexander Vasilyevich sought to create comfortable conditions for them: dormitories with free laundries, canteens, and medical facilities. He supported the youth's desire for education, paying for studies not only in fields related to the dairy industry.

The foundation of Chichkin's personnel policy was a motivation system he developed, based on age categories. The principles of this system were known to all and considered fair and just. Different approaches and incentives were applied for each age group.

The first stage, "Birth of a Dream and Love for the Profession," was for teenagers under 20 years old. It all began with training children from the age of 8 in schools and their career orientation. Successful students were given gifts, and the best were selected for further advancement. At ages 13-14, they were sent to Moscow, where they lived at the company's expense, learning necessary skills and participating in a cultural program.

In the second stage, "Enthusiasm," young employees aged 20-24 moved from place to place, receiving various assignments. Experienced mentors observed where they excelled.

The third stage, "Ambition and Vanity," covered the ages of 25-30. Employees were strictly monitored and subjected to surprise checks. During this time, they were assigned positions based on their abilities, knowledge, and experience.

The fourth stage, "Calm Waiting," encompassed ages 30-40. Employees worked honestly in their positions, receiving bonuses and rewards, the principles of which were known to all.

The fifth stage, "Fulfilling a Dream," lasted from 40 to 65 years. Despite a decrease in productivity, employees compensated for this with experience and knowledge, training and assessing younger colleagues.

At Chichkin's enterprises, there were payments for "length of service." After five years of work, employees received 50 rubles, after ten years, 100 rubles, and then the payments became annual. Part of the earned money was invested in the company's turnover at 6% per annum, which generated income and ensured capital for retirement.

The control system was strict: a special team of auditors conducted surprise checks on product quality and employee performance. Their opinion was decisive in personnel matters.

A.V. Chichkin's ideas on personnel management were adopted in Japan and contributed to the post-war economic miracle. In Japan, a system of lifetime employment, mentorship, and ensuring a stable social climate in companies operates effectively, enhancing labor productivity and employee motivation.

There is a legend that in 1982, the Japanese came to the Soviet Union to award a prize of 2.5 million dollars to Chichkin's heirs in gratitude for his personnel system. However, it turned out that Soviet officials were unaware of Chichkin, and the Japanese left, taking the prize back.